Borrowing – CC87 Ported OC http://cc87portedoc.com/ Sat, 18 Sep 2021 01:51:11 +0000 en-US hourly 1 https://wordpress.org/?v=5.8 https://cc87portedoc.com/wp-content/uploads/2021/05/default.png Borrowing – CC87 Ported OC http://cc87portedoc.com/ 32 32 SOL Global Provides General Operations Update for February 2021 https://cc87portedoc.com/sol-global-provides-general-operations-update-for-february-2021/ https://cc87portedoc.com/sol-global-provides-general-operations-update-for-february-2021/#respond Sat, 03 Jul 2021 08:56:48 +0000 https://cc87portedoc.com/?p=1285 TORONTO–(BUSINESS WIRE)–SOL Global Investments Corp. (“SOL Global” or the “Company“) (CSE: SOL) (OTCPK: SOLCF) (Frankfurt: 9SB) today provides a general operations update regarding the Company’s investment portfolio and assets and announces that it has commenced litigation against its lender. Verano Holdings Transaction As previously disclosed, the Company is pleased to announce that Verano Holdings, LLC […]]]>

TORONTO–()–SOL Global Investments Corp. (“SOL Global” or the “Company“) (CSE: SOL) (OTCPK: SOLCF) (Frankfurt: 9SB) today provides a general operations update regarding the Company’s investment portfolio and assets and announces that it has commenced litigation against its lender.

Verano Holdings Transaction

As previously disclosed, the Company is pleased to announce that Verano Holdings, LLC (“Verano”), the Company’s largest core investment holding, has executed a definitive merger agreement to consummate a go-public transaction in Canada (the “Transaction”). The Transaction will be effected by Verano participating in a reverse takeover of Majesta Minerals Inc. (“Majesta”), a reporting issuer in Alberta, Canada. The Transaction will include Verano’s previously-announced merger with Alternative Medical Enterprises, LLC, Plants of Ruskin, LLC, RVC 360, LLC and affiliated companies (collectively, “AltMed”), vertically-integrated medical marijuana companies that apply pharmaceutical industry standards to develop, cultivate, produce, and dispense medical cannabis and medical cannabis products in Florida and Arizona. The Transaction is expected to result in a highly-accretive combination of Verano and AltMed with the resulting company operating under the name “Verano Holdings Corp.” (the “Resulting Issuer”). The consummation of the Transaction is subject to the approval of Majesta’s shareholders, antitrust and other regulatory approvals, court approval and other customary closing conditions. The subordinate voting shares of the Resulting Issuer are expected to be listed for trading on the Canadian Securities Exchange (the “CSE”).

The transaction will have a significant positive impact on the Company’s net asset value and the Company will update the market in a timely manner as information is available. To address improper positions taken by the Company’s lender with respect to the Company’s Verano shares, the Company initiated litigation against the lender as described below.

Upon the completion of the Transaction, SOL Global expects to immediately hold 25.2 million subordinate voting shares of the Resulting Issuer. SOL Global looks forward to seeing Verano continue to expand its MSO operations in the United States. Verano has effectively scaled up its operations in several key cannabis markets in the U.S., including Illinois, New Jersey and Nevada (either directly or via affiliates/subsidiaries), and is well positioned to continue to generate impressive quarter over quarter growth.

Bluma Wellness Inc. Update

On January 14, 2021, SOL Global portfolio company, Bluma Wellness Inc. (“Bluma Wellness”), announced the entering into of a definitive arrangement agreement with Cresco Labs Inc. (CSE:CL) (OTCQX: CRLBF) (“Cresco Labs”) dated January 13, 2021 (the “Agreement”), one of the largest vertically integrated multi-state cannabis operators in the United States, pursuant to which Cresco Labs will acquire all of the issued and outstanding shares of Bluma Wellness in an all-share transaction that values Bluma Wellness at an equity value of $213 million (the “Bluma Arrangement”). For more information on the Bluma Arrangement and the terms of the Agreement, please see the Bluma Wellness news release dated January 14, 2021. A special meeting of Bluma Wellness shareholders is expected be held on March 12, 2021 where Bluma Wellness shareholders will be asked to consider the approval of the Bluma Arrangement. Further information on the Bluma Arrangement will be provided in a management information circular that will be mailed to Bluma Wellness shareholders and posted on Bluma Wellness’ profile on SEDAR at www.sedar.com. Subject to the receipt of all required approvals, the Bluma Arrangement is expected to be completed by the start of the second quarter of 2021.

SOL Global further announces that it intends to divest all of its 16,891,749 common shares (10.5% undiluted ownership) and 6,450,000 warrants in Bluma Wellness to certain arm’s length limited partnerships (the “Purchasers”) prior to the closing of the Bluma Arrangement for strategic decisions and to comply with certain Florida state regulations that restrict investments in multiple licensed Florida medical marijuana treatment centers. The gross proceeds from the divestitures are expected to amount to approximately US$23 million. SOL Global will continue to retain a non-controlling 33% economic interest in Bluma Wellness on a fully-diluted basis. Any and all Purchasers will be required to execute and deliver voting support and lock-up agreements to Cresco to vote in favour of the Bluma Arrangement and not to sell or transfer a portion of the Cresco shares to be received upon closing of the Bluma Arrangement for up to an eight-month period following closing.

For additional information on Bluma Wellness, please visit the company’s website at www.oneplant.us.

Commencement of Litigation

On February 7, 2021, the Company initiated litigation in the State of New York against its lender, 1235 Fund LP, an affiliate of MMCAP, seeking declaratory relief that, among other things, this lender is not entitled to be repaid in any property other than cash. The Company is being represented in the litigation by attorneys Alex Spiro of Quinn Emanuel Urquhart & Sullivan, LLP and Joe Groia of Groia & Company.

On July 8, 2019, the Company announced that it had completed a $50,000,000 private placement financing by way of the issue and sale of a senior secured non-convertible debenture (“Debenture“). The Debenture bears interest at 6.0% per annum and will mature on July 5, 2021.

