seeking computers amid shortage keeping the lights on

August 18, 2020 | Vol. 7 • No. 17 | $2.00 | DelawareBusinessTimes.com

POINT/COUNTERPOINT:Debating remote education and workplace risk20, 21

Computing Need:NERDiT NOW aids schools, organizations seeking computers amid shortage

11

Dover Downs reopens with a strong June3

The Future Of...Offi ce Space and Commercial Real Estate4, 5

Telehealth gets traction with hospitals 8

Delaware arts organizations head outdoors, play to smaller audiences in hopes of making it to the spring | 6

Delaware arts organizations head outdoors, play to smaller

Keeping the Lights On

Delaware Shakespeare's Soliloquy Walk.Photo courtesy of Delaware Shakespeare

POINT/COUNTERPOINT:Debating remote education

2 August 18, 2020 | DelawareBusinessTimes.com

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Delaware has 11 Inc. 5000 companies, with two that rank in the top 1,000

BY PETER OSBORNEDOVER – When you invest in a company that’s

open for only one month of a fiscal quarter, you’re not looking forward to great numbers in the earnings report.

Such was the case for Dover Downs, which reopened June 1 after a COVID-driven closing March 12. It lost nearly $2.4 million and saw a 70% drop in revenues, compared with the second quarter of 2019, according to the casino’s parent company’s Aug. 11 earnings report.

Gaming revenues for Dover Downs fell from just under $25.8 million in the second quarter of 2019 to $6.5 million this year. However, total revenues for the first half of 2020 saw a slight increase compared to 2019 – $27.6 million versus $27.3 million – despite being closed for nearly a third of the six-month period and operating with capacity restrictions since reopening.

That said, officials with Providence, Rhode Island-based Twin River Worldwide Holdings, which closed on the purchase of Dover Downs and its then-parent company in March 2019, spent some time focusing on the Delaware casino’s June results during its Aug. 11 earnings call with investors and analysts.

“Gaming volumes were down approximately 15% and overall net revenues down 30% for June compared to the same month in 2019 as we navigated capacity restraints,” said Twin River President and CEO George Papanier. “Adjusted EBITDA results for the month were strong, coming in at $2.1 million, which was essentially flat year-over-year, and represented an increase in adjusted EBITDA margin of approximately 1,150 basis points.”

EBITDA is essentially net income (or earnings) with interest, taxes, depreciation, and amortization added back. EBITDA can be used to analyze and

compare profitability among companies and industries, as it eliminates the effects of financing and capital expenditures.

Frank Fantini, a Dover-based gaming industry analyst, said he’s seeing local markets like Delaware doing much better than destination markets such as Las Vegas, an observation that aligns with Twin River’s strategic plan.

“Nobody wants to get on an airplane but they’re OK with driving, and the trade show and convention market has dried up,” said Fantini.

Papanier said, “There’s certainly been a rationalization around marketing spend. Some of that may be driven by the fact that the states are concerned about large gatherings. I think everyone is being cautious about that from a promotional perspective.”

Dover Downs Vice President and General Manager Nick Polcino Jr. told the Delaware Business Times: “Over the past few months, we have observed strong regional pent-up demand that has allowed us to reduce operating expenses by being more particular with marketing, including things like promotional giveaways and other incentives, in order to attract players. Due to this strong volume, and safety protocols in place, we have also been selective with lower-margin amenities, such as food and beverage outlets, which has helped with short-term profitability.”

Fantini said, “The guys who run casinos aren’t dumb. They may have to operate at 50% capacity, but they can focus on marketing to their best customers, the ones who come back and over again. So, the number of visitors may have declined but spend per visitor has increased. In addition, many casinos have eliminated [money-losing] all-you-can-eat buffets as one of the ways to reduce expenses.”

Snake eyes for Dover Downs in Q2, but casino may be on a Q3 roll

BY KATIE TABELINGEleven Delaware companies made the cut on this

year’s Inc. 5,000 list, which showcases the fastest-growing private companies across the nation.

Some of the companies were making their first appearance, while others have appeared before. The First State maintained a steady presence on the list year over year, as 11 companies from the state made list in 2019 and 2018.

Delaware has two companies that broke through the top 1,000 this year: Keystone Funding Inc., a residential mortgage business, at No. 766 and CompassRed, a data analytics company, at No. 899.

This marks the second year in a row that Keystone Funding made it to Inc.’s list, and the inaugural year CompassRed made it to the top.

“I’m ecstatic to see that we made it into the top companies across the country. It’s a great place to be, and it definitely validates what we’re doing here,” said Patrick Callahan, the CEO and founder of CompassRed. “The data science sector is growing across the country, and we moved here [from Silicon Valley] because we saw the potential, and it’s gratifying to see that my gut feeling was right. I see this as giving us the confidence to stand up on a national level, something to be proud of when we walk into the room.”

B&H Insurance is another newcomer to the list at No. 4,583. B&H Insurance CEO and President

John Boykin looks at it as a sign that there’s only one direction to go from here: up.

“This is a great sign that we have a solid combination of a great team and great decision making. No one will expect anything more from us than ourselves, although the competition in me looks as this a benchmark where we are regionally and in the insurance market,” Boykin said.

Here are the Delaware companies on the 2020 Inc. 5000 list.• No. 766: Keystone Funding Inc., Dover. Real Estate- Residential.

• No. 899: CompassRed, Wilmington. Services-Data Analytics.

• No. 1,270: Carvertise, Wilmington. Advertising and Marketing

• No. 1,410: Bolton Group, Wilmington. Services- Remote recruitment and training.

• No. 2,054: Placers of Delaware, Newark. Human Resources-Staffing and recruitment

• No. 2,949: Chesapeake Plumbing & Hearing, Frankford. Construction- Plumbing and heating.

• No. 3,576: The Siegfried Group, Wilmington. Financial Services.

• No. 3,703: Careerminds Group, Wilmington. Human Resources.

• No. 4,173: Endevor, Wilmington. Software• No. 4,179: Tenon Tours, Lewes. Hospitality.• No. 4,583: B&H Insurance, Newark. Insurance.


What will Delaware’s offices look like after COVID?BY JACOB OWENS

The COVID-19 pandemic has changed all manner of things in public life over the last six months, but its effects on office workplaces may last even after the virus’s threat subsides.

Just what changes are coming to Delaware’s offices remain to be seen, as many are still largely empty of employees sent home by cautious employers. Landlords, tenants and designers have spent many weeks over the pandemic thinking about what may need to change permanently, and what aspects may only become a distant memory

with some time.One thing remains fairly certain for

most involved in Delaware’s commercial real estate though: Workers will return to their desks at some point. A recent survey of Wilmington-area employers found that 62% of employers didn’t plan on using remote work long term, and a recent survey of U.S. office workers from leading global architecture, design,

and planning firm Gensler found that only 12% wanted to work from home permanently.

“While the knee-jerk reaction would be that

everybody's just going to work

from home from now on, I don't see that happening,” said Brian DiSabatino, CEO of Wilmington-based construction management and design firm EDiS. “First and foremost, I don't think you can ever discount the need for and the

benefit of human-to-human interaction.”That’s a belief shared by Chris Buccini,

co-president of the Buccini/Pollin Group (BPG) who oversees the full-service real estate firm’s 6 million square feet of office space in the Philadelphia suburbs, Pittsburgh, northern Delaware, Baltimore and Washington, D.C. Speaking during the Delaware State Chamber of Commerce’s annual meeting, he noted that BPG returned all employees, who were able, to its offices in mid-June.

“We're a bit lonely here right now,”

Pandemic doesn’t spur office vacancies, but remote working mightBY JACOB OWENS

WILMINGTON – With more than 125,000 people filing for unemployment in Delaware and the state’s employers sending tens of thousands of workers home to work, it’s understandable to think that the state’s office mecca in New Castle County would see a rising number of closures in the early months of the COVID-19 pandemic.

Leasing reports from the major brokerages that track office space in the county didn’t see that in the second quarter though, despite covering the April-to-June timeframe that contained the worst of the early pandemic-spurred impact. It remains to be seen whether the lingering effects of a likely yearlong pandemic will cause major shifts in future commercial real estate in Delaware.

Three out of the five major brokerages that track the New Castle County market reported drops in the overall vacancy rate – Colliers International (0.3 percentage points), JLL (0.6), and Newman Knight Frank (0.2). Only CBRE reported an increase of 0.4 percentage points over the first quarter, while Cushman & Wakefield’s local second quarter report has yet to be published.

Although Wilmington’s central business district has also struggled over the past few years with rising vacancies following the exodus of large employers like DuPont and the consolidation of Bank of America’s once-sprawling footprint, it remained largely unchanged through the early pandemic as well. JLL reported a vacancy drop of 2.1 percentage points in the city’s downtown from the first quarter, while Colliers (0.4) and CBRE (0.1) tracked more modest drops. Only NKF reported an increase of 0.8 percentage points.

Brokers at all of the firms noted that the region’s office tenants have not yet gotten to the point of relinquishing their leases due to the pandemic’s impact, with most tenants signing short-term renewals if they were approaching the end of their terms. The agents are also closely watching whether subleasing — when a tenant rents its space to a third party for a portion of its lease term — becomes a growing strategy in the market as it has in larger metro cities.

While early reports amid the pandemic are encouraging, what’s more concerning is whether employers are beginning to consider using remote working even after the pandemic subsides, as some have already announced. That could compound the region’s vacancy issues and lead to a further trickle-down impact on restaurants and retailers that depend upon office workers.

A late June survey conducted by NKF and the Wilmington Alliance, a nonprofit tasked with growing economic opportunity in the city, found that 40% of its 71 respondents did not know when they would return to offices. About half had already begun bringing workers back, but most started with only 25% of their normal workforces.

Further complicating the city’s future was the finding that as many as one in seven downtown Wilmington workers could remain working from home permanently. Many large employers have reported finding that employee’s work quality has not suffered in the move to remote working amid the pandemic, while also raising the potential to lessen real estate and utility costs. Workers may also volunteer to work from home permanently to avoid paying the city’s 1.25% wage tax, which could lead to municipal issues for Wilmington, which derives 47% of its budget from the tax.

In the survey, 38% of respondents said they plan to keep some of their workforce remote long-term, with the majority of those respondents saying that would be half or more of their workers. One large employer of 500 to 1,000 workers said it

COMMERCIAL REAL ESTATE�� The pandemic has not spurred an increase in office vacancies in Wilmington, according to local brokerages.

PHOTO COURTESY OF TIM KISER/WIKIPEDIA

would likely move more than a quarter of its workforce to remote working while another employer of the same size said it would move more than half.

Wills Elliman, senior managing director at NKF’s Wilmington office, said the survey’s results didn’t surprise him, but confirmed much of the anecdotal evidence that he’s been hearing in recent months.

“This really just gave us some hard data on what people were thinking,” he said.

Wilmington Alliance CEO Renata B.

Kowalczyk agreed, adding

that she was actually reassured by the response that only 40% of respondents didn’t have a specific return date.

“I suspected that would have been a higher percentage, maybe even 60% not knowing, so seeing that it was that it was less than half made me feel better,” she said.

Kowalczyk noted that her organization had raised $150,000 for its Wilmington Strong Fund to support businesses impacted by the loss of downtown foot traffic and is preparing a Wilmington Made campaign to help promote them as well.

“You feel on the streets that is different right now,” she said. “But that’s true of all cities unfortunately.”

While he thinks that as many as 20% of city

employers may move some or all workers to remote work, Elliman emphasized that means 80% would remain in the city.

While Wilmington’s Fortune 500 companies that once talked about returning to offices in September are now talking more about January 2021 out of an abundance of caution, many smaller law, accounting and other professional firms have begun sending at least some of their staff back to offices, he said.

“I think people are starting to get Zoomed out and companies are beginning to realize that they’re missing out on their company culture,” Elliman said, noting collaboration is easier when seeing coworkers in person as well.

Despite a lot of prognosticating about the future of workplaces, Elliman said that he doesn’t expect many firms to make decisions about their spaces in 2020.

“There just isn’t enough data yet for people to make an informed decision for the long term,” he said.

Wills Elliman

Renata Kowalczyk

OFFICES��

Brian DiSabatino

Continued on page 5


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he said, referring to other employers’ reticence to send back most workers. “But the point really was for us to sort of create a re-entry plan that works for all of our buildings and to figure out what was working and what wasn't working.”

While the roughly 100 workers who returned to BPG’s headquarters in the Brandywine Building in downtown Wilmington were nervous for about two days, Buccini said, they quickly found their “new normal.”

DiSabatino said that while some features like plexiglass barriers are a constant reminder to employees of the pandemic, he doesn’t expect them to stick around forever. Shared amenities like coffeepots, utensils and snacks that have disappeared in the COVID-19 era will also return in the future, he opined.

“The marketplace will ultimately want those amenities returned, but we're going to have to deliver [them] in a more creative way,” DiSabatino said.

While shared workstations may remain post-pandemic, the employees may rotate days of the week that they are present and using the computer, cleaning it at the end of the day.

“You won't have five or 10 people sitting across a narrow table with a laptop from each other unless they begin to create some physical barriers,” he said.

Buccini also said that rotations of employees in and out of the office on

specified days, a common safety measure for offices right now, may last even after the pandemic.

“Technology allows for that in today's world,” he said. “I think that will allow companies to de-densify their workspace in the short term as they figure out longer term solutions about new workstations.”

Before the pandemic, Buccini said it was common for tenants to pack in employees at a density of one employee per 125 to 150 square feet.

“Real estate isn't that expensive, so I think we'll get back to people being one employee per every 200 or 225 or 250 square feet … I think the open work environment works; there’s just no need to pack people in so much,” he said, noting a Wilmington-area tenant that BPG is building a new office for recently asked to remove 50 workstations from its design.

DiSabatino noted that trends in office space design often shift decade to decade, but he’s never seen a single external force upend thinking like the pandemic.

“In my career we've seen the pendulum shift from low-densified, hard wall offices to cubicle spaces and then tabletops,” he said. “Over the past 10 years, coming out of the 2008 recession, we saw a massive reduction in office space, as people moved toward communal space. We always thought the pendulum would swing back, because it usually does, but we never thought it would swing back for this reason.”

Buccini, whose firm is currently designing a 28-story office tower in

Pittsburgh for FNB Bank, said that “there's never been more conversation about what a bathroom or an office space should look like.”

Some employers have announced that they are doing away with communal bathrooms in exchange for single-unit stalls,

although Buccini said he wasn’t sure

if that trend would last forever.Prospective tenants that may have

once sought upper-floor spaces for their views are also now asking more about bottom-floor spaces in order to avoid having employees on elevators as much as possible, due to the risk of the virus’s transmission in confined spaces.

