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Legwork: Three Predictions That Impact Dentists in 2021

WENATCHEE, Wash., Jan. 4, 2021 /PRNewswire/ — Every 365 days, we pause, consider the year behind us, and anticipate the year ahead. As we reflect now, nothing’s ever looked quite like this. And dentists continue to deal with historical shifts in healthcare with little precedent to lean on. Dental practices ground to a halt in March with mandatory restrictions on elective procedures after a strong start to the year. This historical period led to slow re-openings and loosening of some limitations, but in the most recent American Dental Association (ADA) surveys, practices on average continue to report 80% of previous patient volumes. As COVID-19 cases spike again, unprecedented disruption, anxiety, and loss leave us with uncertainty to start 2021.

The new year demands calculated adjustments that reassure patients to offset the attrition brought on by COVID-19.

The ADA’s Health Policy Institute (HPI) found dental care spending down 38% in 2020, and they project a 20% reduction in 2021. Dental practices need to make strategic, measured decisions soon to navigate through the remaining pandemic. The new year demands calculated adjustments that reassure and attract patients to offset the inevitable attrition brought on by COVID-19.

No one knows what the future holds. But as we study the past and evaluate trends, the following predictions stand:

PREDICTION #1: Dental practices, especially solo practices, will feel extra strain to retain patients and replace churn.

The HPI has tracked consumer sentiment on dental care for the past several months. Every two weeks, the survey connects with people who visited a dental practice in 2019 and gathers their opinion about visiting again. Results in November 2020 revealed the following:

23% were recently active patients who have already been back to the dentist
60% are ready to go to their dentist when their next appointment arrives
5% are still seeking assurances and may need a little extra signal that it’s safe before they’ll return for their dentist visit
12% are waiting to get a vaccine before returning for treatment

The dental industry blends immediate and elective care, which helps maintain a baseline level than many other industries envy. For example, nearly three times as many people report they won’t resume traveling until a vaccination becomes available. But the implications still carry negative weight as 17% of patients express a hesitation to continue dental care.

Economic uncertainty may alter dental expenditures, even for patients who can afford care, however. The personal savings rate hit a record 33% as consumers stockpiled cash during the pandemic; reluctant spending will continue to shape consumer sentiment in the near-term. Practices also face patients who’ve lost their dental insurance benefits associated with vanishing jobs. Patients may delay dental care until their insurance situation and the general economy improves.

Some people who lose coverage may be eligible for Medicaid. But not all states have dental benefits for adults, and 29 states offer only emergency or limited benefits. Consequently, the benefits for those who are unemployed won’t equal previous employer benefits. Many practices don’t accept Medicaid, so these patients may drop out of the private-pay system.

PREDICTION #2: Staffing shortfalls will continue to impact the dental industry.

The human resource impact of COVID-19 carries into dental offices. Many employees continue to manage remote schooling for their children and juggle childcare loss during working hours. Dental offices face challenges recruiting the right people to fill critical positions in every economic cycle. A strong job market fueled a simmering staffing crisis before COVID-19, but the pandemic accelerated the strain. Additionally, solo dentists’ offices and DSOs rely on full-time employees who possess specific skills and certifications.

According to the ADA, hiring during 2020 for any position in practices hasn’t been without stress. The majority of hiring dentists report that it’s been extremely or very challenging compared to before the pandemic. Nearly 80% reported it was extremely or very challenging to recruit hygienists, and roughly 70% said the same for assistants.

An inconsistent workflow disrupted by shutdowns and restrictions presents another hurdle for dental practices to overcome. Stress-driven dental problems have increased, including TMJ and broken teeth. Emergency visits related to stress and delayed care present another challenge that may accelerate the longer the pandemic goes.

PREDICTION #3: Teledentistry will gain more traction.
The telehealth revolution came into 2020 at a steady pace. Visits were up 33% before the pandemic, but they escalated as patients sought contactless communication channels. Teledentistry lowers the barrier to care, providing patients with direct access to their dentist from the comfort of their own homes without necessitating a physical visit. In a procedure-based profession, teledentistry plays a limited role. But patients can ask questions, perform some post-op visits, provide smile consultations, and review treatment plans. Practices can bill for the visit and collect reimbursement while keeping patients and staff safe.

Innovate practices began offering teleconsults to help patients during the mandatory shutdown in the spring of 2020. COVID-19 forced the accelerated adoption of teledentistry with creative solutions to patient communication. Teledentistry provides significant benefits to at-risk populations for COVID-19, including older people and those with pre-existing conditions. Plus, Over 80% of patients report high satisfaction with virtual visits in at least four recent studies. These findings bode well for the future of this trend. More dentists will adopt virtual consults as an extension of their practices in 2021, and patients and staff will discover more efficient access to care.

RECOMMENDATIONS for 2021
Communicate regularly with patients.
Dentists are often concerned about inundating patients with too many digital communications. But don’t be afraid to over-communicate with your patients in 2021. Establish systems that identify and manage communication channels preferred by patients through texting, email, social media, chatbots, and phone calls. Make sure you build «safety first» language into your messaging to let your patients know about the precautions you’re taking for their wellbeing.

Offer your patients and staff convenient, touchless options.
Safety and comfort remain the number one priority for your patients. Every step your team takes to ensure a safe environment improves the patient experience and your brand story. Plus, offering touchless ways to interact with your team enhances their desire to schedule appointments. Incorporate tools such as online appointment booking, paperless forms, and a pre-appointment comfort survey to help match the user experience found in other industries.

Digital tools also add efficiency and leverage your staff’s time. The need has never been greater as practices juggle recruitment challenges with more patient engagement demands. Every task integrated into a digital workflow frees your team to focus on primary care. Including these vital components can add hours to your team’s availability, reduce stress, and deliver first-class service.

