The second part of the series Our America: Trouble on Tap premieres Saturday, September 30 on various ABC-owned stations. There are three parts and the second one is entitled “America’s Lead Problem.” The docuseries comes from ABC’s owned stations, ABC News and National Geographic.

The episode examines the lasting impact of the use of lead pipes and the water infrastructure in America. Lead-based pipes are still being used to transport water to millions of homes, the producers say, nearly 40 years after being banned as a plumbing material by the federal government.

The special is on KGO San Francisco, KABC Los Angeles, KFSN Fresno and WLS Chicago September 30, and on KTRK Houston on Sunday, October 1. It is on ABC Localish October 2 and WTVD Raleigh-Durham October 8, then WPVI Philadelphia October 22 and WABC New York November 5.

It airs on ABC Owned Television Stations’ streaming and digital platforms in addition to being on linear TV.

Our America: Trouble on Tap utilizes data from the ABC station group’s data-journalism unit to examine how the effects of environmental pollution, climate change and aging infrastructure are eroding the availability of free potable drinking water.

The first episode is entitled “Life with Forever Chemicals” and looks at per- and polyfluoroalkyl substances contamination in North Carolina. The third episode, “Drilling into California’s Water Crisis,” will focus on the effects of drought in the state and premieres later this fall.

Our America: Trouble on Tap is produced in partnership with Tracy J. Wholf, coordinating producer of the climate unit at ABC News, and Justin Allen, executive producer with ABC Owned Television Stations and National Geographic.

Previous Our America specials include Indigenous and Urban and Equity Report. 

The post ABC-Owned Stations Debut Second A part of ‘Our America: Bother on Faucet’ appeared first on DAILY SAN FRANCISCO BAY NEWS.

The second part of the series Our America: Trouble on Tap premieres Saturday, September 30 on various ABC-owned stations. There are three parts and the second one is entitled “America’s Lead Problem.” The docuseries comes from ABC’s owned stations, ABC News and National Geographic. 

The episode examines the lasting impact of the use of lead pipes and the water infrastructure in America. Lead-based pipes are still being used to transport water to millions of homes, the producers say, nearly 40 years after being banned as a plumbing material by the federal government. 

The special is on KGO San Francisco, KABC Los Angeles, KFSN Fresno and WLS Chicago September 30, and on KTRK Houston on Sunday, October 1. It is on ABC Localish October 2 and WTVD Raleigh-Durham October 8, then WPVI Philadelphia October 22 and WABC New York November 5. 

It airs on ABC Owned Television Stations’ streaming and digital platforms in addition to being on linear TV. 

Our America: Trouble on Tap utilizes data from the ABC station group’s data-journalism unit to examine how the effects of environmental pollution, climate change and aging infrastructure are eroding the availability of free potable drinking water.    

The first episode is entitled “Life with Forever Chemicals” and looks at per- and polyfluoroalkyl substances contamination in North Carolina. The third episode, “Drilling into California’s Water Crisis,” will focus on the effects of drought in the state and premieres later this fall. 

Our America: Trouble on Tap is produced in partnership with Tracy J. Wholf, coordinating producer of the climate unit at ABC News, and Justin Allen, executive producer with ABC Owned Television Stations and National Geographic.

Previous Our America specials include Indigenous and Urban and Equity Report. 

The post ABC-Owned Stations Debut Second A part of ‘Our America: Hassle on Faucet’ appeared first on DAILY SAN FRANCISCO BAY NEWS.

Als sie ihr neu erworbenes Haus in der 1240 St. Charles Street – das berühmte Bruton House – betraten, wussten Jeannie Graham und Bruce Gilliat, dass ihnen viel Arbeit bevorstand. Nach einer achtjährigen Restaurierung der 2067 San Jose Avenue (siehe Teil 4) war das Paar bereit, sich der nächsten Herausforderung zu stellen.

Bei den Renovierungsarbeiten von 2001 bis 2004 wurde das gesamte Haus einen Meter nach vorne und einen Meter nach Süden (nach rechts) verlegt, um den Garten hinter dem Haus zu vergrößern und Platz für eine neue Auffahrt zu schaffen. Foto Steve Gorman.