While many design aspects of offices may change in the future, one may even be where offices are located and how they operate. The satellite office model isn’t new but may get renewed attention as companies look to diversify their client base while also cutting real estate costs.

“The COVID situation has opened my eyes to the fact that maybe the future is not going to be one office with a lot of people, but several different locations that are convenient to employees,” said Dev Sitaram, president of Newark-based engineering, planning and surveying firm Karins and Associates that is eyeing further growth.

Sitaram said that may include renting space in a coworking office, a growing trend for cheaper real estate, or leasing smaller offices. Karins

opened its Exton, Pa., office after

determining it was the right market and close to where several of its employees already lived.

Sitaram agreed that office space of some kind would continue to be needed for their work, and not just to house large-format printers and computer-aided design stations.

“The advantage of working in a physical office for us, as engineers, is the collaboration,” he said. “To bring up a large drawing on a large screen, and then talk about it and collaborate on it.”

Dev Sitaram

Chris Buccini

You won't have five or 10 people sitting across a narrow table with a laptop from each other unless they begin to create some physical barriers.BRIAN DISABATINOCEO, EDiS

OFFICES Continued from page 4

morrisjames.com


Arts organizations take different paths to surviving the pandemicBY PETER OSBORNE

OperaDelaware General Director Brendan Cooke concedes that “singing indoors is about the least safe thing you can do these days,” but the current shutdown has left him with a bit of a quandary.

“When we’re not presenting opera, what are we?” he said.

OperaDelaware can’t offer fully staged operas these days at the Grand Opera House. So instead, it is performing from the fire escape of its Riverfront facility in Wilmington. It offered curbside pickup for T-shirts for its cancelled festival and serenaded patrons from there. That evolved into 15-minute, drive-thru events with 10 cars at a time, which evolved into Al Fresco Arias programs with attendees sitting in physically distanced spots on the parking lot. Ticket sales cover the costs of the performers but little else.

“We normally aim for an audience of 800 to 900 people, but now it’s 50 people in the parking lot,” Cooke said. “We normally have 150 to 200 people in a production; now it’s 2 to 3 people on a fire escape.”

In June, the Delaware Arts Alliance published a COVID-19 Industry Impact Report based on a survey of 65 Delaware arts and culture organizations that said they had about $5.6 million in COVID-19 related expenses as of April 15, including costs related to program cancellations and refunds and transition to virtual operations. Even worse, the report predicted that without stimulus and relief funding, more than half of the state’s largest arts organizations risked closing their doors permanently within four months.

Nationwide, the American Alliance of Museums (AAM) recently warned that one out of every three museums may shutter forever as funding sources and financial reserves run dry, based on a June survey of more than 750 museum directors nationwide.

“Museum revenue disappeared overnight when the pandemic closed all cultural institutions, and sadly, many will never recover,” AAM President and CEO Laura Lott said. “Even with a partial reopening in the coming months, costs will outweigh revenue and there is no financial safety net for many museums.”

The Delaware Arts Alliance is conducting a follow-up survey this month and Executive Director Jessica Ball expects to hear organizations weathered the initial storm and are now treading water thanks to federal and state loan programs and major programming

and staffing cuts.“I don’t believe we’ve permanently lost

any organizations,” Ball said. “But a lot of performing arts organizations have seen the writing on the wall. A lot are just holding out hope for a spring 2021 season. They’re on life support now, doing whatever they can to survive and hoping for some good news.”

The Delaware Business Times interviewed 10 leaders of Delaware arts organizations over the past few weeks. The problem, most agree, is that once you cut the lifeline of fundraising galas and big performances, you’ll have a short-term survival problem. Revenues have gone down, but so have expenses. And many of the organizations have pivoted to small – often free – productions that remind patrons that they’re still out there.

They wonder when their audiences and members will be comfortable coming back and whether grants that have historically been used to support the arts are going to go toward supporting basic needs.

“Arts organizations are used to operating on a shoestring with challenges thrown in our way,” Delaware Art Museum Interim Executive Director Molly Giordano said. “The industry is very comfortable operating in that degree of uncertainty.”

But this much uncertainty?Wesley Paulson remembers March 12

clearly.“My artistic director was in New

York for auditions and called me to tell me they had cancelled auditions and they had just closed Broadway,” said the executive director of Clear Space Theatre Company in Rehoboth Beach. “That’s when I knew this was real. We had to close a successful show [“Kiss Me Kate”] and then two more. We had a performer suggest we use [spread-out] cabaret seating for a few shows that had nightclub scenes and settings. Audiences are coming and people feel safe.”

But that doesn’t mean everything is great.

“I’m covering my direct costs, but I don’t have a cushion for Fall,” said Paulson, who is still hopeful he will be able to raise the remaining $3.3 million needed for an $8.8 million performance center. “The way our business model is set up, we generate a lot of cash flow in the summer to carry us through the fall when we only operate on weekends. We still have to pay actors, technicians, and royalties so we did get a [Paycheck Protection Program] loan for $44,000 and also received a state HELP loan, a grant from the Delaware Community Foundation and a CARES Act grant from the Division of the Arts. All that covered us through April and May when we had no revenue from shows.”

Delaware Shakespeare (Del Shakes) is not in any “existential financial crisis,” Producing Artistic Director David

THE ARTS��

Fighting to keep their lights on

Stradley said.The theater company has an annual

budget around $400,000, primarily for a small staff and a low rent to OperaDelaware. It entered the pandemic with a “decent amount of reserves” and received $50,000 in National Endowment for the Arts (NEA) funding; CARES Act funding through the Delaware Division of the Arts, and a $12,000 PPP loan, Stradley said.

“At the very least we’re confident of making it through, but I can see how organizations with big buildings and large payrolls might be in a crunch,” he added.

For the Delaware Theatre Company, a $168,000 PPP loan allowed Managing Director Matt Silva to maintain 14 full-time employees on full-time pay with benefits through the end of May. But on June 1, Silva had to furlough his production team. For the rest of his remaining five-person team, a few took large pay cuts and everyone took on additional responsibilities.

There are a plenty of “ifs” to go around over the next six months.

“If the financial markets remain good, organizations with endowments – particularly if they’re unrestricted – will have enough cash, volunteer organizations can pop back up when they’re ready,” said Sheila Bravo, president and CEO of the Delaware

Alliance for Nonprofit Advancement (DANA), which has devoted a section of its website to Recovery and Resilience. “But it’s the organizations in the middle that have professional staff, soft revenue, and fixed costs that are having to make hard choices.”

In June, DANA surveyed statewide nonprofit organizations to see how their needs had evolved since a survey in March. About 35 of the respondents came from the arts/history/culture sector.

Findings from this survey indicate Delaware nonprofits desperately need funding. Seventy-five percent are still offering services even though their facilities remain shut down. Two-thirds need financial support to pay for the cost of personal protection equipment (PPE) required by state order, and 52% of nonprofits who received PPP loans from the Small Business Administration (SBA) will need more to retain employees. Despite these loans, nearly a third of responding nonprofits have less than 10 weeks of available cash on hand.

Delaware’s philanthropic community has stepped up and answered the call, creating two sources of funding through a collaborative effort known as the Delaware COVID-19 Emergency Response Initiative. This group, made up of DANA, Delaware Community Foundation, Philanthropy Delaware and United Way of Delaware, has collectively

Becky Rush as Puck from “A Midsummer’s Night’s Dream” during Del Shakes' outdoor Soliloquy Walk. PHOTO COURTESY OF DELAWARE SHAKESPEARE


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distributed more than $4 million in the last five months statewide to nonprofits.

“The reality is that we don’t have a new business model because we don’t have a viable business right now,” said Mark Fields, executive director for The Grand, which laid off 19 of its 33 paid full-time staff positions earlier this month, cut the pay for 14 others, and drew down $3 million of its endowment. “We kept enough people on staff so we can gear back up. We’re doing everything we can to stay engaged with audiences. What we do requires people in the same space. We can’t go virtual because that’s not what we do. Artists can now go straight to their audiences.”

“The situation is serious, not just for The Grand but for the entire sector,” said Fields, who says he’ll need to raise $2 million to reopen by mid-2021 and $5 million to get back to pre-pandemic levels. We’re planning for a future when we don’t know when that future starts.”

For Ray Rhodes, executive director of the Wilmington-based Christina Cultural Arts Center (CCAC), the pandemic has highlighted the

challenges that his organization

already contends with.“97% of our users are black and

brown and under the poverty level and our mission is to provide them with

quality, affordable performances and arts education. COVID and social unrest made it tougher, but we already had developed resiliency,” he said.

Rhodes said it took his organization longer to receive federal assistance than it did other organizations, but CCAC did receive $115,000 in a PPP loan about a month after it applied.

“That allowed us to continue our programming with no layoffs or furloughs,” he said. “We asked donors to let us use restricted dollars. We stayed in touch with them and asked with our hearts out rather than our hands.”

CCAC offered training classes for its staff to navigate Zoom and other applications. It used Facebook Live for programming and Rhodes expects that 75% of its music, dance, and voice classes this fall will be virtual.

“We deal with underserved populations and try to avoid forcing parents to decide between paying their rent and enrolling their children,” Rhodes said. “We want kids to beat on drums and not each other, to shoot on cameras instead of shooting guns. We postponed our recital in June until Aug. 29 and it’ll be outside with 35 performers instead of the 120 we usually have.”

Many organizations are doing their best just to stay connected with donors and subscribers to their programs.

“Our membership coordinator called our entire database and updated them on what we were doing,” said Giordano, of the Delaware Art Museum. “We did

the best we could to share our content virtually. We got a PPP loan in the mid-$400,000s to help us weather the storm without layoffs or furloughs. We launched a new website in July and our subscribers, open rates, and social-media activity are much higher. And we have a great outdoor space so we’re asking how we can use that until the weather turns bad.”

Cooke said OperaDelaware has become “the Grub Hub of Opera” after borrowing a trailer from neighboring construction management firm EDiS and delivering arias to both ChristianaCare campuses during shift changes and to the Country House.

“The curious thing for us is that opera tailgating seems more accessible. While we’re staying in touch with our patrons, we’ve also seen 25% new visitors,” he said.

Like many organizations, DTC had to cancel its spring fundraiser, although some of its corporate and foundation sponsors let it keep the money, Silva said. DTC has cancelled its fall schedule but hopes to have productions in spring, assuming it has cash in the bank.

“We haven’t pivoted to online although we are working on some virtual content,” he said, adding that DTC is looking at ways it can reduce the licensing costs of using archival video and is working with some celebrities to generate new content. “But theater is about bringing people together and we don’t think inundating the virtual sphere is the way to go.”

For some, the pandemic has provided a chance to pause and think about what

wasn’t working before and what changes in strategies and mindsets need to take place.

The $50,000 NEA grant allowed Del Shakes to hire four part-time associate artists who are focused on online programming and small-scale productions. The idea, Stradley said, is that it can create content like recorded sonnets that is engaging and can be monetized.

“We can dream forward a little bit so that makes this a somewhat exciting time,” Stradley said. “They are helping us think about what is possible and how we can engage with our audience, while I focus on thinking about financial survival.”

Others don’t have that same luxury.“We’re focused on the next four to

six weeks and then the next four to six weeks,” said Paulson, of Clear Space Theatre. "We’re viable if we can go back to our regular season model next summer. We did our big fundraising event in June virtually and made 25% of what we normally do, and we’ve cancelled our fall gala in September because we surveyed our patrons and 70% of them said they wouldn’t go if it was inside.”

“We will define a future of the arts in Delaware,” said Ball of the Delaware Arts Alliance. “It won’t look like it did pre-COVID, but we will have a vibrant sector. The arts have helped keep us connected and we all know the impact the arts have on business, hospitality, and tourism.”

Ray Rhodes

www.dscc.com


Loosening of restrictions makes telehealth in COVID era more attractiveBY KATIE TABELING

Hospitals are the first line of defense during a public health crisis, but they are also grappling with significant financial losses and how to face the rapidly changing landscape of health care.

ChristianaCare lost about 40% of its revenue at the height of the pandemic in April, with surgeries down to 25% and primary care down to 12% compared to April 2019. Revenue has rebounded in July and August, but ChristianaCare Chief Financial Officer Rob McMurray said it’s yet to make up the shortfall.

“I would say we’re at the break-even point right now … It's going to take some time and changes in the way we work,” McMurray said.

“There is no business as usual.

There's no return to the normal, and I'm not sure there's going to be a normal for a while.”

ChristianaCare is not alone. Bayhealth Medical Center lost $60 million in the first several months of the pandemic. Other hospitals declined to comment on the scope of the financial impact of COVID-19, but the Delaware Healthcare Association reported that hospitals lost $5 million per day. Saint Francis Hospital furloughed and laid off

staff while reducing executive salaries, but no other Delaware hospital has made similar cuts at this point.

Things are improving with COVID-19 hospitalizations falling and elective surgeries gradually resuming to help boost revenue and insurance reimbursements covering telemedicine to bridge the gap. But still, hospital executives say that the storm has yet to pass.

In the short term, McMurray said that Delaware hospitals will need continued financial aid and patients to come back to make it through the storm. Delaware acute hospitals received roughly $85 million in aid from the CARES Act, but that was a stopgap for continued revenue shortfall. For example, Bayhealth received $32 million from the CARES Act, or almost half of what it lost during the pandemic.

“We’re grateful for our congressional delegation for helping us get that assistance, but hospital systems across the country will need more financial assistance, not only from the federal level but from the state as well,” McMurray said. “We’re really looking for our community to re-engage with us. We understand that people may have put off care, but today’s the day to make that appointment.”

Before COVID-19, Delaware was one of 10 states that required private insurers to reimburse telemedicine at the same rate as in-person visits. But federal regulations quickly relaxed to allow hospitals to continue seeing patients and bring in some revenue. Gov. John Carney issued an executive order in March to loosen state restrictions on access to telemedicine, and he recently signed legislation that expanded the practice to phone calls and out-of-state providers treating Delaware residents.

Saint Francis Healthcare Interim President and CEO Brandon Harvath

said keeping that rate the same once the state emerges from the pandemic could be difficult.

“Frankly, we’ve been very encouraged by the support from the state, providers and payers in the state. But it’s a continuing concern and battle to make sure that the reimbursement levels are appropriate or equitable to allow us to offer that kind of access to care for our community,” Harvath said.

For now, the demand and innovation for telemedicine is there to keep it a viable option for healthcare provider. Bayhealth reported using it for about 80% of patient visits and Nanticoke Health Systems in Seaford seeing about two-thirds of its typical patient volume amid the pandemic. ChristianaCare transitioned CareVio, a web-based platform for virtual primary care practice that monitors chronic conditions, to a system to monitor COVID-positive patients via texts and phone calls.

