Baltimore, Aug. 18, 2022 (GLOBE NEWSWIRE) -- Our homes and workspaces are extensions of ourselves, and should therefore work well for us both aesthetically and functionally. However, all too often these buildings dont serve us well and dont look like our ideal spaces. Eastwing Architects exists to change that.

Eastwing Architectsis a leading architectural company offering custom designs for residential and commercial spaces. The expert team there can handle everything from dreaming up fantastic additions and renovations for existing spaces to designing brand-new construction projects.

Eastwing Architects believes that client collaboration is key when it comes to creating designs that are beautiful, practical, and unique. This client-focused approach to design means that the Eastwing team actually understands every clients individual needs, vision and budget, ensuring that they build meaningful, productive relationships and leave clients satisfied.

When you work with Eastwing Architects, you will end up with a dream space that has been carefully crafted to express your personality, highlight your values, and enhance your daily life. You can view a variety of residential and commercial projects that were designed by the company on itswebsite.

Creating inspiring new spaces and breathing new life into existing buildings

No matter whether you need to construct a new building from scratch or make architectural alterations to an existing space, Eastwing Architects has the design skills and knowledge you need.

The Eastwing team love working on additions or renovations to existing buildings, because it is a more sustainable approach to architecture, and more cost-effective for the client. It also presents an exciting challenge for the architects, as they have to analyze existing structures and systems and utilize their creativity in order to transform the space and realize its full potential.

Eastwing Architects also relish the chance to construct a building from scratch. Though this is a less sustainable architectural option, the freedom to create a carefully designed space that is truly tailor-made for the client is exhilarating. It is a chance to create a fresh space that truly compliments a clients style, personality, and values.

Innovative residential and commercial architecture

Because Eastwing Architects is highly experienced in both residential and commercial design, the team there can efficiently cater to a wide variety of architectural needs.

For residential projects, the firm aims to make clients feel truly at home in a space that truly reflects their personalities and style. Making good use of their considerable skill and expertise, the Eastwing team will working closely with the client at every stage of the project in order to create something truly special. From renovations and additions to crafting new constructions, youre in safe hands with Eastwing Architects.

In its commercial work, Eastwing Architects strives to create spaces that are unique and welcoming. After a consultation to understand the clients vision and goals, the team will work tirelessly on design work, interiors, construction, and even branding. The end goal is to maximize the impact of every dollar invested and create a space to be proud of a space that encourages business to grow.

If youre in need of a reliableresidential architect in Baltimore, MDorcommercial architect in Baltimore, MD, get in touch with Eastwing Architects today.

More information

Eastwing Architects is a firm offering client-focused residential and commercial architectural design services. Based in Baltimore, Maryland, the company works hard to provide high-quality additions, renovations, and new constructions to its clients. You can find out more by visiting the website ateastwingarchitects.com.

Source:https://thenewsfront.com/eastwing-architects-are-helping-residential-and-commercial-clients-to-create-their-dream-spaces/

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Eastwing Architects Are Helping Residential and Commercial Clients to Create their Dream Spaces - GlobeNewswire

Once-in-a-generation advances in commercial technology will fundamentally strengthen the U.S. economic and security posture in space

Policy makers are right to expect the national security establishment to find ways to fully leverage the innovations and investment in commercial space capabilities like launch and imagery.

But far less obvious and yet more profound is a very real revolution that is well underway: the wholesale overhaul of our national security space architecture into a hybrid design that effectively integrates the best of commercial and government investments.

This transformation of our national security space architecture is prompted not only by the amazing and innovative developments in the commercial space sector, but also by the realization that our adversaries are determined to displace the United States leadership in space and target our currently vulnerable space based capabilities if conflict arises on Earth.

These twin motivations are driving a once-in-a-generation series of changes that will fundamentally strengthen the U.S. economic and security posture in space.

Those leading the redesign of our national security space architecture in both the intelligence community and the Department of Defense are quietly but effectively utilizing three distinct approaches to capture the best of commercial space capabilities and adapt them to our national security needs.

The first approach is to augment government developed capabilities with commercial products and services. Recently, the National Reconnaissance Office awarded the largest contracts for commercial imagery in its history. When combined with exquisite imagery provided by government developed sources, this approach will dramatically increase intelligence capacity and provide the U.S. the ability to share with the world what we see from space without disclosing intelligence sources and methods.

Another far less visible approach being employed is to take advantage of the innovation and venture investment in commercial space technologies while adapting them to national security needs. The next generation of intelligence satellites now being developed will use flight proven hardware bought from commercial spacecraft manufacturers and adapt it with government payloads in order to lower cost and speed deployment.

This is not merely a plan. The first of these hybrid satellites are already being tested in space, having gone from idea to orbit in less than three years, a fraction of the traditional timeframe to develop and launch a new capability.

By radically lowering the cost of these hybrid satellites, we can afford many more of them which not only improves the technical performance of the constellation but also dramatically increases architectural resilience. Proliferation of many more hybrid surveillance satellites makes it harder for adversaries to track, target and disrupt or destroy our spacecraft in the event of conflict.

The final hybrid approach being utilized is the incorporation of commercially derived business models by traditional defense firms. The proliferation of commercial space providers has created a highly technical aerospace workforce that operates more like a Silicon Valley startup than a large defense contractor.

In order to fully capitalize on this, we are seeing large defense firms partner with or acquire space startups and allow their commercial best practices to flourish in order to rapidly experiment and develop capabilities, while the established defense firm provides the government with a proven ability to perform classified integration and delivery.

Combining the reliability and the assurance of the cleared defense industrial base with the speed and innovation of our space entrepreneurs is another hybridization approach already showing positive results.

As good as they are, current commercial space capabilities are not a replacement for government developed national security capabilities, nor should the U.S. be content to rely exclusively on commercial solutions for national security. Doing so may save money, but effectively reduces our technical capabilities to what anyone (including our adversaries) can acquire in the marketplace.

However, by quietly and creatively blending the best practices from both commercial and defense sectors in order to produce hybrid space capabilities, we can increase our economic as well as national security.

John Paul (JP) Parker served as U.S. intelligence community space executive from 2018 to 2022, and previously served as a special advisor for space, cyber and intelligence to the Vice President of the United States.

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Op-ed | Why a hybrid space architecture makes sense for economic and national security - SpaceNews

Jamison Properties Jaime Lee and rendering of 3000 Wilshire Boulevard, Koreatown (Jamison Services, USC Lusk, Getty)

Jamison Services is tearing it up in Koreatown.

The Los Angeles neighborhoods most prolific developer has demolished a commercial building near Lafayette Park to build a seven-story apartment building at 3000 Wilshire Boulevard, Urbanize Los Angeles reported.

Plans call for a 188-unit building with 867 square feet for a ground-floor shop or restaurant on the now-vacant lot. An underground parking garage would serve 117 cars on two levels.

Requested approvals include Transit Oriented Communities affordable housing incentives, which allow greater density and reduced parking in exchange for 17 affordable new apartments for extremely low-income households.