Eine geschichtsträchtige Geschichte

Als Jeannie und Bruce 1999 die 1240 St. Charles Street kauften, hatte das Haus während seiner 102-jährigen Lebensdauer nur vier weitere Besitzer gehabt. Das Übergangshaus im Kolonialstil, das 1897 für 4.160 Dollar gebaut worden war, war gerade für etwa eine Million Dollar verkauft worden. Doch die Jahre und Generationen hatten dem Anwesen ihren Tribut gefordert. Obwohl es sich im Laufe der Jahrzehnte großer Beliebtheit erfreute, benötigte es dennoch Modernisierungen in den Bereichen Sanitär, Elektrik, Fundament und anderen Bereichen. Darüber hinaus hatten Jeannie und Bruce die Vision, das Haus noch „wohnlicher“ zu machen, indem sie im Keller und im Dachgeschoss Wohnräume hinzufügten, alle vier Ebenen durch eine neue Treppe miteinander verbanden, die Küche umgestalteten und ein Schlafzimmer auf der zweiten Ebene eliminierten um das Hauptschlafzimmer zu erweitern und ein Gästezimmer über eine hintere Veranda hinaus zu erweitern.

Zusätzlich zu all diesen Modernisierungen beschlossen sie, die Latten und den Putz von den Pfosten zu entfernen, neue Leitungen zu installieren und seismischen Aufrüstungen zu unterziehen, neue Rigipsplatten zu installieren, Deckenrosetten aus Gips zu restaurieren, alte Heizkörper zu entfernen und Kamine auf Gas umzustellen. Bei der Erneuerung des Fundaments wurde das gesamte Haus um einen Meter nach vorne und einen Meter nach Süden verschoben, um auf der Nordseite mehr Platz im Hinterhof und Platz zum Parken zu schaffen. Zum Auffüllen des Schwimmbeckens wurden alte Ziegel- und Betonfundamentmaterialien verwendet und eine neue Landschaftsgestaltung angelegt. Die Planungen für all diese Arbeiten begannen im Jahr 2000, die eigentlichen Arbeiten wurden zwischen 2001 und 2004 durchgeführt. Während all dieser Bau- und Renovierungsarbeiten wohnten Jeannie und Bruce weiterhin in ihrem Haus in der San Jose Avenue, bis die Arbeiten abgeschlossen waren.

Ein Vintage-Foto von 1240 St. Charles Street (links) zeigt, wie das Haus aussah, bevor die „Ell“ auf der linken Seite im Rahmen der Renovierungsarbeiten von 2001 bis 2004 vorgezogen wurde (rechts), wodurch ein neues Außentreppenhaus entstand. Das neue Treppenhaus ist etwas zurückgesetzt, um die ursprünglichen Proportionen der Fassade teilweise beizubehalten. Fotos Familienarchiv Bruton (links) und Steve Gorman.

Eine elegante Lösung

Mit der Fertigstellung eines Dachbodens und Kellers verfügten die neuen Eigentümer nun über zwei neue Wohnräume, die nicht nahtlos mit dem Rest des Hauses verbunden waren. Der Zugang zum Dachboden erforderte das Überwinden einer steilen Treppe, was den robusten Bruton-Schwestern während ihrer Jahre im Haus offenbar nichts ausmachte. Und der Eintritt in den nun fertiggestellten Keller erforderte etwas Anmutigeres als die vorhandenen steilen Kellerstufen. Die von Buested Construction entworfene Lösung bestand in einem neuen Treppenhausanbau an der Nordseite des Hauses, der alle vier Ebenen miteinander verband. Der Alameda-Historiker Woody Minor beschrieb den Zusatz 2011 in seinem Buch.