It can be even more critical for hospitals in rural areas like Beebe Healthcare and Nanticoke, where it can be a long drive to the doctor’s

office. Roughly 25% of Peninsula

Regional Health System’s patients were from Delaware, driving the six miles to Salisbury, because it was a nearby option that provided comprehensive care. That was before the Salisbury-based health system acquired Nanticoke earlier this year.

“[Telemedicine] was always challenging for two reasons: the willingness of the end user and the reimbursement. Suddenly it’s become a viable option with restrictions loosened and people who could not go out,” Peninsula Regional Health System CEO and President Steve Leonard said. “I think payers want to support it, but the question is to what degree now that the surge is behind us.”

Bayhealth Chief Medical Officer Gary Siegelman believes telemedicine has cemented itself in the portfolio of healthcare options, but does think some

of the restrictions will come back and make it less likely – and profitable– for hospitals to use it to its full potential. There will also always be a need to see patients face to face.

“I don’t think payment for phone visits will continue, and it may be dropped by Medicare and probably other insurers,” he said. “But I do hope that video reimbursement will be paid at the same level as regular visits. You also need that interaction with people who can understand their symptoms. Part of health is interacting with people and learning from them.”

Beebe Healthcare CEO and President David Tam said he’s committed to keep telemedicine at the hospital system and sees a world of possibilities with technology. In July, Beebe unveiled a smartphone app that uses artificial intelligence that screens patients through a series of questions. Tam envisions possibilities with smartphone accessories to allow patient to do at-home throat and ear exams – and getting a translator on the line for Spanish and Haitian speaking residents.

“This really will give us the opportunity to reach all populations. In something like a pandemic, it’s really shown us the

power of having a local presence

and having those relationships we’ve built in our community, that we can move forward with preventative education, and move forward aggressively,” Tam said.

Delaware hospital executives believe that COVID-19 will reinforce the healthcare sector’s focus on preventative care to ensure that small ailments do not become life-threatening in the long run.

“There are certain populations that are more prone to illness, and there are social determinants that can impact health, and that gets highlighted in a pandemic like this,” Siegelman said. “How we can address that, how can we prevent and reduce that, is a lesson we will continue to work on.”

ChristianaCare was poised to switch to telemedicine quickly through technologies like the Virtual Primary Care Practice, which enables patients to use a smartphone, tablet or personal computer to connect with one of ChristianaCare's health care providers.. | PHOTO COURTESY CHRISTIANACARE

Rob McMurray

David Tam

Steve Leonard

Dr. Frederick Bauer of Nanticoke Health System’s Emergency Medicine is suited up with PPP. | PHOTO COURTESY ELISABETH WILE

HOSPITALS��


New $10M program to retrain pandemic-affected workersBY JACOB OWENS

WILMINGTON – In order to help prepare workers who have been laid off or are struggling amid the COVID-19 pandemic, the state has created a new workforce development program using federal grant funds.

Gov. John Carney signed an executive order Aug. 3 that creates the Rapid Workforce Training and Redeployment Training Initiative, using $10 million of federal CARES Act monies as initial funding.

The initiative was one of the recommendations made by the Pandemic Resurgence Advisory Committee that released its interim report in late July. It was also a recommendation made recently by a consultant hired by the Delaware State Chamber of Commerce.

The program comes amid the global pandemic that has seen more than 125,000 Delawareans file for unemployment assistance as of mid-July. More than 50,000 residents were receiving those benefits as of Aug. 1, even after the state has moved into Phase 2 of its three-tier reopening plan.

“I'm really confident that as we continue to flatten the curve of the spread of the COVID-19 virus in our state, more and more economic activity will occur and more people will go back to work,” Carney said in a press

conference announcing the order. “The demand for those workers will increase and so they need to be prepared for those high-demand jobs that will be available in the future and will enable them to support themselves and their families.”

The executive order directs the Delaware Department of Labor to work with the Delaware Workforce Development Board to establish approved training and certification programs for unemployed and underemployed Delawareans. Training programs included in the rapid workforce development initiative will focus on in-demand occupations and skills currently demanded in Delaware workplaces.

“We recognize that there are a lot of Delawareans anxious to get back to work, but we also recognize they may not be going back to work at the same job they had before, and they may need additional skills,” said Gary Stockbridge, chairman of the Delaware Workforce Development Board (DWDB), in the press conference.

Stockbridge said that the DWDB has been ramping up its preparations for the order, assessing the occupations that should be targeted, finding providers that could offer the necessary training and identifying employers who could hire graduates right away.

“We understand the word ‘rapid’ in the title means we have to get out there

and do it quickly,” he said, noting that the DWDB in operating under the belief that the initiative will be needed for a year or more.

Delaware Technical Community College President Mark Brainard said that his institution had available capacity in certification programs for health care, IT, and construction. Del Tech could also expand enrollment in welding, HVAC and advanced manufacturing programs.

The signing of Executive Order No. 43 represents a step forward toward the statewide job retraining program

advocated for by the state chamber for the past several years.

“There are a lot of folks who are unfortunately idle right now, and this will hopefully put them into a position where they can go from being idle to their full-time job just getting retrained,” said Mike Quaranta, president of the state chamber, who noted that many of the jobs at risk during the pandemic were at risk beforehand as well due to automation, robotics, outsourcing, and more. “We really do believe that this is a great step forward.”

Gov. John Carney signs an executive order Aug. 3 to create the Rapid Workforce Training and Redeployment Training Initiative to retrain pandemic-affected workers. | PHOTO COURTESY OF GOVERNOR’S OFFICE

Joan Hoge-North [email protected] · 302.504.5224

“The DCF knows what’s going on in Sussex County, and they help us to stay connected to that. That’s what makes a di�erence. It’s all about the local knowledge that they bring.”

Bill & Jeanne Allan Founders of the Jeanne M. & William R. Allan Fund

Leading a community of givers.Partnering with philanthropists and their professional advisors to make a di�erence in Delaware.

TO LEAR N M OR E, PLEASE CONTACT:

DELCF.ORG

delcf.org


COVID-19 pandemic creates opportunity for cyber-thieves, Chase exec saysBY JACOB OWENS

As if dealing with a global health pandemic and a devastating economic downturn weren’t enough, the public needs to be aware of a growing effort by cybercriminals to hack our personal and professional data, according to a cybersecurity expert.

“Cyber criminals and hackers are taking advantage of the COVID-19 pandemic, especially because many of us are now working, living and socializing full-time at home,” explained Phillip Ferraro, managing director of the JPMorgan Chase’s Client Cybersecurity Awareness Program. “That's often less formal and less secure than working in the office.”

Ferraro, who has spent nearly two decades in top cybersecurity roles at the U.S. Department of Defense, military contractors and

Fortune 500 companies, spoke

during a Delaware Business Times- and JPMorgan Chase-sponsored webinar Aug. 5 about the growing risks.

The attacks typically come through what’s known in IT industry terms as “phishing,” or a cybercriminal posing as someone else to get an unwitting victim to do something.

Sensing an opportunity, phishers are increasingly using fear over the COVID-19 virus to contact potential victims, Ferraro said, noting that pandemic-related phishing attempts have increased 1,000%, according to a recent study. Those tactics have evolved over the months as well.

Cybercriminals have built COVID-19 tracking map apps with embedded malware that infect the user’s hardware if installed. As the pandemic grew in America, phishers began sending out emails offering information on the virus purportedly coming from trusted sources like the U.S. Centers for Disease Control and Prevention or the World Health Organization, seeking to get victims to click links. Cybercriminals even began calling people while posing as health officials and asking for personal identity information that could help them crack into sensitive accounts.

“Sometimes they even suggested that a family member was infected with the coronavirus,” Ferrara said.

The No. 1 way for phishers to make contact is through email, because it can be done quickly, cheaply, and en masse. Ferrara recommended that users be wary of several email factors:

• Is the purported sender’s email

coming from an address familiar to you?

• Is there a subject line?• Is the email rife with spelling or grammatical errors?

• Does the email urge you to act quickly?

• Does a link in the email hide its origin?

If a recipient sees any of these factors, it should give them pause, Ferrara said.

Cybercriminals have also become more sophisticated and when targeting businesses will employ “spear phishing,” or conducting online reconnaissance of a business to selectively target individuals with access to sensitive information, such as financials. In doing so, they often will also create “spoofed” domain names, or website names that are very close to ones you may be familiar with, changing just a single letter that you might overlook if scanning quickly, he explained.

That becomes even more important with the rise in business email compromise, where a cybercriminal gains access to a business’s computer systems. In those scenarios, a hacker can study a company’s financials and business practices, and typically retains access for upward of six months before detection. By then, they have likely spotted an opportunity to request a wire transfer from the finance department to a bank account in their control. In 2019 alone, U.S. companies lost $1.77 billion in such scams, according to a recent FBI report.

Allowing hackers to gain access to your systems also increases the risk of a ransomware attack, where they can cut off your access to your system until you pay a ransom. U.S. companies, ranging from large corporations down to very small businesses, lost more than $7 billion in such attacks last year.

Among the measures that Ferrara recommends to safeguard a company from these many threats are establishing a strong password policy that requires complex passwords that are different that an employee’s personal accounts; running antivirus software on all company and personal devices; using multi-factor account verification when possible; restricting who has access to sensitive info; backing up sensitive info frequently; and considering a virtual private network (VPN) for all remote working, especially during the pandemic as many employees are not in the office.

Although business owners face a growing number of threats through the internet, Ferrara said they are best served by remaining vigilant in their inspection of communications, requiring dual approvals for payments, and calling a recipient regarding any suspicious requests.

BUILDINGDelawareTOGETHER

www.dca.build

Brian DiSabatino, President Bryon Short, Executive Vice President

(302) 994-7442┃Fax (302) 994-8185 527 Stanton-Christiana RoadNewark, DE 19713

Delaware Contractors Association, the leading voice of the construction industry in the State of Delaware, is an organization of qualified General Contractors, Construction Managers, Trade Contractors, and Industry related firms dedicated to the principles of skill, integrity and reliability.

Phillip Ferraro

http://www.dca.build


SPOTLIGHT: EDUCATION

BY JACOB OWENSThis fall, tens of thousands of

Delaware students will be logging into their classrooms as most school districts pivot toward remote learning in at least a partial form.

School leaders have fretted over the risk of returning thousands of students to schools while the COVID-19 pandemic continues to grow in the United States. A return to video-conferenced lessons is a continuation for how districts ended the last school year, but it also creates a new challenge: Keeping the necessary technology in the hands of students who need it.

Every public-school district in the state supplies either iPads or Google Chromebooks to students for use in their education. The grade levels that receive them and the ratio at which students in those grades receive them differs by district, with the highest level of participation being a unit for every student.

The conversion to remote learning has forced districts to establish plans on how to get resources into the hands of students at home if they don’t have a home computer – a common issue for many low-income families. It’s also led to shortages on the Chromebook, a preferred, no-frills laptop for school districts because of their cheap price – as low as about $250 retail.

“We noticed back in mid-March that this was about to be a big problem,” said Markevis Gideon, owner of NERDiT NOW, an IT and computer repair firm in Stanton. “It's hard for me personally to buy 50 brand new Chromebooks today. So, if we're having difficulty, we know the schools are.”

While he initially heard from organizations that were seeking brand new units a few weeks ago, Gideon said the same buyers are calling back now looking for refurbished units.

“Unless you made your purchase back in late February or early March, I'm sorry. There’s nothing you can do,” he said, noting schools nationwide are all seeking the same computers right now.

That national shortage on cheap computers has led to a surge in business for NERDiT Now though, as the business buys recycled computers in bulk, up to 350 units at a time, and fixes them for resale or donation. In the last nine weeks of the COVID-19 pandemic, Gideon said that they’ve refurbished about 1,300 computers and are on pace to top 2,000 in the next few months.

“As fast as we can refurbish them, they’re gone,” he said, estimating his team of about seven people can redo upward of 200 computers a day.

Most IT recyclers generally just remove the valuable metals out of old electronics and then crush the remaining metal and plastic for recycling. Gideon said that he typically spends less than

Remote learning has a new challenge: finding computers

NERDiT Now has hired more associates to help refurbish more than 1,000 computers for users in the last few months. | PHOTO COURTESY OF NERDIT NOW

$50 to repair and upgrade a computer for new use though.

In order to ramp up production of the computers for the organizations in need, Gideon said NERDiT NOW took on four unpaid interns in addition to himself and one other employee. They were offered a free computer, training to get them into the industry and the chance at employment at his company. To date, NERDiT NOW has hired three of them.

To date, he hasn’t heard from school districts about procuring more computers for the fall semester that is set to begin in about a month in most districts. He has been getting orders for dozens of units from community organizations that run after-school programs for kids who don’t

have home technology access though, he said.

“We we were approached by a lot of different schools in March and April, but everyone's quiet right now so I'm not sure what's going to happen in the next few weeks,” he said. “We know from these other orders though that there are kids who need them.”

Ray Rhodes, executive director of the Christina Cultural Arts Center, which serves minority students with arts programs, agreed, and said that the COVID-19 pandemic has exposed the “digital divide” that exists, especially for minorities.

“We found that 82% of our community did not have a computer or access to a

computer. Many didn’t know how to use applications like Zoom. NERDit Now provided laptops to students and teachers; WhyFly helped us provide Internet service, and we also got support from Comcast, Delmarva, and Verizon. They were eager to help us without the “we’re struggling too” that many might have told us,” he said.

Cognizant of the need to get technology in the hands of families in need, NERDiT NOW has been working with corporate partners to provide it.

To date, NERDiT NOW has received $75,000 in funding from Discover Bank to pay for computers for nonprofits and students in need; $20,000 from Capital One for provide 175 computers to schools and community organizations; and funding from Barclays Bank to provide 330 Chromebooks to households in the Riverside community, with NERDiT NOW doing all of the rehab work on the units purchased and donating an extra 70 of its own.

Barclays has since partnered with Wilmington Alliance and NERDiT NOW to fund training of more IT workers and the donation of additional computers to city organizations doing workforce training through the Equitable Technology Fund.

It’s not just the access to a computer that is needed in homes, however, but also the internet. To that end, Gideon used part of the Capital One grant funding to obtain 50 one-year contracts from Comcast for its basic internet connection, with 35 of the contracts earmarked for the Riverside community.

The pandemic’s impact on schools and technology has only underscored a new initiative between NERDiT NOW and one of the city’s school districts.

NERDiT NOW, which is working to become Delaware’s first certified IT recycler, recently began a partnership with the Red Clay Consolidated School District, the largest in the state serving more than 15,000 students in the greater Wilmington area. The district is donating computers that have aged out of its inventory to NERDiT NOW, which refurbishes them and gives them back for donation to students’ families.

That partnership has seen NERDiT NOW acquire 300 to 400 desktops and upward of 150 Chromebooks to be refurbished. Generally, the Stanton-based company donates back half of the units it receives in donations and resells the other half to help fund its training programs.