If a specific transaction involving Verano and Harvest Health and Recreation Inc. (“Harvest”) had occurred (the “Harvest Transaction”), the lender would have been repaid in shares of either Verano or Harvest, which would have enabled the lender to cover its short position in Harvest and provided the lender with a reasonable premium of return beyond the stipulated 6%. The Harvest Transaction did not close and thus the Debenture is repayable only in cash. Nevertheless, on February 5, 2021, the lender has wrongfully sent a formal notice purportedly electing to receive, instead of cash, Verano shares currently owned by the Company whose value is more than 200% of the principal value of the Debenture. On February 7, the lender took the formal position that the Company’s participation in an exchange of shares that will occur automatically as a result of the Transaction (as defined above) is a breach of the Company’s obligations under the Debenture and related agreements. The Company rejects all these positions. It advised the lender that the lender has no right to be paid in Verano shares under the Debenture for a number of reasons including that it is inconsistent with the intention of the parties once the Harvest Transaction did not close. In addition, the lender has no right to claim shares based upon the claimed breach and the lender’s purported election would result in the lender receiving an effective interest rate significantly beyond the rate permitted under the Criminal Code of Canada.

The Company advised the lender that it will repay the Debenture in cash pursuant to its terms. To address any uncertainty resulting from the lender’s positions, the Company commenced litigation against the lender and another seeking declaratory relief that, among other things, the lender has no right to be repaid in Verano shares. As a result of the lender’s positions, SOL Global has decided that it will no longer do business with it nor participate in any transaction in which the lender is involved.

COVID-19 Update

SOL Global and its investments and portfolio companies have continued to deliver for both clients and shareholders despite challenges in the overall cannabis space and uncertain market conditions caused by the ongoing COVID-19 pandemic. SOL Global’s portfolio companies have adapted to the current environment through the continued scale-up of existing Florida cannabis production facilities, the continued expansion of Bluma Wellness operating subsidiary One Plant Florida’s already robust home- and curbside-delivery network and online ordering system, and the continued oversight of strategic business opportunities. SOL Global remains confident that it will continue to weather the COVID-19 storm and will emerge from the pandemic as a strengthened leader in the larger cannabis marketplace.

About SOL Global Investments Corp.:

SOL Global is an international investment company with a focus on investing in cannabis and cannabis related companies in legal U.S. states, the hemp and CBD marketplaces and the emerging European cannabis and hemp marketplaces with an objective of providing shareholders with a long term return through capital appreciation, dividends and interest from its investments. If SOL Global believes there is a strategic reason to do so, it may also invest in companies not in the cannabis sector.

Cautionary Statements

This press release contains “forward-looking information” within the meaning of applicable securities laws. All statements contained herein that are not clearly historical in nature may constitute forward-looking information. In some cases, forward-looking information can be identified by words or phrases such as “may”, “will”, “expect”, “likely”, “should”, “would”, “plan”, “anticipate”, “intend”, “potential”, “proposed”, “estimate”, “believe” or the negative of these terms, or other similar words, expressions and grammatical variations thereof, or statements that certain events or conditions “may” or “will” happen, or by discussions of strategy. The forward-looking information contained in this press release includes, without limitation, the terms and expected completion of the Transaction, the Transaction resulting in a highly accretive business combination, the anticipated effect of the Transaction on the Company’s net asset value, expectations regarding the Resulting Issuer’s growth, the Resulting Issuer’s listing on the CSE, the Company’s interest in the Resulting Issuer immediately following the completion of the Transaction, the terms and expected completion of the Bluma Arrangement, the date of the Bluma Wellness special meeting of shareholders to vote on the Bluma Arrangement, the Company’s intention to divest its securities in Bluma Wellness prior to the closing of the Bluma Arrangement, the Company retaining a non-controlling economic interest in Bluma Wellness, the expected gross proceeds from the divestiture of the Company’s securities in Bluma Wellness, the Company’s intention to repay the Debenture in cash and the Company’s expectations regarding its ability to operate and emerge from the COVID-19 pandemic.

Forward-looking information is based upon certain material assumptions that were applied in drawing a conclusion or making a forecast or projection, including management’s perceptions of historical trends, current conditions and expected future developments, as well as other considerations that are believed to be appropriate in the circumstances. While we consider these assumptions to be reasonable based on information currently available to management, there is no assurance that such expectations will prove to be correct.

By their nature, forward-looking information is subject to inherent risks and uncertainties that may be general or specific and which give rise to the possibility that expectations, forecasts, predictions, projections or conclusions will not prove to be accurate, that assumptions may not be correct and that objectives, strategic goals and priorities will not be achieved. A variety of factors, including known and unknown risks, many of which are beyond our control, could cause actual results to differ materially from the forward-looking information in this press release including the failure by Verano, Majesta or Altmed to obtain all necessary corporate, regulatory and court approvals for the Transaction, changes in national or regional economic, legal, regulatory and competitive conditions, Verano’s plans for commercialization and changes in its relationships with vendors, Verano’s ability to access capital, expectations regarding market acceptance of the Transaction, the failure by Bluma Wellness or Cresco Labs to obtain all requisite corporate, regulatory and court approvals for the Bluma Arrangement, the risk that the Company may not consummate the divestitures of its Bluma holdings on favorable financial terms, the outcome of litigation in respect of the repayment of the Debenture and a resurgence in the COVID-19 pandemic.

Other risk factors include: the risks resulting from investing in the US marijuana industry, which may be legal under certain state and local laws but is currently illegal under U.S. federal law; the risks of investing in securities of private companies which may limit the Company’s ability to sell or otherwise liquidate those securities and realize value; reliance on management; the ability of the Company to service its debt; the Company’s ability to obtain additional financing from time to time to pursue its business objectives; competition; litigation; inconsistent public opinion and perception regarding the medical-use and adult-use marijuana industry; and regulatory or political change. Additional risk factors can also be found in the Company’s current MD&A, which has been filed on SEDAR and can be accessed at www.sedar.com. Readers are cautioned to consider these and other factors, uncertainties and potential events carefully and not to put undue reliance on forward-looking information.

The forward-looking information contained herein is made as of the date of this press release and is based on the beliefs, estimates, expectations and opinions of management on the date such forward-looking information is made. The Company undertakes no obligation to update or revise any forward-looking information, whether as a result of new information, estimates or opinions, future events or results or otherwise or to explain any material difference between subsequent actual events and such forward-looking information, except as required by applicable law.