„Beim ursprünglichen Bau hatte das Haus an seiner nordwestlichen (linken) Vorderecke eine eingelassene Elle“, schrieb Minor. „Dieser Raum wurde durch einen leicht zurückgesetzten zweistöckigen Treppenhausanbau mit zwei Frontfenstern und einem Seitenfenster umschlossen. Die vorderen Fenster sind eine Kopie des ursprünglichen oberen Treppenhausfensters der Fassade mit geriffelten Pilastern und Ei-und-Pfeil-Verzierungen. Der hintere Anbau besteht aus einer neuen Veranda, die von der Küche abgeht, mit einem Dachbalkon und einem Schlafzimmeranbau im Obergeschoss. Die Anbauten werden mit neuen Walmdächern und einer neuen, nach Norden ausgerichteten Giebelgaube abgedeckt. In Bezug auf Design, Materialien und Details fügen sich die Anbauten nahtlos in das ursprüngliche Haus ein.“

Ein wenig Hilfe von ihren Freunden

Während Jeannie und Bruce den Großteil der Arbeiten an der San Jose Avenue 2067 selbst erledigten, benötigte ihr St. Charles Street-Projekt die Hilfe eines größeren Support-Teams. Zu den Designern und Handwerkern, die an den Umbauten des Anwesens nach 2000 beteiligt waren, gehören Kathryn Mathewson von Secret Gardens, San Francisco, und Iris Watson von Thomsen’s Garden Center, Alameda (Landschaftsgestaltung); John Mulligan, Oakland (Mauerwerk); Bolinger Design Services, Hayward, und Buested Construction, Alameda (Ergänzungen); Lorna Kollmeyer, San Francisco (Gipsarbeiten); Jerry Wilkins, Custom Kitchens, Oakland (Schränke); und Si Lewis, Hidden Connections, Alameda (Medieninstallation). Jeannie und Bruce arbeiteten in allen Aspekten der Arbeit eng mit diesen Fachleuten zusammen und waren gleichzeitig mit ihrer eigenen Karriere in der Telekommunikationsmarketing- und Internetbranche beschäftigt.

Links: Parzellenkarte, die das Viertel im Jahr 1878 zeigt. Das rote „X“ markiert den zukünftigen Standort des Bruton-Hauses. Lange, schmale Landstreifen erstreckten sich von der Central Avenue bis zur Bucht und verzögerten die Entwicklung dieses Gebiets. Nachdem Helene Strybing 1896 die Straße ihres Mannes gegenüber der St. Charles Street verkauft hatte, konnte mit der Bebauung dieses Blocks begonnen werden. Die Grundstücke waren sehr flach, bis der deutsche Investor H. Hausmann seinen zentralen 100-Fuß-Streifen verkaufte, wodurch die angrenzenden Grundstücke in der St. Charles Street und der Bay Street auf eine Tiefe von 150 Fuß erweitert werden konnten. Hinweis: Auch wenn sie auf dieser Karte erscheint, wurde die Clinton Avenue nie bis zur St. Charles Street fortgesetzt und endet an der Sherman Street. Karte Historischer Atlas von Alameda County, Kalifornien, Thompson & West, 1878. Rechts: Außenansicht eines Bleiglasfensters an der Fassade der 1240 St. Charles Street. Dieses Fenster ist auf dem oberen Treppenabsatz des Haupttreppenhauses neben dem Foyer installiert und bringt willkommenes Licht in den Raum. Früher war an dieser Öffnung ein Tiffany-Fenster mit dem Motiv eines kalifornischen Bären zu sehen, das jedoch irgendwann in der Vergangenheit ersetzt wurde. Foto Steve Gorman.

Ein Übergangsheim

Der Stil der 1240 St. Charles Street wird als „Transitional Colonial Revival“ beschrieben. Es wurde zu einer Zeit entworfen und gebaut, als in den 1890er-Jahren größtenteils der dekorativere und fantasievollere Queen-Anne-Stil vorherrschte, doch als die Jahrhundertwende näher rückte, änderte sich der Geschmack. Es gab keine Türme, Türmchen, Erkerfenster, Sonnenbögen, Fischschuppenschindeln, weitläufige Veranden mit dekorativen Balustraden und Spindelwerken sowie steile Dächer mit Giebeln. An ihre Stelle traten Häuser mit kastenförmigerer Bauweise, symmetrischen Fassaden mit Seiteneingangsveranden, Walmdächern, Bleiglas statt Buntglas, einfachen Dachfenstern, schmalen Fassadenverkleidungen statt strukturierten Schindeln und einem insgesamt nüchterneren und klassischeren Erscheinungsbild.