“So not only does each household have a one-to-one computer device per student, but now we get the family a desktop computer so that every family can now have a home computer. That ensures the parents aren't using the kid’s [school-issued laptop],” he explained. “It's not just the students, it's just not the parents, it's everybody. We all need technology.”


SPOTLIGHT: EDUCATION

BY DR. MATTHEW TANZY AND DR. DELAYNE JOHNSON

At the end of the 2020 Spring Break, faculty at Delaware State University worked to transition our courses online. Over the remainder of the Spring semester we held our courses in a synchronous manner where everyone is online, learning at the same time.

We also recorded our lectures for students who could not make a class due to the illness or other challenges, used polling and other strategies to keep students engaged in a new environment, and held office hours via face-to-face teleconferencing. Our students rose to the challenge.

What were the critical skills, strategies, and dispositions of the students who were able to be most successful during this time? Here are some strategies for success.

Be flexible and have a growth mindset

Over the summer, I received an email from a student who asked how to prepare for my mathematics course for the fall semester, including advice for “a certain mindset” the course required. Mathematics is arguably the subject where mindset matters most, especially when considering how frequently students

express experiences with math anxiety or negative feelings towards mathematics learning.

Part of my response,

“Everything you are asked to do

you are capable of doing. Be open minded, persistent and flexible in your thinking.”

In a growth mindset, students believe that their abilities can be developed through commitment, hard work, and persistence. At some point, mathematics will become challenging for everyone. Being prepared to face those challenges with belief in self and a productive disposition towards the study of mathematics gives students the resilience needed to overcome any challenges.

Develop a scheduleStudents are often told about the

importance of time management. What does that actually look like? The move to virtual instruction meant that some of the structure of the shared classroom learning environment has been lost. Without regular face-to-face meetings,it became more difficult for students to manage their time.

One effective strategy is to set aside specific times each day for studying and homework so that a routine is established. By

building a habit of consistent

work, over time, students can avoid falling behind in class and getting lost. This is especially important in mathematics, which is generally sequential and cumulative, meaning that concepts are connected, and one idea builds upon another.

Having a scheduled time can become especially important when a student needs to share studying resources such as computer usage.

Use your resources: We are in this together

There is much to gain by instead going to office hours for help or sending your instructor an email. One thing many students do not realize is that many of the more difficult problems are assigned specifically to illustrate a technique or an idea. By skipping these problems, students can miss key concepts which may make later lessons more difficult. If you feel

reluctant to contact your instructor, your classmates can also be an untapped resource.

Often a difficult problem can be worked through by brainstorming with classmates. There are online tools for discussions and small group collaborations.

Students should use these resources as soon as they feel they need extra help. Ask for what you need. There are faculty, peers, and tutors available and willing to help.

Fully engageTo fully benefit from classes requires

one additional thing, participation. Educational research shows that the most effective mode of learning is active learning.

There is a significant difference between having a lecture up on your computer while texting on your phone, watching a lecture, and working through examples while participating in discussion and instructional activities. To learn actively, a student must also think and question the material. The more you participate, the more you will gain from the learning experience.

Dr. Matthew Tanzy is associate professor of Mathematics and director of the Mathematical Sciences program at Delaware State University; Dr. DeLayne Johnson, is associate professor of mathematics education.

Online learning works if students have a growth mindset, stay disciplined

don’t wait. build.Right now, a lot of people are taking a wait-and-see approach toward their next move. But we’re still moving. We never stopped building, healing, and making Delaware. And when it comes to the value and quality of education that Del Tech provides, there’s never been a better time to join us.

Don’t wait. Enroll now at dtcc.edu.

What’s holding you back from building what’s next?

Matthew Tanzy Delayne Johnson

dtcc.edu


THE LIST

Delaware Charter SchoolsRanked by 2019-2020 Enrollment

Rank SchoolPhone

WebsiteEnrollment(2019-20) Grades Staff Fall 2020 Opening Plans1 Purpose/Mission2 Head of School

YearFounded

1Newark Charter School2001 Patriot Way3

Newark, DE 19711(302) 369-2001

newarkcharterschool.org 2,412 K-12 245Remote learning for first 4weeks with re-evaluation in

Sept.To promote high levels of student effort, achievement, and decorum for

children in grades K-12 in the greater Newark community. Franklin Newton 20014

2Odyssey Charter School4319 Lancaster PikeWilmington, DE 19805

(302) 516-8000odysseycharterschooldel.com 1,916 K-12 318 Details not yet released.

To prepare students for a life-long enthusiasm for learning, develop anawareness of world citizenship and culture, and establish critical thinking andproblem-solving proficiency through the added learning of the Modern Greek

language and mathematics focus.Riccardo Stoeckicht 2006

3MOT Charter School1156 Levels Road5

Middletown, DE 19709(302) 376-51256

motcharter.com 1,375 K-12 155 Details not yet released. To educate students to be life-long learners, good citizens, and explorers whobelieve in themselves and know how to advocate for themselves. Ned Southworth 20027

4Charter School ofWilmington100 N. DuPont RoadWilmington, DE 19807

(302) 651-2727charterschool.org 971 9-12 71 Details not yet released.

Engage highly motivated students interested in math and science with achallenging college-prep curriculum while developing their social responsibility

and global perspective.James Capolupo 1996

5Las Américas ASPIRAAcademy326 Ruthar Dr.Newark, DE 19711

(302) 292-1463aspiraacademy.org 946 K-8 147

Remote learning for first 4weeks with re-evaluation in

Sept.To educate and empower each student to realize their full potential and

positively impact their communities. Margie López-Waite 2011

6Sussex Academy21150 Airport RoadGeorgetown, DE 19947

(302) 856-3636sussexacademy.org 858 6-12 78 Will open using a hybrid

attendance model.To provide an accelerated academic program with a focus on kindness,

mindfulness, and positivity. Middle school is project-based learning. Highschool offers International Baccalaureate Programme.

Eric Anderson 2000

7

Charter School of NewCastle160 Lukens Dr.8New Castle, DE 19720

(302) 324-8901charterschoolnewcastle.org 766 K-8 77 Details not yet released. To acknowledge the learning differences of each individual child and nurture

the uniqueness of each family structure.LaRetha Odumosu

Rachel Valentin 2006

8Thomas Edison CharterSchool2200 N. Locust St.Wilmington, DE 19802

(302) 778-1101thomasedison.charter.k12.de.us 728 K-8 86

Will open using either ahybrid schedule or full remotelearning model. Decision has

not yet been made.

To continually improve the ability of every student to be a critcal thinker andenable each child to meet/exceed state/national curriculum standards.

Established for historically underserved population in North Wilimington.Salome Thomas-EL 2000

9Providence Creek Academy273 West Duck Creek RoadClayton, DE 19938

(302) 653-6276providencecreekacademy.org 703 K-8 93

Currently conducting surveyof parents to determine next

steps.To educate the whole child focussing on academics, athletics, arts, and

citizenship in a disciplined climate with high expectations. Denise Stouffer 2002

10Kuumba Academy CharterSchool1200 N French St.Wilmington, DE 19801

(302) 660-4750kuumbaacademy.org 668 K-8 74


steps.

Partnered with the Christina Cultural Arts Center to provide an innovativelearning environment with a union of academics, arts, technology, and familywhere each student's individual learning style is nurtured. School subscribes

to the Seven Principles of Kwanza.Sally Maldonado 1999

11First State MontessoriAcademy Inc.1000 N French St.Wilmington, DE 19801

(302) 576-1500firststatemontessori.org 599 K-8 72

Will open following a hybridmodel of remote learning and

in-person options.To create successful, contributing life-long learners in a Montessori public

educational program. Courtney Fox 2014

12Academia Antonia AlonsoCharter School4403 Lancaster Pike Bldg. 26Wilmington, DE 19805

(302) 351-8200academiacharter.com 595 K-5 91

Remote learning will begin forthe first 6 weeks and will bere-evaluated in early Oct.

To inspire children to become joyful, confident, creative bilingual learners byproviding a strong biliterate academic and cultural foundation. Mercedes Alonso 2014

13Delaware Military Academy112 Middleboro RoadWilmington, DE 19804

(302) 998-0745demilacad.org 578 9-12 47 Details not yet released.

Prepare students for the next level of education & provide them with afoundation of military training as requisite for a better understanding of

citizenship and self-discipline, and provide opportunities for proper socialactivities & exposure to moral ideas.

Anthony Pullella 2003

14Freire Charter SchoolWilmington201 W 14th St.Wilmington, DE 19801

(302) 407-4800freirewilmington.org 487 8-12 47

Will begin with full emotelearning and will re-evaluate

as year progresses.

Provide a college-prep curriculum with a focus on individual freedom, criticalthinking, and problem solving in an environment that emphasizes community,

teamwork, and nonviolence.Nate Durrant

Madeline Weckel 2015

15Great Oaks Charter SchoolWilmington1200 N French St.Wilmington, DE 19801

(302) 660-4790greatoakscharter.org 481 6-10 47


steps.

To provide a rigorous curriculum in a focused learning environment includingtwo hours of small-group tutoring per day, a commitment to family and

community engagement.Leland Kent 2015

16First State MilitaryAcademy355 W. Duck Creek RoadClayton, DE 19938

(302) 223-2150fsmilitary.org 452 9-12 48

Will open following a hybridmodel with one day a week

in-person education.

To provide structured learning environment and a strong cultureof academic rigor, military discipline, citizenship, leadership,

and strong moral values.Patrick Gallucci 2015

17Eastside Charter School3000 N Clayton St.Wilmington, DE 19802

(302) 762-5834eastsidecharterschool.org 426 K-8 89


steps.

To inspire students to realize their vision for the future and equip them with theresources to achieve it. To provide students with high expectations, critical

thinking skills, responsive & engaging instruction, and the necessary characterskills to succeed.

Aaron Bass 1997

18

The Early College HighSchool at Delaware StateUniversity1570 N DuPont Hwy.Dover, DE 19901

(302) 857-3510echs.desu.edu 421 9-12 31 Details not yet released.

Can earn up to 60 college credits in high school, with an ability to focus onSTEM, by taking a mixture of high school and college courses, simultaneously

earning a high school diploma and an associate degree.Evelyn Edney 2014

19Campus CommunityCharter School350 Pear St.Dover, DE 19904

(302) 736-0403campuscommunityschool.com 420 K-8 57 Will open on using a hybrid

attendance model.Inquiry-based approach to learning focusing on project-based, hands-on

learning and student responsibility. Heidi Greene 1998

20Academy of Dover104 Saulsbury RoadDover, DE 19904

(302) 674-0684aodcharter.org 266 K-5 36

Will open with both remoteand in-person learning

options. Decision will bemade by individual families.

Small school environment with rigorous academic and behavioral standardsand individualized responsiveness to student needs. Michele Marinucci 2003

21Gateway Lab School2501 Centerville RoadWilmington, DE 19808

(302) 633-4091gatewaylabschool.org 177 3-8 64

Will open with remotelearning and will phase into ahybrid model if deemed safe.

To provide individualized, arts-based learning experience usinginnovative approaches to serve students who might struggle in a

traditional classroom setting.Catherine Dolan 2011

22Positive Outcomes CharterSchool3337 S. DuPont Hwy.Camden, DE 19934

(302) 697-8805positiveoutcomescs.org 121 7-12 36


steps.

Provide students at risk of academic failure and/or struggling with mentalhealth issues, a safe, caring, respectful environment to learn where their

individuality is valued and their individual needs met.Edward Emmett 1996

NRSussex Montessori PublicCharter School24970 Dairy LaneSeaford, DE 19973

(302) 404-5367sussexmontessoricharter.com NA9 K-12 NA NA

To nurture the development of empathetic, collaborative, persistent andinnovative global and community citizens in accordance with the time-tested

philosophy of Maria Montessori.Lisa Coldiron 2019

1 Data current as of 8/13/20.; 2 Provided by the individual schools and their websites. May have been edited for length.; 3 K-6, Grades 7-12 located at 200 McIntire Dr. ; 4 2001 (5-7), 2002 (8), 2007 (K-4), 2013 (9-12); 5 K-8; HS located at1275 Cedar Lane Rd.; 6 K-8; HS (302) 696-2000; 7 K-8; HS 2015; 8 MS; ES located at 170 Lukens Dr; 9 Sussex Montessori will have its first class in Fall of 2020.Source: Updated information provided by Delaware Charter Schools Network. Researched by: Delaware Business Times. Information for DBT's lists are either generated through public sources or supplied by individual organizations throughquestionnaires. We make every effort to confirm that the lists are comprehensive through industry sources. We assume that information provided by company representatives is accurate and truthful. Organizations that do not respond to ourrequests for information may be excluded from the list or listed at the bottom as Not Ranked (NR).

Delaware Charter SchoolsRanked by 2019-2020 Enrollment

Rank SchoolPhone

WebsiteEnrollment(2019-20) Grades Staff Fall 2020 Opening Plans1 Purpose/Mission2 Head of School

YearFounded

1Newark Charter School2001 Patriot Way3

Newark, DE 19711(302) 369-2001

newarkcharterschool.org 2,412 K-12 245Remote learning for first 4weeks with re-evaluation in

Sept.To promote high levels of student effort, achievement, and decorum for

children in grades K-12 in the greater Newark community. Franklin Newton 20014

2Odyssey Charter School4319 Lancaster PikeWilmington, DE 19805

(302) 516-8000odysseycharterschooldel.com 1,916 K-12 318 Details not yet released.

To prepare students for a life-long enthusiasm for learning, develop anawareness of world citizenship and culture, and establish critical thinking andproblem-solving proficiency through the added learning of the Modern Greek

language and mathematics focus.Riccardo Stoeckicht 2006

3MOT Charter School1156 Levels Road5

Middletown, DE 19709(302) 376-51256

motcharter.com 1,375 K-12 155 Details not yet released. To educate students to be life-long learners, good citizens, and explorers whobelieve in themselves and know how to advocate for themselves. Ned Southworth 20027

4Charter School ofWilmington100 N. DuPont RoadWilmington, DE 19807

(302) 651-2727charterschool.org 971 9-12 71 Details not yet released.

Engage highly motivated students interested in math and science with achallenging college-prep curriculum while developing their social responsibility

and global perspective.James Capolupo 1996

5Las Américas ASPIRAAcademy326 Ruthar Dr.Newark, DE 19711

(302) 292-1463aspiraacademy.org 946 K-8 147

Remote learning for first 4weeks with re-evaluation in

Sept.To educate and empower each student to realize their full potential and

positively impact their communities. Margie López-Waite 2011

6Sussex Academy21150 Airport RoadGeorgetown, DE 19947

(302) 856-3636sussexacademy.org 858 6-12 78 Will open using a hybrid

attendance model.To provide an accelerated academic program with a focus on kindness,

mindfulness, and positivity. Middle school is project-based learning. Highschool offers International Baccalaureate Programme.