The gray-and-white building, designed by DG Architectural Consulting and Gaudet Design Group, would include a rooftop patio deck and inner courtyard.

The upper building facade has been designed to evoke the boulevards classic and elegant residential towers by utilizing vertical window clusters alternating with dark metal and light stucco panels, reads a design narrative included with the projects entitlement package.

The base of the building would include a grand residential entrance portico faced with Calacatta tile, with a warm tile accent at the base of the retail store.

The project is the third Jamison development on Wilshire, between Hoover Street and Wilshire Place, after the 25-story, 644-unit Kurve on Wilshire tower and a 262-unit building proposed at 3020 Wilshire Boulevard

Jamison Services is a unit of Jamison Properties, Koreatowns largest commercial landlord.

Jamison Services just filed plans to convert the 13-story Pierce National Life Building, an office fixture in Koreatown for a half century at 3807-3815 Wilshire Boulevard, into 176 apartments.

It owns other office and residential buildings near Wilshire/Western Station, including the Art Deco Wilshire Professional Building. It just broke ground on a 230-unit apartment building next door.

In June, Jamison Properties won preliminary approval to build a 127-unit, mixed-use tower at 626 Kingsley Drive in Koreatown.

Dana Bartholomew

Contact Dana Bartholomew

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Jamison to raze building for 188 apartments in Koreatown - The Real Deal

Roofing can be a tricky business. Besides the payment setbacks faced by many contractors, the roofing field has its own set of challenges, and some roofers have been under scrutiny during a continually developing property insurance crisis in the Southeast.

However, that hasnt stopped Americas top roofing contractors from thriving as we are well into 2022, with ENRs most recent list of the largest contractors in the U.S. showing that revenues for these companies easily topped $2 billion in the past year. Lets take a look at the top 10 roofing contractors in the U.S. by total revenue.

Total revenue: $700.8 million

Previous years rank: 1

Centimark Corp. is a Pittsburgh, Pennsylvania-based roofer. Outside its basis, it has over 95 offices throughout North America.

The company offers services in reroofing, new construction, protection measures, repairs, and cleaning alongside various other options in commercial asset management.

Alongside offering options for TPO & PVC, EPDM, SPF, metal, and Mod-Bit & BUR roofs, Centimark also provides consultancy for green roofing options such as solar panels or garden roofs.

Centimark also has a respectable recent history when it comes to payment. Its Levelset payment score is a B, with the company earning 83 out of a possible 100 points.

The company also has a history of being at the top of the roofing industry. Besides ranking as the top roofing contractor on ENRs most recent Top 600 Specialty Contractors list, the company has come in at the top spot of these rankings since 2017.

Total revenue: $564.5 million

Previous years rank: 2

Flynn Group is a Winnipeg, Canada-based roofing company that offers not only commercial roofing contracting, but also a range of architectural products and roofing services, including metal paneling, contract glazing and curtain wall. The company does work across North America, employing over 6,000 people.

Flynn offers work in roofing, glazing, and architectural paneling, advertising expertise in government buildings, schools, churches, hospitals, offices, hotels, sports and recreation centers, retail buildings, data centers, and industrial structures.

Total revenue: $254.9 million

Previous years rank: 3

Baker Roofing Company is a roofer based in Wilmington, North Carolina that was founded in 1915. Outside of its basis, the company has locations across the Southeast, with additional offices in Alabama, Georgia, Florida, South Carolina, Tennessee, and Virginia.

The company offers commercial roofing services in roof maintenance, roof repair, reroofing, and new construction, and has a history of working with major companies in the U.S., such as Wal-Mart and Target Corp.

Baker Roofing has an impressive payment history, with the company earning an A payment score from Levelset, with 95 out of a possible 100 points allocated.

Of course, like any big company, Baker has run into its fair share of payment issues, though mainly serving on the side trying to recover payment. Levelset notes eight liens filed involving Baker Roofing during 2020 and 2021, with the company serving as the claimant in seven of them.

Total revenue: $237.5 million

Previous years rank: 4

Nations Roof is a contractor based in Mobile, Alabama that has a strong geographical reach, with 33 additional locations across the United States.

According to the company, its operations have significantly expanded recently, as it claims to have grown over 60% during the past four years.

The company stays busy, too and seems to be especially effective with payment even when doing so. Nations Roof claims to often have projects going on simultaneously in all 50 U.S. states, and Levelset project information connects the contractor to at least 2,664 jobs in the past year.

Additionally, the Nations Roof has an A payment score from Levelset, with the company earning a 93 out of 100.

Recent major roofing projects for Nations Roof include:

Total revenue: $137.8 million

Previous years rank: 5

Kalkreuth Roofing and Sheet Metal is a contractor with locations in Kentucky, Maryland, Ohio, Pennsylvania, and West Virginia.

The company has a wide reach, working in historic restoration, entertainment, retail, government, healthcare, education, and transportation industries.

The company has also earned additional recognition for its speciality work: Other than its ENR ranking of fifth among roofers, Metal Construction News also ranked Kalkreuth as the seventh-best metal roofing contractor in the US.

Its done a fine job with payment along the way, too the company has a B payment score from Levelset, scoring an 81 out of 100.

Kalkreuth has made a significant impact with its work, as well, working on a number of high-profile projects:

Total revenue: $79 million

Previous years rank: 7

With a presence in Detroit, Michigan and Hamilton, Ontario, Canada, Schreiber Corp. is a roofing company founded in 1916.

The company notes that its location matters significantly, saying that the majority of its work comes from Detroit-area organizations: 80% of our business is with repeat customers such as Ford Motor Company, General Motors Corporation, the U.S. Dept. of Energy, Dupont and FCA (Fiat-Chrysler).

Some of the companys most significant recent projects include:

Total revenue: $72.5 million

Previous years rank: 9

Advertising themselves as the largest roofer in Florida, the Pompano Beach-based Latite Roofing has been active for over 75 years. Outside of its headquarters, the company has offices in the Fort Myers-Naples, Tampa-St. Petersburg, and Palm Beach-Treasure Coast areas.

The company has an average payment history, with a current C payment score, earning a 75 out of 100.

With services offered for both residential and commercial projects, Latite Roofing has a portfolio that includes a number of large undertakings:

Total revenue: $66.2 million

Previous years rank: 10

Alpharetta, Georgia-headquartered Roof Depot Inc. is a roofing contractor that focuses on the Southeast United States, with experience in commercial, multi-family, and industrial building projects. Outside its Georgia location, the company additionally has presences in North Carolina, Texas, and Florida.

Roof Depot offers a wide range of services, saying that they have the capability to handle a diverse variety of projects, including single-family residences or multi-building/ multi-type projects with flat, low slope, steep slope, tile, or slate systems.

Its portfolio is heavily focused on hospitality and residential projects, with experience working for companies such as Hilton Brands, Marriott, and Chick-fil-a alongside private residences.

