Enterprise

Unlocking Transformative Development 2026-01-19 06:34:18

Unlocking Transformative Development

Spanish VersionIn Toledo, Ohio, the city established a $37 million loan pool to provide financing for housing rehabilitation, real property acquisition, and economic development. In Oakland, California, a $34 million loan pool supports developers operating in historically underinvested neighborhoods. Both cities tapped into HUD’s Section 108 loan guarantee program, which provides communities of all sizes with low-cost, long-term, fixed-rate financing to support a wide range of housing, economic and community development projects. Increasingly, access to flexible financing is a critical need for jurisdictions looking to drive economic growth and revitalize communities. Enterprise Advisor’s new Section 108 Implementation Guide, Leveraging HUD’s Section 108 Loan Guarantee Program for Equitable Development — funded by the Robert Wood Johnson Foundation — is a comprehensive resource designed to help local governments utilize HUD’s Section 108 Loan Guarantee Program to finance transformative projects. The Section 108 program, which allows states, counties, and cities to borrow up to five times their annual CDBG allocation, remains largely underused, with more than half of eligible jurisdictions yet to access their Section 108 Loan Authority. By providing communities with the knowledge and resources needed to navigate this program, we aim to empower more communities to unlock opportunities for equitable growth and development.How our Guide can help:For local governments looking to finance catalytic projects, our Section 108 Implementation Guide serves as a roadmap for success, providing:Overview of the program’s structure, eligibility requirements, and application processBenchmarks to help grantees assess their readiness to applyStrategies for building internal and external capacity to support a Section 108 loan poolBest practices for establishing a strategy-driven Section 108 loan poolGuidance on creating an effective delivery system for a Section 108 loan poolApproaches for leveraging 108 with other common sources of fundingThe Guide also showcases successful projects across the country to illustrate how communities are using Section 108 to achieve their development goals.Cities Leading the Way with Section 108 With funding from the Robert Wood Johnson Foundation, Enterprise Advisors is providing technical support to a cohort of cities, helping them access Section 108 financing and deploy it for transformational projects. We highlight two cities that are effectively using Section 108 to drive impactful development projects.Toledo, OhioToledo, Ohio used Section 108 funding to establish a $37 million loan pool — launched in 2022 — to provide financing for projects that focus on housing rehabilitation, real property acquisition, economic development, and public facilities. While the loan pool is available citywide to eligible borrowers, the city prioritizes projects that support investments in communities of color or those led by BIPOC developers, businesses, or organizations. The city is also prioritizing the renovation of public facilities across the city, including senior centers and community centers.  Oakland, CaliforniaLaunched in late 2023, Oakland’s $34 million Section 108 Loan Pool supports developers operating in historically under resourced neighborhoods. The city is proposing to use approximately $9 million in Section 108 funds to support the acquisition of a multi-family building with 81 affordable units in Oakland’s Fruitvale District by The Unity Council – a non-profit social equity development enterprise with a more than 60-year legacy in Fruitvale that is planning to preserve 80 units as affordable rental housing.   “Oakland Housing and Community Development Department (HCD) is grateful for the technical assistance provided by Enterprise to utilize the City’s Section 108 Loan Pool for deeply needed affordable housing units,” said Emily Weinstein, Director of HCD. “The HCD/Enterprise partnership is instrumental to understanding, accessing, and ultimately spending these funds.”Ready to explore how Section 108 can support your city’s development goals? Download our guide and take the next step toward transformative community development.For additional insights on how to access and leverage Section 108 financing please contact Advisors at section108@enterprisecommunity.org(link sends email).Related Topics:Advisory Services and Technical Assistance

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Helping Eastern Kentucky Recover from Devastating Floods 2026-01-04 21:05:27

Helping Eastern Kentucky Recover from Devastating Floods

A capacity-building grant from Enterprise allowed HDA to hire a flood construction specialist to help communities recover faster.In July of 2022, a thousand-year flood swept through eastern Kentucky leading to the loss of 44 lives and destroying and damaging thousands of houses. One of the worst floods in the state’s history, 13 counties(link is external) were declared disaster areas, and the long, arduous recovery process began in this remote, impoverished region.These close-knit communities are turning to trusted local nonprofits like the Housing Development Alliance(link is external) (HDA) to help rebuild their homes and lives. Through a Section 4 capacity building grant from Enterprise, the 30-year nonprofit brought on a flood construction specialist to help manage the rehabilitation of the damaged homes.Deepening the Housing CrisisSince 1993, HDA has addressed the critical need for quality, affordable homes. Many families in Breathitt, Knot, Leslie, and Perry counties lived in substandard conditions—some without running water—and in overcrowded, unsafe homes before the floods.The disaster exacerbated already challenging conditions for many families. Nearly 75 percent of the housing damaged from the flood occurred in just four counties—Breathitt, Knott, Letcher, and Perry—which comprised 22 percent of the occupied homes. Many of the flood survivors are elderly, living on fixed incomes and earning less than $30,000 per year, making it difficult to replace or repair their homes on their own. About 95 percent of those affected in HDA’s service area did not have flood insurance because the premiums were cost-prohibitive to low-income homeowners.In many cases, seniors and families continue to live in their damaged homes, unable to find the resources to rebuild or relocate.Creating Housing Outside the FloodplainsOne of the challenges HDA faces in recovery is finding suitable land for new homes. While large tracts of land are being bought or donated, the sites are often undeveloped, and HDA has not been able to build new homes on higher-ground. HDA is now focused on scattered sites that they have in Perry County and other areas outside of the flood zone until larger parcels can be acquired. This challenge is made more difficult due to the rocky ground, traces of chemicals from strip mining, and a lack of topsoil for gardening, which people in the community rely on and love for their gardening needs.ImageDosha Combs, whose home was destroyed by floods in Lost Creek, received a used trailer from her daughter. HDA helped make it livable by building a porch, adding a ramp, installing new windows, doors, flooring, and an HVAC system. Despite these challenges, HDA has built 32 new homes for flood survivors on scattered sites and completed 102 rehabs, where homes required two to three major repairs.  Of the 3,293 homes damaged(link is external) by the flood where HAD works, 500 were destroyed, and 11,480 people were directly impacted by the disaster.With less than 100,000 people in total across the region, HDA is working with over 150 flood survivors who still need assistance with home repairs.“At the time of the flood, we were not receiving direct federal funding for emergency repairs, and we had to scramble to find resources and capacity to handle the recovery work while continuing our ongoing affordable housing efforts,” said Mindy Miller, HAD’s director of development and communications. “That’s where the funding for the flood construction specialist position has made a huge difference.”The Section 4 capacity grant helped HDA retain a dedicated staff member who focuses exclusively on flood recovery, allowing the rehabilitation crews to work faster and more efficiently.Partnerships and Commitment to Housing ResilienceHDA is a key member of the Housing Can’t Wait(link is external) coalition, a grassroots initiative involving other nonprofit developers working to build new homes and rehab existing homes for flood survivors and low-income families across the counties they serve. This collaboration is crucial to tackling the housing crisis in the region, which has worsened since the flood.In the next 18 months, HDA plans to rehab 50 flood-damaged homes while continuing to focus on rebuilding stronger, safer communities at risk of future flooding. Their efforts will include flood-resistant designs and elevating homes where possible to ensure long-term resilience. The work aims to rebuild lives and create a path to safety, stability, and resilience for generations to come.  Related Topics:Section 4Preservation and ProductionResilienceRural Communities