]]>
https://cc87portedoc.com/sol-global-provides-general-operations-update-for-february-2021/feed/ 0
Why adolescents, not adults, are key to addressing India’s teenage problems https://cc87portedoc.com/why-adolescents-not-adults-are-key-to-addressing-indias-teenage-problems/ https://cc87portedoc.com/why-adolescents-not-adults-are-key-to-addressing-indias-teenage-problems/#respond Mon, 28 Jun 2021 00:02:17 +0000 https://cc87portedoc.com/?p=1225 India has 253 million adolescents (10 to 19 years), more than any other country and equivalent to the combined populations of Japan, Germany and Spain. But India isn’t doing enough to ensure they become productive adults, health expert Sunil Mehra, whose advocacy MAMTA works with the central government, tells us. […]]]>



India has 253 million adolescents (10 to 19 years), more than any other country and equivalent to the combined populations of Japan, Germany and Spain. But India isn’t doing enough to ensure they become productive adults, health expert Sunil Mehra, whose advocacy MAMTA works with the central government, tells us.


Adolescent health featured in national policy for the first time three years ago in the Rashtriya Kishor Swasthya Karaykram (RKSK), or National Adolescent Health Programme. In October 2017, Mehra’s organisation hosted the World Congress on Adolescent Health by International Association for Adolescent Health, in Delhi in association with other nonprofits and the ministry of health and family welfare. Experts at the Congress discussed how it was important for India to invest in adolescent health– and how various programmes for adolescents run by different ministries need to be integrated–if India had to benefit from its demographic dividend.





Adolescent health is especially important to India if it is to meet the Sustainable Development Goals (SDGs)–a set of universal goals to end poverty, hunger and achieve equality–that the country has committed to the United Nations, said Mehra (IndiaSpend wrote about the SDGs here, here and here).


Mehra, 62, is a paediatrician and founder and executive director of MAMTA Health Institute for Mother and Child (MAMTA-HIMC, known only as MAMTA), which trains and helps public-sector healthcare providers engage with communities and give voice to adolescent concerns in official policy.


 



India isn’t doing enough to ensure its 253 million adolescents become productive adults, health expert Sunil Mehra, whose advocacy MAMTA works with the central government, told IndiaSpend.


Over a quarter century, MAMTA has expanded its work from maternal and infant health to adolescents. It works in 19 Indian states, and in Nepal and Bangladesh.


“I think the best investment MAMTA made was in engaging in adolescents, creating adolescent networks and creating safe environments for them where they can say what they need to say,” said Mehra.


He runs a 36-year-old paediatric practice in the mornings and evenings in Delhi, while managing MAMTA, which he calls his third child.


India has the largest population of adolescents (10-19 years) in the world–253 million–and every fifth adolescent in the world is an Indian. What should India do for the health and well-being of its adolescents?


First and foremost, as we said in the Congress [World Congress on Adolescent Health], it is clear that if government does not invest in this subset of population [adolescents], many of the SDG outcomes cannot be reached.


Second, many of the adult health outcomes are based on what you do in adolescence. Technically we call it triple dividend, when you invest in adolescence, that is in 253 million–the figure is from Census 2011 so it has to be more than that–you need to see that all of them are healthy, you need to see that this is the productive workforce in the next five to ten years. In order to get a healthy workforce, you need both physical and mental health, and then you add skills, and when you combine the three, you get a healthy adult population. So when you invest in adolescence, you not only get healthy young adults, but also get healthy adults.


For example, when an adolescent starts to smoke at 16 to 19 years, he is very likely to be a chain smoker when he becomes an adult. But if he starts after 25 years, he is unlikely to be a chain smoker. The same is true for alcohol and exercise and lifestyle habits.


We need to understand that whatever you invest in this age–jaisa beej bowoge waisa paudha paoge (as you sow, so shall you reap)will determine the quality of adult you get. This is gradually being understood by the government.


I must say that we already have a good national programme [Rashtriya Kishor Swasthya Karyakram]; the problem is how we execute it. We need to look at the infrastructure and systemic intervention and to see that it delivers what it has promised.


Again, invest early and stay invested, as in share market. Start early at 11-12 years and stay invested till 24 years. That is the evidence in brain development, that yesterday’s 18 is today’s 24. We (previously) thought the brain is maturing at 18, (but) it is happening later, at 24 years. So, maybe you need to revisit the definition of adolescence and stretch it to 24 years.


Even though the RKSK (Rashtriya Kishor Swasthya Karyakram) has been in place since 2014 for adolescent health, in a survey of young adults in in Uttar Pradesh (UP) and Bihar, only 1% of boys and girls knew about RKSK. What needs to be done to increase the scope and activities of RKSK?


This statement is true and false. In certain states, the programme has percolated very well, and in certain states it hasn’t. For example, Bihar and UP are the states where it takes a long for programmes to percolate. In Maharashtra and Tamil Nadu, most people are aware of RKSK. I agree that it is a matter of concern that people in states with the most adolescents [UP and Bihar] are unaware of it.


At MAMTA, we are now partnering with the states of Bihar and UP; institutions like us should support the government. The system is already over-burdened with the same three As—ASHAs [accredited social health activists], anganwadi workers [government crèche workers] and ANMs [auxiliary nurse midwives]–being roped in (for all health programmes). I don’t have a fourth worker, and RKSK came up with the concept of peer educators, who support ANMs to reach out to adults. For the first time, there are both male and female peer educators, and I think it is a great opportunity to have male peer educators reach boys.


If you look at anaemia, if it is 56% among girls aged 16 to 17, it is about 30% in boys. So, it is not that boys are not affected. An anaemic person cannot be a productive person, and so RKSK gave us an approach to reach the boys. Yes, managing peers is difficult, but given the Indian context and given the lack of human resources, given the lack of expenditure on health, we have no option but to rely on peer educators.


How do we identify and train peer educators in taking care of adolescent health?


MAMTA has done this across different districts across states. We have identified a team of trainers under NHM (National Health Mission) which trains different subsets–peer educators, ASHAs and ANMs. ASHAs have to identify and keep facilitating the functioning of peer educators. The ASHA is a village woman–gaon ki bahu (village’s daughter-in law)–so she knows the peers in that village, and she is supposed to recommend peers from the village. They [peer educators] are then trained by a set of trainers and ANMs have to support and mentor peer educators.


Sex education is a taboo in India, yet 26.8% of girls in India get married before the age of 18, and these girls are more likely to die in child-birth than those married between 20-24 years. What are your thoughts about the issue of gender and health?


It is shameful for a country with a GDP (gross domestic product) of 8% to have a fourth of its girls married before 18. We know it sets off poverty and intergenerational undernutrition (you can read IndiaSpend stories on the subject here and here). They [child brides] are an invisible subset of the population, whose access to care and services and access to school is very poor.