The company has done a fair job of staying on top of its payment responsibilities, as well, earning a B payment score from Levelset with an 81 out of 100.

Total revenue: $53.1 million

Previous years rank: 11

Bulldog Group is a group of independently-operated companies with a common ownership, which includes multiple roofing affiliates. The group operates in the Southeast US, with licenses to operate in 10 states.

The group includes Allied Roofing Company, Applied Roofing Solutions, Reliance Roofing & Waterproofing, CityScape Roofing, Triad Roofing, Coastal Commercial Roofing Company, and Triangle Roofing Services. Those which have a Levelset payment score CityScape, Coastal Commercial, and Triangle all have an average history for payment speed, each earning C payment scores with scores of 75 out of 100.

Bulldog Groups roofing affiliates have taken on some large projects in recent years, as well:

Total revenue: $51.5 million

Previous years rank: 12

The Denver, Colorado-based Douglass Colony Group is a roofing contractor that has three locations in the state, specializing in the Rocky Mountain Region.

The company provides a large range of services, employing over 400 people in sectors offering commercial roofing, solar installation, waterproofing, and metals and FRAMECAD specialization.

Douglass has taken on roofing work for some of the most significant and noticeable projects in the Denver area:

Douglass Google presence is mixed, with a 3.1 star rating from 35 reviews of the company.

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The 10 Biggest Roofing Companies in the U.S. in 2022 - Levelset

GREATER GRAND CROSSING A team of investors has joined forces to bring luxury, energy-efficient container homes to the South Side and neighbors could move in as soon as this winter.

Vincennes Village, a collection of 12 40-foot-long modern, eco-friendly container homes, will be built at 7231 S. Vincennes Ave.

The project is the brainchild of project manager Darryl Burton, owner of Global Financial Services, and developer Anthony Casboni, former owner of the demolished Vincennes Discount Center and a retired firefighter.Onyx Architectural Services, a minority-owned firm, is the lead developer.

The homes built from 8-foot-wide train shipping containers will have ceilings nearly 10 feet high. They will have 1,200-1,800 square feet of space, two stories and three to four bedrooms. The homes will include full appliances, including an indoor washer and dryer, as well as a balcony, a covered patio and car garages.

Each home will also be energy efficient, with motion-activated lights and faucets and state of the art material anyone might find in a traditional wooden house, Burton said. Pricing for the homes will start at $300,000, developers said.

Construction on the container homes will begin in the next few months once the final blueprints are stamped by the Department of Buildings, Burton said.

Vincennes Village will welcome its first families by Christmas, Burton said.

We decided to develop a practical and innovative approach to constructing new homes, Burton said. Everything about the house will be upscale. Were bringing suburban living to a city block.

Vincennes Village was born out of a chance encounter between Burton and Casboni.

Alongside his late brothers, Casboni was the owner of Vincennes Discount Center, a family-owned business that spent more than 60 years in Greater Grand Crossing, Casboni said.

To the north and south of the business were apartment buildings that became dilapidated, Casboni said. When the city demolished the buildings, Casboni and his brothers bought the lots from the city in the early 90s, he said.

As the years went by, the Casbonis decided to semi-retire from their business and tore down Vincennes Discount Center around 2001, Casboni said.

Left with a large patch of land from the store and about 20 vacant lots from the apartment buildings, the Casbonis decided to build eight homes where the store once operated, Casboni said.

When the housing market collapsed in 2008, the brothers took a breather from building the homes, Casboni said.

But as the years trickled on, they struggled to find the right developer to assist in bringing homes to the community, Casboni said.

In April 2021, Casboni met Burton, a mover and a shaker with a creative idea to transform his vacant land, Casboni said.

It interested me because the process seemed fast and innovative, Casboni said. You can build the homes quickly, and theyre secure. Theyre durable, and they have an appealing, modern look.

Casboni and Burton have never built container homes, but theyve traveled throughout the states to look at container home communities, Burton said. What they saw solidified their decision, Casboni said.

Container homes enhance communities, Burton said. Thats what were in the process of doing. The community can be elevated.

Burton said Vincennes Village is an innovative approach to solving two nationwide problems: excess train containers and a housing shortage.

Empty train containers are permeating our planet, Burton said. And there is a delinquency in homeownership, particularly in the wards not normally served by the city, he said.

Their train container homes will repurpose a product that has been dormant and transform it into something a lot more tangible, Burton said.

Container homes can also be rehabbed and sold in half the time and half the costs as a traditional wooden house, Burton said.

Once their permits are approved, all theyll have to do is connect the containers and design the inside, Burton said. The homes will be ready in three to four months, he said.

When you compare a traditional home to a container home, youll come back to the container home, Burton said. The amenities are the same, but it requires less money, maintenance and upkeep. Homeownership becomes practical for everyone involved.

Vincennes Village will appeal to working families living in the community who want to enhance their way of living, developers said.

The homes will be minutes away from the Dan Ryan Expressway, a shopping center and the 75th Street Boardwalk.

And if the $300,000 starting price looks steep, a person paying $1,500 in rent in the neighborhood can afford the house, Burton said.

Vincennes Village will start with 12 homes, but Burton and Casboni hope to add eight more down the line, they said. Commercial development isnt off the table, they said.

The South Side has numerous vacant lots. Our goal is to permeate the communities with an innovative approach to living, Burton said. The idea is taking off. We see this as the future of Chicago.

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$300,000 Luxury Container Homes Are Coming To The South Side This Winter - Block Club Chicago

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By Tina Traster

County Executive Ed Day is mad and hes not mincing his words.

In a sharply worded letter dated Aug. 16 sent to the countys five town supervisors, Day says he is still awaiting information or suggestions on an alternative site to build a new county animal shelter while the deadline for a construction bid for the Hi-Tor Animal Shelter rebuild is set to expire in mid-September.

Despite promising to be part of the solution, to date we have not received any suggestions, calls, follow-up meetings, or promised shovel-ready locations for a new shelter submitted from anyone, Day wrote.

In July, the new shelter project, thought to be on track, stalled when the County Legislature tabled a resolution to fund the project, which called for an additional $10 million to the already earmarked $8 million for building a state-of-the-art 14,000 square-foot facility on site at the shelters current location in Pomona. In delaying the vote, county legislators raised questions over who would head up the shelter, saying they wanted more exploration on the subject.

Subsequently, town supervisors began to suggest that alternative sites should be considered for the purpose of potentially saving taxpayer money and it would be an opportunity to relocate a shelter away from the sound of fireworks at the nearby Clover Stadium. The issue over the fireworks has been going on for several years, but may be moot as officials at Clover Stadium plan to switch to quieter and less disruptive fireworks beginning next season.

This upheaval over whether to fund the shelter or where it should be sited has blown a long-awaited shelter upgrade off course, leading Day to say in this letter: You are all playing with fire by risking precious taxpayer dollars while putting the safety of these animals at risk.

Day in the letter points out that county taxpayers have already invested $524,963 in architectural and engineering services in addition to the hundreds of thousands spent over the years to keep this shelter running.