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  • 2026-01-01 12:47:17

    Trump-Vance Administration Releases Full President’s Budget Request for FY26

    President Trump has released his request for the Fiscal Year 2026 (FY26) budget(link is external), signaling the administration’s priorities and providing a jumping off point for the congressional appropriations process for FY26. The president’s budget request proposes significant reductions or elimination of major housing and community development programs. The budget request, while not legally binding, builds on the administration’s broader efforts to reduce federal spending and the federal government’s role in housing and community development programs. When the administration released a preview of the president’s budget request, Enterprise CEO and President Shaun Donovan released a statement on the impact of the budget plan, stating that the proposed spending cuts “will only worsen the historic housing crisis and erase hard-fought progress toward building affordable housing.” Enterprise will continue to advocate for congress to provide robust funding levels for affordable housing, community development, homelessness, and resilience programs in FY26. Here’s an overview of the administration’s housing, homelessness, and community development proposals:U.S. Department of Housing and Urban Development (HUD)Overall, the request calls for HUD(link is external) to be funded at $43.5 billion, a $45.6 billion (51%) decrease from FY25 levels. Some highlights include:Consolidation of ProgramsHUD’s Rental Assistance ProgramsThe budget proposes eliminating all of HUD’s rental assistance programs including: Tenant-Based Rental Assistance (Housing Choice Vouchers), funded at $36 billion in FY25Project-Based Rental Assistance, funded at $16.49 billion in FY25Public Housing, funded at $8.9 billion in FY25Section 202 Housing for the Elderly, funded at $931.4 million in FY25Section 811 Housing for Persons with Disabilities, funded at $256.7 million in FY25The President’s Budget Request proposes to replace these programs with a state-based formula grant program for local governments to design their own rental assistance initiatives based on their needs and preferences. The State Rental Assistance Program is proposed to be funded at $36.2 billion, which includes $4.4 billion in advance appropriations for FY27 and $25 million for youth aging out of foster care. This would be a $26 billion (43%) cut to HUD’s rental assistance programs. This program would institute a two-year cap on rental assistance for able-bodied adults and would prioritize the elderly and persons with disabilities. Homeless Assistance Grants and Housing Opportunities for Persons with AidsThe budget would also consolidate the Homeless Assistance Grant (HAG) programs and the Housing Opportunities for Persons with Aids (HOPWA) into the Emergency Solutions Grant program (ESG). HAG is proposed to be funded at $4.024 billion, all of which is allocated to the ESG program and none to the other HAG programs such as the Continuum of Care program. The proposal would also provide no funding for the HOPWA program. Elimination of ProgramsCommunity Development Fund. $3.3 billion was provided for the Community Development Block Grant (CDBG) program in FY25. It would also eliminate funding for the Pathways to Removing Obstacles (PRO) Housing grants, which received $100 million in FY25.HOME Investment Partnership Program, which received $1.25 billion in FY25Choice Neighborhoods Initiative, which received $75 million in FY25Family Self-Sufficiency (FSS), which received $125 million in FY25Preservation and Reinvestment Initiative for Community Enhancement (PRICE) program, which received $10 million in FY25Programs with Significant Reductions$16 million for the Section 4 program, a $26 million (62%) decrease from FY25$26 million for the Fair Housing Activities, a $60.4 million (70%) decrease from FY25. The proposal maintains the funding for the Fair Housing Assistance Program (FHAP) but would eliminate funding for the Fair Housing Initiatives Program (FHIP) and the National Fair Housing Training Academy.$887 million for Native American Programs, a $457 million (34%) decrease from FY25. The proposal would eliminate the competitive portion of the Indian Housing Block Grant program which was funded at $150 million in FY25; reduce the Indian CDBG program to $5 million, a $70 million (93%) decrease from FY25, and reduce the formula Indian Housing Block Grant program by a $239 million (22%) decrease from FY25. U.S. Department of Treasury The budget request provides $133 million for the Community Development Financial Institutions (CDFI) Fund(link is external). This is a $291 million (59%) decrease from FY25 enacted. The budget proposes $100 million for a new Rural Financial Assistance (FA) program to support investment and spur economic development in rural communities. This new program would require 60% of CDFIs’ loans and investments to go to rural areas. The remaining $33 million would be to support the Rural FA program, the New Markets Tax Credit (NMTC), and the CDFI Bond Guarantee program. The budget proposes no funding for any of the other CDFI programs such as the Native American CDFI Assistance Program and the Bank Enterprise Award Program.U.S. Department of Agriculture (USDA)The president’s FY26 budget request includes $23 billion in discretionary funding for USDA,(link is external) a $6.7 billion (23%) decrease from FY25. Note, the FY25 continuing resolution allowed the shifting of funding between USDA programs. Therefore, the amounts for some programs are different than they were in FY24. Some highlights for rural housing service programs include:$1.715 billion for Section 521 Rental Assistance, $73 million (4.4%) above FY25 enactedZeroing out the Section 502 Single Family Housing Direct Loan Program, which received $716 million in FY25. It would also zero out the Tribal Direct Relending Pilot, which was funded at $4.6 million in FY25. This proposal would also continue to provide authority for the mortgage decoupling pilot.$400 million for the USDA Section 538 guaranteed loans to preserve and rehabilitate USDA rental housing, level with FY25$50 million for the Section 515 Rural Rental Housing program, $3 million (6%) above FY25$23.97 million for the Multi-family Housing Preservation and Revitalization Program, $10 million (29.5%) below FY25 enactedOther Related Programs/AgenciesElimination of the United States Interagency Council on Homelessness (USICH), with $250,000 in funding to close out the agencyElimination of the Neighborhood Reinvestment Corporation (NeighborWorks America), with $27 million in funding to close out the agencyElimination of Health and Human Service’s Low-Income Home Energy Assistance Program (LIHEAP), funded at $4.025 billion in FY25Elimination of Department of Energy’s Weatherization Assistance Program (WAP), funded at $326 million in FY25A breakdown of the affordable housing and community development spending levels can be found in our Fiscal Year 2026 Budget Request and Appropriations Chart. Enterprise will continue our work in the 119th Congress, engaging with lawmakers, the Administration, and our partners to advocate for robust funding for housing, community development, homelessness, and resiliency programs. To stay up to date with critical housing policy news,subscribeto our bi-monthly Capitol Express newsletter. Related Topics:Policy

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  • 2026-01-06 23:50:15

    Advancing Key Updates to Federal Disaster Recovery Program

    As disasters increase in frequency and severity, it is more critical than ever to ensure disaster recovery programs are effective and responsive to the needs of impacted communities. Enterprise has long advocated for policies that promote resilience, efficiency, and adaptability in disaster recovery efforts, particularly around the Community Development Block Grant Disaster Recovery (CDBG-DR) program, which is the only source for federal long-term disaster housing recovery funding. We’re proud to have played a pivotal role in shaping the U.S. Department of Housing and Urban Development’s (HUD) recently released Universal Notice(link is external) for the CDBG-DR program. Published on January 7, this notice reflects many of the priorities Enterprise has long worked with HUD to advance, aimed at improving the program’s flexibility and impact. This notice establishes a clear framework for the requirements tied to the $12 billion in CDBG-DR funds allocated by Congress through the most recent continuing resolution(link is external), part of a $100 billion supplemental appropriations package to support disaster recovery efforts across 23 states and one territory affected by disasters in 2023 and 2024. Notably, the framework includes enhanced opportunities for collaboration with Community Development Financial Institutions (CDFIs), which play a vital role in delivering resources to communities in need.The Universal Notice includes the following key updates to enhance disaster recovery efforts:Support for Affordable Housing: Explicitly allowing CDBG-DR funds to pay off post-disaster, pre-award private-sector bridge loans for multifamily affordable housing, easing the financial burden on local communities and helping them recover more quickly.Focus on Preparedness and Resilience: Introducing new eligible activities focused on local disaster preparedness and resilience, empowering communities to be better prepared for future disasters while recovering from current impacts.Streamlined Processes: Aligning environmental review and community-driven relocation requirements with Federal Emergency Management Agency (FEMA) standards, streamlining processes for affected communities.Community Engagement: Establishing a citizen advisory group of community members who reflect the demographics of the disaster-impacted area to provide ongoing input, guidance, and recommendations throughout the grant's lifecycle.Fair Allocation of Funds: Ensuring that funds are allocated to communities in proportion to their needs, covering housing, infrastructure, economic development, and programs for both homeowners and renters.Flexible Ownership Documentation: Allowing alternative methods for documenting ownership of homes damaged by disasters, such as deeds, titles, mortgage papers, tax receipts, home insurance, purchase contracts, wills or affidavits, repair receipts, court documents, letters from manufactured housing community owners or public officials, self-certification, and utility bills.The Universal Notice provides clear, consistent guidance for grantees, ensuring that recovery efforts can move forward with fewer delays. These updates pave the way for a more inclusive and efficient disaster recovery process, ensuring that communities hardest hit by natural disasters are supported in their rebuilding efforts.While the Universal Notice marks a significant step forward, more work remains to ensure the CDBG-DR program can meet the growing demands of disaster recovery. Enterprise urges Congress to permanently authorize the CDBG-DR program in statute. Codifying the program would allow HUD to expedite the distribution of resources, ensuring that funds are delivered more quickly and efficiently to the communities that need them most. We are proud to have contributed to shaping this framework, which will help thousands of families and individuals impacted by disasters from the last two years, and in the new Administration, Enterprise remains committed to advocating for solutions that help communities withstand and recover from natural disasters.