So, the first thing is that we need to address this in mission mode; we need to stop child marriage in one generation, we shouldn’t wait to stop it in 10 years. Because for that many years, you have done so much damage, and you are having so many children who are going to be born low birth weight, and these children are likely to get diabetes–we know that low weight babies are likely to get type-2 diabetes and cardiovascular disease more than other children.


So, you will be creating huge potential for all your problems, if you don’t stop child marriage.


The second issue is retaining girls in schools as long as you can.


Third, we must get them access to good sexual and reproductive healthcare, which means they must have access to sanitary napkins, to contraception, to iron and folic-acid tablets for anaemia. We need to see that happens. That is the big gender issue.


To address this we need to talk about boys’ behaviour. We see that everyone is talking about girls, but who is perpetuating gender inequality? It is the boys who are perpetuating it, and by and large, many service providers or large service providers are male and their attitude regarding girls and women needs to improve. That is a big problem and we are not going to solve it anytime soon. But we need to look at it as we go ahead.


We need to roll out the concept of midwives. We already have medical officers, and we realise the challenge in rural settings. I visit Sweden often, and I find the midwives there are much more competent than even medical officers. They have very good courses for midwives. Rather than saying get AYUSH (Ayurveda, Naturopathy, Unani, Siddha and Homeopathy) doctors to do regular service, I think the alternative lies in midwives’ courses.


Self-harm has been one of the leading causes of death, even as depression and other mental health issues affect adolescents. How can we provide mental healthcare at the grassroots?


On one hand, we say that they [adolescents] should be in school, but on the other, we need to tackle school-based challenges such as bullying, performance pressure, relationship challenges, self-esteem issues. These are issues that adolescents go through: Am I as beautiful as her? Am I as tall as him? Am I as intelligent as him? These issues may seem trivial, but they become so important at that stage of life that they start showing up in the form of mental health. Poor performance in schools needs additional investment, it needs constant support through a counsellor, and that is something that we need to do.


So, you need good information systems and knowledge to be provided to adolescents; that includes sexuality education that tells them about their bodies, their relationships and sexual orientation. This takes care of many adolescent mental-health needs. It is a coping mechanism; how do I cope with my needs before they become a concern?


Schools should be the platform to take care of these issues, but parenting is becoming a big issue. Parents need as much support as teachers. Social constructs make certain things taboos in the classroom; how do we expect teachers to transcend them in class? If their pre-training classrooms do not talk about these issues and tell them how to deliver them in classrooms, how can they?


I get parents in my clinic who say, ‘My daughter goes in her room and does not come out for hours together; if someone takes away her mobile phone, she screams at us’. These are issues parents don’t know how to cope with. There is no systematic way of providing information through structured institutions, hence they are bombarded with information which more often than not is incorrect and inappropriate for their age.


Also understand that this is the age when risk-taking is biological; it is not pathological. So, you need to create a constructive environment: When they take a risk, they should feel they are in a protected environment. Or give them alternative channels to vent their risk-taking behaviour, which manifests itself, for example, in road accidents. They think, ‘I can drive a car at 150 kmph, and my girlfriend will be impressed’, not understanding the consequences. The high of the event is more important than the outcome.


How do we tackle the issues of mental health when there is a shortage of mental health professionals in the country?


The only remedy I see is to prevent mental-health challenges. It is like saying when you don’t have enough doctors, your focus should be to prevent disease, so that the load of the institution comes down.


We need to solve the human-resource gap in healthcare, but we also need to invest in preventive interventions to reduce the load on (mental-health) facilities.


Currently, the number of psychiatrists and psychologists in India is so limited and so urban-centric that there is very little availability for rural (areas). We need to invest a lot in preventive and promotive mental health. Simultaneously, we need to invest in institutions that produce good, trained counsellors. Till then, we need to train graduates that are unemployed to become counsellors and create that [employment] space for them.


How difficult is it to frame a communication strategy for adolescents, since each age-group is different and they are not always receptive to top-down communication?


It will be very difficult for any country to create messaging for (adolescents of) ten years, 11 years, 12 years and so on. I will give you an example. School-based interventions can be treated as we treat class curricula–you give some basic information in class six, then continue to provide information as they child grows up. So, you get age appropriate school-based training.


But what should go (across) by mass media and what should [be delivered] by group intervention in (age) clusters–10-13, 14-19, 20-24–what is your epidemiology telling you, what are commonest needs: You go through that messaging and create it (interventions).


Now who will deliver it? If you look at the peer-educator programme, the purpose was to get peers almost of the same age, or about one or two years older, so that they are delivering it rather than preaching it [as it happens] with adults.


Give them a setting where they can ask questions, and make peers comfortable and confident in responding. In one of our interventions, we are trying to improve the self-efficacy of peer educators because if their self-efficacy improves, then their conversational value improves a lot.


We need to create a system that responds to adolescents than to adults in the system.



Yadavar is a principal correspondent with IndiaSpend.

Reprinted with permission from IndiaSpend, a data-driven, public-interest journalism non-profit organisation.

]]>
https://cc87portedoc.com/why-adolescents-not-adults-are-key-to-addressing-indias-teenage-problems/feed/ 0
Put lenders to the test: Before taking out a loan, ask these 8 essential questions https://cc87portedoc.com/signature-loans-signature-loans-no-credit-checks-1000/ https://cc87portedoc.com/signature-loans-signature-loans-no-credit-checks-1000/#respond Mon, 10 May 2021 06:15:28 +0000 https://cc87portedoc.com/?p=621 Why Lenders of Signature Loans Care About Your Score? Taking out a loan is a major financial decision. Whether you own a medical business or are an employed physician, you may need financing for continuing education courses, investing in technology and equipment, funding new initiatives, or growth and expansion. Not all lenders or loans are […]]]>

Why Lenders of Signature Loans Care About Your Score? Taking out a loan is a major financial decision. Whether you own a medical business or are an employed physician, you may need financing for continuing education courses, investing in technology and equipment, funding new initiatives, or growth and expansion. Not all lenders or loans are created equal. Asking the right questions in advance can help you find the best solution.

1. DO YOU REQUIRE PERSONAL COLLATERAL?

One of the biggest disadvantages with many loans is that they can be challenging to obtain unless you have valuable collateral. Although some lenders require it, others do not, enabling you to safeguard what you own. You worked incredibly hard to acquire your assets—are you really willing to risk them?