Attract new patients in 2021.
In 2021, practices will expend more energy attracting new patients and nurturing existing relationships. Most practices will experience economic impacts in navigating the next phase of COVID-19. Address this challenge by taking action now to meet consumer psychology with smart tools. Develop a strategic plan that anticipates new obstacles and recognizes the opportunity to stand out from the crowd.

Consumers will choose those practices that provide the safe, convenient, and genuine experience they want. Consider an all-in-one Patient Relationship Management (PRM) solution that integrates to your Practice Management Software (PMS). Keep your current patients engaged, attract new patients, and help your staff deliver service that they’re proud to give.

Byline: Dr. Greg Grillo, DDS with Grillo Robeck Dental in Omak, Washington and Korey Korfiatis, Co-founder and Co-CEO of Legwork

About Legwork
Legwork delivers happiness to 20 million dental patients across North America via all-in-one engagement software. Integrating with dental practice management software, Legwork executes dozens of complex tasks, so dental teams don’t have to. Legwork helps streamline the front office, attract new patients, and keep seats filled via our easy-to-use web-based dashboard. From engaging prospects looking for their next dentist to reactivating dormant patients, Legwork covers the entire dental patient journey. Learn more at www.legwork.com

Media contact:
Rachel McKelvey
rachel@legwork.com
(509) 888-0233
Legwork

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SOURCE Legwork

ICAST Awarded Pepco Multifamily Low-Income Energy Efficiency Program

DENVER, Jan. 4, 2021 /PRNewswire-PRWeb/ — ICAST (International Center for Appropriate and Sustainable Technology), a 501(c)(3) nonprofit social enterprise, today announced that it has been awarded a contract to implement Pepco’s energy efficiency program for low-income multifamily housing.

The Potomac Electric Power Company (Pepco), an energy company based out of Washington DC, has awarded ICAST a three-year contract to implement its new energy efficiency…

The Potomac Electric Power Company (Pepco), an energy company based out of Washington DC, has awarded ICAST a three-year contract to implement its new energy efficiency program for low-income multifamily housing in the District of Columbia. ICAST will focus on deep retrofit measures, such as energy-efficient heat-pump HVAC and hot water upgrades, to maximize savings. Income-qualified properties with three or more apartments can receive Pepco’s cash incentives for energy-saving products installed throughout the property, including common areas and inside residents’ units.

«We are pleased to work with ICAST to expand on our effort to provide energy efficiency options that will have meaningful impact for our customers in the District of Columbia,» said Nathanael Gillespie, Pepco’s manager of customer solutions. «This new program will provide support to low-income multifamily housing owners who may be struggling during these challenging times.»

ICAST’s success with implementing similar programs for energy companies such as Berkshire Hathaway Energy and Ameren, combined with its nationally recognized one-stop shop service model that offers multifamily clients a host of services from property assessment to staff training to access to financing, made ICAST a natural fit for Pepco’s program. The hassle-free approach ensures property owners and managers receive the best possible incentive for their energy efficiency upgrades with the least amount of effort.

«By participating in the Pepco Multifamily Low-Income Energy Efficiency Program, our Multifamily clients can increase the value of their property while reducing their operating costs during these trying times,» according to Ravi Malhotra, ICAST’s founder and President. «Their collaboration with this program will make their properties safer, more affordable, and comfortable for their low-income residents.»

The program will launch on January 1, 2021 and will be ICAST’s first energy efficiency program on the East coast. It represents another step in ICAST’s efforts to expand its solutions to benefit under-represented and low-income communities nationally.

About ICAST
ICAST (icastusa.org) is a 501c3 nonprofit with a long history of designing and launching programs that meaningfully impact low-income underserved communities while advancing access to clean energy, affordable housing, and local jobs.

Media Contact

Monica Paici, http://www.icastusa.org, +1 3038771931, monicap@icastusa.org

Ed McIlvain, http://www.icastusa.org, 720.525.8314, edm@icastusa.org

Twitter, Facebook

SOURCE ICAST

MGM Resorts International Responds And Clarifies News Reports Related To A Possible Offer For Entain plc

LAS VEGAS, Jan. 4, 2021 /PRNewswire/ —

<img src="https://mma.prnewswire.com/media/537819/MGM_Resorts_International_Logo.jpg" title="MGM Resorts International (PRNewsfoto/MGM Resorts International)" alt="MGM Resorts International (PRNewsfoto/MGM…

LAS VEGAS, Jan. 4, 2021 /PRNewswire/ —

NOT FOR RELEASE, PUBLICATION OR DISTRIBUTION IN WHOLE OR IN PART, DIRECTLY OR INDIRECTLY IN, INTO OR FROM ANY JURISDICTION WHERE TO DO SO WOULD CONSTITUTE A VIOLATION OF THE RELEVANT LAWS OR REGULATIONS OF SUCH JURISDICTION

THIS ANNOUNCEMENT DOES NOT CONSTITUTE AN ANNOUNCEMENT OF A FIRM INTENTION TO MAKE AN OFFER UNDER RULE 2.7 OF THE UK’S CITY CODE ON TAKEOVERS AND MERGERS (THE «CODE»). THERE CAN BE NO CERTAINTY THAT ANY FIRM OFFER WILL BE MADE

MGM Resorts International (NYSE: MGM) (the «Company» or «MGM») is aware of the announcement by Entain plc («Entain»), its partner in the U.S. sports betting and iGaming market, regarding a possible offer by the Company for the entire issued and to be issued share capital of Entain.