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  • 2026-01-15 21:42:04

    An Affordable Housing and Climate Victory in Sacramento

    Berkeley Way and the Hope Center. Photo By Bruce DamonteIn a significant policy win with far-reaching implications for housing and climate equity, California lawmakers reauthorized the state’s cap-and-trade program—now renamed cap and invest. The move not only extends the state’s signature climate policy but also guarantees a dedicated stream of funding for affordable housing and sustainable transportation.The legislation ensures that a key program, Affordable Housing and Sustainable Communities (AHSC), will now receive $800 million annually through 2045. This long-term funding commitment provides stability for one of California’s most important housing and climate programs, which to date has invested $4 billion in affordable housing and transit and reduced greenhouse gas (GHG) emissions by 5.7 million metric tons.The Legislature passed the reauthorization through Assembly Bill 1207(link is external) and Senate Bill 840(link is external) on September 13, both of which Gov. Gavin Newsom signed into law on September 19. AB 1207 extends and makes minor adjustments to the cap-and-invest program mechanism, including topics such as free allowances, offsets, price ceilings, climate credits, program administration, and oversight. Meanwhile, SB 840 focuses exclusively on the funding allocation plan for dollars generated by the cap-and-invest auctions, also known as the Greenhouse Gas Reduction Fund (GGRF).   Our team is proud to have worked with housing, transportation, and environmental partners up and down the state to advocate for AHSC funding, as well as for funding for two core sustainable transportation programs: the Transit and Intercity Rail Capital Program (TIRCP) and the Low Carbon Transit Operations Program (LCTOP), which will receive $400 and $200 million annually, respectively. Enterprise advocated fiercely for these programs, and our team was thrilled to stand with 50+ partners in support of this funding deal.The Deal DetailsThe final deal struck by the Legislature and the Governor makes several changes to how the cap-and-invest dollars will be spent, detailed in Senate Bill 840, including how funds will flow to the AHSC program. Previously, proceeds from cap-and-trade auctions were allocated to programs through the Greenhouse Gas Reduction Fund (GGRF), and AHSC received a standing 20 percent of the GGRF each year, which fluctuated with annual cap-and-trade proceeds. With this new agreement, AHSC will instead receive a flat amount of $800 million annually, subject to a detailed waterfall of funding.   Specifically, beginning in the 2026–2027 fiscal year, the GGRF funds will be allocated in the following priority order.First, to fund a variety of prior legislative commitments related to fire prevention, manufacturing, and legislative oversight of the cap-and-invest program (estimated to be less than $250 million).Second, to provide $1 billion for high-speed rail.Third, to provide $1 billion for Legislature-determined priorities each year.Fourth, to provide specific dollar allocations for the following programs:$800 million for AHSC$400 million for TIRCP$250 million for community air protection programs$200 million for LCTOP$200 million for other fire prevention programs$130 million for safe drinking waterImageAHSC Impact, Rounds 1 - 8 SB 840 also states that if there is a year when the cap-and-trade proceeds are insufficient to cover the full suite of programs, prior legislative commitments, high-speed rail, and legislature priorities – items (a), (b), and (c) –  will be funded first, and the other programs – programs under (d) – will receive proportional reductions, as determined by the Department of Finance. There are benefits and drawbacks to this funding structure as it pertains to the AHSC program. AHSC is now lower in the funding order and stands the risk of receiving less funding if the cap-and-invest auctions proceed poorly. Additionally, AHSC will not automatically benefit from a surge in cap-and-invest proceeds if the auctions perform especially well. However, AHSC has always been subject to fluctuations in auctions, and the $800 million allocation is more than AHSC has often received historically.Telling the Story of AHSCImageWinning substantial, sustained funding for AHSC was the result of persistent advocacy from Enterprise and a broad coalition of partners. The advocacy over the past nine months focused on telling the story of the AHSC program, highlighting its significant contributions to greenhouse gas emission reductions, and elevating its impacts on low-income communities across California. With a new cohort of legislators and staff, it was critical to educate members and their teams on the AHSC program, including its purpose, funding, and role in advancing the state’s climate, housing, and equity goals.  Each year, Enterprise and the California Housing Partnership(link is external) release an annual AHSC impact report to quantify the program's impact. As discussed in the report, housing and transportation contribute around one-third of California’s GHG emissions. To help mitigate this, AHSC funds infill affordable housing development paired with sustainable transportation and climate investments.These transformative developments encourage residents to take advantage of accessible public transit and bike and pedestrian infrastructure, minimizing the use of cars and reducing greenhouse gas emissions in the process. This shift in development and land use patterns decreases reliance on driving while connecting residents to amenities, services, and economic opportunities.  ImageAHSC Awards: Senate District 16 - Senator Melissa Hurtado: This district map shows the awarded AHSC developments within Senate District 16 in the San Joaquin Valley. One powerful advocacy tool developed this year was AHSC profiles for specific legislative districts. These profiles showcased the program’s local impacts and were crucial for educating staff and cultivating champions within the Legislature. Profiles that highlighted completed AHSC developments helped to ground our advocacy by making program investments more tangible.These district profiles also helped highlight how the program benefits communities across the state and is flexible enough to meet the needs of California’s diverse geography – from rural areas of the Central Valley to the urban centers of the Bay Area and Los Angeles.  Every meeting, phone call, email, site visit, and social media post from our partners across the state contributed to our mission to make the AHSC program undeniable — and we achieved that goal. We are deeply grateful to our partners who worked with us tirelessly in this effort.What Comes NextAlongside our partners, we will continue to stay engaged in Sacramento as the cap-and-invest agreement moves forward. We will track any potential follow-up legislation and how the cap-and-invest auctions perform once the legislation goes into effect. We will also advocate for any additional funding for AHSC, should that be necessary.   In the meantime, we join our partners in celebrating this important win for affordable housing, sustainable transportation, and our broader climate and equity goals for California.Related Topics:Policy Northern CaliforniaSouthern California

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Trump-Vance Administration Releases Full President’s Budget Request for FY26 2026-01-01 12:47:17

Trump-Vance Administration Releases Full President’s Budget Request for FY26

President Trump has released his request for the Fiscal Year 2026 (FY26) budget(link is external), signaling the administration’s priorities and providing a jumping off point for the congressional appropriations process for FY26. The president’s budget request proposes significant reductions or elimination of major housing and community development programs. The budget request, while not legally binding, builds on the administration’s broader efforts to reduce federal spending and the federal government’s role in housing and community development programs. When the administration released a preview of the president’s budget request, Enterprise CEO and President Shaun Donovan released a statement on the impact of the budget plan, stating that the proposed spending cuts “will only worsen the historic housing crisis and erase hard-fought progress toward building affordable housing.” Enterprise will continue to advocate for congress to provide robust funding levels for affordable housing, community development, homelessness, and resilience programs in FY26. Here’s an overview of the administration’s housing, homelessness, and community development proposals:U.S. Department of Housing and Urban Development (HUD)Overall, the request calls for HUD(link is external) to be funded at $43.5 billion, a $45.6 billion (51%) decrease from FY25 levels. Some highlights include:Consolidation of ProgramsHUD’s Rental Assistance ProgramsThe budget proposes eliminating all of HUD’s rental assistance programs including: Tenant-Based Rental Assistance (Housing Choice Vouchers), funded at $36 billion in FY25Project-Based Rental Assistance, funded at $16.49 billion in FY25Public Housing, funded at $8.9 billion in FY25Section 202 Housing for the Elderly, funded at $931.4 million in FY25Section 811 Housing for Persons with Disabilities, funded at $256.7 million in FY25The President’s Budget Request proposes to replace these programs with a state-based formula grant program for local governments to design their own rental assistance initiatives based on their needs and preferences. The State Rental Assistance Program is proposed to be funded at $36.2 billion, which includes $4.4 billion in advance appropriations for FY27 and $25 million for youth aging out of foster care. This would be a $26 billion (43%) cut to HUD’s rental assistance programs. This program would institute a two-year cap on rental assistance for able-bodied adults and would prioritize the elderly and persons with disabilities. Homeless Assistance Grants and Housing Opportunities for Persons with AidsThe budget would also consolidate the Homeless Assistance Grant (HAG) programs and the Housing Opportunities for Persons with Aids (HOPWA) into the Emergency Solutions Grant program (ESG). HAG is proposed to be funded at $4.024 billion, all of which is allocated to the ESG program and none to the other HAG programs such as the Continuum of Care program. The proposal would also provide no funding for the HOPWA program. Elimination of ProgramsCommunity Development Fund. $3.3 billion was provided for the Community Development Block Grant (CDBG) program in FY25. It would also eliminate funding for the Pathways to Removing Obstacles (PRO) Housing grants, which received $100 million in FY25.HOME Investment Partnership Program, which received $1.25 billion in FY25Choice Neighborhoods Initiative, which received $75 million in FY25Family Self-Sufficiency (FSS), which received $125 million in FY25Preservation and Reinvestment Initiative for Community Enhancement (PRICE) program, which received $10 million in FY25Programs with Significant Reductions$16 million for the Section 4 program, a $26 million (62%) decrease from FY25$26 million for the Fair Housing Activities, a $60.4 million (70%) decrease from FY25. The proposal maintains the funding for the Fair Housing Assistance Program (FHAP) but would eliminate funding for the Fair Housing Initiatives Program (FHIP) and the National Fair Housing Training Academy.$887 million for Native American Programs, a $457 million (34%) decrease from FY25. The proposal would eliminate the competitive portion of the Indian Housing Block Grant program which was funded at $150 million in FY25; reduce the Indian CDBG program to $5 million, a $70 million (93%) decrease from FY25, and reduce the formula Indian Housing Block Grant program by a $239 million (22%) decrease from FY25. U.S. Department of Treasury The budget request provides $133 million for the Community Development Financial Institutions (CDFI) Fund(link is external). This is a $291 million (59%) decrease from FY25 enacted. The budget proposes $100 million for a new Rural Financial Assistance (FA) program to support investment and spur economic development in rural communities. This new program would require 60% of CDFIs’ loans and investments to go to rural areas. The remaining $33 million would be to support the Rural FA program, the New Markets Tax Credit (NMTC), and the CDFI Bond Guarantee program. The budget proposes no funding for any of the other CDFI programs such as the Native American CDFI Assistance Program and the Bank Enterprise Award Program.U.S. Department of Agriculture (USDA)The president’s FY26 budget request includes $23 billion in discretionary funding for USDA,(link is external) a $6.7 billion (23%) decrease from FY25. Note, the FY25 continuing resolution allowed the shifting of funding between USDA programs. Therefore, the amounts for some programs are different than they were in FY24. Some highlights for rural housing service programs include:$1.715 billion for Section 521 Rental Assistance, $73 million (4.4%) above FY25 enactedZeroing out the Section 502 Single Family Housing Direct Loan Program, which received $716 million in FY25. It would also zero out the Tribal Direct Relending Pilot, which was funded at $4.6 million in FY25. This proposal would also continue to provide authority for the mortgage decoupling pilot.$400 million for the USDA Section 538 guaranteed loans to preserve and rehabilitate USDA rental housing, level with FY25$50 million for the Section 515 Rural Rental Housing program, $3 million (6%) above FY25$23.97 million for the Multi-family Housing Preservation and Revitalization Program, $10 million (29.5%) below FY25 enactedOther Related Programs/AgenciesElimination of the United States Interagency Council on Homelessness (USICH), with $250,000 in funding to close out the agencyElimination of the Neighborhood Reinvestment Corporation (NeighborWorks America), with $27 million in funding to close out the agencyElimination of Health and Human Service’s Low-Income Home Energy Assistance Program (LIHEAP), funded at $4.025 billion in FY25Elimination of Department of Energy’s Weatherization Assistance Program (WAP), funded at $326 million in FY25A breakdown of the affordable housing and community development spending levels can be found in our Fiscal Year 2026 Budget Request and Appropriations Chart. Enterprise will continue our work in the 119th Congress, engaging with lawmakers, the Administration, and our partners to advocate for robust funding for housing, community development, homelessness, and resiliency programs. To stay up to date with critical housing policy news,subscribeto our bi-monthly Capitol Express newsletter. Related Topics:Policy