2. WILL THIS LOAN SHOW UP ON MY CREDIT REPORT?

Applying for a loan could put your credit score at risk. During the application process, some lenders will conduct a hard credit pull, which provides a full report of your credit history and credit score. This type of inquiry can hurt your credit score and stay on your report for up to 2 years. Other lenders perform a soft credit pull, which neither affects your credit score nor ends up on your report.

3. DO YOU HAVE EXPERIENCE WORKING WITH OTHERS IN MY INDUSTRY?

Physicians have unique needs, so partnering with a lender experienced in the industry matters. Some lenders have a process that does not differentiate a physician from any other borrower, whereas others specialize in working with physicians or with customers whose profiles are similar.

Each lender or loan is different. Understanding the fundamental components can help you confidently evaluate loan quality and overall experience. By examining a lender’s expectations about timelines, deliverables, and expertise, you will decrease the risk of surprises.

4. HOW LONG DO I HAVE TO REPAY WHAT I OWE?

The length of your loan dictates how much you will pay each month. Longer terms typically mean your monthly payment will be lower and more manageable. If you need more monthly cash flow, look for a loan that offers longer payback terms.

5.WHAT TYPE OF RATE DO YOU OFFER?

Loans will have a fixed interest rate or variable rate. This dictates whether the rate will stay consistent for its entire term or will fluctuate based on market conditions. With a fixed rate, you will always know what your interest costs will be, making your loan payments and monthly budget more predictable.

6. HOW SOON DO YOU MAKE APPROVAL DECISIONS?

Establishing the approval timeline can help you anticipate whether the process will take days, weeks, or months. This is critical if you urgently need funds.

7. HOW QUICKLY DO YOU FUND UPON APPROVAL?

Some lenders can take weeks or months to deposit funds into your account after loan approval, whereas others can do so in days. If you need funds by a certain time, ensure the lender’s timeline aligns with yours.

8. WHAT IS YOUR APPLICATION PROCESS?

As a physician, you deal with a large amount of paperwork. Your time is valuable, so find out how much may be required for the application process. Knowing in advance what paperwork you need to provide can help you estimate the time you will need to commit.

]]>
https://cc87portedoc.com/signature-loans-signature-loans-no-credit-checks-1000/feed/ 0
Automatic subordination clauses | Lowndes https://cc87portedoc.com/automatic-subordination-clauses-lowndes/ https://cc87portedoc.com/automatic-subordination-clauses-lowndes/#respond Tue, 23 Mar 2021 05:55:12 +0000 https://cc87portedoc.com/automatic-subordination-clauses-lowndes/ Most Leases contain what are called automatic subordination clauses, by virtue of which the Tenant undertakes that the Lease is subordinated to any Mortgage loan granted by the Lessor, which already exists at the time of signature. of the Lease or that it is granted by the Lessor in the future. Such a clause can […]]]>

Most Leases contain what are called automatic subordination clauses, by virtue of which the Tenant undertakes that the Lease is subordinated to any Mortgage loan granted by the Lessor, which already exists at the time of signature. of the Lease or that it is granted by the Lessor in the future.

Such a clause can be made more complex by including other provisions, such as an agreement by the lessor that the subordination of the lessee to the lease is conditional on the lender of the lessor, as a mortgagee, committing. not to seize the tenant and thus disrupt the possession of the tenant as long as the tenant is not in default of the lease (generally called the non-disturbance clause). Another variation is to include a provision whereby the tenant agrees to recognize the lender as the new owner if they exclude the mortgage and become the owner of the leased premises (generally referred to as a waiver clause).

Some subordination clauses require, as a condition of their entry into force, that the Lender and the Tenant enter into a Subordination, Non-Disturbance and Restitution Agreement (SNDA) dealing with these matters. Other articles on this blog discuss what parties to an ADSR generally want it to include, but rest assured that if you are a homeowner arranging mortgage financing, you can expect negotiation of a mortgage. SNDA between your tenant and your potential lender takes time and costs you money. Not only will the landlord have to pay their own attorney to facilitate the negotiation and execution of an NSDA, they will also have to pay the lender’s attorney fees when the loan closes. To make matters worse, if you are dealing with a regional or national tenant, they will likely have a legal department with associated bureaucracy to muddle up in order to get approval for an NSDA, which can take weeks or even longer.

The goal of this process is to make sure the lender is confident that the lease will be subordinate to their mortgage on terms they can agree to. This is usually evidenced by the lender’s attorney approving the subordination clause or SNDA (if applicable), as well as by the lender’s title insurer agreeing to list the lease as a subordinate matter in the insurance policy. the title of the lender securing the lien on the mortgage.

It is almost instinctive for lenders to ask the tenant for an NSDA whether or not the lease requires it. Considering the time and money it takes to put one in place, it is in the landlord’s best interest to avoid this unless it is absolutely necessary (i.e. mandated by lease). An automatic subordination clause in a lease can be stand-alone and invoked without NSDS if the lease does not require one. Many title insurers will agree to insure the Lease as a subordinate in a Lender’s title insurance policy only on the basis of an automatic subordination clause in the Lease. All you have to do is apply and show the title insurer’s underwriting advisor the lease clause. If the automatic subordination clause is really clear and unconditional, most title insurers will approve it and make sure the lease is mortgage-subordinate without SNDA.

Of course, it can be difficult when a landlord’s lawyer initially negotiates a lease to get the tenant to agree to an automatic subordination clause without many conditions (like future negotiation of an NSDA), but it’s worth it. sadness. You are more likely to be successful in this effort with a tenant that is a small business, as opposed to a regional or national business, so your starting point when preparing a lease should always be a simple automatic subordination clause. , without the added complication of requiring ADSD.

]]>
https://cc87portedoc.com/automatic-subordination-clauses-lowndes/feed/ 0
SBI plays Yes Bank godfather as it prepares to inject more capital https://cc87portedoc.com/sbi-plays-yes-bank-godfather-as-it-prepares-to-inject-more-capital/ https://cc87portedoc.com/sbi-plays-yes-bank-godfather-as-it-prepares-to-inject-more-capital/#respond Tue, 23 Mar 2021 05:55:12 +0000 https://cc87portedoc.com/sbi-plays-yes-bank-godfather-as-it-prepares-to-inject-more-capital/ Success has many fathers, but failure can get you a sponsor. At least in the case of Yes Bank, that seems to be the case. After being mobilized to save the ailing private sector lender from the throes of collapse earlier this year, the State Bank of India (SBI) has taken on the role of […]]]>

Success has many fathers, but failure can get you a sponsor. At least in the case of Yes Bank, that seems to be the case. After being mobilized to save the ailing private sector lender from the throes of collapse earlier this year, the State Bank of India (SBI) has taken on the role of godfather rather proudly.