Eric Anderson 2000

7

Charter School of NewCastle160 Lukens Dr.8New Castle, DE 19720

(302) 324-8901charterschoolnewcastle.org 766 K-8 77 Details not yet released. To acknowledge the learning differences of each individual child and nurture

the uniqueness of each family structure.LaRetha Odumosu

Rachel Valentin 2006

8Thomas Edison CharterSchool2200 N. Locust St.Wilmington, DE 19802

(302) 778-1101thomasedison.charter.k12.de.us 728 K-8 86

Will open using either ahybrid schedule or full remotelearning model. Decision has

not yet been made.

To continually improve the ability of every student to be a critcal thinker andenable each child to meet/exceed state/national curriculum standards.

Established for historically underserved population in North Wilimington.Salome Thomas-EL 2000

9Providence Creek Academy273 West Duck Creek RoadClayton, DE 19938

(302) 653-6276providencecreekacademy.org 703 K-8 93


steps.To educate the whole child focussing on academics, athletics, arts, and

citizenship in a disciplined climate with high expectations. Denise Stouffer 2002

10Kuumba Academy CharterSchool1200 N French St.Wilmington, DE 19801

(302) 660-4750kuumbaacademy.org 668 K-8 74


steps.

Partnered with the Christina Cultural Arts Center to provide an innovativelearning environment with a union of academics, arts, technology, and familywhere each student's individual learning style is nurtured. School subscribes

to the Seven Principles of Kwanza.Sally Maldonado 1999

11First State MontessoriAcademy Inc.1000 N French St.Wilmington, DE 19801

(302) 576-1500firststatemontessori.org 599 K-8 72

Will open following a hybridmodel of remote learning and

in-person options.To create successful, contributing life-long learners in a Montessori public

educational program. Courtney Fox 2014

12Academia Antonia AlonsoCharter School4403 Lancaster Pike Bldg. 26Wilmington, DE 19805

(302) 351-8200academiacharter.com 595 K-5 91

Remote learning will begin forthe first 6 weeks and will bere-evaluated in early Oct.

To inspire children to become joyful, confident, creative bilingual learners byproviding a strong biliterate academic and cultural foundation. Mercedes Alonso 2014

13Delaware Military Academy112 Middleboro RoadWilmington, DE 19804

(302) 998-0745demilacad.org 578 9-12 47 Details not yet released.

Prepare students for the next level of education & provide them with afoundation of military training as requisite for a better understanding of

citizenship and self-discipline, and provide opportunities for proper socialactivities & exposure to moral ideas.

Anthony Pullella 2003

14Freire Charter SchoolWilmington201 W 14th St.Wilmington, DE 19801

(302) 407-4800freirewilmington.org 487 8-12 47

Will begin with full emotelearning and will re-evaluate

as year progresses.

Provide a college-prep curriculum with a focus on individual freedom, criticalthinking, and problem solving in an environment that emphasizes community,

teamwork, and nonviolence.Nate Durrant

Madeline Weckel 2015

15Great Oaks Charter SchoolWilmington1200 N French St.Wilmington, DE 19801

(302) 660-4790greatoakscharter.org 481 6-10 47


steps.

To provide a rigorous curriculum in a focused learning environment includingtwo hours of small-group tutoring per day, a commitment to family and

community engagement.Leland Kent 2015

16First State MilitaryAcademy355 W. Duck Creek RoadClayton, DE 19938

(302) 223-2150fsmilitary.org 452 9-12 48

Will open following a hybridmodel with one day a week

in-person education.

To provide structured learning environment and a strong cultureof academic rigor, military discipline, citizenship, leadership,

and strong moral values.Patrick Gallucci 2015

17Eastside Charter School3000 N Clayton St.Wilmington, DE 19802

(302) 762-5834eastsidecharterschool.org 426 K-8 89


steps.

To inspire students to realize their vision for the future and equip them with theresources to achieve it. To provide students with high expectations, critical

thinking skills, responsive & engaging instruction, and the necessary characterskills to succeed.

Aaron Bass 1997

18

The Early College HighSchool at Delaware StateUniversity1570 N DuPont Hwy.Dover, DE 19901

(302) 857-3510echs.desu.edu 421 9-12 31 Details not yet released.

Can earn up to 60 college credits in high school, with an ability to focus onSTEM, by taking a mixture of high school and college courses, simultaneously

earning a high school diploma and an associate degree.Evelyn Edney 2014

19Campus CommunityCharter School350 Pear St.Dover, DE 19904

(302) 736-0403campuscommunityschool.com 420 K-8 57 Will open on using a hybrid

attendance model.Inquiry-based approach to learning focusing on project-based, hands-on

learning and student responsibility. Heidi Greene 1998

20Academy of Dover104 Saulsbury RoadDover, DE 19904

(302) 674-0684aodcharter.org 266 K-5 36

Will open with both remoteand in-person learning

options. Decision will bemade by individual families.

Small school environment with rigorous academic and behavioral standardsand individualized responsiveness to student needs. Michele Marinucci 2003

21Gateway Lab School2501 Centerville RoadWilmington, DE 19808

(302) 633-4091gatewaylabschool.org 177 3-8 64

Will open with remotelearning and will phase into ahybrid model if deemed safe.

To provide individualized, arts-based learning experience usinginnovative approaches to serve students who might struggle in a

traditional classroom setting.Catherine Dolan 2011

22Positive Outcomes CharterSchool3337 S. DuPont Hwy.Camden, DE 19934

(302) 697-8805positiveoutcomescs.org 121 7-12 36


steps.

Provide students at risk of academic failure and/or struggling with mentalhealth issues, a safe, caring, respectful environment to learn where their

individuality is valued and their individual needs met.Edward Emmett 1996

NRSussex Montessori PublicCharter School24970 Dairy LaneSeaford, DE 19973

(302) 404-5367sussexmontessoricharter.com NA9 K-12 NA NA

To nurture the development of empathetic, collaborative, persistent andinnovative global and community citizens in accordance with the time-tested

philosophy of Maria Montessori.Lisa Coldiron 2019

1 Data current as of 8/13/20.; 2 Provided by the individual schools and their websites. May have been edited for length.; 3 K-6, Grades 7-12 located at 200 McIntire Dr. ; 4 2001 (5-7), 2002 (8), 2007 (K-4), 2013 (9-12); 5 K-8; HS located at1275 Cedar Lane Rd.; 6 K-8; HS (302) 696-2000; 7 K-8; HS 2015; 8 MS; ES located at 170 Lukens Dr; 9 Sussex Montessori will have its first class in Fall of 2020.Source: Updated information provided by Delaware Charter Schools Network. Researched by: Delaware Business Times. Information for DBT's lists are either generated through public sources or supplied by individual organizations throughquestionnaires. We make every effort to confirm that the lists are comprehensive through industry sources. We assume that information provided by company representatives is accurate and truthful. Organizations that do not respond to ourrequests for information may be excluded from the list or listed at the bottom as Not Ranked (NR).


Earlier this month, the 4th Annual #MILLSUMMIT hosted more than 700 attendees from 30 states, the United Kingdom, and Greece

who Zoomed into virtual

Delaware for this year's three-day #MILLSUMMIT, one of the country's largest leadership & professional development conferences designed for young professionals. Here a few of the key ideas and tactical takeaways from some of this year's sessions.

Adaptability: Going with the Flow. When the #MILLSUMMIT Planning committee was faced with the difficult decision to transition to a virtual conference back in April, we ultimately knew that we had to prioritize safety above anything else. But our team of creatives and innovators rose to the occasion, pivoting seamlessly to a completely digital experience. Being adaptable means being comfortable with change and trusting your team to make the right decisions under uncertain circumstances.

Networking: Quality over Quantity. Networking, even remotely, is still a crucial component of business development. Each of the #MILLSUMMIT sessions

incorporated ways for attendees to interact with the speakers and each other. For example, keepwith CEO Megan Burke Roudebush helped attendees test her strategy for developing meaningful virtual relationships.

Leadership: Time is of the Essence. Many of the leaders spoke about how they got there and what inspires them. A common thread was a shared sense of urgency combined with a laser focus (e.g., a #GPSMindset) and openness to collaborate, driven in part by the current pandemic economy. Keynote speaker and REACH Riverside CEO Logan Herring perhaps summarized it best: “We don’t make excuses. We make things happen.”

Innovation: When Crisis Leads to Opportunity. Speakers talked about how the pandemic has led them to critically evaluate how they balance their business and personal lives. Keynote John Henry, a well-known entrepreneur and investor and co-founder of Harlem Capital, framed the current crisis in optimistic terms: “This massive reset caused by the health pandemic lends itself to tremendous opportunity. Entrepreneurs shouldn’t stifle the seeds of possibility with the weight of expectations. Give yourself the space to experiment and break out of routines ... Let’s swing big and go for things that scare us a little bit.” Henry also spoke about the need for governments to be more aggressive in supporting the

local ecosystem by investing 20% of its community grant money on innovation and riskier ideas: “Make some big bets. Take some flyers on people because you don’t know what they can yield.”

Making an Impact: The Next Generation of Philanthropists. Nonprofit programming has always been a key piece of the #MILLSUMMIT. Most of the sessions on Wednesday’s “Community Impact Day” focused on themes of diversity and equity among the nonprofit sector and the importance of fundraising and cultivating individual donors. During the “Making an Impact is My Day Job” session, Wilmington Children's Chorus Executive Director Lianna Magerr talked about the increasing importance of individual giving as part of a nonprofit’s fundraising strategy: “I predict that the foundations are going to start to get a little tired, so individual donors are going to be crucial to maintain your success.” Notably, #MILLSUMMIT host Spur Impact operates the Delaware Gives platform (DEGives.org) and is one of the leading organizers of Delaware’s Giving Day: Do More 24, a statewide fundraising event that will return on March 4-5, 2021, with the goal to raise more than the $390,000 raised last year and inspire even more young professionals to give back to the nonprofits that serve our state.

Timeliness: Meeting the Moment.

We are proud that the #MILLSUMMIT brought hundreds of young and seasoned professionals from around the country to have unfiltered and timely discussions about critical economic development topics related to COVID, Black Lives Matter, homelessness, diversity, inclusion, as well as broader topics such as building, funding, and scaling a business, being a young leader, and how young professionals can help advance philanthropy and the nonprofit sector.

Leah Coles, director of business and community development at Goodwill of Delaware and Delaware County, summarized the takeaways of this year’s #MILLSUMMIT the best: “This is a time for all of us around the world to look within, to challenge ourselves, to challenge the beliefs that we've held about the world and how we view it, and think about how it's viewed by other people. This is a time to make change, to get comfortable with change and know that you'll be okay.”

Charlie Vincent is executive director of Spur Impact Association, a 501(c)(3) nonpro�t whose mission is to be the premier hub connecting young professionals and inspiring them to get involved and make an impact in their career and community. Charlie is a member of the board of DANA and a member of the Governor’s Commission on Community and Volunteer Service. To learn more, visit spurimpact.org.

Top five key takeaways from the 2020 #MILLSUMMIT

CHARLIE VINCENTGuest Columnist

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Delaware’s future pinned to a skilled labor force, consultant saysBY JACOB OWENS

DOVER – In the last decade, Delaware has increased its number of jobs by about 12%, but its growth in average wages and gross domestic product sit among the worst in the nation in the same period. Improving those rankings over the next decade relies heavily on how to prepare a workforce for next-generation jobs that employers will want, according a consultant contracted by the Delaware State Chamber of Commerce.

Ted Abernathy, managing partner of Economic Leadership LLC, a North Carolina-based consulting firm that works with more than

a dozen state chambers,

presented his findings at the Delaware State Chamber’s annual conference webinar July 21.

Abernathy said Delaware has actually had a 13% job loss in tech-related roles between 2015 and 2019, while the national average rose about 8%. It doesn’t look to change dramatically either, as Delaware is projected to remain in the bottom 10 states in terms of tech-related employment growth over the next five years.

“One of the surprises for a lot of

elected officials when we talk about technology is that every state is not growing its tech work,” he said. “Technology is concentrating in some places, and those places are heavy into technical training, tax and regulatory systems that support the technology industry.”

Delaware officials have been cognizant of the fact that it needs to grow its tech workforce, with the Delaware Business Roundtable, a coalition of state CEOs; the state’s economic development agency, Delaware Prosperity Partnership; and a new Information Technology Industry Council launched in Delaware tackling the issue.

When asked what factors impact tech employers’ decision-making, Abernathy said that it’s often a mix of taxes and talent. States should assess how entrepreneurs and founders are taxed, including their stock holdings, as well as whether machinery and equipment are taxed, and if so at what rate. Other companies look to where training on technology is offered for free or at low-cost, indicating that the right workforce would be close at hand.

After the COVID-19 pandemic subsides, states should expect a continued acceleration of change, which will lead to further industry disruptions, as well as “talent wars,” Abernathy said.

“Companies could not find enough

workers with the right qualitative skills. We were at record-low unemployment before this started, so [when the pandemic is over] there will be more people in the pool, but the odds are that they will not have gotten new skills during the pandemic,” he said. “Nurses, truck drivers, and mechanics will still be hard to find.”

Abernathy noted that in his firm’s annual survey of corporate site selectors found that highway accessibility remains the most important factor – a plus for most of Delaware with close proximity to Interstate 95 or Route 1 – but the second, third and fourth priority are all related to the labor force: availability of skilled labor, labor cost, and quality of life.

“When a company is looking for investment today, their biggest concern is can they get the talent they need? And I think Delaware is a state where your workforce looks good on paper because you've got a lot of talent. But can you attract talent in big numbers?” he said.

A key to that question will be the retraining of older workers who may not be as adept at adapting to technological advancements, Abernathy said.

“Something people don't like to hear is that older workers get less productive, and it's because they're not learning the new tricks,” he said. “So, retraining mid-career workers is a huge key as we move forward, and I think that that puts

the onus on systems on how to fund and invest in our community colleges and our technical schools.”

The technology sector isn’t the only one that could benefit from further educational opportunities, as the construction sector has seen growth in Delaware over the past decade as well, Abernathy said. Opportunities remain for public school systems and community colleges to increase the number of trades offered to students.

Delaware’s largest employment sector may also be one of the most at-risk for future job losses, Abernathy said. Financial services, with 45% of Delaware’s gross domestic product tied to the industry last year, may be susceptible to increasing computer automation.

“I think that you are in a unique position in finance because it's so important to your state. But as well as being the unique place, you need to be the leader,” Abernathy said.

“You should have the most innovative legislation in the country on finance, as you have in the past,” he added.