The Company confirms that it has proposed an offer of 0.6 MGM shares for each Entain share, which, based on closing prices on December 31, 2020, represents a value of 1,383 pence per Entain share and a premium of 22% to Entain’s share price. Under the terms of the proposal, Entain shareholders would own approximately 41.5% of the combined company. The Company has also indicated that a partial cash alternative could also be made available to Entain shareholders. In addition, IAC, the Company’s largest shareholder, has indicated it would potentially fund a portion of the partial cash alternative through a further investment in MGM.

The Board of Entain has stated that it believes the proposal undervalues Entain but has also asked the Company to provide additional information in respect of the strategic rationale for a combination of the two companies. MGM believes both its proposal and the strategic rationale for the combination are compelling and looks forward to engaging with Entain on this basis. In particular, the Company believes that a combination with Entain would:

Deliver full control of the BetMGM business to leverage the rapidly growing U.S. iGaming and sports betting opportunity
Position the Company as a global gaming company across both online and retail with a leading end-to-end technology stack
Expand and diversify the Company’s operations, product offerings and earnings
Position the combined Company for future growth and investment by leveraging its leading brands, leading technology platform and strong balance sheet

There can be no certainty that any offer will be made for Entain.

In accordance with Rule 2.5 of the UK’s City Code on Takeovers and Mergers (the «Code»), the Company reserves the right to:

vary the form and/or mix of the consideration described in this announcement; and
make the offer on less favourable terms:

with the recommendation or consent of the Board of Entain;
if Entain announces, declares or pays any dividend or any other distribution to shareholders, in which case the Company will have the right to make an equivalent reduction to the proposed price;
if a third party announces a firm intention to make an offer for Entain on less favourable terms than its proposal; or
following the announcement by Entain of a whitewash transaction pursuant to the Code.

The Company does not intend to comment further on this or other rumors or speculation.

* * *

ABOUT MGM RESORTS INTERNATIONAL
MGM Resorts International (NYSE: MGM) is an S&P 500® global entertainment company with national and international locations featuring best-in-class hotels and casinos, state-of-the-art meetings and conference spaces, incredible live and theatrical entertainment experiences, and an extensive array of restaurant, nightlife and retail offerings. MGM Resorts creates immersive, iconic experiences through its suite of Las Vegas-inspired brands. The MGM Resorts portfolio encompasses 29 unique hotel and destination gaming offerings in the United States and Macau, including some of the most recognizable resort brands in the industry such as Bellagio, MGM Grand, ARIA and Park MGM. The Company’s 50/50 venture, BetMGM, LLC, offers U.S. sports betting and online gaming through market-leading brands, including BetMGM and partypoker. The Company is currently pursuing targeted expansion in Asia through the integrated resort opportunity in Japan. Through its «Focused on What Matters: Embracing Humanity and Protecting the Planet» initiative, MGM Resorts commits to creating a more sustainable future, while striving to make a bigger difference in the lives of its employees, guests, and in the communities where it operates. The global employees of MGM Resorts are proud of their company for being recognized as one of FORTUNE® Magazine’s World’s Most Admired Companies®. For more information, please visit us at www.mgmresorts.com. Please also connect with us @MGMResortsIntl on Twitter as well as Facebook and Instagram.

* * *

Statements in this release that are not historical facts are «forward-looking» statements and «safe harbor statements» that involve risks and/or uncertainties, including those described in the Company’s public filings with the SEC. The Company has based forward-looking statements on management’s current expectations and assumptions and not on historical facts. Examples of these statements include, but are not limited to, statements the Company makes regarding the expected benefits of any transaction. These forward-looking statements involve a number of risks and uncertainties. Among the important factors that could cause actual results to differ materially from those indicated in such forward-looking statements include the continued impact of the COVID-19 pandemic on the Company’s business, the general economic conditions and market conditions in the markets in which the Company operates and competition with other destination travel locations throughout the United States and the world, the design, timing and costs of expansion projects, risks relating to international operations, permits, licenses, financings, approvals and other contingencies in connection with growth in new or existing jurisdictions and additional risks and uncertainties described in the Company’s Form 10-K, Form 10-Q and Form 8-K reports (including all amendments to those reports). In providing forward-looking statements, the Company is not undertaking any duty or obligation to update these statements publicly as a result of new information, future events or otherwise, except as required by law. If the Company updates one or more forward-looking statements, no inference should be drawn that it will make additional updates with respect to those other forward-looking statements.

MGM RESORTS CONTACTS:
Investment Community	News Media
CATHERINE PARK	BRIAN AHERN
Executive Director, Investor Relations	Director of Media Relations
cpark@mgmresorts.com	media@mgmresorts.com

Lead financial adviser to MGM
PJT PARTNERS
Simon Lyons +44 (0) 20 3650 1100/
Amish Barot +1 212 364 7800
Jonathan Hall

Important notices

This announcement is not intended to, and does not, constitute or form part of any offer, invitation or the solicitation of an offer to purchase, subscribe for or otherwise acquire, or to sell, transfer or otherwise dispose of, any securities or the solicitation of any vote or approval in any jurisdiction, whether pursuant to this announcement or otherwise.

The release, publication or distribution of this announcement in, into or from jurisdictions outside the United States or the United Kingdom may be restricted by law and therefore persons into whose possession this announcement comes should inform themselves about, and observe, such restrictions. Any failure to comply with the restrictions may constitute a violation of the securities law of any such jurisdiction.

Disclaimer

PJT Partners (UK) Limited («PJT Partners») which is authorised and regulated by the Financial Conduct Authority in the United Kingdom is acting exclusively for MGM and no one else in connection with the matters described herein and will not be responsible to anyone other than MGM for providing the protections afforded to clients of PJT Partners or for providing advice in connection with the matters described herein. Neither PJT Partners nor any of its subsidiaries, branches or affiliates owes or accepts any duty, liability or responsibility whatsoever (whether direct or indirect, whether in contract, in tort, under statute or otherwise) to any person who is not a client of PJT Partners in connection with this announcement, any statement contained herein or otherwise.