He first infused ??6,050 crore in Yes Bank as part of the bailout, for a 48.2% stake. But that’s not all. The current head of Yes Bank is Prashant Kumar, former deputy managing director of SBI. Most importantly, the wholesale sales of Yes Bank’s loan portfolio found a ready-made buyer in SBI, as a July 7 Mint article reported.

And now SBI is ready to invest another ??1,760 crore in the private sector lender’s follow-up public issue scheduled for this month. Yes, the bank said it aims to increase ??15,000 crore thanks to the public follow-up offering (FPO).

If successful, SBI’s stake will be significantly diluted. But few people bank on this result, unless another government company, such as Life Insurance Corp. of India, does not rise to the challenge.

For now, SBI can be expected to play the key role in the private lender’s ongoing survival plans. The rehabilitation of Yes Bank implies that SBI holds at least 26% of the capital for three years. Besides SBI, six other banks and two financial institutions had also infused money. All investors are required to hold Yes Bank shares for at least three years.

Needless to say, SBI was a fundraiser back then, and still would be now.

Yes, the bank is in dire need of cash with the rate at which its wholesale book is deteriorating. Kumar has had his hands full cleaning up the balance sheet since taking office in March.

More than 17% of the private lender’s book had gone bad by the end of March. In addition, the pandemic has increased the severity of delinquencies for Yes Bank and also makes it difficult for the loan portfolio to grow. In FY20, the bank’s deposits fell 54%, while its loan portfolio fell 29%.

The bank’s Tier I capital ratio was 6.3% after the bailout capital injection. Analysts believe the bank will need ??15,000 to 20,000 crore of capital to meet minimum regulatory requirements, in addition to its procurement needs.

It is clear that SBI will have to keep pumping money until Yes Bank is able to reduce the stress level on its book.

If it continues to give money to Yes Bank, SBI will also have to maintain its 49% stake.

From talent to money, SBI has been the place of choice for the survival of Yes Bank. And, for all intents and purposes, the private lender is already leading the life of an SBI subsidiary. Maybe the state bank should just increase its stake by 2% and make Yes Bank legitimate offspring.

To subscribe to Mint newsletters

* Enter a valid email address

* Thank you for subscribing to our newsletter.

Never miss a story! Stay connected and informed with Mint. Download our app now !!

]]>
https://cc87portedoc.com/sbi-plays-yes-bank-godfather-as-it-prepares-to-inject-more-capital/feed/ 0
Online Lender Moola to Pay Borrowers Almost $ 3 Million for Unreasonable Fees | 1 NEWS https://cc87portedoc.com/online-lender-moola-to-pay-borrowers-almost-3-million-for-unreasonable-fees-1-news/ https://cc87portedoc.com/online-lender-moola-to-pay-borrowers-almost-3-million-for-unreasonable-fees-1-news/#respond Tue, 23 Mar 2021 05:55:12 +0000 https://cc87portedoc.com/online-lender-moola-to-pay-borrowers-almost-3-million-for-unreasonable-fees-1-news/ Online lender Moola will reimburse current and former borrowers $ 2.8 million after a Trade Commission investigation into its charges. The high-cost short-term lender has made a settlement with the commission when required to credit or reimburse customers. Before the introduction of a daily rate cap in June last year, Moola offered loans with interest […]]]>

Online lender Moola will reimburse current and former borrowers $ 2.8 million after a Trade Commission investigation into its charges.

The high-cost short-term lender has made a settlement with the commission when required to credit or reimburse customers.

Before the introduction of a daily rate cap in June last year, Moola offered loans with interest rates of up to 620.5% per annum.

However, after receiving complaints, including from a budget advisory service in Christchurch, the Trade Commission entered to investigate.

In September 2017, the District Court raised concerns about the level of Moola’s fees and called on the Commission to intervene in the debt collection proceedings initiated by Moola.

The Commission found that between February 2016 and July 2017, Moola was likely to have charged unreasonable credit and default charges, in violation of the Credit Agreements and Consumer Finance Act 2003.

During the investigation, the lender charged a default fee of $ 60 when the reasonable fees calculated by the Commission were $ 10.24 to $ 15.66, as well as a set-up fee of $ 150 or $ 350 depending on the term of the loan, when the reasonable fee calculated by the Commission was $ 4.47 or $ 5.48.

The lender also charged a processing fee of $ 50 when the reasonable fee calculated by the Commission was $ 10.86 or $ 12.25.

Commission President Anna Rawlings said the fees should cover costs “relevant and closely related to the activity for which the fees are being charged”.

She said that the Board was of the view that Moola’s charges more than covered those costs.

“We consider that during the relevant period, Moola’s default charges, set-up charges and processing charges recovered costs that were not closely related to the matter for which the charges were. billed, as required by CCCFA.

“Moola acknowledges our point of view and is committed to crediting or reimbursing affected customers the difference between the charges billed and the charges we calculated were reasonable charges.”

Due to Covid-19, Moola had six months to calculate the repayments owed to its borrowers.

Affected customers will be reimbursed within 12 months.

Moola has also agreed to post information about the deal on their website so that anyone who took out a loan with them between February 2016 and July 2017 can check there for more information.

]]>
https://cc87portedoc.com/online-lender-moola-to-pay-borrowers-almost-3-million-for-unreasonable-fees-1-news/feed/ 0
Castle Trust Bank joins the Mortgage Market Alliance https://cc87portedoc.com/castle-trust-bank-joins-the-mortgage-market-alliance/ https://cc87portedoc.com/castle-trust-bank-joins-the-mortgage-market-alliance/#respond Tue, 23 Mar 2021 05:55:12 +0000 https://cc87portedoc.com/castle-trust-bank-joins-the-mortgage-market-alliance/ “As a specialist mortgage lender and bank, we know how important it is to stay customer-centric in everything we do.” Castle Trust Bank became the latest lender to join the Mortgage Market Alliance (MMA) as a founding member. The MMA was launched last year to provide a collaborative voice for the mortgage industry to promote […]]]>

“As a specialist mortgage lender and bank, we know how important it is to stay customer-centric in everything we do.”