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Editor’s letter: Where to look for inspiration and how to act on it 2025-11-26 11:35:40

Editor’s letter: Where to look for inspiration and how to act on it

People used to say that everyone had a book in them. Today there’s a creeping sense that every Jeff, Arianna and Elon is sitting on a business idea that can change the world – and not always for the better. But what makes a worthwhile business and what does it take to nudge people into starting one? Where and how does inspiration strike? And what do they learn along the way?Metaphors only stretch so far but the publishing parallels run throughout this issue ofThe Entrepreneurs, Monocle’s handbook for budding business owners and anyone looking to pen the next section of their own story. So where to begin? Well, Jaime Daez of Fully Booked had little to no experience in retail when he began selling the architecture magazines that became the basis of his now thriving business, one of the Philippines’ leading bookshop chains. Good ideas can start small before growing in volume. Just look at Deezer, the Paris-based music-streaming service that pays artists fairly.Expo, Tokyo.Honing your craft can take timeWe also speak to career-switchers – one of whom traded his dreams of being a rock star to reinvent the toaster (he knows which side his bread’s buttered). We also solicit some advice from fashion firms on when to start, pivot and say a fond farewell. The business life cycle is celebrated too, from the ups and downs to the unexpected twists and turns.Running your own concern takes graft but humbler company heads admit that there’s an element of being in the right place at the right time too. No, not in California: that moment has passed. Instead, we shine a light on Mexico, where entrepreneurs are rethinking everything from aviation to the art scene. We also visit Côte D’Ivoire to capture a moment of extraordinary optimism and opportunity in Francophone West Africa.Elsewhere, we meet the CEO penning fresh lines at family-run firm Bic, which makes products that many people have but few feel they own, and the developers creating desirable new workspaces on Wall Street, where a fightback against remote working is in full swing.We also profile three artisans crafting wares in the hearts of Florence, Tokyo and Stockholm in our visually appealing Expo – it’s about the businesses, of course, but also a meditation on what we all lose when cities become the exclusive remit of those with fat wallets, service jobs or white collars.The idea of “making it”, of what success actually looks like, remains subjective. Most of the businesses featured across our pages, however, aim to give a little back. Perhaps they endeavour to include their neighbourhoods in their activities, improve the lives of their staff or solve problems without costing us the earth (figuratively or literally). So, whether you’re looking to start writing a fresh chapter or toss away the old manuscript and begin again with a blank sheet, we’ve got ideas aplenty and stories to share. Isn’t it time to turn the page?

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Advancing Key Updates to Federal Disaster Recovery Program 2026-01-06 23:50:15

Advancing Key Updates to Federal Disaster Recovery Program

As disasters increase in frequency and severity, it is more critical than ever to ensure disaster recovery programs are effective and responsive to the needs of impacted communities. Enterprise has long advocated for policies that promote resilience, efficiency, and adaptability in disaster recovery efforts, particularly around the Community Development Block Grant Disaster Recovery (CDBG-DR) program, which is the only source for federal long-term disaster housing recovery funding. We’re proud to have played a pivotal role in shaping the U.S. Department of Housing and Urban Development’s (HUD) recently released Universal Notice(link is external) for the CDBG-DR program. Published on January 7, this notice reflects many of the priorities Enterprise has long worked with HUD to advance, aimed at improving the program’s flexibility and impact. This notice establishes a clear framework for the requirements tied to the $12 billion in CDBG-DR funds allocated by Congress through the most recent continuing resolution(link is external), part of a $100 billion supplemental appropriations package to support disaster recovery efforts across 23 states and one territory affected by disasters in 2023 and 2024. Notably, the framework includes enhanced opportunities for collaboration with Community Development Financial Institutions (CDFIs), which play a vital role in delivering resources to communities in need.The Universal Notice includes the following key updates to enhance disaster recovery efforts:Support for Affordable Housing: Explicitly allowing CDBG-DR funds to pay off post-disaster, pre-award private-sector bridge loans for multifamily affordable housing, easing the financial burden on local communities and helping them recover more quickly.Focus on Preparedness and Resilience: Introducing new eligible activities focused on local disaster preparedness and resilience, empowering communities to be better prepared for future disasters while recovering from current impacts.Streamlined Processes: Aligning environmental review and community-driven relocation requirements with Federal Emergency Management Agency (FEMA) standards, streamlining processes for affected communities.Community Engagement: Establishing a citizen advisory group of community members who reflect the demographics of the disaster-impacted area to provide ongoing input, guidance, and recommendations throughout the grant's lifecycle.Fair Allocation of Funds: Ensuring that funds are allocated to communities in proportion to their needs, covering housing, infrastructure, economic development, and programs for both homeowners and renters.Flexible Ownership Documentation: Allowing alternative methods for documenting ownership of homes damaged by disasters, such as deeds, titles, mortgage papers, tax receipts, home insurance, purchase contracts, wills or affidavits, repair receipts, court documents, letters from manufactured housing community owners or public officials, self-certification, and utility bills.The Universal Notice provides clear, consistent guidance for grantees, ensuring that recovery efforts can move forward with fewer delays. These updates pave the way for a more inclusive and efficient disaster recovery process, ensuring that communities hardest hit by natural disasters are supported in their rebuilding efforts.While the Universal Notice marks a significant step forward, more work remains to ensure the CDBG-DR program can meet the growing demands of disaster recovery. Enterprise urges Congress to permanently authorize the CDBG-DR program in statute. Codifying the program would allow HUD to expedite the distribution of resources, ensuring that funds are delivered more quickly and efficiently to the communities that need them most. We are proud to have contributed to shaping this framework, which will help thousands of families and individuals impacted by disasters from the last two years, and in the new Administration, Enterprise remains committed to advocating for solutions that help communities withstand and recover from natural disasters.

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Impax CEO: US opportunities ‘much greater than we’ve ever had’ 2025-12-04 10:21:24

Impax CEO: US opportunities ‘much greater than we’ve ever had’

ShareResize'There is a very large group doubling down on interest in this area' says the ESG bossThe chief executive of Impax Asset Management says the London-listed group is eyeing business wins in the US, as some of its larger rivals continue to retreat from sustainable investments following Donald Trump’s return to the White House.“A lot of asset owners are worried about their reputation and lawsuits around the topic,” Ian Simm toldFinancial News.“At the same time, there is a very large group doubling down on interest in this area. They see that if it’s correctly positioned, it is consistent with their fiduciary duty.”