Disclosure requirements of the UK’s City Code on Takeovers and Mergers (the «Code»)

Under Rule 8.3(a) of the Code, any person who is interested in 1% or more of any class of relevant securities of an offeree company or of any securities exchange offeror (being any offeror other than an offeror in respect of which it has been announced that its offer is, or is likely to be, solely in cash) must make an Opening Position Disclosure following the commencement of the offer period and, if later, following the announcement in which any securities exchange offeror is first identified. An Opening Position Disclosure must contain details of the person’s interests and short positions in, and rights to subscribe for, any relevant securities of each of (i) the offeree company and (ii) any securities exchange offeror(s). An Opening Position Disclosure by a person to whom Rule 8.3(a) applies must be made by no later than 3.30 pm (London time) on the 10th business day following the commencement of the offer period and, if appropriate, by no later than 3.30 pm (London time) on the 10th business day following the announcement in which any securities exchange offeror is first identified. Relevant persons who deal in the relevant securities of the offeree company or of a securities exchange offeror prior to the deadline for making an Opening Position Disclosure must instead make a Dealing Disclosure.

Under Rule 8.3(b) of the Code, any person who is, or becomes, interested in 1% or more of any class of relevant securities of the offeree company or of any securities exchange offeror must make a Dealing Disclosure if the person deals in any relevant securities of the offeree company or of any securities exchange offeror. A Dealing Disclosure must contain details of the dealing concerned and of the person’s interests and short positions in, and rights to subscribe for, any relevant securities of each of (i) the offeree company and (ii) any securities exchange offeror(s), save to the extent that these details have previously been disclosed under Rule 8. A Dealing Disclosure by a person to whom Rule 8.3(b) applies must be made by no later than 3.30 pm (London time) on the business day following the date of the relevant dealing.

If two or more persons act together pursuant to an agreement or understanding, whether formal or informal, to acquire or control an interest in relevant securities of an offeree company or a securities exchange offeror, they will be deemed to be a single person for the purpose of Rule 8.3.

Opening Position Disclosures must also be made by the offeree company and by any offeror and Dealing Disclosures must also be made by the offeree company, by any offeror and by any persons acting in concert with any of them (see Rules 8.1, 8.2 and 8.4).

Details of the offeree and offeror companies in respect of whose relevant securities Opening Position Disclosures and Dealing Disclosures must be made can be found in the Disclosure Table on the Takeover Panel’s website at www.thetakeoverpanel.org.uk, including details of the number of relevant securities in issue, when the offer period commenced and when any offeror was first identified. You should contact the Panel’s Market Surveillance Unit on +44 (0)20 7638 0129 if you are in any doubt as to whether you are required to make an Opening Position Disclosure or a Dealing Disclosure.

Disclosure under Rule 26.1 of the Code

In accordance with Rule 26.1 of the Code, subject to certain restrictions relating to persons resident in restricted jurisdictions, a copy of this announcement will be available at MGM’s website (investors.mgmresorts.com) no later than 12 noon (London time) / 7 a.m. (New York time) on 5 January 2021 (being the business day following the date of this announcement). The content of the website referred to in this announcement is not incorporated into and does not form part of this announcement.

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SOURCE MGM Resorts International

Ecommerce Boom Creates Army of Undertrained Yard Hostlers

ST. PETERSBURG, Fla., Jan. 4, 2021 /PRNewswire-PRWeb/ — Driven by the COVID-19 pandemic, 2020 ecommerce sales in the U.S. are more than 30% above those of the preceding year. By 2024, ecommerce is projected to reach $1.2 trillion, accounting for over 19% of total retail sales.(1) «Supporting this burst of economic activity,» says John Kearney, CEO of Advanced Training Systems, «is an equally fast-growing coast-to-coast network of distribution centers. Each distribution center employs a staff of Hostler drivers whose job it is to handle cargo trailers while they are in the yard. A rising accident rate among these employees(2), and their importance as truckers of tomorrow, clearly shows the need for better training hostlers commonly known as yard jockeys.»

A yard jockey, Kearney explains, is a truck driver whose primary responsibility is moving loaded or unloaded trailers from one point to another while they are in a distribution center or other terminus. (Long-haul truckers, he notes, are governed by strict Department of Transportation limitations on the number of daily hours they spend behind the wheel, time more profitably spent on the road.) A yard hostler is a jockey whose duties may also include loading and unloading trailers. As these workers, primarily entry-level employees, normally do not drive trucks outside the grounds of the warehouse or distribution center, they may or may not have earned a commercial driver’s license.

Kearney, whose company is a leading designer and manufacturer of virtual simulators for driver training, among other applications, notes that these positions have traditionally involved a fairly low level of primarily on-the-job training. The limits of this informal system, however, are being sorely tested by the recent explosion of ecommerce. Amazon has recently added 33 new fulfillment centers in the U.S.(3), bringing its total to over 100.(4) Walmart, which runs one of the largest distribution operations in the world, currently has over 150 distribution centers.(5) Home Depot, which has recently added three new distribution centers in Atlanta alone, plans to spend $1.2 billion on supply-chain facilities over the next five years.(6)

In addition to adding thousands of new jobs, says Kearney, the ecommerce boom, with its emphasis on rapid delivery, has raised the bar for performance at every level of the supply chain—including yard jockeys and hostlers. «In a 10-hour shift,» says Kearney, «a hostler might have to back, turn, and move 50 to 100 trailers, working in a confined space full of people and other vehicles. To do that well and safely, a few hours of informal training is not enough. These employees need to be given a well-educated understanding of the space they’re operating in.»