Aber wie der Alameda-Historiker Dennis Evanosky gerne sagt: „Es gibt keine Regeln“, und Hausbesitzer und Bauherren würden Elemente verschiedener Stile kombinieren, um sie ihrem Geschmack anzupassen. (Dennis ist außerdem Historiker für die Alameda Post und den Mountain View Cemetery in Oakland.) Im Fall von 1240 St. Charles Street und vielen anderen Häusern im Übergangskolonialstil gehören zu den verkümmerten Queen-Anne-Elementen Erkerfenster, Buntglas, Dachgauben mit Giebeln, abwechslungsreiche Fenster, asymmetrische Fassaden und umlaufende Veranden mit eklektischen Säulen. Zähne, Pilaster, Eier- und Pfeilleisten, Urnenknäufe, Klammern und Lünettentafeln sind allesamt klassisch abgeleitete Elemente, ebenso wie Anspielungen auf den neueren Kolonialstil. Alles in allem ist dieses Haus ein hervorragendes Beispiel für diesen Übergangsstil und hat den Test der Zeit als gelungene Verschmelzung von Stilen bestanden, als ein Jahrhundert zu Ende ging und ein neues nahte.

Eine seltene Ehre

Im Foyer des Hauses in der 1240 St. Charles Street hängt eine gerahmte Anerkennungsurkunde des California Heritage Council als Anerkennung für die von Jeannie Graham geleistete Restaurierungsarbeit. Foto Steve Gorman.

Woody Minor fasste seinen 27-seitigen Fallbericht mit den Worten zusammen: „Das Bruton House verfügt über ausreichende Integrität, um seine architektonische und historische Bedeutung auf sinnvolle Weise zu vermitteln, und scheint daher für die Ausweisung als Alameda Historical Monument in Frage zu kommen.“ Minor hatte diese Ergebnisse zuvor im Bericht damit begründet, dass das Haus ein hervorragendes Beispiel für ein Haus im Kolonialstil mit Überresten von Queen-Anne-Elementen sei und dass es von einem namhaften Alameda-Bauunternehmen der damaligen Zeit gebaut worden sei.

Große historische Bedeutung erlangt das Haus auch durch seine Verbindung mit den bedeutenden kalifornischen Künstlern Margaret, Helen und Esther Bruton, die dort in ihren aktivsten Jahren einen Großteil ihres Lebens verbrachten. Nur wenige historisch bedeutsame Künstler sind mit Alameda verbunden, was die Bedeutung dieses Anwesens unterstreicht. Von untergeordneter Bedeutung ist die Verbindung des Anwesens mit einem prominenten und bekannten Geschäftsmann der damaligen Zeit, Daniel Bruton, dessen irische Abstammung auch auf Einwanderungsmuster im Amerika des 19. Jahrhunderts hinweist.

Am 3. April 2012 verlieh der Stadtrat von Alameda der 1240 St. Charles Street den Status eines historischen Denkmals. Es gibt nur 30 Gebäude auf der Liste der historischen Denkmäler, viele davon sind öffentliche Gebäude wie das Rathaus, Schulen, Kirchen und Theater, daher ist dies eine seltene Ehre für ein Privathaus.

Die drei berühmten Bruton-Schwestern Margaret, Esther und Helen. Der weitläufige Dachboden der 1240 St. Charles Street diente diesen talentierten und einflussreichen Alameda-Künstlern als Kunstatelier. Die Verbindung des Anwesens mit diesen bedeutenden Persönlichkeiten der Kunstwelt trägt zu seiner Aufnahme in die Liste der historischen Denkmäler der Stadt bei. Fotos Archiv der Familie Bruton.

Ein Vermächtnis weiterführen

Jeannie Graham macht alleine weiter und bewahrt das Erbe dieses historischen Hauses, indem sie mit den ständigen Wartungs- und Modernisierungsarbeiten Schritt hält. Die Pflege eines 126 Jahre alten Hauses ist weder einfach noch billig, aber Jeannie ist bestrebt, ihren Teil dazu beizutragen, dieses historische Denkmal in Alameda in makellosem Zustand zu halten. Sie ist auch sehr großzügig, ihr Haus mit der Gemeinde zu teilen. Es wurde in einer Reihe von Alameda Legacy Home-Touren vorgestellt und war Austragungsort zahlreicher Veranstaltungen. Ich freue mich auf ein weiteres Treffen mit Jeannie, um mehr über die geschichtsträchtige Vergangenheit dieses Hauses zu erfahren und Bereiche des Hauses zu sehen, die ich noch nicht gesehen habe. All das und noch mehr werden wir mit Ihnen teilen, während wir weiter in unserem Alameda-Schatz, 1240 St. Charles Street, dem Bruton-Haus, stöbern.