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Business

How one fax led to Jaime Daez building the Philippines’ fastest-growing bookstore

How one fax led to Jaime Daez building the Philippines’ fastest-growing bookstore

Jaime Daez didn’t have much of a business plan when he started selling books: he just wanted to buy copies of Spanish architecture magazineEl Croquis(and, if possible, at a discount). Daez had started reading the publication as a student at the University of Navarra in Pamplona; after returning home to the Philippines in 1994 he was keen to keep collecting issues. “Amazon was nonexistent back then,” he says. “One day I decided to send the publishers ofEl Croquisa fax, presenting myself as a possible distributor,” he says. To his surprise, the magazine’s team agreed to give him 60 per cent off the retail price if he ordered 100 copies. Two sheets of fax paper later, Daez was a fledgling magazine and book distributor.Jaime DaezSitting in his office inside the Fully Booked shop in Manila’s Bonifacio Global City (BGC) neighbourhood, Daez tells Monocle that he started off more like a door-to-door salesman than a conventional distributor. “I would flick through theYellow Pages, looking for architecture firms and interior-design agencies to sell to,” he says. “The bigger the font, the better, because that meant they probably had a bigger budget for buying books.” His approach was simple. He would call a company and then visit its offices in person, with the hefty copies ofEl Croquisin tow.Four months into his improvised career, Daez secured an appointment with a renowned Filipino architecture firm. He arrived at its building only to discover that there was a power cut – a frequent occurrence in the country in the 1990s. The lifts were out of action and the firm’s office was all the way up on the 19th floor. So Daez trudged up the stairs, carrying more than 20kg of titles; half an hour later he was still only on the 10th floor. Huffing and puffing, he suddenly realised that, because of the blackout, the architecture firm’s office was probably closed. “I tucked the box of magazines in a corner and ran up to the 19th floor,” he says. “There was no one up there.”. For Daez, this moment was a turning point. “The incident made me ask myself, ‘Am I willing to put up with all of this?’” Despite the frustrating experience, he realised that he was.Daez’s next step was to use half of his mother’s 30 sq m sweetshop to sell an expanded range of titles focusing on tropical, Asian and Mediterranean architecture. Sales were encouraging. Eventually he took over the entire shop, widening its selection to include business and children’s books, as well as fiction. In 1997, Daez opened his first official bookshop in Glorietta, a shopping centre in the Makati precinct (Fully Booked now occupies a bigger site in the same complex). This was followed by a series of openings across Manila.Despite his swift success, that moment of clarity in the stuffy staircase as a 24-year-old continued to play an outsized role in Daez’s career. It steeled him as the Philippines’ publishing industry faced a succession of difficult challenges, from the 1997 Asian financial crisis to the rise of e-books. “Within the span of about three years in the late 2000s, the use of e-books increased by almost 10 times,” he says. “I remember thinking, ‘I might be out of business soon.’”Despite the uncertainty, Daez went on to take his biggest business gamble: securing a 15-year land lease to build a four-storey bookshop in the then-underdeveloped BGC precinct. “The head of [shopping-centre chain] Ayala Malls asked me, ‘Jaime, are you sure? Don’t you want to be conservative and focus on two floors first?’” But Daez believed that having his own land parcel would anchor the business in stormy times; he also suspected that BGC would soon become the new city centre. So he went all in. His instincts proved correct: today, BGC is one of the Philippines’ leading central business and lifestyle districts, the port of call for all of the biggest brands. Here, Fully Booked BGC stands as a beacon for book lovers. It’s an attractive flagship shop with plenty of natural light, a big acrylic painting by US artist Mike Stilkey that uses discarded books as its canvas and whimsical paper sculptures of marine animals that hang from the ceiling.The four-storey Fully Booked BGC shopPaper sculptures hang from the ceilingBy 2020, Fully Booked had 31 thriving bookshops across the city but lacked a strong online presence. This became a big problem when the coronavirus pandemic forced all of Fully Booked’s shops – which the authorities deemed as non-essential businesses – to close for two months. No one was permitted to enter. “Our online sales were only 1.5 per cent of our total revenue at the time,” says Daez. “It was a matter of survival. I told my managers to bring home their laptops and encode every single book for our online shop.” Despite the lockdown, his team upped its productivity and added 10,000 titles to the business’s website within four months.This agile response to the crisis made all the difference and cemented Fully Booked’s position as the Philippines’ go-to bookshop chain. Its biggest competitor, National Book Store, seems to have shifted its focus towards textbooks and office supplies. “National Book Store used to be a temple of the written word,” says Ric Gindap, co-founder of rising Manila-based magazine shop Spruce Gallery. “But stepping inside today, you feel like you’re preparing for a third-grade science fair, rather than feeding your literary soul.” By contrast, Fully Booked has continued to diversify its selection of fiction titles, art books, graphic novels and more.An inside lookStaff prepare for openingThe team is on hand to helpThe company’s growth looks good on paper too. Since the pandemic, Fully Booked’s online business has grown by 2,400 per cent and 17 new shops were added during the same period. Its e-commerce operation has been such a success that it has caught the eye of US publishing giant Penguin Random House. “Its executive vice-president told me that we were its case study in Asia because no one had pivoted better and more quickly than we had,” says Daez.The biggest endorsement came when Japanese bookshop Kinokuniya chose to team up with Fully Booked for its expansion into the Philippines in 2022. Together they opened a co-branded shop in the Mitsukoshi BGC shopping mall, with a selection of 20,000 Japanese books. The move has enabled Daez to tap into the growth of manga (and Japanese pop culture in general) in the Philippines. “Manga exploded during the coronavirus years and Japan is unsurprisingly the top destination visited by Filipinos,” he says. It’s a partnership that is blooming. In October, Daez will be opening another co-branded shop with Tokyo matcha café Wasachi in the upscale Rockwell neighbourhood.Fully Booked has bucked the trend of bookshop closures because Daez has always found a way to evolve with the times. While books are the foundation of the business, Daez isn’t afraid to expand its offering. He recently set aside a section for “blind boxes” – sealed packages that each contain a randomly chosen product from a wider series, such as a key-ring doll. These might seem like a departure from books but Daez thinks of this hugely popular trend as a crossover. “Many of these blind-box characters originated from books,” he says. “People come in with the intention of buying one of these boxes but might also pick up a book along the way. We’re not selling something random, like Christmas lights.”Daez is already plotting his next move: creating a suite of Fully Booked-branded merchandise. To him, the gold standard is New York bookshop The Strand, whose own branded wares are almost as well loved as the books on display. “Its shop sells so many variations of its own tote bags, T-shirts, socks and more,” says Daez.An assortment of bestselling titlesOff-the-wall merchandiseComic reliefCustomers pick up their next readIt has been almost 30 years since that fateful fax but Daez’s zeal for what he does remains undiminished. “I put in more time working now than when I started the business,” he says. While his strategies continue to shift according to the market, there’s one constant: his love of books. “I’m a bit of a romantic when it comes to my business,” he says. “I believe that if you have passion for what you do, it can be felt in your stores.”The CV1994:Returns to Manila from Pamplona, Spain1996:Starts distributing copies ofEl Croquis1997:Opens his first full-fledged bookshop in Glorietta2007:Opens the Fully Booked BGC flagship shop2021:Fully Booked’s e-commerce business rapidly grows2022:Inks partnership with Kinokuniya 2025:Fully Booked is on track to have 49 shops by the end of the year

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Flow Hive is the beekeeping startup that simplified honey harvesting and scaled globally

Flow Hive is the beekeeping startup that simplified honey harvesting and scaled globally

Third-generation beekeeper Cedar Anderson was frustrated by the labour-intensive process of extracting honey from his hives. So, in 2015, he and his father set about developing a device that could make apiculture easier and accessible to more people. Ten years on, the Andersons are reinventing the industry with Flow Hive, a mechanism that allows honey to be withdrawn with ease.Honey flowing into waiting jarsApiary in Byron BayAt the heart of the product is a series of rectangular plastic frames, which bees fill with wax and store honey inside, just as they would a honeycomb. To collect its contents, the beekeeper inserts a “flow key” into the top of the hive and turns it, causing the honeycomb cells inside to break. Golden honey then flows through sealed channels inside the frame and out through tubes into collection jars. Unlike conventional apiaries, which require complex equipment to extract honey from hives, the Andersons’ solution requires minimal fuss.Co-founders Cedar and Stuart AndersonWhile the contraption was originally aimed at the commercial honey-making industry (it is capable of holding as much as 20kg), the Andersons soon realised that the streamlined process that Flow Hive offers would appeal to urban beekeepers too.The entrance keeps wasps and other invaders outBusy at workFrom humble beginnings in a tin shed, Flow Hive has built a global business with thoughtful design and environmental awareness. More than 100,000 Flow Hives have been installed in 130 countries, turning rooftops, balconies and suburban gardens into havens for pollinators. What began as a father-son side project now employs more than 50 staff, with its headquarters still nestled among the gum trees of their farm. Its manufacturing process has scaled efficiently, combining traditional joinery with streamlined digital production of honeycomb frames, allowing the business to meet surging demand.Honey from the hives in Byron BayFlow Hive frame, filled with beesThe firm has also expanded its range to include pollinator-friendly gardening products, embedding itself within the climate-conscious home-and-garden movement. In redefining how we harvest honey, it has also reframed what it means to be a modern manufacturer: local, thoughtful and purpose-driven. Business is busier than ever. Want more stories like these in your inbox?Sign up to Monocle’s email newsletters to stay on top of news and opinion, plus the latest from the magazine, radio, film and shop.Your EmailSubscribe

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How to build real estate businesses from conversion, not demolition