Concern over Hi-Tors future began nearly a year before the Legislature tabled the vote.

For months, questions have swirled around who will run the shelter, particularly as Rockland Green, the former Rockland County Solid Waste Management Authority, set out to change its mission to control animal management and expressed interest in taking over shelter management when the new shelter is built.

Rockland Greens Chairman Howard Phillips, who is also the Town Supervisor of Haverstraw, has repeatedly said in public forums that Hi-Tor needs new leadership, and more recently hes raised the notion that the shelter rebuild should not necessarily be constructed on the Pomona site, which has been in the making for years. He, along with the other supervisors, have been suggesting alternative sites, though at least one in Orangetown has been rejected.

Town Supervisor Jim Monaghan, who said hes open to all possibilities, said there is no suitable site in Stony Point.

Im not leading the charge but Im open to all options, said Monaghan. Im open to moving forward with current shelter if theres suitable taxpayer savings and if its good for the animals.

Town Supervisor Michael Specht, who also noted that hes not leading this effort, said theres a town-owned site of vacant land in Torne Valley that might be suitable. The remote site in the far western corner of the county, Specht said, is adjacent to Rockland Greens facilities.

Theres a location thats owned by the town thats not far from Rockland Green facility thats one of the options but at this time I have to defer to Phillips, who is taking the lead, who is the most senior of the supervisors, who is acting as the spokesman.

Phillips says the town supervisors are working to find a solution.

The cost of the bids and proposals that came back to the county were exorbitantly high and that as elected officials we needed to further investigate and see whether or not we could reduce the cost to the taxpayer, said Phillips. At the same meeting, it was expressed that there was a petition opposing the new shelter at its current location because of the fireworks from Boulder Stadium affecting the animals. It was obvious to everyone that attended that we needed to look at alternatives. We are continuing to do so and as everyone knows its extremely challenging to get everyone together during the summer.

But the New York Boulders team president Shawn Reilly said the stadium plans to switch up the fireworks for all but two of its shows with explosives that have a lower profile and that are substantially less noisy. These fireworks will be more like shooting off Roman candles as opposed to commercial grade fireworks. We want to be good neighbors, he said.

It is unclear as to whether the supervisors are casting for a plot of vacant land or are contemplating proposals on rehabbing an existing building. Either way, a modern, state-of-the-art shelter is an expensive proposition because it must take into account accommodations for ventilation, interior design, odor and noise control, security, sound buffers, bacterial controls, impermeable floors, and outdoor space for the dogs.

With his hands tied, and the construction bid at risk, Day is urging the supervisors to act.

We have an extension on the construction bid until mid-September, which will need to be reissued if it expires, and given inflationary pressures, I can only assume that would increase the cost yet again and further burden Rockland taxpayers, which must be avoided at all costs.

Responding to concerns from both legislators and town supervisors over who will run the shelter, the countys Department of General Services Purchasing Department on July 19 posted a Request for Information on Bidnet, a statewide municipal bidding website for an entity to provide animal shelter management and operation services.

The county said it was seeking to identify organizations that can either provide services at the existing facility for 24 months beginning Jan. 2023 or one that would be interested in operating a new facility when completed, or both.

Last week, just two entities both in the business of managing animals responded to Rockland Countys invitation to express interest in running the county-owned animal shelter. But only Hi-Tor, which has been running the shelter for 50 years, said it wanted to run the shelter as it exists now, and in the future when and if a new shelter is built.

In contrast, The Hudson Valley Humane Society, also located in Pomona, threw its hat in the ring but only showed an interest in running the long hoped-for but stalled multi-million-dollar shelter that has now become the fulcrum of much tension and controversy.

This recent Request for Information (RFI) underlines something weve said repeatedly, which is Hi-Tor is the only organization willing to utilize that outdated facility, said Day. Day urges the supervisors to either provide detailed alternative solutions or reaffirm their commitment to move forward with the new shelter.

See original here:
Ed Day Admonishes Town Supervisors For Inaction On Finding Alternative Site For Animal Shelter Rebuild - Rockland County Business Journal

Key Takeaways

Legacy applications are often stuck in the slow lane: aging and brittle, poorly understood and barely supported, and based on aging technologies, they are often the last applications to benefit from modern concepts like continuous delivery. Yet because of their potential instability, they are actually the applications that benefit most from concepts like a Minimum Viable Product (MVP) and its related Minimum Viable Architecture (MVA).

How can this be true? Most legacy applications are relatively monolithic and defy being released incrementally.

Once you realize that every release is an experiment in value in which the release either improves the value that customers experience or doesnt, you realize that every release, even one of a legacy application, can be thought of in terms of an MVP. Each release is really an MVP that relates to the added value that you are looking to deliver. Therefore each release also has an MVA. Concepts like MVP and MVA provide teams with a laser focus on what is absolutely necessary to test their hypotheses about what changes customers will really value.

Since the MVP concept is most often associated with new products, it might be better to think of each new release of an existing application as a minimum viable increment, or the minimum set of changes that the team thinks will result in an improvement in the value that customers experience. But since the term MVP already has currency, well continue using it.

As we noted in prior articles, an MVA is the minimum amount of architecture needed to ensure that the MVP satisfies its Quality Attribute Requirements or QARs. Since architecture, for us, is primarily about technical decisions, the MVA for a legacy application release represents the minimum set of application changes that the team needs to make to ensure that the release supports its QARs.

The release-readiness MVP criteria are typically focused on whether the release will let the team test its understanding of the desired outcomes for customers; MVPs are not "technical proofs of concept". Similarly, the release readiness of the MVA can be determined by evaluating whether the changes being made to the legacy application will ensure that the release will be able to meet the QARs for the application and, in so doing, sustainably meet customer needs.

Figure 1: MVP & MVA provide a "lens" to look at legacy systems in a new way

Process Challenges:One of the criteria for any release, and especially applications on which the organization depends, is that the application will have passed a set of tests (ideally automated) that validate that the release candidate satisfies its QARs. Running manual tests to evaluate QARs is too cumbersome and error-prone to be reliable. The lack of automated tests to determine whether a release meets its functional requirements and QARs is one of the factors that prevent organizations from delivering value in small increments.

Other factors sometimes prevent organizations from releasing in small increments, leading them to release changes in relatively large, complicated increments. These include:

With the exception of regulatory constraints, these can all be fixed but they take time and concerted effort.

Paying down debt, when you have a chance, sounds like a good thing, right?

Organizations are sometimes tempted to do extra technical work, to modernize, or reduce their technical debt because, as they may rationalize, "were going to be working on that part of the application anyway, so we should clean things up while we are there." While well-intentioned, this is almost always a bad decision that results in unnecessary cost and delay because once started, its very hard to decide to stop.

This is where the concept of the MVA pays dividends: it gives everyone a way to decide what changes must be made, and which changes should not be made, at least not yet. If a change is necessary to deliver the desired customer outcome for a release, then its part of the MVA, otherwise, its out.