Castle Trust Bank became the latest lender to join the Mortgage Market Alliance (MMA) as a founding member.

The MMA was launched last year to provide a collaborative voice for the mortgage industry to promote the availability of loans and the value of professional advice.

Castle Trust Bank offers loans for a variety of investments including vacation rentals, HMOs, portfolio loans, and property renovations. The specialist lender was launched in 2012 and became a bank in 2020.

Barry Searle, Managing Director of Real Estate at Castle Trust Bank, said: “As a specialist mortgage lender and bank, we know how important it is to remain customer-centric in everything we do, and that includes playing our role in helping to raise awareness of the different lending opportunities that exist. available to them. Joining the Mortgage Market Alliance gives us a great opportunity to do so and to contribute to a proactive and sustained customer education campaign.

Rob Griffiths, Director of the Mortgage Market Alliance, added: “Real estate investors play an important role in meeting the country’s housing needs and the flexible solutions that allow them to do so are a key part of the diverse range of mortgage options available to clients. We are truly delighted to welcome Castle Trust Bank to the Mortgage Market Alliance and look forward to working with them to educate and understand clients about the lending options available to them and the value of professional advice. .

]]>
https://cc87portedoc.com/castle-trust-bank-joins-the-mortgage-market-alliance/feed/ 0
A global green agreement – CGTN https://cc87portedoc.com/a-global-green-agreement-cgtn/ https://cc87portedoc.com/a-global-green-agreement-cgtn/#respond Tue, 23 Mar 2021 05:55:12 +0000 https://cc87portedoc.com/a-global-green-agreement-cgtn/ Editor’s Note: Decision Makers is a global platform for decision makers to share their perspectives on the events shaping the world today. Ursula von der Leyen is the President of the European Commission. Werner Hoyer is the President of the European Investment Bank. The article reflects the opinions of the authors and not necessarily those […]]]>

Editor’s Note: Decision Makers is a global platform for decision makers to share their perspectives on the events shaping the world today. Ursula von der Leyen is the President of the European Commission. Werner Hoyer is the President of the European Investment Bank. The article reflects the opinions of the authors and not necessarily those of the CGTN.

In Europe, we have heard the warnings about climate change. We know that if our industrial, energy, transportation and food systems don’t change, we could face a catastrophic temperature rise of more than three degrees Celsius this century.

As we approach the end of 2020 – the hottest year on record in Europe – we, the members of the European Union, have taken a collective decision to reduce our greenhouse gas (GHG) emissions by at least 55% from 1990 levels by 2030. The European Commission is now following through this commitment with concrete policy changes, and the European Investment Bank is supporting the effort with its financial might.

The current decade is a watershed moment for our planet. To face the immediate challenges that await us, our two organizations are convening governments, international institutions and investors on March 24, 2021 for a historic event: “Investing in climate action”.

The event will bring together world leaders to share their plans to implement the necessary policies in their countries and ensure international coordination. And it will seek to help investors and business leaders improve their understanding of the political environment in which they will operate for at least the next decade.

Climate action requires far-reaching structural change and massive levels of investment around the world. In Europe alone, meeting the new emissions reduction target by 2030 will require around 350 billion euros ($ 417 billion) in additional investment per year. However, this figure is paltry compared to the costs of doing nothing.

To meet the investment challenge, the EIB, the world’s largest multilateral lender, has become the European Climate Bank, aligning all of its activities with the objectives set out in the Paris Agreement. Among other things, the EIB has pledged to support EUR 1 trillion ($ 1.2 trillion) of investments in climate action and environmental sustainability over the next decade.

But funding alone will not get us where we need to go. We also need a roadmap, which is why the European Commission presented the European Green Deal in December 2019. As Europe’s new growth strategy, it aims to transform the EU into a society fairer and more prosperous by guiding the transition to a more resource efficient society. , competitive economy. Ultimately, the goal is to achieve zero net GHG emissions by 2050.

The EU, however, accounts for less than 10 percent of global emissions, so European action alone will not be enough to slow global warming. To keep the global temperature rise as close to 1.5 degrees Celsius as possible, we must support decarbonization efforts beyond our borders. This is why we need a Global Green Deal.

To do this, we have set ourselves three investment priorities. First, we need to make sure that the most advanced clean technologies are adopted everywhere. Despite good progress in deploying renewable energy, 40% of the world’s electricity is still produced by coal, the dirtiest energy source. With economic development comes an increased demand for electricity, and therefore a responsibility to adopt green technological solutions and to connect the world to clean grids.

Europe is ready to invest in everything from green electrification programs in Africa and industrial decarbonization projects in Asia to the deployment of batteries in Latin America. And we have climate adaptation expertise to share, along with flood control technologies, advanced weather forecasting tools, and resilient infrastructure. With both the financial means and the knowledge to support efforts to adapt to climate change, the EIB will use its resources to leverage more private sector investment in this critical area.

Technicians check the status of solar photovoltaic (PV) panels at a photovoltaic station in Wuyi County, north China’s Hebei Province, March 30, 2019. / Xinhua

Technicians check the status of solar photovoltaic (PV) panels at a photovoltaic station in Wuyi County, north China’s Hebei Province, March 30, 2019. / Xinhua

Our second priority is to invest in revolutionary green technologies like never before. Such research and development is both necessary and represents a huge market opportunity. Already, a group of countries representing half of global GHG emissions have adopted “net-zero” targets, and more will surely follow. They will all need European technology and investment to achieve this. Clean hydrogen, offshore renewables and energy storage solutions can all become dynamic EU export sectors.

Finally, we need to embrace the idea of ​​a “circular economy”. As it is, we are taking more of our planet than it can afford to give us, and the effects of this overbreadth will become more and more dramatic and destructive with each passing year. We urgently need to reduce the environmental and carbon footprint of the goods we consume.

To do this, we need to invest in circular technologies that reuse resources, rather than constantly producing or importing new goods and extracting ever more raw materials. The circular economy has enormous potential not only to reduce our dependence on scarce resources, but also to create jobs. As Europe continues to show, the Green Deal is not just an environmental policy; it is an economic and geopolitical necessity.

Five years ago, 196 countries came together and signed the Paris Agreement, pledging to keep the average global temperature below 2 degrees Celsius – but preferably 1.5 degrees Celsius – from its pre-industrial level. To date, this commitment has not yet been matched with sufficient action. It is time to raise our ambitions and accelerate progress. This will be our message to the world at “Investing in Climate Action” on March 24.