How to build real estate businesses from conversion, not demolition

When property entrepreneur Ben Gattie set out to restore one of his first heritage site in Singapore, he began with a disused 1920s-era biscuit factory with high ceilings and an ornate stuccoed façade. The site had been unoccupied for a couple of years and, though it was a little weathered by time and neglect, Gattie immediately saw its potential. Within a year, it had become The Working Capitol, a co-working space, complete with a lively mix of cafés and restaurants. Ben Gattie“Thanks to the building’s conservation status, it couldn’t be torn down,” says Gattie. “Instead, we considered how we could bring it to life. And it turned out that the site’s character made it the ideal property for the project. It helped us to attract and anchor the dream tenants that we wanted alongside the corporate ones.” The Working Capitol was just the first of many. Today, Gattie’s Singapore-based real-estate company, Triple P, oversees more than 35 conservation properties across the island state’s Chinatown neighbourhood. Indeed, restoring heritage sites has become its principal mission. Exterior of The Working Capitol “Adaptive reuse gives you flexibility,” says Gattie. “We can develop our layout and user experience based on a property’s unique configuration. It is exciting when you can instil your brand vision around a property, instead of the other way around.” Office spaces Part of the appeal of working with heritage sites for property projects is that, in addition to their uniquely Singaporean identity, these spaces tend to be distinctive enough to attract both international and local brands. Triple P’s constellation of heritage buildings along Keong Saik Road, for example, has enticed several global tenants, including Indonesian hospitality brand Potato Head and Canadian athletic-clothing retailer Lululemon, which sit alongside home-grown brands such as milliner Hat of Cain and restaurant La Cabane. And just around the corner at 89 Neil Road, a factory that once produced herbal pain-relief medicine Tiger Balm now accommodates bespoke workspaces for businesses that include software company Figma and concert promoter Live Nation. La CabaneTraditional shophouse shutters restored For the next phase of Triple P’s growth, Gattie is focusing on residential projects. The firm has acquired two old walk-up style apartments in the Little India district, on the doorstep of the city’s business quarter. These have been repurposed into 16 individual residential units for a co-living operator, which opened earlier this year and offers easy access to the city, as well as a sense of community and security. As an entrepreneur, Gattie saw an opportunity in a city that is renowned for its make-it-new attitude but also has a wealth of underutilised architectural marvels. “When working with heritage sites, you have to remain open-minded,” he says. “There has to be a compromise between nostalgia, romanticism and practicality for the spaces to be both special and commercially viable.” Want more stories like these in your inbox?Sign up to Monocle’s email newsletters to stay on top of news and opinion, plus the latest from the magazine, radio, film and shop.Your EmailSubscribe

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Editor’s letter: Where to look for inspiration and how to act on it

Editor’s letter: Where to look for inspiration and how to act on it

People used to say that everyone had a book in them. Today there’s a creeping sense that every Jeff, Arianna and Elon is sitting on a business idea that can change the world – and not always for the better. But what makes a worthwhile business and what does it take to nudge people into starting one? Where and how does inspiration strike? And what do they learn along the way?Metaphors only stretch so far but the publishing parallels run throughout this issue ofThe Entrepreneurs, Monocle’s handbook for budding business owners and anyone looking to pen the next section of their own story. So where to begin? Well, Jaime Daez of Fully Booked had little to no experience in retail when he began selling the architecture magazines that became the basis of his now thriving business, one of the Philippines’ leading bookshop chains. Good ideas can start small before growing in volume. Just look at Deezer, the Paris-based music-streaming service that pays artists fairly.Expo, Tokyo.Honing your craft can take timeWe also speak to career-switchers – one of whom traded his dreams of being a rock star to reinvent the toaster (he knows which side his bread’s buttered). We also solicit some advice from fashion firms on when to start, pivot and say a fond farewell. The business life cycle is celebrated too, from the ups and downs to the unexpected twists and turns.Running your own concern takes graft but humbler company heads admit that there’s an element of being in the right place at the right time too. No, not in California: that moment has passed. Instead, we shine a light on Mexico, where entrepreneurs are rethinking everything from aviation to the art scene. We also visit Côte D’Ivoire to capture a moment of extraordinary optimism and opportunity in Francophone West Africa.Elsewhere, we meet the CEO penning fresh lines at family-run firm Bic, which makes products that many people have but few feel they own, and the developers creating desirable new workspaces on Wall Street, where a fightback against remote working is in full swing.We also profile three artisans crafting wares in the hearts of Florence, Tokyo and Stockholm in our visually appealing Expo – it’s about the businesses, of course, but also a meditation on what we all lose when cities become the exclusive remit of those with fat wallets, service jobs or white collars.The idea of “making it”, of what success actually looks like, remains subjective. Most of the businesses featured across our pages, however, aim to give a little back. Perhaps they endeavour to include their neighbourhoods in their activities, improve the lives of their staff or solve problems without costing us the earth (figuratively or literally). So, whether you’re looking to start writing a fresh chapter or toss away the old manuscript and begin again with a blank sheet, we’ve got ideas aplenty and stories to share. Isn’t it time to turn the page?

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How Hempel created a paint empire powering ships, skyscrapers and Farrow & Ball