Sometimes, a team may look at the changes needed to an application and decide, considering the state of the code, that a complete rewrite is in order. The MVA concept, applied to legacy applications, helps to temper that by questioning whether the changes are really necessary to produce the incremental improvements in customer outcomes that are desired.

The application may, indeed, be too far gone to be extended but, in our experience, "total rewrites" almost never succeed either (weve never seen, or even heard, of one of these projects actually delivering anything.) If youre really going back to the drawing board, dont rewrite the existing system; instead, start from the customers desired outcomes and look for different ways to deliver them.

The MVA has an effect on the MVP, especially for legacy applications. Both MVA and MVP include an important word: viability. If in evaluating the changes that the team needs to make to the application in order to deliver the MVP, they determine that it is too expensive to achieve the MVP in a sustainable way, the MVP needs to be reconsidered and potentially changed.

The Minimum Viable Architecture ("MVA") approach (see our article "A Minimum Viable Product Needs a Minimum Viable Architecture") provides you with a way to decide how much modernization is "good enough" in order to deliver an MVP. Creating an MVA as part of an MVP delivery effort helps you evaluate the technical viability and to provide a stable foundation for the product that can be adapted as the product evolves. Making the MVA architectural decisions transparent helps the organization better understand why certain choices have been made, which helps them make better decisions about how they can adapt the product to changing market conditions and evolving customer needs.

QARs drive your decisions: The most important MVA architectural decisions that you need to make may be to select the minimum amount of architecture components enabling the MVP to handle QARs that are associated with product/system characteristics such as:

For example, lets assume that you are planning to build a mobile app to support the launch of a product in a new market, using open-source or commercial frameworks that help you to quickly deliver an MVP while creating a new interface to legacy system data. In doing so, the legacy application will inevitably be subjected to workloads that it was not designed to handle. Will those increased workloads cause the legacy system to fail? Will the additional workloads threaten the ability of the legacy system to satisfy its QARs for existing users? Does the mobile application change the QARs for the legacy system?

Inevitably, new applications that access data from legacy systems will change the QARs of the legacy system by changing workload, throughput, responsiveness, and security-related requirements, among others. Legacy systems were not built to support the needs of the users of new applications, and those needs must be taken into account when deciding how much and where to modify legacy systems. In some cases, no amount of work will enable the legacy system to meet the new QARs, and in those cases, the legacy system will have to be replaced in order to enable the new applications.

Empiricism is a powerful tool for evaluating these questions, and each release of the new mobile application will, at the very least, create an opportunity to assess whether the architecture of the legacy system can support the new demands being made on it. It is likely that the development team will need to modify the legacy application to meet the new QARs. Considering the legacy application changes as part of an MVA for the mobile application will help the team decide how much change to undertake to accomplish the goals of the mobile applications MVP release.

QARs are a very useful tool for diagnosing areas for potential improvement in a legacy system. Focusing on QARs can help you limit the scope of the change to only what is minimally needed, right now in order to support the MVP. This helps to prevent sliding down the slippery slope to a "total rewrite", which is expensive, time-consuming, prone to failure, and often unnecessary for the MVP.

Limit the scope of the new functionality: Resist the temptation to go beyond the scope of the MVP and turn this effort into a much larger one by including "nice to have" features that are unnecessary for the MVP. Domain-driven design (DDD), which is an extremely powerful approach to software development, is a very efficient technique for identifying the scope of the new functionality that needs to be implemented in support of the MVP and limiting it to precisely what is needed.

Try to decouple and simplify system components. One of the challenges in working with legacy systems is that they lack modularity, many of them having been written at a time when modular code was not encouraged and most code reuse happened through "copy and paste." While it is tempting to refactor all of this redundant code, stay within the bounds of what you need to do to support the MVP. When you do need to refactor or replace code, make the new code modular and reusable. Microservices play well here as well as serverless functions in some cases. Replace code with calls to shared components or services in the applications you need to change, but also make notes for other applications that may have similar opportunities. That way, when other teams have to modify their applications to use similar services, they will have a bit of a head start.

Start shifting new work away from legacy systems. Unless it is dramatically simpler and more sustainable to implement new capabilities in the legacy system, develop new business capabilities associated with the MVP with modern technology, such as cloud-based services. If the new functionality has to be initiated from an older program, write a new component or service for the new work and just call it from the old code. Over time, the decoupling work mentioned above plus moving new code to modern technologies will shrink the amount of legacy code you need to worry about.

Using patterns such as the "strangler pattern", or the "branch by abstraction" pattern, as well as implementing a gateway to route requests to the new MVA components when applicable may be helpful for this migration. Keep in mind that all approaches and tools have limitations. For example, using the "strangler pattern" is appropriate for migrating well-defined functionality chunks from a single application, but may not be the right approach if you need to replace broken infrastructure that affects dozens of applications.

Start identifying "dead code" and opportunistically eliminate it. Use static and dynamic code analysis tools to find out what parts of the legacy system arent used anymore, within the scope of the MVA. Target dead code for elimination (but dont jump right in just yet - beware of scope creep). This can extend to reports - old systems produce a lot of them, and some (or many) may not be useful to anyone anymore; the business may have changed while the system did not. Identifying code that is no longer useful can help a team more easily see whether that code would impact the MVA. The less code you deploy, the more reliable the rest of the code, and the lighter the system use of critical system resources. Even if the team decides not to eliminate the code, they should identify the potential for removal of dead code to help other teams with their future decisions.

Organizational technology standards perpetuate legacy systems. Organizational technology standards are useful to prevent unsupportable configurations and combinations of infrastructural technologies from multiplying, but if retained too long they can keep an organization rooted in the past, unable to adapt to the future. Using the MVA concept can help an organization understand whether a new technology is truly needed to enable a team to deliver a particular MVP. With the proof that the MVA provides, an organization can decide whether the MVP is truly strategic and therefore a change in the technology standards is warranted.

Where should you store MVA data? One of the key MVA decisions is to choose a data store for the data associated with the MVP. Some of this data is likely to already exist in a legacy data store, and in most cases, additional data will need to be captured and stored. That data can either be incorporated into a legacy data store, or a new, more modern DBMS can be implemented to store the new data. The first approach simplifies data aggregation and reporting, at the cost of expanding the use of a technology that may be slated for retirement - for example, IMS/DB. It may be appropriate if a small percentage of the existing MVA legacy data needs to be added to support the MVP. The second approach constrains the use of legacy data stores, at the cost of complicating data aggregation, and should be considered if a large percentage of the existing MVA legacy data needs to be added. A variant of the second approach would be to migrate the existing MVA legacy data to the new DBMS. However, migrating data is much harder than migrating functionality, as that data may be used by multiple legacy applications out of the scope of the MVA. Attempting to do this could result in work beyond the MVA scope.

Legacy systems are a bit like an ancient city that is still a thriving metropolis: their mixture of old and new make it difficult to keep up on needed repairs, let alone substantial renovations to adapt them to rapidly changing needs. But finding a way to continuously adapt legacy systems is essential to evolving the enterprise to a changing world.