The best way to provide that understanding, says Kearney, is through virtual-reality simulator training, which enables workers to learn to operate heavy equipment in a confined space without endangering themselves or anyone else.(7) Noting that employment in these off-road positions is a traditional entry point to the better-paid profession of long-haul trucking, where new drivers are urgently needed,(8) Kearney says, «We have two major supply chain problems in this country, an exploding ecommerce boom and a looming shortage of truck drivers. Properly trained, yard jockeys and hostlers can provide part of the solution to both.»

About Advanced Training Systems LLC:
Advanced Training Systems (ATS) is a technology and engineering firm that has revolutionized the design and manufacture of high-tech simulator systems to improve training for operators of all types of motor-powered vehicles. ATS, the holder of multiple patents in its field, is dedicated to providing cutting-edge adaptive training at an affordable cost to all involved in the transportation industry, resulting in more qualified drivers/operators and safer streets. For more information, visit http://www.atstrainingsystems.com.

1. «US Ecommerce Growth Jumps to More than 30%, Accelerating Online Shopping Shift by Nearly 2 Years.» Insider Intelligence, Insider Intelligence, 12 Oct. 2020, emarketer.com/content/us-ecommerce-growth-jumps-more-than-30-accelerating-online-shopping-shift-by-nearly-2-years.
2. Romaine, Ed. «12 Warehouse Safety Statistics to Guide Your Design Build.» Conveyco, 1 Dec. 2019, conveyco.com/warehouse-safety-statistics/.
3. Steiner, Ina. «Amazon Adds 33 New US Fulfillment Centers in 2020.» EcommerceBytes, 18 July 2020, ecommercebytes.com/2020/07/18/amazon-adds-33-new-us-fulfillment-centers-in-2020/.
4. «This Map Shows How Amazon’s Warehouses Are Rapidly Expanding across the Country.» CNBC, CNBC, 19 Jan. 2020, cnbc.com/2020/01/19/map-of-amazon-warehouses.html.
5. «Our Business.» Corporate, corporate.walmart.com/our-story/our-business.
6. Repko, Melissa. «Home Depot Wants to Speed up Deliveries with New Distribution Centers as Pandemic Fuels Home Projects.» CNBC, 4 Aug. 2020, cnbc.com/2020/08/04/home-depot-to-speed-up-deliveries-with-new-distribution-centers.html.
7. Hirsch, Pierre. «Evidence of Driver Training Simulator Benefits.» Viragesimulation.com/wp-content/uploads/2015/09/2015-Hirsch-Evidence-of-Driving-Simulator-Benefits.pdf
8. Long, Heather. «Analysis | America Has a Massive Truck Driver Shortage. Here’s Why Few Want an $80,000 Job.» The Washington Post, 28 May 2018, washingtonpost.com/news/wonk/wp/2018/05/28/america-has-a-massive-truck-driver-shortage-heres-why-few-want-an-80000-job/.

Media Contact

Karla Jo Helms, JOTO PR Disruptors, 727-777-4621, khelms@jotopr.com

Daniel Mutter, JOTO PR Disruptors, 727-777-4621, dmutter@jotopr.com

Twitter

SOURCE Advanced Training Systems LLC

Park West Gallery Opens New Art Museum, Gallery In Las Vegas

SOUTHFIELD, Mich., Jan. 4, 2021 /PRNewswire/ — Park West Gallery, the world’s largest art dealer, is further expanding its global footprint with the opening of a major new museum and art gallery at Caesars Palace in Las Vegas.

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Located inside the luxurious Forum Shops at Caesars (known as «The Shopping Wonder of the World»), the Park West Fine Art Museum & Gallery brings a world-class collection of art to the Las Vegas Strip. The new location will be hosting curated museum exhibitions highlighting some of the greatest artists in history while also offering curious collectors access to exciting new works from many of today’s hottest artists.

«Everything in Vegas has to be bigger, better, and more beautiful than anywhere on Earth,» said Park West Founder and CEO Albert Scaglione. «Our collection at the Park West Museum & Gallery Las Vegas will be second to none with everything from emerging artists to one-of-a-kind paintings by Renoir, Chagall, Picasso, and more. There’s no charge for admission and we can’t wait for tourists and locals alike to experience these fantastic works of art in person.»

The Park West Fine Art Museum & Gallery will be showcasing nearly 1,000 works every day—the gallery collection includes artwork ranging in price from a few hundred dollars to over one million dollars. As visitors tour the museum collections, they will encounter original masterworks created by icons like Salvador Dali, Toulouse-Lautrec, and Pablo Picasso. (Park West currently has the largest collection of Picasso’s ceramic works on display anywhere on the planet.) In the gallery collection, guests can browse Park West’s vast selection of art for sale and even take home original works by famed artists like Peter Max, Mark Kostabi, Nano Lopez, Kre8, or Las Vegas native Michael Godard.

Founded in 1969, Park West Gallery has introduced over three million clients to the joys of collecting art at luxury travel destinations around the globe. According to Park West’s Executive Vice President John Block, that made Las Vegas «a natural fit for our next expansion. It’s a marvelous city, one of the most beloved cities in the world, which is no doubt why the NFL, NHL, and so many great companies and people have invested here. We love Las Vegas and Park West has been hosting events here for decades, so we’re incredibly excited to now call Vegas ‘home.'»

To celebrate the opening of the Park West Fine Museum & Gallery, the location is currently hosting the traveling museum exhibition «From Renoir to Kostabi,» which spans centuries and highlights artwork ranging from 15th-century illuminated manuscripts to original creations by renowned artists like Pierre-Auguste Renoir, Henri de Toulouse-Lautrec, Pablo Picasso, Marc Chagall, Marcel Mouly, and Mark Kostabi.