How Hempel created a paint empire powering ships, skyscrapers and Farrow & Ball

Farrow&Ball is known for its outré colour names that include “Elephant’s Breath”, “Arsenic” and “Dead Salmon” but the company that owns the UK paint-maker has more than the luxury interiors market covered. Hempel a/s, a 109-year-old Danish company that owns various brands such as Crown, also manufactures cutting-edge coatings including those that adorn London’s Tower Bridge, the Louvre Abu Dhabi and Amsterdam’s Schiphol Airport. Elsewhere, its innovations can be glimpsed on the exteriors of oil rigs and gas platforms, as well as wind-turbine blades and ship’s hulls. All are rigorously formulated to reduce drag and pollution, and used for far more than their dazzling hues.Orange, the new black?Marine paintWatching paint dry has never been this fascinating or this lucrative: in 2023, Hempel’s revenue grew by a record 13.7 per cent to €2.4bn. “Our marine business has seen huge growth in the past three years,” says Michael Hansen, Hempel group president and CEO, when Monocle meets him just north of Copenhagen at the company’s headquarters in Lundtofte. “Shipping is experiencing a paradigm shift. The focus now is on the environment and decarbonisation. Our marine coatings are here to help these organisations achieve their goals. If we can solve the biggest challenges facing the wind-energy industry, there is potential for real growth there too.”The technicians in the research and development technology centre downstairs are busy tackling these issues. As Monocle dons anti-static overshoes, goggles and white coats, formulations specialist Camilla Holmberg informs photographer Mathias Eis that, due to the solvents used, this is an atex (“explosive atmosphere”) zone. For safety reasons, he’ll need to shoot at a minimum height of 80cms. First we visit the Colour Room, which is painted the most neutral of greys, where colours can be assessed under all sorts of lighting conditions. Next, Holmberg hands me a tongue of polyurethane paint that is used to coat the blades of wind turbines. Rain is an existential threat to offshore wind farms. In testing, Hempel subjects the blades to its helicopter-engined weather simulator and they come out looking like they’ve been gnawed by a colony of vicious rabbits. The paint’s rubbery texture counteracts this by enhancing wind resistance and providing protection against adverse conditions. Another of its miracle paints can help to maintain the integrity of burning buildings by puffing up to 50 times its original volume. It can withstand temperatures of 500c and is typically used for oil refineries but also coats the steel frame of Schiphol Airport.CEO Michael HansenChief people and culture officer Pernille Fritz VilhelmsenHansen is particularly proud of Hempel’s newer marine coatings: one protects hull interiors against brutal cargos while also being easy to clean, enabling a quick turnaround in ports; another super-slippery, self-polishing, silicone-based external paint can reduce drag, and therefore fuel usage, by more than 17.7 per cent. There’s even a special paint to smooth over vertical welds on a ship’s outer hull. “This is really cool because welds are structural and you can’t grind them down,” says Hansen, taking nerdy delight in the details. “Using our paint on welds alone can reduce fuel consumption by 2 to 3 per cent. And it’s biocide-free, so it’s non-toxic.” To demonstrate the challenges faced when applying marine paints, Holmberg shakes a bottle of tomato ketchup. “To paint a ship, you need to be able to spray it but it mustn’t run or drip,” she says. “Just like ketchup when you shake it out of the bottle, it has to flow with the perfect consistency.”In this context, Hansen’s move from shipping to paint, after 19 years at Danish shipping giant Maersk, doesn’t seem like such an odd career change. As he notes, Hempel started out in 1915 and Maersk was its first major customer. It was responsible for formulating the trademark “Maersk blue”. There are similarities between the company’s founders too. “Like Maersk, JC Hempel was a very entrepreneurial, outward-looking and innovative man: he went into the Middle East and Asia in the 1960s, for example,” says Hansen. “In addition to this, he firmly believed in moral responsibility.”Protective clothingThis mindset led Jørgen Christian Hempel, who died 1986 aged 91, to effectively give away his fortune in 1948 when he created the Hempel Foundation, which is still the sole owner of the company. “He did it primarily to protect the group from a hostile takeover but over the past 20 years it has grown as a philanthropic foundation, giving more and more to charity,” says Hansen. Many of Denmark’s larger organisations, such as Lego, Maersk and Carlsberg, have separate charitable foundations but it is rarer for an entire company to be owned and run by them. It does have implications when the company needs to raise funds, though. “True, it means that we have to live from our own retained earnings but we want to be the industry leader in sustainability. For that, it is an advantage to have the foundation’s long-term approach. Above all, the fact that our dividends go to philanthropy gives the people who work here a huge sense of purpose.”“The foundation is a major reason why so many people are drawn to roles at Hempel,” says Pernille Fritz Vilhelmsen, chief people and culture officer. “When we go to work, we know that our proceeds are not going straight to shareholders or an owner but towards doing good. It is a unique proposition in terms of employer branding and we do use it in recruitment.”Inside Hempel’s HQThis purpose-driven loyalty is one of the reasons why Hempel is considered to be among the best companies in Denmark to work for. Its HQ is appealing too. Built by Swedish architects Sweco, it has a central spiral staircase that emulates a can of paint being stirred. There is a fully staffed canteen and working hours are flexible. “Our Danish business is [financially] insignificant but we are still inspired by the country’s values,” says Hansen, who took over the top post a year-and- a-half ago. “We put our people first because innovation doesn’t come from nowhere. It also makes sense to be in Denmark. It’s easy to reach the rest of the world from Copenhagen; the reputation for quality of life here means that we attract overseas talent; and we have access to educated labour.” Since 2017 the Hempel Foundation has supported a science and technology centre within The Danish Technical University (DTU) that specialises in sustainable coating solutions. Once they have concluded their studies, many graduates join the organisation.7,500Employees in total (including 400 in the Danish HQ, 1,300 in the UK and 1,000 in China).400 millionTotal amount of paint produced in litres in 2023.6,500Number of Hempel paint standards.26Number of factories, plus 15 R&D centres.€21mThe Hempel Foundation: has total assets of €848m and donated a record €21m in 2022.Hempel’s business is divided into four sectors. Besides its marine, infrastructure and energy ventures, it also runs a decorative operation. Under this umbrella is paint and wallpaper company Farrow&Ball, which was founded in 1946 in Dorset, England, where it is still based. In 2021 it was bought by Hempel from US private-equity firm Ares for a reported €580m. The decorative arm also includes Crown Paints and JW Ostendorf in Germany. Farrow&Ball showrooms and Crown Decorating shops make up some of the 200 or so high street shops that Hempel runs in the UK. “Sometimes I wonder why we aren’t solely available online but the painting and decorating industry is surprisingly conservative,” says Hansen. “It turns out that professionals love to come into the shops for a cup of coffee before they start their day. It’s a big part of the appeal.” The decorative sector boomed during the coronavirus pandemic but has been hit by energy and material price hikes over the past two years. “There are still real challenges,” says Hansen. “Decorative hasn’t recovered yet.”Paint samples in the Colour RoomThe R&D lab’s paint storageAna Henriques, Hempel’s executive vice-president, head of decorative, is partly responsible for nurturing the sector back to health. Henriques joined the company from AB InBev in New York and has faith that the consumer brands can innovate their way back to greater revenues. “Farrow&Ball has always been a pioneer: we were the first to have showrooms rather than just traditional paint shops,” says Henriques.“We have also embraced working with colour consultants, e-commerce and collaborating with designers. These days we are very well connected with influencers and a have a more-than-two-million-strong following on social media. But what comes first is the quality of our products, which are known for their richness and depth of colour.” In total, Farrow&Ball uses 12 different pigments to blend its 132 current shades. Historically, pigments would have come from a wide range of unusual sources: “India Yellow”, for instance, was once made from the urine of cows fed on a diet of mango leaves. Today they are all chemically created. The company is in the middle of gently revamping its colour range – something that happens every five years. The expectation this year is that surfaces that were painted at the height of the coronavirus pandemic will be looking a little tatty. “It has been a while since everyone redecorated,” says Henrique.The air that we breathe in our homes and offices is a major topic among Danish architects right now. Volatile organic compounds (VOC), which are released when paint is applied, and over the longer term, are of particular concern. “Farrow&Ball was the first company to go 100 per cent water-based,” says Henriques. “People want their homes to feel healthy: they don’t want the smell of paint to linger, which means that they are going for low VOC options [Farrow&Ball paints are low- trace VOC – the best rating]. They also want to use colour to create specific moods.”What’s on the cards?Camilla Holmberg, formulations specialistCustomers can enlist the help of Farrow&Ball’s colour-consultancy service, which sees a representative visit homes to suggest a palette of calming tones or energising combinations. Before the end of the year the company will also offer an upgraded virtual service. It will then be possible to scan rooms, furniture included, on your phone and see the effect of different paints.As a global company, Hempel employs a cross-cultural approach to colour and finish. “We have colour-trend teams who keep an eye on textiles, fashion, ceramics and social media,” says Henriques. “For instance, customers in the Middle East look for external paint in natural shades, you won’t see dark colours on houses and finishes need to withstand sand erosion. Cooler climates tend to like yellowish hues. In hotter climates, where the use of whiter indoor lighting is more widespread, colours appear differently. Big, bold reds are having a moment in Germany but in Scandinavia everything is white. Different countries are also drawn to different textures: in the US, smooth surfaces appeal whereas in Germany more ‘movement’ is allowed.” Even the way in which professionals work with Hempel varies. “In Germany, people prefer to use an oval paint bucket so that they can dip the roller straight in, unlike in other places, where they use trays.”Looking ahead, the popularity of cold greys is waning and warmer tones might be returning to favour. But right now, Henriques detects a definite lust for coatings with depth. “Very rich green is having a bit of a moment,” she says, nodding emphatically.

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Case Study 2.0: The grassroots initiative to rebuild a more resilient Palisades

Case Study 2.0: The grassroots initiative to rebuild a more resilient Palisades

About 30km west of downtown Los Angeles, the Pacific Palisades was once a bucolic enclave famous for its design-forward addresses and illustrious residents. But in January the area was hit by the worst wildfires in the city’s history – almost 7,000 buildings were destroyed. But as the flames subsided, property-developer brothers Jason and Steven Somers, third-generation Angelenos, set out to help save the neighbourhood.The Somers brothers decided that the best way to rebuild quickly without making aesthetic sacrifices was to take inspiration from the Case Study Houses, a mid-century initiative that gave the city so many of its landmark residences, from the Eames House to Pierre Koenig’s Stahl House. The name of the brothers’ ambitious project? Case Study 2.0.Chimneys are all that remain of some propertiesJason and Steven Somers“We want to create cost-effective, time-efficient and fire-resilient solutions that are also beautiful,” Jason tells Monocle from behind the steering wheel of his electric Range Rover. The brothers are in the Pacific Palisades to meet with potential clients and contributing architects. Outside, solitary brick chimneys surrounded by heaps of ash and rubble dot the streets.“No situation is more critical than building back a community,” says Jason. The Somers brothers are the owners of Crest Real Estate, an agency based nearby, which specialises in managing the process of obtaining permits for property developments. They also have a deep knowledge of southern California’s arcane land-use codes, as well as a handy network of architects. “Our company is based on fast-tracking the development process,” he says.The aim is to build 200 houses. More than 50 designs have been commissioned so far, including a Spanish-colonial-style property with terracotta roofing and a gabled three-bedroom home with a pool and guest house. Protecting homes against fire is a must. Architect Michael Kovac, whose home we visit on the trip, explains the importance of fireproofing tweaks, including lava-rock landscaping and ember-blocking vents.The mark of a slow recoveryThe brothers check in on Doug Hafford, whose 1940s bungalow burnt down, leaving only its garage standing. Hafford is keen on an L-shaped design with a glass-enclosed great room. Steven estimates that it will cost between $650 and $800 (between €570 and €710) per square foot, 20 per cent less than a custom build. “It’s about time as much as money,” says Hafford. “We were looking for an à la carte menu like this.”The Pacific Palisades still faces headwinds. More than 200 lots have been put on the market as property owners seek to cut their losses. But having worked here their entire careers, the brothers believe that a critical mass of residents will remain. “It will feel like home again five years into the programme,” says Steven. “By year eight, the Palisades will be the most desirable neighbourhood in LA.” To achieve such a remarkable turnaround, speed is of the essence.Want more stories like these in your inbox?Sign up to Monocle’s email newsletters to stay on top of news and opinion, plus the latest from the magazine, radio, film and shop.Your EmailSubscribe

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Hold on! Beltways are putting the world’s fastest travelator on trial