The concepts of MVP and MVA dont apply just to new applications; they provide a new and innovative way to look at scoping changes to legacy systems that prevents taking on too much change, too soon. In reality, every new application becomes a kind of "legacy application" after its first major release, and finding ways to limit the scope of change is important as applications evolve.

The MVA approach can help an organization evaluate and amend its technology standards by showing how a new technology is truly essential to supporting an MVP. It allows you to challenge technology standards with real data, rather than with just preferences and opinions.

The process of creating an MVA can help a team to evaluate which parts of a legacy system need to be modernized now, and which parts can wait. Organizations have spent huge sums on failed "total rewrite" modernizations that were, in hindsight, unnecessary. Identifying what parts must be modernized now, and what parts can wait is useful, for it gives an organization a better understanding of their technical debt, while also providing them with a much-needed filter to prevent needless work.

Legacy applications, because they are often mission-critical, need special focus on sustainability. In fact, fear of making the legacy application unstable prevents many organizations from making important and needed incremental improvements to them, making them even more brittle and risk-laden. Focusing on sustainability QARs, including growing the skills that teams need to evolve the applications, helps to make the applications more resilient over time.

Finally, its useful to keep in mind that todays "legacy" applications were, in many cases, shiny and brand new not very many years ago. These arent just applications written 40 years ago; they are also applications written just 10 years ago, or even more recently. As soon as an application is no longer being continuously updated, it starts to decay. Considering an MVA as a part of every new release helps to keep applications fresh.

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Chipping Away at the Monolith: Applying MVPs and MVAs to Legacy Applications - InfoQ.com

OCONOMOWOC As the plan for the downtown Rockwell development progresses onward, the developer and city officials weighed in on some frequently asked questions. The project location is at 125-131 Main Street near the Village Green and Fowler Lake.

Questions were answered by Jeff Scrima of Rockwell Partners, LLC and Oconomowoc's economic director, Bob Duffy. Some of their answers have been edited to eliminate redundancy.

1.) What is the Rockwell project?

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Scrima: Rockwell is new mixeduse development which utilizes historic architectural design and provides public improvements including continuing the boardwalk, increasing parking, providing restrooms, and improving the village green which will enhance the renaissance of downtown Oconomowoc.

2.) Why is the project called Rockwell?

Scrima: The project name is 'Rockwell' in honor of John Rockwell, who in the 1800s helped establish Oconomowoc including constructing a mill, the first store, hotel, fire department, elementary school, library and donating land for the communitys churches.

3.) Will the boardwalk still be accessible to the public?

Duffy: During the construction the existing boardwalk will still be accessible to the public. Through the project, the city will have the opportunity to expand the boardwalk where it had existed previously behind the development, which will be also accessible to the public when completed.

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4.) How much money willRockwell invest in the project? How much money will the city invest?

Duffy: When completed, the Rockwell development is projected be in excess of $30 million in value. The city will use the increased value generated by the project for the boardwalk extension, expanded public parking, public restrooms in the building, site development, updated public utilities, storm water improvements, public roadway and crosswalk improvements, as well as the enhancement for improved utilization of the Village Green. The public amenities are estimated to cost approximately $5,457,000.

5.) How many condo units will there be?

Duffy: The project is still in the planning stages, however, initial thoughts are there will be approximately 20 units, and 2-3 commercial condo units.

6.) What will the cost or cost range of the condo units be?

Scrima: The costs are yet to be determined based upon the market and material and labor costs.

7.) What will the project do to the view of the lake?

Duffy: The existing site currently has multi-story structures adjacent to the lake. The extension of the boardwalk will provide additional public access and viewing of Fowler Lake.

Scrima: The view of the lake will improve as the public will be able to walk along the new boardwalk which is currently private property.

8.) How will theVillage Green be affected?

Duffy: Final design is underway, however, to address the downtown business and community requests for additional parking, there will be an encroachment into the existing Village Green. The enhancement to the Village Green would include incorporating solutions to remove existing storm water basins, and level off the area to enhance the utilization for community activities and events. The city will also improve the Village Green with additional parking and adding bollards or planters.

Scrima: The city will improve the Village Green with additional parking to the north and the removal of redundant sidewalks within. This will create a net increase in grass area. The city is also working on a plan to make it more event friendly - which may include leveling the green and adding bollards or planters.

9.) When is the project expected to begin and finish?

Duffy: The project still needs to gain its required city approvals to proceed. The review and approval process is anticipated to occur between August to November. The developer would commence the existing structure demolition and project construction in mid-December.

Scrima: Construction will begin after the German Christmas Market this year. We would like to do the heavy site work over the winter and have the Village Green put back together by next summer. Construction start to finish will last approximately 15 months.

10.) Have any businesses been locked-in forRockwells lower floor?

Duffy: The developer has indicated to the city there have been several businesses interested in being part of the project. However the City is not aware of specific tenants.

Scrima: We have two restaurants and a boutique grocery store which have expressed strong interest in our retail space.

11.) What is a TIF, and why is it being used for Rockwell?

Duffy: TIF districts are a tool allowed in Wisconsin aimed at eliminating blight, rehabilitating declining property values, and promoting business and redevelopment opportunities. Through the creation of a future TIF #8 Project Plan, it will determine, without the creation of the district development would not occur in a timely manner or at the values as desired by the city. In reaching this determination, the city considers and verifies through a thorough review of the developers pro forma that the project is not economically viable without public participation based on the extraordinary costs associated with demolition of structures, and redevelopment of existing sites.

In addition, the Rockwell redevelopment would not occur without the substantial investment needed to provide the necessary public infrastructure. The Tax Increment District financing tool will be used in order to fund the public improvements and enhanced public amenities, while Rockwell Partners will guarantee that the necessary development and investment occurs to ensure the necessary funds are available to cover the costs to deploy infrastructure. TIF is an opportunity for the Rockwell Development project to cover all costs, and the community receives the benefit of the public infrastructure and amenities.

12.) Why engage in a public/private partnership in this case?

Duffy: The city adopted a Downtown Revitalization Plan in 2004, which provides market-based recommendations for public and private improvements in order to create a healthy, sustainable and economically viable downtown for the city. Downtown Oconomowoc is the heart of the community where all facets of life come together: retail, dining, services, government, employment and recreation. The Downtown Plan and public/ private partnership projects have allowed the city to realize many positive improvements such as the Community Center, Village Green expansion, the Boardwalk, Fowler Lake Boat launch, as well as reconstruction of all downtown parking areas. It is through these types of partnerships the city can continue to improve, prosper and become the destination envisioned in the Downtown Oconomowoc Revitalization Plan. The city and Rockwell development partnership allows the public to benefit from the extended boardwalk, increased parking, new public bathrooms and upgrades to the village green without having to pay for these improvements out of the existing city budget.