We all need to come together – not just governments but also businesses, cities, financial institutions and civil society – to tackle the climate challenge. Europe has the tools, skills and knowledge to lead by example. We need to translate our climate policy leadership into market leadership to ensure a Global Green Deal.

Let’s get to work.

Copyright: Project union, 2021.

(If you would like to contribute and have specific expertise, please contact us at opinions@cgtn.com.)

]]>
https://cc87portedoc.com/a-global-green-agreement-cgtn/feed/ 0
Poquoson man survives COVID-19, but is heartbroken after losing friend to virus https://cc87portedoc.com/poquoson-man-survives-covid-19-but-is-heartbroken-after-losing-friend-to-virus/ https://cc87portedoc.com/poquoson-man-survives-covid-19-but-is-heartbroken-after-losing-friend-to-virus/#respond Tue, 23 Mar 2021 05:55:11 +0000 https://cc87portedoc.com/poquoson-man-survives-covid-19-but-is-heartbroken-after-losing-friend-to-virus/ POQUOSON, Virginia (WAVY) – As the coronavirus pandemic continues, thousands of Americans have faced grief and loss. A man from Poquoson survived covid-19, only to lose a close family friend to the virus. Many families around the world are facing the loss of loved ones to the virus and are looking for better days. Erbin […]]]>

POQUOSON, Virginia (WAVY) – As the coronavirus pandemic continues, thousands of Americans have faced grief and loss.

A man from Poquoson survived covid-19, only to lose a close family friend to the virus.

Many families around the world are facing the loss of loved ones to the virus and are looking for better days. Erbin Lender, 79, a resident of Poquoson, has beaten COVID-19, but has also lost his friend.

“He passed away and I survived,” Lender said of his friend, Al McKinney.

In September, Lender and his wife Jane traveled to Shreveport, Louisiana to visit the Mckinneys, who are friends of the family.

“They had attended a funeral the week before we arrived, and they had contacted COVID, they didn’t know by the time we arrived,” Lender said.

Lender was a patient at Willis-Knighton Pierremont in Shreveport, just 15 miles from Willis-Knighton Medical Center North for eleven days. He was taken care of by Dr Jennifer Prime, head of the COVID-19 unit.

“We treated him with everything we have medically available for COVID-19,” Prime said.

Lender was on specialized oxygen for seven days, then returned to regular oxygen.

“The doctor told me it looked like I had come through the hardest part. My lungs were responding, recovering, ”Lender said.

Although things are improving for him, Prime explained to Lender that the fan is his only hope to stay alive.

But the lender chose not to go on the machine.

The lender says hospital staff have tried different ways of treating COVID-19 for patients. Some of the treatment methods worked for him, some didn’t.

“He needed what we call an ‘Airvo’ which is an oxygen delivery system,” Prime said.

In Lender’s case, the heating of oxygen saved his life.

“Sir. The lender was able to reduce his oxygen requirements and eventually improve and go home, which was a miracle,” Prime said.

However, McKinney, Lender’s friend who contracted COVID-19 at the funeral before Lender’s visit, was also hospitalized at Willis-Knighton North while Lender was in the other hospital.

MKinney died of kidney failure on September 20.

Lender is a survivor, but his heart is still broken over the loss of his friend.

“It was a sad circumstance. He’s your friend you’ve known all these years, ”Lender said.

Still, Lender is grateful to the hospital staff for saving his life.

]]>
https://cc87portedoc.com/poquoson-man-survives-covid-19-but-is-heartbroken-after-losing-friend-to-virus/feed/ 0
Booze Companies Partners to Fund $ 3 Million Grants Program for New York Restaurants https://cc87portedoc.com/booze-companies-partners-to-fund-3-million-grants-program-for-new-york-restaurants/ https://cc87portedoc.com/booze-companies-partners-to-fund-3-million-grants-program-for-new-york-restaurants/#respond Tue, 23 Mar 2021 05:55:11 +0000 https://cc87portedoc.com/booze-companies-partners-to-fund-3-million-grants-program-for-new-york-restaurants/ Bisnow / Kelsey Neubauer Al fresco dining in Manhattan’s East Village in December 2020 New York has a new fund to help restaurant owners adapt their businesses to the coronavirus pandemic. A privately funded $ 3 million grant program will allow restaurants to apply for up to $ 5,000 in relief to use for things […]]]>

Bisnow / Kelsey Neubauer

Al fresco dining in Manhattan’s East Village in December 2020

New York has a new fund to help restaurant owners adapt their businesses to the coronavirus pandemic.

A privately funded $ 3 million grant program will allow restaurants to apply for up to $ 5,000 in relief to use for things like renovating spaces to meet state-imposed social distancing requirements and improving outdoor dining facilities, Empire State Development Corp. announced Tuesday. .

The fund, nicknamed the “Raising the Bar” Restaurant Recovery Fund, is funded by alcohol company Diageo, which owns brands such as Guinness, Don Julio, Bailey’s and Johnnie Walker, and liquor distributor Southern Glazer’s Wine & Spirits. The nonprofit National Development Council will review applications and award grants.

“The restaurant industry is a vital part of our state’s economy – encompassing hundreds of small businesses that employ thousands of New Yorkers,” said Eric Gertler, president and CEO-designate of Empire. State Development Corp. in a press release. “This industry has been among the hardest hit by the devastating effects of COVID-19, working hard to stay open, serve customers and keep employees safe.”

The fund is intended for restaurants that raised less than $ 3 million in 2019, and applications will be accepted from January 11. It comes after the federal stimulus package signed last month offered no direct relief to restaurants. The industry lobbied the Senate to adopt a $ 120 billion relief fund to subsidize losses suffered during the pandemic. The bill, dubbed the RESTAURANTS Act, has already been passed by the Democratic-led House of Representatives.

Fifty-four percent of restaurants in the state say they won’t go the next six months without federal help, according to a survey released by the New York State Restaurant Association last month. That’s higher than the national estimate of 36%, according to the trade association.

“Our once vibrant restaurant industry is suffering,” NYSRA President and CEO Melissa Fleischut said in a statement. “Our members are worse off economically than most restaurants across the country… it’s time our elected officials started fighting to save the industry before it’s too late. One of our last hopes is financial assistance from the federal government.

]]>
https://cc87portedoc.com/booze-companies-partners-to-fund-3-million-grants-program-for-new-york-restaurants/feed/ 0