Um mehr über dieses historisch bedeutsame Haus in der 1240 St. Charles Street zu erfahren, lesen Sie den Alameda Historical Monument Case Report von Woody Minor aus dem Jahr 2011.

Der mitwirkende Autor Steve Gorman lebt seit 2000 in Alameda, als er sich in die Geschichte und Architektur dieser einzigartigen Stadt verliebte. Kontaktieren Sie ihn über Steve[email protected]. Seine Texte sind unter AlamedaPost.com/Steve-Gorman gesammelt.

The post In the present day’s Alameda Treasure – The Bruton Homes, Half 5 appeared first on DAILY SAN FRANCISCO BAY NEWS.

When we talk about office flight-to-quality, where occupants are increasingly focused on renting office space in high-end, modern buildings to better lure employees back to face-to-face work, the conversation usually revolves around a laundry list of amenities . It’s easy to forget that the flight to quality is primarily being driven by the growing emphasis on sustainability in the workplace and current market fundamentals are pushing energy efficient systems even further up the list of flight to quality must-haves.

Tenants are increasingly considering sustainability and climate resilience when choosing office space, and net-zero targets are paving the way for more energy-efficient buildings. Buildings designed to reduce energy consumption will become increasingly valuable as climate change approaches. Energy-saving features such as LED lighting, state-of-the-art HVAC systems and solar panels are being incorporated into Class A office buildings, but another sustainable feature that is gaining traction is on-site water reuse systems.

trickle-down economics

On-site water reuse systems in office buildings treat and recycle the building’s gray water (which is water from sources such as sinks, showers, and washing machines). The treated gray water can then be used for non-potable purposes like flushing toilets, irrigation, and even cooling data servers. This reduces the building’s fresh water requirements, which is particularly important in areas with water scarcity or drought. A prominent example of a wastewater reuse system in a Class A office building is the system installed in the Salesforce Tower in San Francisco. The building’s system collects gray water from sinks and showers, and then treats the water using a combination of physical and biological processes, including filtration, UV disinfection, and membrane bioreactors. The treated gray water is then used to flush toilets and irrigate the building’s roof garden.

If you’re reading this from one of the parched Southwest states, the rise of on-site water reuse systems in commercial buildings isn’t exactly new to you. Thanks to dwindling water supplies and population growth, California, Colorado, Florida and Texas have policies mandating the installation of water reuse systems that have either been passed or are on the legislature list. City council members in Sacramento and Austin made headlines for passing ordinances requiring new commercial buildings to install water reuse systems in their plumbing, both of which will go into effect later this year. Beginning in July 2023, new commercial developments in Sacramento that are 10,000 square feet or larger will require graywater systems for irrigation, while buildings larger than 50,000 square feet will need to install a dual plumbing system that would allow recycling of graywater throughout the building. Austin, on the other hand, will require new commercial and multi-family homes 250,000 square feet or larger to have on-site water reuse systems beginning in December 2023.

New York City also introduced its Water Conservation and Reuse Grant Pilot Program, which offers grants of up to $250,000 to fund the installation of eligible systems. The program aims to reduce the demand for drinking water and promote sustainable water management practices in commercial buildings. Eligible projects may include the installation of gray water systems, rainwater harvesting, or other non-potable water reuse initiatives. By providing financial support to install water reuse systems, the program encourages buildings to adopt sustainable practices and meet regulatory requirements, while reducing operating costs and promoting resilience in the face of potential water shortages or supply disruptions.

Barring a growing regulatory framework, offices with water reuse systems are a more desirable asset. On-site water reuse systems are becoming increasingly popular in office buildings due to their potential to conserve water resources and reduce costs associated with water use. Not to mention that thermal energy can be recovered from wastewater to heat buildings, effectively reducing energy costs and greenhouse gas emissions associated with heating a building.