“If you can align around a plan to strengthen both the skills of your workforce and their productivity, but also the opportunity in industries that are going to be growing in the future and going to bring more wealth and higher-paying jobs and stability, then that's the key for you going forward,” he said.

Ted Abernathy

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WILMINGTON – The city’s Creative District will receive a boost over the next 18 months with the addition of affordable housing and art studios to the market.

The project known as Quaker Arts will convert three row homes at 708-10, 816 and 822 N. West St. into 53 apartment units targeted at tenants with an income between 30% and 80% of the area median income. Those units will also prioritize renting to artists of all types, according to Connections Community Support Programs, the owner and developer of the project.

“Our No. 1 priority is affordable housing for Wilmington with the second one being the regeneration of the arts in that area,” said Theresa Buchanan, Connections CSP director of communication and community relations. “First preference is going to be given to anyone in the arts or striving to be in the arts, whether that’s written word or musical performance or visual art, etc.”

The project will also convert the former integrated health clinic at 801 N. West St. into a collaborative studio space for the artists who live in the rental units. The nearly 12,000-square-foot, two-story building will feature four art studio spaces that can be reserved by the tenants, a computer lab for writers, a multipurpose room and four music rooms for musicians.

Connections CSP is not generally known as a housing provider, although it does own and manage the 29-unit, income-

eligible Claymont Street Apartments and operates more than 100 locations, including transitional housing and group and sober-living homes. The nonprofit is better known as one of the largest treatment providers in the state for addiction and behavioral health services.

While Connections CSP is the owner of the properties -- most of which it’s held for nearly two decades -- a coalition of backers have helped make the project a reality. Community development organization Cinnaire is working with Discover Bank to provide Delaware State Historic Tax Credits related to the 708-710 N. West St. renovation, Buchanan said. Meanwhile, the Delaware State Housing Authority awarded the project a $614,000 rebate last year through its Downtown Development District grant program.

“It's a unique pair to have arts with a supportive service social services agency,” said Alliant Capital Vice President Macy Kisilinsky, whose California-based low-income housing tax credit firm finances these kinds of projects. “I've been doing this for close to 20 years and I've never seen anything like it.”

Housing renovations are expected to be completed by July 2021, while the communal art space at 801 N. West St. should open in February 2022.

A more detailed version of this story is available on the DBT’s website.

By Jacob Owens

New Wilmington housing will bring artists downtown

Support Our Journalism: Every day Delaware Business Times is breaking news online. To stay up to date, signup for our daily newsletter at, Delawarebussinesstimes.com/newsletter. ICYMI (In Case You Missed It) highlights a few of those stories.

WILMINGTON – The owner of the former Brandywine Country Club will soon be returning to the public with a new proposal that includes the Brandywine School District and fewer homes.

Capano Residential, led by developer Louis Capano III, has been working for the last five years to find a redevelopment plan that will be accepted by New Castle County and neighboring residents. Much like the redevelopment of the former Cavaliers Country Club near the Christiana Mall, the property will eventually seek a rezoning from the county from suburban (S) to suburban transition (ST) that will allow denser development.

The former country club, located at 2822 Shipley Road, was acquired by a Capano subsidiary in July 2012 for $1 million and later mortgaged for about $4.5 million, according to county land records. Since then, the developer has proposed four different plans for the nearly 120-acre tract’s future that have never got off the ground.

Those proposals ranged from a high of 563 residential units to the now-proposed 365 – the fewest put forward by Capano yet and about 16% fewer than proposed last year.

The development would feature 300 apartment units in eight buildings on the western edge of the property near the Concord Square shopping center, which Capano also owns. Rents would reportedly range from $1,200 for a studio unit to $1,900 a month for a three-bedroom unit. It would also have 41 single-family homes, ranging in cost from $575,000 to $900,000, and 24 townhomes, ranging in

cost from $400,000 to $450,000, toward the center of the former 18-hole course.

Although Capano proposed at one time instituting age-restrictions on some of the housing in the development, in part to tamp down on the daily average traffic in the area, it is no longer proposing any restrictions.

The majority of the neighboring homeowners’ concerns with the project have been focused on traffic, especially along Shipley Road. Capano in turn has sought to mitigate those concerns through its designs, even proposing to install a traffic circle. The new proposal scraps a Shipley Road entrance to the residential community altogether though, keeping in line with an alternative concept that Capano proposed last year.

In plans submitted to the state and county earlier this year, the developer proposes to donate about 44 acres to the Brandywine School District (BSD), which will build a 76,000-square-foot school with an entry to Shipley Road. The school, which would be surrounded by athletic fields and ballfields, would not connect with a road to the residential community being built by Capano – eliminating concerns about pass-through traffic.

The proposed school is a replacement of the Bush Early Education Center that currently operates out of a portion of Hanby Elementary School in the neighboring Chalfonte community, less than a mile from the country club. The Bush school serves more than 425 students ages 3 and 4 in half-day pre-K programs, and has seen ballooning interest in recent years.

The new school would serve dual purposes in teaching pre-K and special education for the district, said Lisa Lawson, BSD assistant superintendent for student supports. The district hopes that tactic will make it more attractive in Delaware’s Certificate of Need process that grades school construction projects. That process has denied BSD in its Bush school application the last two years for the nearly $42 million price tag.

“Right now, one in four students in the district do not have any child care or preschool or early education experience,” Lawson said, noting that may be due to cost, lack of knowledge of opportunities, and other factors.

In another proposal to help advance the project, Lawson said that BSD is offering to serve children with disabilities from neighboring districts at the school should they not have capacity. The proposed building has a 1,200-square-foot physical and occupational therapy room and 4,400-square-foot therapy pool to meet their needs.

The project moved from a proposed site in the Brandywood neighborhood to the former country club after a discussion between Capano and former BSD Superintendent Mark Holodick, Lawson said. The site off Shipley Road is more accessible for the district’s buses than the old Brandywood Elementary School site, which sits inside a neighborhood, and allows to future expansion if needed.

“There’s obviously more room at the old country club site and better accessibility for our families,” Lawson said.

By Jacob Owens

New Brandywine Country Club plan includes school, fewer homes

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302.656.2020

LASIK eye surgery to eliminate the need for contact lenses and eyeglasses has been

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Delaware, the First State’s newest and most advanced refractive laser facility.

1207 N. Scott St., Wilmington, DE 19806 • eyephysicians.com

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FOR THE RECORD

Liquor Licenses

Source: Delaware Offi ce of Alcoholic Beverage Control Commissioner

Jayvir, Inc. T/A JJ's Fine Wine and Spirits; 9 Georgetown Plaza, Georgetown 19947, Owners – Yagnesh Patel and Jigneshkumar Desai (732) 853-2399, License Type: Package Store, Sunday and Tasting, #15334

Rohan01, Inc. T/A Hi Standard Liquor; 122 North Lincoln St. Wilmington 19805, Owner– Kuldeep Singh (302) 887-0870 License Type: Package Store and Sunday #15342

Delicious Fusion, LLC; 50 North DuPont Highway, Unit 15, Dover 19901, Owner – Yufeng Zheng (302) 264-9007, License Type: Sprit-On, Sunday #15347

NEW APPLICATIONSJamestown Hospitality Group, LLC T/A Park Café; 2510 West 5th St., Wilmington 19805, License Type: Restaurant-On, Patio, Sunday

Twisted Irons Craft Brewery Company; 303 Ruther Drive, Suites E & F, Newark, DE 19711, License Type: Microbrewery

CANCELLED LICENSESMediterranean Grille, LLC; 612 Newark Shopping Center, Newark 19711 #14771

Real Estate Transactions

Source: Local Recorders of Deeds

NEW CASTLE CO.Surinder and Deepa Singh to Gerald Lemole; 2 Winding Way, Lands of Pyles Ford; Greenville 19807, $1,595,000

RCM Petroleum LLC to Astro Center LLC; 2603 Kirkwood Hwy., Newark 19711, $1,350,000

Willis Investments to Elm Pet Food, Inc.; 2501 Foulk Road, Suite C, Wilmington 19810, $1,125,000

831 Meadowview Partners, LLC to James and Joanne Seabrook, 2 Guyenne Rd., Wilmington, 19807, Guyencourt, $875,000

Howard and Rochelle Kristol to William and Gina Atkins; 11 Deer Valley Lane, Deer Valley, Greenville 19807, $862,500

Mathew and Emilie R. Ninan to BaeMind DE LLC, 1204 & 1208 Delaware Ave., Wilmington, 19806 $850,000

Michael Chouinard to Anis and Farhat Ahmed; 36 Beethoven Dr., Breidablik, Wilmington 19807, $800,000

Mark and Sharon Kreshock to Matthew and Laurie Fuski; 201 Bohemia Mill Pond, Bohemia Hill Pond, Middletown 19709, $735,000

NVR, INC. to Kwajalien Loray Branch; 216 Mistemeadow Dr., Silver Wind Estates, Middletown 19709. $584,000

Ruth Naton to William Metkiff; 16 Broadbent Road, Northminster, Wilmington 19810, $485,000

Blenheim at Bayberry North LLC to David Ressor; 1704 Michelangelo Dr., Village of Bayberry, Middletown 19803, $606,000

Benchmark Builders, Inc. to Christopher and Heather Holding; 610 McCraken Dr., Rothwell Village, Middletown 19709, $636,000

Calatlantic Group, Inc. to William and Donna Beebe; 155 Hammersmith Way, Colony at Summit Bridge East, Bear 19701, $526,000

SUSSEX CO.Gentle Winds LLC to Jay and Robin Rosenblum; 17 Stockley St., Rehoboth Heights, Rehoboth Beach 19971, $2,500,000

Suzanne and John Watkins V to Michael and Sonya Chiaramonte; 37 Edd Tide Circle, Fenwick Island 19944, $1,800,000

Herbert and Sylvia Engler to Robin and Craig Beden; 9 Rodney St., Rehoboth Heights, Rehoboth Beach 19971, $1,795,000

Joyce Sexton and Terrie Kifer to Andrea Duke; 33 West Side Dr., Rehoboth Beach Yacht and Country Club, Rehoboth Beach 19971, $1,285,000

Schell Brothers LLC to Mark and Deborah Steimer; 27220 Anchor Point Road, Americana Bayside Village, Shelbyville 19975, $1,030,000

Schell Brothers LLC to Patrick and Mary Burns; 27566 Medallion Ave., The

Peninsula on the Indian River, Millsboro 19966, $992,000

Barbara Bullock to Daniel and Stephanie Cohen; 124 East Side Dr., Rehoboth Beach Yacht and Country Club, Rehoboth Beach 19971, $930,000

John and Debra Carignan to Brad Hlinko; 36179 Tarpon Dr., Wolfe Pointe, Lewes 19958, $875,000

The Howard and Edna Truax Trust to David Romanoski and Laurie Peiffer; 4 Mallard Dr., Joy Beach, Lewes 19958, $850,000

Thomas, Stephen & Michael Lett to Eileen & Anthony Lett, 200 Hollywood St., Bethany Beach, 19930, $840,000

Laurence L. & Christine Harrod to Jennifer & Timothy Regan, 29003 Indian Harbor #21, Bethany Beach, 19930, Indian Harbor Villas, $760,000

Suzanne Wheaton, Stephen Preslipsky & Mary Bartlinski to Kyle & Natalie Henerson, 359 Sandpiper Dr., Bethany Beach, 19930, The Canal, $604,000

SBA Loans

Source: Small Business Administration, Delaware District Offi ce

7A PROGRAMAll FY 2020 Approvals

Borrower: Brandywine Center for Autism LLCLender: Berkshire BankGross Approval: $910,000Type of Business: Offices of Physical, Occupational and Speech Therapists

Jobs Supported: 50

Borrower: Kora Services, LLC DBA Mosquito AuthorityLender: Stearns BankGross Approval: $135,000Type of Business: Exterminating and Pest Control ServicesJobs Supported: 7

Borrower: M & A CorporationLender: First Financial BankGross Approval: $ 49,900Type of Business: Broiler Chickens and Other Meat FarmJobs Supported: 2Borrower: TC Electric Company, Inc.

Lender: Fund-Ex Solutions Group, LLCGross Approval: $ 4,990,000Type of Business: Electrical ContractorsJobs Supported: 180

Borrower: Saki's Restaurant LLCLender: M&T BankGross Approval: $123,500Type of Business: Full-Service RestaurantJobs Supported: 12

Borrower: Grace Visitation Services, IncLender: M&T BankGross Approval: $25,000Type of Business: Home Health Care ServicesJobs Supported: 60

Borrower: J.M.T. Logistics LLCLender: M&T BankGross Approval: $65,000Type of Business: General Freight Trucking, LocalJobs Supported: 4

Borrower: Nelson Contracting ServicesLender: TD BankGross Approval: $20,000Type of Business: Residential RemodelersJobs Supported: 4

We're now publishing news briefs online every day. Go to delawarebusinesstimes.com/news-briefs/ to see a list of recent postings.

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FOR THE RECORDPEOPLE ON THE MOVE

Mark Mumfordhas been named chief executive of Delaware Valley operations for Nemours Children’s Health System, effective Sept. 1. He will serve as

a member of the Executive Cabinet and report to President and Chief Executive Officer R. Lawrence Moss, MD. In his new role, Mumford will be responsible for all clinical operations at Nemours/Alfred I. duPont for Children and Nemours duPont Pediatrics including ambulatory surgery centers and all primary, specialty, and urgent care practices, and prevention efforts in Delaware, Pennsylvania, New Jersey and Maryland. Since 2013, Mumford has served as the senior vice president of finance and chief financial officer of Cincinnati Children's Hospital. Prior, Mumford held executive and senior financial positions with corporations such as P.F. Chang's China Bistro, PetSmart, and MicroAge.

Robert L. Bryant, a seasoned manager in the airport/aviation industry, has taken the helm of the Delaware Coastal Airport and Business Park.Bryant, who retired

from a 23-year career of managing the Salisbury-Ocean City-Wicomico Regional Airport four years ago, started on July 27. He succeeds Eric Littleton, who held the position for a year before he returned to NASA’s Wallops Flight Facility in Virginia.

Bryant will oversee daily operations of the airport, which has roughly 35,000 landing and takeoffs per year as well as the rising business park outside Georgetown. As manager of the Salisbury-Ocean City-Wicomico Regional Airport, Bryant has overseen more than $60 million in capital improvements. That includes a runway extension, lease renewals, environmental issues, land acquisition and wildlife hazard management.

Salvatore J. Patti has joined WSFS Bank as senior vice president and director of commercial banking and wealth client management for the Greater Philadelphia region. Patti joins WSFS with 30 years’ experience delivering strong and consistent operating and financial results. Most recently, he served as regional managing director at PNC Wealth Management, where he guided PNC’s largest wealth management market in driving new business and revenue increases.