Hold on! Beltways are putting the world’s fastest travelator on trial

The moving walkway has long been a fringe fascination in the world of mobility. Science-fiction writers from Isaac Asimov to Robert A Heinlein imagined future cities bristling with speedy pedestrian conveyors but the technology hasn’t quite lived up to its potential. Now a US start-up called Beltways hopes to change this. In early 2026 the firm will hold a public trial at Cincinnati&Northern Kentucky International Airport (CVG) to deploy what it claims will be the world’s fastest moving walkway, capable of whisking standing users at a top speed of 16km/h. (Current travelators putter along at a maximum of 3km/h.)“Transit is only useful if it’s faster than walking,” says John Yuksel, who co-founded Beltways with his brother, Matine, and envisions his “accelerator” walkways as a last-mile system pulsing through places such as New York’s Times Square. The siblings left jobs in Silicon Valley to start the company and are bringing to fruition an idea first envisioned by their father, Edip, when he was an engineering student at Turkey’s METU university. Edip drew up plans for a modular walkway system that could cut through traffic-choked Istanbul. Previous attempts at faster walkways – thetrottoir roulantdeployed by Paris’s metro agency more than 20 years ago or Thyssenkrupp’s Accel system, used in Toronto’s Pearson Airport – ultimately ran aground, largely due to mechanical and financial problems.The first moving walkway was set up at the World’s Columbian Exposition in Chicago in 1893, then a revised version by the same architect, Joseph Lyman Silsbee, featured at Paris’s Exposition Universelle in 1900. More than a century later, the “street of the future” might be about to arrive, and quicker, than you think.CommentMoving walkways can make urban spaces more walkable, efficient and sustainable. We’d be delighted to hop on.Want more stories like these in your inbox?Sign up to Monocle’s email newsletters to stay on top of news and opinion, plus the latest from the magazine, radio, film and shop.Your EmailSubscribe

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In the UAE, flying taxis will soon be a reality

In the UAE, flying taxis will soon be a reality

Zipping silently home from the airport in a sleek electric aircraft above the gridlock and noise sounds wonderful – and Dubai’s “flying taxis” are slated to make this a reality early next year, with four key points in the city earmarked as launchpads. November’s Dubai Airshow is a clear signal of intent. A dedicated pavilion for clunkily named eVTOLs (electric vertical take-off and landing aircraft) will see companies such as Joby and Archer showcase models that they claim could be airborne and commercially operative by 2026. “We’ve expanded the show by 8,000 square metres,” Dubai Airports CEO, Paul Griffiths, tells Monocle. “A number of eVTOL firms are planning to fly their aircraft publicly for the first time. It’ll be tremendously exciting.”Dubai has completed test flights and has plans to launch its first commercial air-taxi routes next year, linking four vertiports at Dubai International Airport, Downtown, the Marina and Palm Jumeirah. In Abu Dhabi, meanwhile, US-based Archer Aviation is to introduce its Midnight aircraft, capable of flying four passengers. It’s aiming to cut the tricky Abu Dhabi-Dubai journey from 90 minutes by road to a mere 20 minutes in the sky.Waiting in the wings: Archer’s Midnight aircraft(Image: Courtesy of Archer Aviation)“The technology is ready now,” says Archer CEO Adam Goldstein. “Tesla led a revolution in battery tech that’s made its way into aviation. Governments are working with industry to shape standards and real capital is coming in.”But why here, and not in Archer’s home market of the US? “Everyone in the UAE said, ‘We want to make this happen,’” says Goldstein. “It’s more agile and ambitious. From the Abu Dhabi Investment Office to Mubadala and Etihad, the alignment is unique – and it’s our gateway to the Gulf, India and the rest of Asia.”There’s also the fact that such innovation couldn’t work elsewhere (yet). Imagine trying to land an eVTOL in Manhattan or London, where airspace is crowded, infrastructure outdated and regulators rightly cautious. Add in noise complaints, rooftop logistics, the danger of crashes and decades of urban planning designed specificallynotto accommodate flying vehicles, and the whole thing starts to look absurdly far away. In cities where the average building permit takes months to secure, the idea of regular rooftop landings feels fanciful at best. By contrast, the UAE has space, capital, a centralised system that accelerates decision-making and even favourable weather. Crucially it has the ambition, spurred on by a friendly but fervent rivalry between Dubai and Abu Dhabi that has already delivered competing museums, megaprojects and cultural districts. Flying taxis, it seems, are the next prize.“This is just version 1.0,” says Griffiths. “Once we get greater endurance and payloads, you won’t need roads or traffic lights. You’ll simply fly.” Inzamam Rashid is Monocle’s Dubai-based Gulf correspondent.Monocle Radio’s The Entrepreneurs recently discussed flying taxis with Archer Aviation’s CEO – listen below:Want more stories like these in your inbox?Sign up to Monocle’s email newsletters to stay on top of news and opinion, plus the latest from the magazine, radio, film and shop.Your EmailSubscribe

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Tivoli Gardens’ CEO on how Denmark’s most renowned theme park has stayed tech-free and relevant for 182 years

Tivoli Gardens’ CEO on how Denmark’s most renowned theme park has stayed tech-free and relevant for 182 years

When Tivoli Gardens opened its gates in central Copenhagen 182 years ago, one of the first people through the turnstiles was Hans Christian Andersen. Since then, this compact amusement park squeezed between the Central Station and City Hall has become more than just Denmark’s most popular visitor attraction, it’s a cultural landmark and a location for national celebration that holds a quasi-spiritual place in the heart of the Danes. More the merrier: A Moorish palace in the Tivoli Gardens, circa 1965(Image: Getty Images)The park blends beer garden aesthetic with highbrow culture, live music, theatre, modern thrill rides and old-fashioned fairground stalls, all of which combine with its world-famous lighting to create a fairytale setting. Tivoli’s history is a crucial element of its appeal – but as CEO Susanne Mørch Koch knows all too well, to compete in 2025’s attention economy you can’t coast on legacy alone. Her stint as leader began with a baptism of fire. She took over in August 2020 amid the Covid crisis, as a result of which the park lost millions of kroner in revenue. But after a rollercoaster start, Tivoli posted a record for visitor numbers and turnover in 2024.Monocle meets Koch to find out more about how she has shepherded this cherished Danish brand from catastrophe to triumph, and about her plans for the future.Tivoli Gardens CEO, Susanne Mørch KochTivoli seems to hold a special place in Danish hearts. What is its appeal?Many of us carry childhood memories from Tivoli. My family didn’t have a lot of money when I was young, and looking back I now realise that my parents worked so hard and we didn’t have a lot of spare time together. But we would visit Tivoli every summer as a family, and it was something that I looked forward to for the whole week running up to it. I couldn’t sleep the night before. And that’s still true for kids today. My favourite ride was Galejen – just little boats running round in a circle but it’s quite a legacy ride today and always busy. It even has a special smell and feel. Now, I ride the old wooden rollercoaster most often.Who is your competition?Are you vying with computer games, streaming services and social media to capture the imagination of children?No, not really, because we are so different from that world. There has been pressure to gamify the park with apps – we had a suggestion for something a bit like Pokémon Go – but we have deliberately not done that. We are selling quality time and screens would get in the way of that. Of course, no one wants to stand in line and be bored, but we’re not afraid of people queuing a little: it’s where you can ground yourself, reflect on what you’ve just experienced and build anticipation. We see it as a benefit. Where apps can improve a visit, we use them – restaurant bookings, for instance – but we don’t want technology to be part of the show.Tivoli has iconic gates that seem to draw people in – how important is this exterior image? The main entrance is crucial. It’s a magical place where we welcome and say goodbye to our guests, so there’s a lot of footfall. Throughout Tivoli there is an intentionality behind every detail. Rather than having things that shout for attention, it’s an accumulation of all the little things, such as the way that we use lighting, the planting and the sentiment of the people who work here.Gates of paradise: People queuing at the entrance to the Tivoli Gardens, circa 1965(Image: Getty Images)How do you balance the history of Tivoli with a need to innovate? When I started, people warned me that I risked provoking outrage by changing things. But I’m yet to experience that. Tivoli has always moved forward, it has never shied away from change. If it had done so, it would risk becoming a postcard version of itself – what use is a theme park with no thrill? From the start, my guideline has been that it has to make sense to the people who live just outside our walls. It’s not a typical amusement park that could be anywhere – with live entertainment and good food, we cater to more than tourists and day trippers. What does the future hold for Tivoli?There is still scope to grow visitor numbers, particularly in the shoulder seasons, spring and autumn. We are choosing to expand the Halloween season as the Norwegians have an earlier autumn vacation and we want to attract them. But there’s something huge ahead of next summer – we are redeveloping our street-like layout, with new rides and scenography. The budget is somewhere between DKK100-200 million (€13.4-26.8m)and it’llfeel like a real refresh. Tivoli GardensFounded 1843Open:Apr-Sept, Oct, mid-Nov-Early JanLocation:Central CopenhagenTotal employees:high season 2,200+, low season 700-800Turnover (2024):DKK1.32bn (€177m)Visitors (2024):4.25 million, of which 35 per cent are touristsOwnership:Tivoli is listed on the Danish stock market but is majority owned by the Augustinus FondenSustainability:Net zero by the end of 2025Want more stories like these in your inbox?Sign up to Monocle’s email newsletters to stay on top of news and opinion, plus the latest from the magazine, radio, film and shop.Your EmailSubscribe

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