Scrima: This partnership allows the public to get the extended boardwalk, increased parking, new public bathrooms and upgrades to the village green without having to pay for these improvements out of the existing city budget. It allows us, as the developer, to get these new improvements right next door to our project.

13.) Will traffic and business operations be impacted by construction?

Duffy: With any construction projects there will be impacts. The city will work with Rockwell development and their contractor to manage and coordinate efforts to minimize those impacts as the project proceeds.

Scrima: MSI General, our architect and contractor, has already met with the city and business owners and will work diligently to communicate and keep construction interruptions to a minimum.

*** NOTE TO READERS: If you have questions about the Rockwell project, please contact Dan Colton at dcolton@conleynet.com or by calling 262-513-2661.

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Q&A: The Rockwell Project in downtown Oconomowoc | Oconomowoc News | gmtoday.com - Greater Milwaukee Today | GMToday.com

FORT WASHINGTON, Pa., Aug. 18, 2022 (GLOBE NEWSWIRE) -- Toll Brothers, Inc. (NYSE: TOL) (TollBrothers.com), the nations leading builder of luxury homes, through its Toll Brothers Apartment Living rental division, and PGIM Real Estate, the $208.7 billion real estate investment and financing business of PGIM, have announced a new joint venture to develop The Lindley, a 37-story, 422-unit multifamily rental community in San Diego, Calif. The Lindley, which is the first Toll Brothers Apartment Living (TBAL) project in the city of San Diego, is being financed through a $187 million construction loan facility from BNY Mellon and Wells Fargo. The equity and debt were arranged by Toll Brothers in-house Finance Department in collaboration with the PGIM Real Estate Capital Markets Team.

The Lindley was designed by the renowned Joseph Wong Design Associates and is located at the corner of Columbia Street and Ash Street in San Diegos Columbia business district. The Lindley offers convenient access to PETCO Park, Balboa Park, the Santa Fe Rail Station, and the San Diego International Airport as well as many dining and entertainment options in Little Italy, Harborview, Embarcadero, and the Gaslamp Quarter.

The Lindley will consist of 422 rental apartments and an above- and below-grade parking garage with 561 parking spaces, including capacity for 222 EV (electric vehicle) charging stations. The apartment units will feature high-end luxury finishes including LVT flooring, energy-efficient LED lighting, and smart thermostats. Residents will enjoy a best-in-class amenity package, including concierge, mailroom, secured package room, keyless entry, and more than 22,000 square feet of interior and exterior amenity space. The amenity space will feature an outdoor pool and spa, barbecue grills, pet spa and dog walk, indoor/outdoor fitness center, massage rooms, yoga spaces, sauna, coworking spaces, game room, club room, lounge, and wine bar. Rooftop amenities include a rooftop lounge, demo kitchen, and sky deck providing excellent views of downtown San Diego.

The Lindley expects to earn LEED Gold certification. To achieve this standard, all demolition materials were responsibly recycled, and sustainably sourced materials will be employed throughout. Rainwater will be collected from the site and passed through biofiltration processes before entering stormwater drainage. Environmentally friendly cleaning products will be exclusively used in the buildings operations. Residents will also be able to enjoy EV fast-charging stations. Affordable housing is also a critical part of the development project. As part of The Lindleys entitlement agreement, Toll Brothers Apartment Living is making a significant contribution toward the development of affordable housing in San Diego, which helps to fulfill the citys initiative of increasing affordable housing opportunities for its residents. This contribution will directly support the construction of 44 affordable housing units off-site in downtown San Diego.

The Lindley marks the first Toll Brothers Apartment Living project to break ground in San Diego, and the third to break ground in California. It follows the 262-unit Cameo in Orange, Calif., which was sold in 2021, and the 218-unit Rafferty in Santa Ana, Calif., which is scheduled to open its doors to residents in early 2024. The Lindley represents the continued expansion of Toll Brothers Apartment Living in California.

As our first project in San Diego, we are proudly planting our flag here with The Lindley, said Charles Elliott, President of Toll Brothers Apartment Living. We will stay true to the brand that Toll Brothers is known for and bring to this market the same quality of product and service weve been delivering for over 55 years. The Lindley is located in perhaps the most vibrant part of San Diego, which is among the most dynamic areas of Southern California. The Lindley will appeal to the most discerning residents who want the perfect blend of luxury and lifestyle in the middle of it all.

The Lindley will be a Class A trophy asset situated in arguably the most desirable neighborhood in downtown San Diego, said Cathy Marcus, global chief operating officer and head of U.S. equity for PGIM Real Estate. In addition to its high-end features and amenities, the property will benefit from strong market fundamentals in San Diego overall, which has experienced employment growth largely driven by the technology sector and migration from other major cities.

Fred Cooper, Senior Vice President, Finance and Investor Relations for Toll Brothers said, The Lindley marks the fifth urban high-rise rental project we are developing in joint venture with PGIM and complements our current partnership projects in Boston, Cambridge, Atlanta, and Washington, D.C. We are very excited to once again have the support of BNY Mellon and Wells Fargo as our construction lenders. Together, we look forward to bringing this LEED Gold-designed transit-oriented development project to fruition while also supporting the development of additional affordable housing units in downtown San Diego.

For more information about this community visit LiveTheLindley.com.

ABOUT TOLL BROTHERS Toll Brothers, Inc., A FORTUNE 500 Company, is the nation's leading builder of luxury homes. The Company was founded 55 years ago in 1967 and became a public company in 1986. Its common stock is listed on the New York Stock Exchange under the symbol TOL. The Company serves first-time, move-up, empty-nester, active-adult, and second-home buyers, as well as urban and suburban renters. Toll Brothers builds in over 60 markets in 24 states: Arizona, California, Colorado, Connecticut, Delaware, Florida, Georgia, Idaho, Illinois, Maryland, Massachusetts, Michigan, Nevada, New Jersey, New York, North Carolina, Oregon, Pennsylvania, South Carolina, Tennessee, Texas, Utah, Virginia, and Washington, as well as in the District of Columbia. The Company operates its own architectural, engineering, mortgage, title, land development, golf course development, smart home technology, and landscape subsidiaries. The Company also operates its own lumber distribution, house component assembly, and manufacturing operations.

Toll Brothers was named the Worlds Most Admired Homebuilder in FORTUNE magazines 2022 survey of the Worlds Most Admired Companies, the seventh year it has been so honored. Toll Brothers has also been named Builder of the Year by Builder magazine and is the first two-time recipient of Builder of the Year from Professional Builder magazine. For more information visit TollBrothers.com.

Toll Brothers discloses information about its business and financial performance and other matters, and provides links to its securities filings, notices of investor events, and earnings and other news releases, on the Investor Relations section of its website (investors.TollBrothers.com).

2022 Fortune Media IP Limited. All rights reserved. Used under license. Fortune and Fortune Media IP Limited are not affiliated with, and do not endorse the products or services of, Toll Brothers.