The Park West Fine Museum & Gallery is located at The Forum Shops at Caesars Palace, 3500 Las Vegas Blvd, Las Vegas, NV 89109. The current hours of operation are 10 am to 10 pm and you can learn more at http://www.parkwestvegas.com or by calling 702-866-0001. You can find more information about visiting The Forum Shops at Caesars Palace Las Vegas Hotel & Casino at https://www.caesars.com/caesars-palace/things-to-do/forum-shops

About Park West Gallery

Park West Gallery is the world’s largest art dealer, bringing the experience of collecting fine art to more than 3 million customers since 1969. Whether it’s masterpieces from history’s greatest artists or the latest artwork from leading contemporary icons, Park West offers something for everyone through its accessible art exhibitions and auctions all over the world. You can learn more about Park West Gallery and its over 50-year history at http://www.parkwestgallery.com

Park West also hosts live-streaming online art auctions every weekend. To learn more about Park West’s online collecting events, visit https://www.parkwestgallery.com/online/

CONTACT: Tom Burns
tburns@parkwestgallery.com

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SOURCE Park West Gallery

Modern Niagara converts AMPED Sports Lab and Ice Complex into a Zero Carbon Building (ZCB)

OTTAWA, ON, Jan. 4, 2021 /PRNewswire/ – Modern Niagara has converted AMPED Sports Lab and Ice Complex into the first Zero Carbon Building™ – Performance Standard certified arena, achieved in December 2020 through the Canada Green Building Council^®‘s Zero Carbon Building™ Program. Modern Niagara is a national mechanical and electrical, building services, and integrated building technology contractor that delivers to its…

«Buildings account for a significant portion of carbon emissions – we believe that what we have accomplished at AMPED Sports Lab and Ice Complex represents a step in the right direction towards building a more sustainable future. While converting AMPED into the world’s first arena to achieve the Zero Carbon Building Performance Standard certification did not come without challenges, I see this achievement as a great opportunity for Canada’s infrastructure more generally,» said Brad McAninch, CEO of Modern Niagara Group Inc.

Modern Niagara’s work in the arena is recognized by the Canada Green Building Council for its energy efficiency and carbon reduction measures. Not only do these measures entail reducing operational carbon, but they also reduce overall energy consumption by optimizing facility operation through intelligent building automation, on-site renewable energy generation, and replacing all fossil fuel consuming equipment on-site, such as gas-fired rooftop units, hot water heaters, and the ice rink dehumidifier.

The Canada Green Building Council (CaGBC) is a non-profit national organization that has been working to advance green and sustainable building practices in Canada since 2002. A member of the World Green Building Council, CaGBC recognizes organizations and individuals for their leadership in reducing the environmental impact of the built environment. Through the Zero Carbon Building™ Standard – Performance certification, the CaGBC recognizes highly energy-efficient buildings that produce onsite or procure carbon-free renewable energy or high-quality carbon offsets to offset the annual carbon emissions associated with building materials and operations.

About Modern Niagara
Modern Niagara is a Canadian mechanical, electrical, building services and integrated building technology contractor. With offices in Ottawa, Toronto, Calgary, Edmonton, and Vancouver, Modern Niagara supports clients through the entire building lifecycle. To learn more, visit modernniagara.com.

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SOURCE Modern Niagara Group Inc.

Environmental leaders blast California’s Dept. of Fish & Wildlife for rubber stamping destruction of LA’s Ballona Wetlands

LOS ANGELES, Jan. 4, 2021 /PRNewswire/ — Environmentalists are denouncing a decision quietly released during the holidays, by the California Department of Fish & Wildlife, certifying an environmental review for a plan to destroy the Ballona Wetlands Ecological Reserve, LA’s last coastal wetlands and home to 1,700 species of wild animals and plants, from owls to foxes.

…

Lisa Levinson, a biologist with In Defense of Animals, said, «Fish & Wildlife inaccurately claims ‘the reserve has deteriorated to the point where it no longer sustains vital functions.’ Does the Governor not have someone checking their work? Doesn‘t he know there are dozens of special status species relying on Ballona, including endangered species?»

«They call it the ‘most restorative,‘ yet it‘s the most destructive plan,» said Christina Ku, a Los Angeles attorney and Executive Board Member of Democrats for the Protection of Animals. «Our organization just wrote to Governor Gavin Newsom, urging him to withdraw this project. We plead with him to stop wasting public money on something that would be tragic for animals he is supposed to protect.»

Environmentalists with Defend Ballona Wetlands recently unveiled a detailed 20-point Gentle Restoration Alternative Plan that would achieve all the legitimate goals of restoration, fostering native species and allowing public access now. This new gentle 20 Pt. Plan is an alternative to the state‘s wrecking ball approach, which would keep the wetlands off limits to the public for at least a decade.

Lisa Karlan, a plaintiff in a lawsuit against the bulldozing plan, says the real agenda behind the massive excavation project is «a desire to spend available bond money and help private interests, including a gas storage facility under the wetlands operated by SoCalGas that is aging and which they want to modernize.»

Environmental scientist Robert van de Hoek, who, as a Sierra Club leader, helped persuade California Governor Gray Davis in 2003 to acquire more than 600 acres of the land said, «This decision is a huge betrayal of the public trust by an agency charged with protecting the state‘s rare native plant populations and wildlife.»

Molly Basler, Climate Reality Project Leader, said, «Demolishing the levees will put habitats, roads, homes and businesses at risk.»

Proponents urge Governor Newsom to study the Gentle Restoration Plan which will allow generations of Angelenos meaningful public access to actual nature. That is the nature-based solution.