See also

splash management

Water reuse systems can vary in complexity and design, with different types of systems offering different opportunities for treatment and reuse. A common type of system uses a physical treatment process that uses filters and membranes to remove impurities and contaminants from gray water before it is reused for non-potable purposes. Another option is a chemical treatment process, which may include methods like ozonation or reverse osmosis to purify the water more. The specific type of system selected for an office building depends on a number of factors, including the building’s water needs, the space available for installation, and the project budget. Despite the differences between the systems, they all aim to reduce the environmental impact of water use and create a more sustainable building by reducing water use. Regardless of the methodology, installing a water reuse system would be undeniably helpful in differentiating a building as a trophy facility as companies look to set up their operations in the most sustainable buildings.

See also

On-site water reuse systems can support municipal water supplies by reducing the need for fresh water and relieving pressure on existing water sources. By using treated wastewater for nonpotable purposes such as toilet flushing, landscaping irrigation, or HVAC system cooling, buildings can offset some of their dependence on municipal water systems. This, in turn, can help cities and communities conserve their freshwater resources and better manage water scarcity during droughts or other water crises. Additionally, using treated wastewater for non-potable purposes reduces the amount of wastewater that needs to be treated and discharged into the environment, which can benefit local waterways and ecosystems. Overall, on-site water reuse systems can play a valuable role in promoting sustainable water management and ensuring long-term water security for communities. By establishing a hyper-local wastewater treatment loop and reducing reliance on municipal plumbing, water reuse systems also increase a building’s resilience to flooding. On-site reuse systems are less susceptible to extreme weather conditions, hydraulic capacity limitations, combined sewer overflows, and other infrastructure issues than main water systems.

Water reuse systems become part of the Flight to Quality equation because they help promote sustainability and wellbeing in the workplace, which are key to users and investors. After all, the current battle for quality is as much about helping residents with their environmental goals as it is about luring employees into the shiniest office around. Because on-site water reuse systems in office buildings represent an innovative way to reduce a building’s water needs and contribute to sustainable water use, using a system becomes a convenience for owners and occupants. Owners can achieve cost savings by implementing a water reuse system, and users have another way to promote their sustainability efforts to employees, investors, and the public.

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It was two years ago in Indianapolis that San Francisco 49ers general manager John Lynch spotted one of his late-round finds — one that would eventually work its way into the starting lineup and become a central part of the league’s best defense last season .

Now in 2023 and back in Indy for the NFL Scouting Combine, Lynch has revealed that fifth-round cornerback Deommodore Lenoir “will be a big part of us as we move forward.”

Lynch addressed the media at the annual showcase of NFL draft hopes. Lenoir came to Lucas Oil Field as a 5-foot-11 corner from Oregon two years ago in hopes that a GM or NFL team would take notice of his all-round ability. Since then, Lenoir has gone on to become one of the 49ers’ most valuable late-round finishes in that 21st league, becoming king of interceptors during the 49ers’ playoff run of the 2022 season. Lynch himself gushed about the making of Pick #172.

“One of my favorite things as a player, now as general manager, is watching players make breakthroughs,” said Lynch, transcribed by 49ers Webzone. “I think this has been a breakthrough year for Deommodore. We believed in him as a new player. It’s a difficult position to play. It is a difficult position to be thrown into the fire.”

Lenoir showed skills the 49ers drafted him for

When Lenoir got into the league, his draft rating from nfl.com’s Lance Zierlein described him as a “compact corner with short arms but who often makes up for that with a high level of physicality.” He also had the toughness and physicality, wide Challenging receivers in the first five yards and then bullying at the catch point.

But Zierlein emphasized another tidbit: “Ball skills like a wideout with a jump climax and one-handed grab.”

And that came in handy against the Dallas Cowboys when his “hyena instinct” kicked in against Michael Gallup. But Lynch revealed what he thought was the “coolest” part of Lenoir’s development.

“The coolest thing about him is that he sort of broke through that, and it wasn’t easy. There’s another corner on the other side in Mooney [Charvarius Ward] that people really respect. So they wanted to go after the other guy,” Lynch said.