ABOUT TOLL BROTHERS APARTMENT LIVINGToll Brothers Apartment Living is the apartment development division of Toll Brothers, Inc. (NYSE: TOL), an award-winning FORTUNE 500 company, and the nation's leading builder of luxury homes. Toll Brothers Apartment Living brings the same quality, luxury, and service for which Toll Brothers is known to its exceptional rental and mixed-use communities in select markets, including Atlanta, Boston, Dallas, Los Angeles, New York, Philadelphia, Phoenix, and Washington, DC. Toll Brothers Apartment Living communities combine the energy of vibrant locations with unparalleled amenities, resident services, design, and the expertise of Americas Luxury Home Builder. In 2022, NMHC ranked Toll Brothers Apartment Living the 11th largest apartment developer in the United States. The firm has developed nearly 8,500 units, has nearly 4,500 units under management, and controls a national pipeline of more than 20,500 units. For more information visit TollBrothersApartmentLiving.com.

ABOUT PGIM REAL ESTATEAs one of the largest real estate managers in the world with $209 billion in gross assets under management and administration,1 PGIM Real Estate strives to deliver exceptional outcomes for investors and borrowers through a range of real estate equity and debt solutions across the risk-return spectrum. PGIM Real Estate is a business of PGIM, the $1.4 trillion global asset management business of Prudential Financial, Inc. (NYSE: PRU).

PGIM Real Estates rigorous risk management, seamless execution, and extensive industry insights are backed by a 50-year legacy of investing in commercial real estate, a 140-year history of real estate financing,2 and the deep local expertise of professionals in 32 cities globally. Through its investment, financing, asset management, and talent management approach, PGIM Real Estate engages in practices that ignite positive environmental and social impact, while pursuing activities that strengthen communities around the world. For more information visit pgimrealestate.com.

1 As of March 31, 2022, net AUM is $138 billion and AUA is $46 billion.2 Includes legacy lending through PGIMs parent company, PFI.

TOLL BROTHERS FORWARD-LOOKING STATEMENTSThis release contains or may contain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. One can identify these statements by the fact that they do not relate to matters of a strictly historical or factual nature and generally discuss or relate to future events. These statements contain words such as anticipate, estimate, expect, project, intend, plan, believe, may, can, could, might, should, likely, will, and other words or phrases of similar meaning. Such statements may include, but are not limited to, information and statements regarding: the impact of Covid-19 on the U.S. economy and our business; expectations regarding interest rates and inflation; the markets in which we operate or may operate; our strategic objectives and priorities; our land acquisition, land development and capital allocation priorities; housing market conditions; demand for our homes; anticipated operating results and guidance; home deliveries; financial resources and condition; changes in revenues; changes in profitability; changes in margins; changes in accounting treatment; cost of revenues, including expected labor and material costs; selling, general, and administrative expenses; interest expense; inventory write-downs; home warranty and construction defect claims; unrecognized tax benefits; anticipated tax refunds; sales paces and prices; effects of home buyer cancellations; growth and expansion; joint ventures in which we are involved; anticipated results from our investments in unconsolidated entities; our ability to acquire or dispose of land and pursue real estate opportunities; our ability to gain approvals and open new communities; our ability to market, construct and sell homes and properties; our ability to deliver homes from backlog; our ability to secure materials and subcontractors; our ability to produce the liquidity and capital necessary to conduct normal business operations or to expand and take advantage of opportunities; and the outcome of legal proceedings, investigations, and claims.

Any or all of the forward-looking statements included in this release are not guarantees of future performance and may turn out to be inaccurate. This can occur as a result of incorrect assumptions or as a consequence of known or unknown risks and uncertainties. The major risks and uncertainties and assumptions that are made that affect our business and may cause actual results to differ from these forward-looking statements include, but are not limited to:

Many of the factors mentioned above or in other reports or public statements made by us will be important in determining our future performance. Consequently, actual results may differ materially from those that might be anticipated from our forward-looking statements.

Forward-looking statements speak only as of the date they are made. We undertake no obligation to publicly update any forward-looking statements, whether as a result of new information, future events, or otherwise.

For a further discussion of factors that we believe could cause actual results to differ materially from expected and historical results, see the information under the captions Risk Factors and Managements Discussion and Analysis of Financial Condition and Results of Operations in our most recent Annual Report on Form 10-K filed with the SEC and in subsequent reports filed with the SEC. This discussion is provided as permitted by the Private Securities Litigation Reform Act of 1995, and all of our forward-looking statements are expressly qualified in their entirety by the cautionary statements contained or referenced in this section.

A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/c9c6664d-5eac-404e-ade6-0b37a964e83b

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Toll Brothers Apartment Living and PGIM Real Estate Announce Joint Venture to Develop 422-Unit Luxury Rental Community in San Diego, California -...

Dodge Speed Week is in full swing, and youll find nowhere else covering this momentous event quite as extensively as us here at MC&T. Day one is in the books and yielded so much it almost feels unjust to limit it to one single recap, but here goes nothing. Dodge started their mega marketing Never Lift Campaign, last year, providing a roadmap of 24-months of muscle that anyone could access via the Dodge Garage website. After day one of Speed Week, were more than halfway through that calendar.

Head of Dodge Brand Tim Kuniskis unveils 10 different jaw dropping updates to the Dodge muscle car brand in a 20-minute video. Heres a rundown:

Direct Connection Challenger Mopar Drag PakDodge adds a rolling chassis Drag Pak Challenger to its Direct Connection catalog, listed at just under $90,000 ($89,995). A screaming deal for an engine, and all thats missing is an engine.

Dodge Challenger Body-In-WhiteIn addition to the turnkey Drag Pak Challenger, Dodge is offering up a do-it-yourself kit that starts with body-in-white Challenger that comes without a roll cage for $7,995.

Direct Connection Catalog UpdatesThe Dodge Direct Connection catalog sees multiple additions like Bolt-on supercharger kits, and TorqueFlite 8-speed transmissions.

1970 Challenger Carbon Fiber BodySpeed Finale and Dodge have partnered up to offer a full carbon fiber 1970 Challenger body. A Roadrunner and Cuda were teased as well.

Dodge Challenger Convertible

Every Dodge dealer in America can now order you aChallenger Convertible from Drop Top Customs out of Florida.

Durango Hellcat ComebackThe much sought-after Dodge Durango Hellcat makes its return for the 2023 model year, with potential for further continuation.

Color ComebackB5 Blue, Plum Crazy Purple, Sublime Green, and Destroyer Gray, will be made available for 2023 model year.

2023 Model Year Is The EndDecember of 2023 will be the final month these cars will be produced. There have been 3 million made, supplying over one billion horsepower globally.

Last Call special editionsThese wont be available to order, rather allocated to highest volume dealers. First come first serve. A final special edition will be revealed at the 2022 SEMA Show in Las Vegas.

Horsepower TrackerStarting in October, Dodge will share exactly how to find one of the Last Call Charger and Challenger muscle cars via its tracker on Dodge Garage website, complete with weekly updates.

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Dodge Speed Week, Day One Recap - Muscle Cars and Trucks