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SOURCE Defend Ballona Wetlands

Southwest Airlines Announces Four-Day $29 Wow Sale For Spring Travel

DALLAS, Jan. 4, 2021 /PRNewswire/ — Southwest Airlines Co. (NYSE: LUV) launched a four-day WOW Sale today through Jan. 7, 2021, 11:59 p.m., Central Time, with fares starting as low as $29…

DALLAS, Jan. 4, 2021 /PRNewswire/ — Southwest Airlines Co. (NYSE: LUV) launched a four-day WOW Sale today through Jan. 7, 2021, 11:59 p.m., Central Time, with fares starting as low as $29 one-way. Customers can ring in the New Year with this huge sale and book their spring getaway for travel in March and April.

From the mountains to the beach, there is a perfect getaway for everyone. Hit the slopes at one of our new destinations in Colorado—Steamboat Springs, Montrose (Telluride), or Colorado Springs (starting March 11, 2021). Looking for something warmer? Feel the warmth of the sand by booking a trip to one of our beach destinations— Fort Lauderdale, Kahului (Maui), Long Beach, Calif. or Miami. Looking for something new? Customers can fly to one of these hidden gems— Palm Springs, New Orleans, or Raleigh/Durham.

«Southwest is ready to take Customers to their favorite spring travel destinations,» said Bill Tierney, Southwest Vice President of Marketing. «Whether it is hitting the slopes or soaking up the sun on the beach, Southwest is your ticket to the perfect getaway. With our legendary Hospitality, flexible policies, and low fares across our expanding network, we look forward to having our Customers onboard again when they are ready to get away.»

Hurry and book! Seats, days, and markets are limited. Blackout dates and 21-day advance purchase requirements apply. See a full list of fares, fare rules, and terms and conditions below and at Southwest.com. Examples of one-way low fares include:

As low as $29 one-way nonstop between Atlanta and Raleigh/Durham,
As low as $29 one-way nonstop between Denver and Salt Lake City,
As low as $29 one-way nonstop between Phoenix and Palm Springs,
As low as $39 one-way nonstop between Dallas and New Orleans,
As low as $89 one-way nonstop between Nashville and Sarasota,
As low as $99 one-way nonstop between San Diego and Hawaii.

These flights, as well as the Carrier’s published schedule through August 16, 2021, can be purchased at Southwest.com.

SOUTHWEST AIRLINES SALE FARE RULES
A 21-day advance purchase is required. Purchase today through Jan. 7, 2021, 11:59 p.m. Central Time. Continental U.S. and interisland Hawaii travel valid Jan. 26, 2021, through May 26, 2021. Travel continental U.S. to/from Hawaii valid Jan. 25, 2021, through May 20, 2021. Travel to/from San Juan, Puerto Rico valid Jan. 25, 2021, through May 20, 2021. International travel valid Jan. 25, 2021, through May 20, 2021. Travel from continental U.S. to Hawaii blacked out Feb. 11, 2021, through Feb. 14, 2021; March 19, 2021, through March 20, 2021; March 26, 2021, through March 28, 2021; and April 1, 2021, through April 3, 2021. Travel to continental U.S. from Hawaii blacked out Feb. 19, 2021, through Feb. 21, 2021; March 27, 2021, through March 28, 2021; and April 2, 2021, through April 5, 2021. Except as otherwise specified, continental U.S. and interisland Hawaii travel is valid only on Tuesdays and Wednesdays. Travel continental U.S. to/from Hawaii is valid Monday through Thursday. Travel to/from San Juan, Puerto Rico is valid Monday through Thursday. International travel is valid Monday through Thursday. Travel to Mexico is valid only on Sundays through Wednesdays. Travel from Mexico is valid only on Tuesdays through Fridays. Fares valid on nonstop service where indicated; if not indicated, fares are valid on a single connecting service. Displayed prices include all U.S. and international government taxes and fees. Points bookings do not include taxes, fees, and other government/airport charges of at least $5.60 per one-way flight. Seats and days are limited. Fares may vary by destination, flight, and day of the week and won’t be available on some flights that operate during very busy travel times and holiday periods. Travel is available for one-way Wanna Get Away® fares. Fares may be combined with other Southwest Airlines® combinable fares. If combining with other fares, the most restrictive fares’ rules apply. Sale fares may be available on other days of the week, but that’s not guaranteed. Fares are nonrefundable but may be applied toward future travel on Southwest, as long as reservations are canceled at least ten minutes prior to the scheduled departure. Failure to cancel prior to departure will result in forfeiture of remaining funds on the reservation. Any change in itinerary may result in an increase in fare. Standby travel may require an upgrade to the Anytime fare depending on Rapid Rewards® tier status. Fares are subject to change until ticketed. Offer applies only to published, scheduled service.

At Southwest Airlines, there are no Change Fees, and Bags Fly Free®.

ABOUT SOUTHWEST AIRLINES CO.
In its 50th year of service, Dallas-based Southwest Airlines Co. continues to differentiate itself from other air carriers with exemplary Customer Service delivered by nearly 58,000 Employees to a Customer base that topped 130 million passengers in 2019. Southwest has a robust point-to-point, non-stop route network, with a strong presence in top leisure and business markets. In peak travel seasons during 2019, Southwest operated more than 4,000 weekday departures among a network of 101 destinations in the United States and 10 additional countries. In 2020, the carrier added service to Hilo, Hawaii; Cozumel, Mexico; Miami, Palm Springs, Calif., Steamboat Springs, and Montrose (Telluride). In 2021, Southwest will begin service to both Chicago (O’Hare) and Sarasota/Bradenton on February 14; both Savannah/Hilton Head and Colorado Springs on March 11; Houston (Bush) on April 12; and, Jackson, Miss., on June 6. The carrier has announced an intention to add service in the second quarter of 2021 in Fresno and Santa Barbara.