And as teams threw away from Ward, Lenoir led SF in picks in the playoffs. And despite losing in the NFC title game, Lenoir and Ward picked up two 1,000-yard receivers in DeVonta Smith and AJ Brown and delivered this result: A combined two catches for 16 yards on their side’s six goals.

“[Lenoir] he’s withstood some adversity where people have come after him and the only way to put out that fire is to start playing,” Lynch said. “And in the end, in some cases, I wasn’t so sure that they were going to throw it at Mooney. I think that says a lot about Deommodore’s mental and physical strength.”

Lynch also believes the Oregon star and fifth-round find can only add more versatility to the 49ers’ defense going forward.

“The coolest thing is that he has some flexibility in where he can play outside and inside, so he gives us a lot of versatility there. We are really proud of the young man. He’s going to be a big part of us to move forward,” Lynch announced.

49ers want to lure back UFA DB

Meanwhile, in the defensive backroom, Lynch discussed the future of a 49ers unrestricted free agent. He believes Tashaun Gipson has one more season ahead of him with the 49ers.

“I think he wants to play and we’d love to have him back,” Lynch said of The Athletic’s David Lombardi.

Gipson was originally a practice team, signing before moving into one of the starting spots alongside Talanoa Hufanga. Gipson responded by delivering five interceptions with a team-high during the regular season and delivering eight most pass breakups for the Houston Texans since 2019.

The veteran was on a one-year, $1.12 million contract with the 49ers and will be 33 in August.

The post 49ers CB is a ‘Huge A part of us Shifting Ahead,’ GM Says appeared first on DAILY SAN FRANCISCO BAY NEWS.

With the end of the Fassking’s Gardens era at Grand Station, Alameda’s next phase of growth was about to begin. Alameda, once primarily a place for weekend picnics and summer retreats, has become a town of houses. In Part 1, Part 2 and Part 3 of this story, we learned how German immigrant Louis Fassking founded Alameda’s largest and most successful hotel and resort at Fassking’s Park. The railroads, which had done so much to bring business to his resort, were now bringing that business to the West End seaside resorts, the most famous of which was Neptune Beach. Those same railroads, as they expanded their lines and stations, also made Alameda a more desirable and convenient place to live, with regular rail and ferry services to and from San Francisco and Oakland.

A view of Grand Station in 1940 and today. From the founding of Fassking’s Hotel here in the early 1860’s to the introduction of the railways in 1864, through the era of the ‘Big Reds’ in the South Pacific to 1941 and into today’s bustling CBD, this station has been a hub of activity for over 160 years. Left photo unknown source. Right photo Steve Gorman.

Marcuse & Remmel excel in real estate

1726 Lincoln Ave., adjacent to Minturn Court, was built on the former Fassking’s tract as part of Marcuse & Remmel’s 1891-1892 development of 15 houses there. This Queen Anne High Basement Cottage was built in 1892 and sold for $2,300. It displays a particularly large and spectacular variation on the sunbeam theme in its pediment. Photo Steve Gorman.

At the end of the 1880s, the businessman Felix Marcuse (1847-1925) and the musician Julius Remmel (1855-1913), independently of one another, began to deal more and more with the sale of real estate. Although each was successful in their chosen field, they couldn’t resist Alameda’s booming housing market. By 1890 they had merged and when Fassking’s tract was vacated of its old hotel buildings they were perfectly positioned to seize the opportunity. A large, empty piece of land right next to a train station must have seemed like an excellent investment to the new company Marcuse & Remmel.

They bought land for 10 cottages on the newly created Minturn Court, along with enough land for five more houses on Lincoln Avenue. Although new to the field of house building, they hired architects and builders to build affordable homes in the style of the period – Queen Anne High Basement Cottages. While other builders such as Joseph Leonard and Charles Shaner built larger and more opulent homes for wealthier clients, Marcuse & Remmel focused on more modest but stylish cottages for the average earner. Their cottages typically cost $1,400 to $2,500 and can be purchased on installments with as little as $100 down payment and $10 per month.