Mark D. Collinsof Richards, Layton & Finger, has been named to the inaugural Lawdragon 500 Leading U.S. Bankruptcy & Restructuring

Lawyers. In the wake of COVID-19, Lawdragon has assembled a list of lawyers who have demonstrated “remarkable skills in financing, structuring, litigating and creating a pathway forward.” Collins, recognized as a leading bankruptcy lawyer both in the U.S. and internationally, has been involved in hundreds of significant

bankruptcy cases in Delaware. A fellow of the American College of Bankruptcy, he is top ranked in virtually every major legal directory and has been named a Star Individual in Chambers USA since 2012.

Delaware’s Lieutenant Governor Bethany Hall-Long is the new chair of the executive committee for the National Lieutenant Governors

Association (NLGA).

Ryan P. Newellhas joined Young Conaway Stargatt & Taylor, LLP as a partner in the corporate litigation and counseling section. He will represent parties

facing a variety of business litigation matters before the Delaware Court of Chancery, the Delaware Superior Court, the Delaware Supreme Court, and the District of Delaware. Newell is a Delaware Superior Court certified mediator and is frequently appointed by the Court of Chancery and Superior Court as a special master and discovery facilitator. He is also proficient in eDiscovery techniques having completed the invitation-only eDiscovery Negotiation Training program offered by The Sedona Conference. Newell has been recognized by clients and colleagues as one of Delaware's leading Chancery practitioners according to Chambers USA: Guide to America's Leading Lawyers

for Business. He has been ranked by Super Lawyers® and The Best Lawyers in America®, as well as acknowledged in Delaware Today magazine as one of the state's “Top Lawyers”.

Bryan Barton, Ph.D., a research group leader at DuPont Electronics & Imaging, has been selected to present The Kavli Foundation Emerging Leader

in Chemistry Lecture at the American Chemical Society (ACS) Fall 2020 Virtual Meeting & Expo. Barton leads a team developing new materials for chemical mechanical planarization (CMP), a key process in semiconductor fabrication.

James F. Lathrophas joined Robinson+Cole as an associate in the firm’s Wilmington Bankruptcy + Reorganizations Group. Mr. Lathrop concentrates his

practice on bankruptcy and corporate restructuring matters. He represents debtors, committees and creditors in Chapter 11 reorganizations bankruptcy proceedings and out-of-court workouts. He also has experience in ad hoc creditor group representations. Prior to joining the firm, James worked in the New York office of Kirkland & Ellis LLP on a broad array of restructuring matters. He previously clerked for the Hon. Mary F. Walrath of the United States Bankruptcy Court,

District of Delaware.

Catherine (Cathy) Weaver, former healthcare executive and school superintendent, is the new property manager at Marydale

Retirement Village, a Newark residential community with 108 one-bedroom rental units for seniors and persons with disabilities who qualify as low income. Weaver previously served as associate principal of Wilmington Montessori School, principal of Immaculate Heart of Mary School in Wilmington, assistant superintendent and superintendent of Catholic Schools for the Diocese of Wilmington, vice president of mission and human resources for St. Francis Healthcare in Wilmington and senior vice president of mission integration for Trinity Health Mid-Atlantic, St. Francis’ parent organization.

Bill Kramen has joined Guaranteed Rate Affinity as vice president of mortgage lending and will be based in Wilmington. Bill joins the team with nearly 20

years of mortgage industry experience, having served in leadership roles at multiple companies, including Wells Fargo, Mortgage America and Movement Mortgage. Most recently, Bill served a branch manager for On Q Financial.

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34 | GIVING GUIDE 2018/2019

Invest in girls.

Change the world.

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Everything a Girl Scout does has been developed especially for, and is tested by,

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Invest in girls today at

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225 OLD BALTIMORE PIKE, NEWARK, DE 19702 | 800.341.4007 | GSCB.ORG

Year established: 1964 (1912 nationally

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Number of full-time employees: 40

Number of part-time employees: Varies

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The Girl Scout Leadership Experience is

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There are many ways you can support the Girl Scout Leadership Experience

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Girl Scouts values our volunteers and provides numerous opportunities for

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LEADERSHIP

Katya A. Nieburg-Wheeler,

Chair

Diane Sparks,

1st Vice Chair

Jenny Teal,

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Eleanor Benjamin Torres, Esq.,

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Michael Trolio,

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BOARD MEMBERS:

Cris Brookmyer

Barbara Dodge

Dale Hoops

Jessica Jordan

Deb King

Tammy Ordway

Vanessa S. Phillips, Esq.

Sylvia Quinton

Edith P. Villasenor, DMD

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Natalie Mathena,


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Building girls of courage,

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LEADERSHIP


Chair

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BOARD MEMBERS:

Cris Brookmyer

Barbara Dodge

Dale Hoops

Jessica Jordan

Deb King

Tammy Ordway


Sylvia Quinton


Maddy David,


Natalie Mathena,



Chair

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FOR THE RECORDBUSINESS CALENDAR

Unless otherwise noted, webinar access details (including dial-in information) will be e-mailed to registrants.

JULY 13 – SEPT. 1492 Days of KIDSFollowing the postponement of the 11th Annual KIDS Fund 5K, the organization has launched 92 Days of KIDS, to raise funds for the KIDS Fund Food Pantry. It’s pretty simple; donate what you can when you can until September 14th. Every amount goes a long way in helping us provide another access point of food for local children struggling with food accessibility in our community. More information at degives.org/92-days-of-kids.

AUG. 17 – SEPT 421 Day Racial Equity ChallengeUnited Way of Delaware and YWCA Delaware have partnered to launch Delaware’s first-ever 21 Day Racial Equity Challenge. participants commit as little as five minutes each day to learn about the history and impact of racism in Delaware, as well as ways that bias, prejudice, privilege and oppression can manifest in everyday lives. UWDE and YWCA will add a virtual conversation component to the 21 Day Racial Equity Challenge by facilitating a private Facebook group, where participants will have the opportunity to discuss the daily content and engage with others taking the Challenge. To register go to deracialequitychallenge.org.

AUG. 25 | 5:30 – 6:45 PMActs of Radical ImaginationGreat Dames Powerful Conversation Series presents ‘Acts of Radical Imagination.’ Culture wars are raging right now, and a group of female theatre entrepreneurs are creating new and vital models of theatre producing. This is the time for women and people of color to be at the center of the theatrical conversation. Join them for a provocative conversation with Sonya Aronowitz and Tamara Della Anderson, two women leading powerful change in the theatre. Visit greatdames.com for more information.

AUG. 26 | 5:30 – 7:30 PMShining Lights AwardsThe Delaware Breast Cancer Coalition’s Shining Lights Awards recognize the significant contributions individuals have made towards ending breast cancer. Join the DBCC for an outdoor, socially distant, cocktail reception to recognize this year’s honorees, Delaware Imaging Network and the late Matthew Stehl. More information and ticket purchasing at dbcc.org.

AUG. 27 | 8:30 – 9:30 AMChamber Leadership Breakfast with Dr. David TamJoin the Delaware State Chamber to hear Dr. Tam’s leadership journey and lessons he’s developed along the way. After moving across the country to lead a healthcare system in the midst of a public health crisis, Dr. Tam has been quite busy in his first months in Delaware. Dr. Tam will discuss his plans for Beebe Healthcare as well as its response to the COVID-19 pandemic. More information at dscc.com.

AUG. 27 | 11:00 – 12::30 AMRank Higher in Google: The Truth About SEO in 2020Search Engine Optimization or "SEO" is often painted as a panacea, but the truth is that SEO is time-consuming, resource-intensive and complicated. However, with the right strategy, and the right guide, it is possible to achieve high Google rankings for your small business. This webinar will be hosted by John Bertino, owner and founder of The Agency Guy, Inc. with more than 10 years of experience honing his craft in digital marketing and SEO. More information at ncccc.com.

SEPT. 1 – 173rd Annual Girls Night Out 5KRun or walk with a purpose and make a difference in the lives of breast cancer survivors in Delaware. Register with the Delaware Breast Cancer Coalition for a virtual 5K with your family, friends or organization. Join from your favorite walking or running location, show your amazing team spirit and compete to win team prizes, with all event proceeds benefitting the programs and services of the DBCC. Visit debreastcancer.org for more info.

SEPT. 12 – 192020 AIDS Walk DelawareThis year, AIDS Walk Delaware will expand from two walks on the same day to a statewide, week-long challenge, running from September 12-19. Following the most current guidelines for social distancing, people are invited to “walk” when, how, and with whom they want. For 30 years, AIDS Walk Delaware has attracted thousands of people to donate and walk in solidarity for Delawareans living with HIV. More information at aidsdelaware.org.

SEPT. 17 | 5 – 8 PM2020 Delaware Networking StationJoin the Delaware State Chamber of Commerce and Better Business Bureau of Delaware for their annual tabletop mixer at the Chase Center on the Riverfront. Network with over 120 exhibitors and 500 attendees. You’ll have the opportunity to get in front of hundreds of new contacts and prospects during the largest business to business tabletop event in Delaware. This event is free to attend. More information at dscc.com.

SEPT. 21 – 25 | 12 – 1 PMReimagine Your Remarkable LifeGreat Dames will host its first international virtual conference over five consecutive days. Through powerful and thought provoking conversations led by internationally-renowned thought leaders, the conference will encourage participants to reimagine their personal lives by overcoming obstacles and taking risks; their careers by achieving gender equity; their businesses by believing in the power of their ideas; and their communities by engaging and mobilizing others. Additionally, during the Remarkable Ideas Pitch on Thursday, Sept 24., ten women will present their business ideas for reimagining their community to compete for a $1,000 cash prize. The winner will be announced on the final day of the conference. For more information and registration visit greatdames.com/reimagine

OCT. – DEC.Export Business Trips to EuropeQuarter 2 of this year turned out differently than many expected. Yet, Export Delaware remains optimistic for the future and are making international travel plans again; but only if it can be done safely. Should they be unable to travel, the meetings will be conducted virtually. The meetings will take place either way. More information at export.delaware.gov.

NOV. 4 | 11 – 2 PM22nd Annual Superstars of Business Awards LuncheonJoin the Delaware State Chamber of Commerce at the Hotel du Pont for the Marvin S. Gilman Superstars in Business award, honoring businesses and nonprofits for their achievements and approaches to business and management. More information at dscc.com.

LOCAL MATTERSNow more than ever

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Here's how much of your

$100 purchasestays in your

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…an independentlocal store

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…a remoteonline store

(if the delivery driverresides locally)

$48 $14 $1

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interested in digital marketing

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I’m going to keep this fairly short because I think Sen. Laura Sturgeon makes a great case for remote learning in her column across the page. But I had a

visceral reaction to Sam’s column when I first read it and told him I might write a counterpoint.

Like many, I was stunned at the callous suggestion by the Brandywine School Board member who told fifth-grade teacher Abby Sipress – a decorated 18-year teaching veteran – that she should “find a new career” if she couldn’t handle the “risk” of returning to the classroom if told to by the district (and her taxpayer-employers).

Ralph Ackerman deserves censure, not Sam’s observation that he could have been more tactful. This guy is the current president of the Delaware School Boards Association and a former Brandywine School Board president. He should consider whether he’s so out of touch with the challenges and the differences between trained front-line health care workers and teachers that it’s time for him to resign from both boards and find a different way to serve his community.

I have five reasons for this view:1. At least 97,000 children tested

positive for the coronavirus during the last two weeks of July, according to a new review of state-level data by the American Academy of Pediatrics and Children's Hospital Association. The increase represents a 40% surge in the

nation's cumulative total of child cases.2. Sipress is her school’s Teacher of

the Year. I doubt that the Brandywine School District has any desire to lose her to any other school in the state that would love to have someone with that much passion, courage, or skill.

3. The district did not try “to dodge getting involved in that no-win controversy,” as Sam puts it. They were actually overly tactful in saying his email “represents one opinion from one member of our school board,” but they clearly separated themselves from his misguided point of view. Other organizations that have justifiably slammed Ackerman are right on target.

4. It is the employer’s responsibility to make sure that the workplace is safe. Ackerman himself works as a project manager for one of the state’s largest financial institutions, which has given no indication that its work-from-home (WFH) policy is nearing an end and which has bent over backward to protect those employees who deal face-to-face with customers.

5. These are children we’re talking about and some are likely to have siblings or parents who are ignoring mask and social-distancing requirements. You’re asking for trouble if you leave it to teachers and staff to police this without proper personal protective equipment.

The reality is that we’d all prefer our children be in the classroom if it’s safe. But we don’t know if it is. Remote learning is going to be a challenge for parents who continue to work from home and have to deal with this additional distraction but we will.

School districts should be sensitive

to teachers who are uncomfortable with being in a classroom during this time because of their family situations. Yes, Sam, most of us go to grocery stories and pick up prescriptions, but hopefully we’re wearing masks and practicing proper social distancing. Those who don’t are deserving of our contempt.

Maybe those teachers can lead online classes or develop curriculum for their peers if the school is using a hybrid model.

But let’s be clear. There are an increasing number of major employers who recognize their employees’ concerns and have announced long – and in some cases permanent – delays in returning to the office. We should not be talking about math equations when it comes to the workplace … or with our kids.***

As you’ve seen in this issue, we’re writing Future Of … stories that look at the post-COVID opportunities for employers. I’ve become increasingly interested in this whole idea of collaboration with WFH extending into its sixth month and the challenges that arts organizations are having (as we outline on page 6).

Arts leaders see a huge difference between collaboration and consolidation. Collaboration is growing, but they see mergers as less likely because they have “unique missions” and because of geographic barriers. I believe funders may ask them to look more closely at this issue or risk losing money to organizations serving basic needs.

But the arts sector has been pretty good at finding the natural opportunities for collaboration and cost-sharing. OperaDelaware and the Delaware

Symphony Orchestra use the same ticketing platform, so they invested in ticket scanner equipment that they share with each other.

David Stradley from Delaware Shakes says he’s seeing more organizations finding ways to collaborate.

“We have never done anything with Winterthur before, but we'll be doing an outdoor Halloween event this year. I’m talking to the Delaware Art Museum about their sculpture garden. This year’s Solioquy Walks were new. And we’re experimenting with video for people who can’t get to these smaller events,” he said.

Mark Fields has been at The Grand for 14 years and has seen a “geometric increase in collaboration and that will only continue. The Grand is home to five different artistic companies that fulfill their missions by being housed here. I wouldn’t credit that to the pandemic; it’s an ongoing evolution of the conversation. People are looking for ways to get the most value out of the resources that they have.”

But the true value of collaboration – whether it comes by Zoom or in person – was highlighted by Ray Rhodes at Christiana Cultural Arts Center in Wilmington, who said his organization is extending its hand to the Wilmington Music School, Latin American Community Center, and the Delaware Theater Company on topics around racial equality and inclusion.