The carrier issued its Southwest^®Promise in May 2020 to highlight new and round-the-clock efforts to support its Customers and Employees wellbeing and comfort. Among the changes are enhanced cleaning efforts at airports and onboard aircraft, and face covering requirements for Customers and Employees. Additional details about the Southwest Promise are available at Southwest.com/Promise.

Southwest coined Transfarency^® to describe its purposed philosophy of treating Customers honestly and fairly, and low fares actually staying low. Southwest is the only major U.S. airline to offer bags fly free^® to everyone (first and second checked pieces of luggage, size and weight limits apply, some carriers offer free checked bags on select routes or in qualified circumstances). Southwest does not charge change fees, though fare differences might apply.

Southwest is one of the most honored airlines in the world, known for a triple bottom line approach that contributes to the carrier’s performance and productivity, the importance of its People and the communities they serve, and an overall commitment to efficiency and the planet. Learn more about how the carrier gives back to communities across the world by visiting Southwest.com/citizenship.

Book Southwest Airlines’ low fares online at Southwest.com or by phone at 800-I-FLY-SWA.

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SOURCE Southwest Airlines Co.

Private Jet Services Takes The Guesswork Out Of Memberships With A Single Membership For Private Charters

SEABROOK, N.H., Jan. 4, 2021 /PRNewswire-PRWeb/ — Today, Private Jet Services (PJS) announces a simplified private aviation membership that provides new and existing clients with more flexibility and security, as well as a larger open-fleet of aircraft. After a year of uncertainty and complexities beyond anyone’s control, the PJS team saw the need for a straightforward yet dynamic private aviation program that fit customer needs, free of unknowns or complicated nuances.

«Our goal this year is…

«Our goal this year is to ensure anyone who flies with PJS has reassurance and flexibility amidst the unknowns of the world,» said Greg Raiff, CEO at Private Jet Services. «We want our clients to know that they can still travel without risk or hesitation. Our new private membership offering is our first step toward honoring this commitment.»

In addition to already proving the most mobility in the industry with fixed hourly rates, no membership fees and no hidden costs, the PJS membership will now include the convenience of:

Zero Expiration Or Loss Of Funds — Added to limit risk regardless of travel restrictions.
Age Differentiation — All member program aircraft, guaranteed to be manufactured no earlier than 2000 OR equipped with 2010 or newer cabin refurbishments.
Increased Supply of Aircraft — Our demand is high due to more shifts to private travel this past year.

PJS plans to expand on its membership offering over the next year to provide more valuable and exclusive air travel options to both individuals and large groups as demand for private travel increases.

To learn more about the PJS Membership and book upcoming travel, please contact us today at https://pjsgroup.com/pjs-membership/membership-options/

Media Contact

Cara Tachibana, Private Jet Services, 2073189400, cara.tachibana@pjsgroup.com

SOURCE Private Jet Services

Monolith Seeking 2 Million Megawatt-Hours of Renewable Energy Annually for Planned Expansion

LINCOLN, Neb., Jan. 4, 2021 /PRNewswire/ — To facilitate the proposed $1 billion expansion of its Olive Creek facility, Monolith Materials, Inc. (Monolith) and <a target="_blank"…

LINCOLN, Neb., Jan. 4, 2021 /PRNewswire/ — To facilitate the proposed $1 billion expansion of its Olive Creek facility, Monolith Materials, Inc. (Monolith) and Nebraska Public Power District (NPPD) signed a letter-of-intent to procure enough renewable energy resources to generate two million megawatt-hours annually. NPPD will secure the generation resources and power to the facility will be delivered by Norris Public Power District, a wholesale customer of NPPD.

«The sustainability of our power supply is a critical factor for Monolith,» said Rob Hanson, co-founder and CEO.

«Renewable electricity is the primary input to our proprietary process,» said Rob Hanson, co-founder and chief executive officer of Monolith. «While affordability and reliability are key business considerations, the sustainability of our power supply is also a critical factor for Monolith. We use this renewable electricity to sustainably make essential products for the automotive, industrial and agriculture sectors.»

A $100 million investment, Olive Creek 1 (OC1), Monolith’s first production facility, is already putting into practice the company’s focus on sustainability, utilizing renewable energy credits to offset 100% of its electricity needs. With this agreement, Monolith plans a mix of solar and wind generation resources along with energy storage to provide sufficient renewable power to offset the renewable power needs of its OC1 facility along with its OC2 expansion.

NPPD President and CEO Tom Kent said NPPD will solicit bids for the project through a request for proposals (RFP) for new wind or solar generation, including energy storage, through a Power Purchase Agreement.

«The approximately two million megawatt-hours of generation would create a sufficient number of renewable energy credits (RECs) to meet 100 percent of Monolith’s average annual energy usage and meet their environmental and sustainability goals,» Kent said. «While we are adding additional generation resources, NPPD will continue to maintain our highly competitive rates, which was one of the reasons Monolith moved its operations to Nebraska.» Kent noted that to reach that generation figure, the renewable resource projects could be comprised of wind, solar, or a mix of the two.

NPPD is expecting to enter into power purchase agreements by Sept. 1, 2021, with commercial operations expected to begin no later than Dec. 31, 2025. NPPD plans to issue the RFP in March 2021. A shortlist will be developed for further negotiations.

About Monolith Materials

Monolith Materials is a next–generation chemical and hydrogen company that uses renewable electricity as part of a proprietary process to convert conventional and renewable natural gas to carbon black and hydrogen in an environmentally advantaged manner. Monolith is backed by Azimuth Capital Management, Cornell Capital LLC, Imperative Ventures and Warburg Pincus. For more information on Monolith Materials visit www.monolithmaterials.com.

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SOURCE Monolith Materials