“We’re working together to [facilitate] difficult conversations,” he said. “Over the next six months, humanity will be the word of the day. I think the economy will turn, the arts will return, and people will continue to go out and embrace these events.”

Amen.

Why I disagree with Sam’s views on ‘risk’ in the workplace, classroomEDITOR'S NOTEBOOK

PETER OSBORNE

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To move forward, Delaware needs a blueprint for remote learningGovernor

Carney recently announced that Delaware schools will use a hybrid of in-person classes and remote learning this fall.

Many schools, like those in the Red Clay School

District, are planning to start the year fully remote while plans to safely return to the classroom are finalized.

As a lifelong teacher, I support that approach. Many of our school buildings are crowded and poorly ventilated – half of the classrooms I taught in had no windows – and we need more time to come up with the safest, most effective return plans.

But online-only learning has its challenges, too.

Online learning didn’t get a passing grade in March when schools closed. Teachers across the state say their schools weren’t prepared for the transition. This is understandable given the novelty of the virus and unexpected measures that had to be taken to curtail spread, but months have gone by now, and we have

to do better.Public education has always been

about more than just textbooks and lesson plans – it’s about meeting our students’ different academic and social-emotional needs, sparking curiosity, and modeling critical thinking. To make online learning work, educators, parents, government officials, and the private sector need to work together on this challenge.

Step one is simply making sure each student has a computer and access to the internet. Many children in low-income families don’t have a home computer. And students in households that haven’t adopted broadband – disproportionately low-income and minority families – are at significant risk of falling further behind.

We have the ability to bridge that gap. Broadband providers stepped up this spring to offer free access to residential broadband for low-income families, and students and school districts across Delaware have received $39 million in funding through the CARES Act, which can help provide laptops, digital literacy training, and broadband.

Expensive as that step might be, the next step could be even more difficult.

Too many students reportedly went AWOL with remote learning. That appears to be as much a content issue as a computer or broadband connectivity one. Lesson plans developed for the classroom didn’t translate well online; parents and teachers say their students just didn’t find remote assignments very engaging.

We have thousands of dedicated, creative teachers here in Delaware, and I know they are working overtime to adapt to these difficult scenarios. The rest of us – in government and elsewhere – must be prepared to do our part to back them up, whether that’s with modernized curricula, technology, or other supports.

We also must ensure we don’t lose the personal touch when delivering instruction remotely. I spent 25 years teaching in public school classrooms, and I knew many kids for whom school was a refuge, a source of stability in otherwise troubled lives – a safe haven for learning and growth that disappeared when schools closed.

If we expect to make online education work, we need to ensure that students from challenging backgrounds are getting all the social and emotional support they need. As Wendy Turner, Delaware’s 2017 Teacher of the Year, has argued, “Social

and emotional learning is the foundation, the heartbeat of the classroom.”

I’m encouraged that Delaware’s Reopening School Guidance working groups have prioritized this critical piece of the puzzle. To further advance this, we could also offer social-emotional support through targeted home visits or by turning temporarily closed school buildings into support hubs offering counseling and other services.

From equipping students with computers and internet access to ensuring that each student is engaged in learning this fall while receiving the support they need, we know that tackling this year’s unprecedented challenges will take a statewide effort. Each of us has a role to play and thousands of students are depending on us to get this right.

As we approach the first day of school, I look forward to working with our many businesses, state leaders and advocates to make sure we do just that.

Laura Sturgeon (D-Brandywine) was a public-school teacher for 25 years before being elected to the Delaware State Senate, where she chairs the Senate Education Committee.

SEN. LAURA STURGEON Guest Columnist

Can you reduce workplace risk to a mathematical equation?So, what’s the

role of risk in the workplace?

What’s your Risk Quotient (RQ)?

And what’s the Hazard (H) where you work?

RQ and H each enjoy the privilege of being both technical, specific concepts, defined by particular industries, as well as general concepts. Here, I use them in a general, not specific, context.

As an employee, or self-employed, or entrepreneur, or even a volunteer, can you rid risk as an element of where you go to work?

Hardly!That seemed the crux of an issue in

July between a teacher and a Brandywine School Board member in Delaware.

She wrote her employer, concerned about risk to her health during the pandemic, if she goes back to work as a teacher, selling her services and her time to her customers: the taxpayers, their community and its children.

If you’re not comfortable with the risk in that, the school board member told her, “maybe it’s time to get another career.” (Some skeptics wondered if she was simply after “free money,” to be paid by taxpayers and not have to go to work.)

Clearly, she was telling her boss that

her RQ – defined by Wikipedia as “a measure of a person’s natural level of risk inclination” – was inadequate for the H, the Hazards, of her job working with her customers, as a public employee of the taxpayers, of serving them.

Hazard, Wikipedia defines, focusing on its more technical size, is “the ratio of the potential exposure to a substance and the level at which no adverse effects are expected. If the Hazard Quotient is calculated to be less than 1, then no adverse health effects are expected as a result of exposure. If the Hazard Quotient is greater than 1, then adverse health effects are possible.”

“The Hazard Quotient cannot be translated to a probability that a dverse health effects will occur, and is unlikely to be proportional to risk. It is especially important to note that a Hazard Quotient exceeding 1 does not necessarily mean that adverse effects will occur,” it concluded.

Employers mitigate hazard and risk all the time. Literally, they do it every day. And millions of people go to work and practice safe behaviors, doing their part to mitigate risk. But, even as risk is mitigated, it simply cannot be eliminated in life, or in living. It’s always there.

When women and men volunteer for careers in public safety, they volunteer to take on an above-average amount of risk. And they’re compensated for it, really today at about the same level as teachers are

compensated for teaching in public schools. When I volunteered for U.S. Army

service during the Vietnam War, I was volunteering to put my life on the line for my country, and its people, and what it says it represents. Some people, perhaps many, were afraid of that inherent risk, and some actually fled, or hid, to avoid that risk. Fear may have saved their lives.

Every day, as society learns more about itself, its work, its diseases, its people, the calculus of risk changes. And, clearly, not all risk can be mitigated.

Those same people who the teacher told her employer that she’s afraid of being around go food shopping, to visit the doctor, and to have meals out. They get their cars serviced at Campanella’s, their prescriptions filled at Walgreen’s, and maybe to church to worship. They literally are served by hundreds of people who have dealt with the risk and hazard calculus and decided they have a commitment, that fear will not prevail with them.

Look, I do have a “special sympathy” for the teacher in this, since four immediate members of my family have taught, or teach.

Fear is a natural data point on the continuum of human emotions, and I don’t blame her if she feels a bit overwhelmed by fear. It happens. Not all risk can be mitigated.

And, to me, her fear translates to a sense of self-importance. She seems to

feel more important than the person who takes the risk selling her food, or medicine, or servicing her car, or delivering her packages. Yes, certainly, she’s important.

At the end of the day, I come down with her employer, with the school district, its board (which tried to dodge getting involved in that no-win controversy), and the board member, who arguably could and should have used a bit more tact, diplomacy and timing in how he responded, in order not to inflame his employees.

Every job has risk, and every person encounters risk every day in life. That’s simply the way that it is.

Employers should work regularly to do what they can to reduce risk.

But employees have an equal responsibility.

After knowing and acknowledging the risk, if they find more or different risk in the job than they find comfortable for themselves, or their families, or if the risk in the workplace evolves or changes over time, then, as the School Board volunteer counseled the teacher, she should find another occupation.

That’s what I’d counsel any employee. Perhaps a bit more tactfully than the school board member did, but, nonetheless, the message would be the same.

Sam Waltz is publisher emeritus of the Delaware Business Times.

SAM WALTZ


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Supercharging Delaware’s emergence from COVID-19Families across

Delaware are doing their best to get through the COVID -19 pandemic, struggling day to day to make ends meet and manage the situation the best they can.

There is nothing more many can do, as much of the economy remains wholly or partially shut down.

Government, on the other hand, has an obligation to do more than merely manage the pandemic and hope for the best when this is all finally over. Instead, state leadership must use the opportunity to transform the state’s approach to economic development to supercharge our emergence from the pandemic – specifically by making the permitting and regulatory process more rational and predictable.

By doing so, Delaware will be better positioned to lead the region out of this economic catastrophe, put people back to work, and attract new and diverse businesses that will drive the state’s economy for years to come. Failure to do so will force the state to compete with bigger, more economically diverse states from a dead standstill.

Gov. John Carney has taken positive steps to address some underlying issues uncovered during the pandemic, including increasing access to broadband internet in Kent and Sussex counties. Too many Delawareans lacked this basic necessity of the 21st century at a time

when employees need to work at home; students go to school at a home; doctors are practicing telemedicine; and people are buying groceries online.

On Aug. 3, the governor signed an executive order that earmarks $10 million in CARES Act funding to create the Rapid Workforce Training and Redeployment Training Initiative, which will provide training and certification programs in in-demand fields for unemployed and underemployed Delawareans. It is critical that a strong link is made between the state’s efforts to attract jobs and the type of training that may be required for such jobs in the future. The Delaware Department of Labor and the Delaware Workforce Development Board, the organizations charged by the governor to implement the training initiative, and the Delaware Prosperity Partnership, the organization charged with attracting jobs to Delaware, must work together seamlessly on this initiative.

But those steps alone do far too little to prepare Delaware for life after the pandemic. We must take a long-term approach to addressing long-term challenges and guaranteeing long-term success to put Delaware on the path to success in the coming years.

One of the most important things Delaware can do now is implement the proposed Ready In 6 initiative, which is designed to cut the state’s cumbersome permitting timeline to six months to make Delaware more competitive with neighboring states.

Currently, the state’s permitting and regulatory process can stretch up to 24 months, placing Delaware at a distinct

economic development disadvantage when it comes to attracting and growing business – especially considering the approval timelines in Maryland and Pennsylvania average closer to six months.

These findings were included in an independent analysis conducted last year by professional services firm KPMG, which concludes that Delaware is missing out on economic development opportunities but has an opportunity to be more competitive.

The analysis finds, “With significant competition between states for jobs, talent and investment, an efficient permit process is critical to demonstrate a favorable business climate and provide a predictable outcome for businesses seeking to locate or expand in Delaware. Because prospective businesses target locations which can achieve permitting in as few as six months, those states with longer permit timeframes experience reduced interest and missed economic development opportunities.”

Specifically, the report recommends the state should stack permitting processes so reviews are conducted concurrently, create a permitting concierge to fast-track projects through the process, and eliminate the state’s Preliminary Land Use Service, among other steps.

Led by Secretary Jennifer Cohan, the Delaware Department of Transportation already has made progress in a number of areas, including shortening the agency’s review process from 45 days to 30 days, establishing an expedited review team to complete approvals in six months for economically significant projects and streamlining and shortening the timeline

for small business and redevelopment plans.However, it appears the Department

of Natural Resources and Environmental Control has made little or no progress in terms of making its permitting processes more efficient. State leaders seem satisfied with duplicate review processes and long review timelines that have become the norm for the agency. It’s clear that leadership from Gov. Carney is needed to make sure the agency is not a barrier to attracting or creating much-needed jobs.

There also is a clear need for infrastructure-ready sites that can be marketed to out-of-state companies wishing to bring jobs to Delaware – especially as businesses begin to consider looking outside of major metropolitan areas as part of their business continuity plans in the wake of the pandemic. That’s a significant challenge, but state leaders need to find ways to bring infrastructure to sites, involve developers in discussions about funds needed, and challenge county officials and others to identify potential sites in each county that are consistent with their long-range development plans.

The business community stands ready to support the governor, the General Assembly and county and municipal officials to build a robust and sustainable economic recovery. But we must act quickly to ensure our employers – and the economy as a whole – are able to rebound as fully as possible and Delaware is in a better position to compete with other states for much-needed jobs.

Robert W. Perkins is executive director of the Delaware Business Roundtable.

ROBERT W. PERKINSGuest Columnist

Finding business opportunities in the face of a global pandemicWhen I was 18,

my sister gave me the poem “You Can Be Whatever You Want to Be” by Donna Levine. The first stanza states: “There is inside you all of the potential to be whatever you

want to be — all of the energy to do whatever you want to do.”

I carry that poem in my wallet. I read it when I lost a job and when I started The Archer Group with Lee Mikles. I reread it when my family drove to San Francisco to live. And I pulled it out when I returned to Wilmington with a new company, CompassRed. I am now reading it daily.

Here is what I’ve learned: Disruptions allow us to reinvent ourselves and to be who — and what — we want to be. The disrupter might be a job loss, a bankruptcy or a pandemic that temporarily brings

global businesses to a halt.As Delaware goes through the phases

of changing to a new normal, we have the chance to re-imagine what we want to do with our lives and make changes. We shouldn’t fear this period of uncertainty; we should fear wasting it before the “new normal” takes hold.

Face the WindYou have no control over some

disruptions, such as a pandemic. But you can also create them, Take, for instance, quitting a job or relocating a company. I’ve seen both sides.

In 1997, I was the first person hired at a Philadelphia IT startup. I was let go just as the dot-com bubble burst. I told my wife: “This could be the best day of my life or it could be the worst.”

It was 2002, and we’d just had our second child. We had a new Volvo in the driveway. Less than a year later, Lee Mikles and I started The Archer Group to focus on internet marketing. Lee and I had met at a Fast Company meetup. Coincidentally,

Fast Company became a client.People often told us that we didn’t

operate like other ad agencies. Internet marketing was new and so far beyond the Mad Men era. Breaking the mold was part of our mission. (Lee, by the way, is now the co-owner of Grain Craft Bar + Kitchen, which has four locations — quite a pivot!)

When Lee and I handed the reins to our partners, it was time to explore new options. I started a predictive analytics and insights company in San Francisco, an IT hub. The costs of running a California company and household were exorbitant. We returned to Delaware, where we still had a home and brought CompassRed with us. In Delaware, we were spearheading a growing sector.

You can reap rewards when you don’t do what’s expected. When the pandemic hit, many small companies nixed summer internship programs. By continuing to accept applications, we secured some of the most promising talent in the nation. We hired twice as many with the knowledge

they could become future employees.Libraries, known for print books,

have put programming online and watched audio and e-reader rentals soar. Restaurants have become markets by selling top-quality frozen and fresh meats and even toilet paper to stay afloat.

Today we are in a zone in which society and governments are establishing procedures and policies. Some call it the “gray zone.” Before the light turns green — and the community settles into a new groove — see what you can do differently to reach your goals.

As poet Donna Levine wrote: “One morning you will awake to find you are the person you dreamed of — doing what you want to do — simply because you had the courage to believe in your potential and to hold on to your dream.”

With more than 30 years of experience in how data can change decisions, directions and lives, Patrick Callahan is the founding partner of CompassRed Inc., a data and analytics agency based in Wilmington.

PATRICK CALLAHANGuest Columnist


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