Join historian Dennis Evanosky and the Alameda Post for a walking tour of Caroline and Weber Streets on Saturday, February 25 or Sunday, February 26 at 10am. We’ll learn about the notable architects – including Marcuse & Remmel – who designed and built homes in the 1200 and 1300 blocks of these Gold Coast streets. We will also learn personal details about some of the people who lived in the historic houses there. We meet at the intersection of Caroline Street and Fair Oaks Ave at 10:00 am both days. Tickets are $20 each for the Saturday or Sunday tour. Limited tickets may be available on the day of each tour.

Fassking’s hotel page comes to life

An early view of 1525 Minturn Ct., one of Marcuse & Remmel’s creations on this block, compared to a current day view. Like much of the street, this home was built in 1891 in the Queen Anne High Basement style and originally cost $2,250. One of the distinctive features of these houses is the heavily decorated gable with a full circle sunburst. Left photo unknown source. Right photo Steve Gorman.

Marcuse & Remmel’s first major project was to convert an empty lot three blocks from their Bay Street offices into Mastick Court, a cul-de-sac of 11 Queen Anne-style cottages built in 1890. The success of this project led to the Minturn Court development where 15 cottages were built in 1891 and 1892 on the site of the old Fassking’s Hotel. Ten of them can still be seen on Minturn Court itself, with another five located just outside Lincoln Avenue. They are in various stages of alteration, renovation or conservation but there are some excellent examples of the work of Marcuse & Remmel in the early 1890’s along these streets.

It is interesting to compare the cottages on Mastick Court, Marcuse & Remmel’s first major project, with those on Minturn Court, the firm’s second major project. Within a year they had greatly improved their game, and the increased level of detail and beauty of the houses shows it. The firm was constructing 58 buildings in 1891 and averaging 60 buildings a year through 1896, making them among Alameda’s most prolific builders.

Most of their work was in Alameda, but about a fifth of their commissions were in other cities, and they even opened a branch in San Francisco in 1890. Marcuse & Remmel eventually employed a team of over 60 skilled workers such as architects and draftsmen, carpenters, plumbers, plasterers and painters. Bert Remmel (1872-1927), Julius’ younger brother, joined the firm around 1895 and may have played a role in the shift to more ‘modern’ and transitional designs as the Colonial Revival style entered the scene.

The time of Marcuse & Remmel is coming to an end

In the late 1890s the ongoing depression began to take its toll on Marcuse & Remmel. Their annual number of homes fell below 50 and continued to fall each year. By 1898, new orders were coming mostly from San Francisco, and their incredibly prolific and prolific house building era in Alameda was coming to an end. In less than 10 years they had built over 500 homes in the Bay Area, most of them in Alameda. But as sales slowed and bills piled up, they found themselves in the same position Louis Fassking had at the end of his run at Fassking’s Park – in debt and in trouble with creditors. And so the cycle of boom and bust, so often repeated, reemerged.

An ad for Marcuse & Remmel in the Alameda Daily Argus in 1898. The ad lists their business address in San Francisco in addition to their original Bay Station location. By 1898, more business was coming from San Francisco, and their reign as Alameda’s most prolific house builders was nearing an end.

By Christmas 1899, reports in local newspapers reported the transfer of all of Marcuse & Remmel’s assets to the Puget Sound Lumber Company, their largest creditor. In February 1900, the San Francisco Examiner published articles with headlines such as “Home Builders Forced Under” describing the bankruptcy of Marcuse & Remmel. Both Felix Marcuse and Julius Remmel worked separately with Bert Remmel in other areas including notary public and real estate, but never again was there to be such a golden age of building as they witnessed in Alameda in the 1890s.

Julius Remmel died in 1913, Felix Marcuse in 1925, and Bert Remmel in 1927. Though they are long gone, their spirit lives on in the many examples of their fine work throughout Alameda and the Bay Area. Its characteristic elements such as sunbeams, molded plaster, structured facades, an enormous variety of milling work and curved metal sills under bay windows let the viewer know immediately that it is a creation of Marcuse & Remmel.

Learn about another member of the Remmel family, Jacob Remmel, who founded the Teutonia Park and Homestead Association in Alameda.

Lasting treasures from the past

While numerous examples of Marcuse & Remmel’s work still stand in Alameda today, there are less tangible reminders of Louis Fassking’s legacy. In Part 3 of this story, we looked at the two surviving sections of Fassking’s Hotel, which still stands today on the corner of Eagle Avenue and Stanford Street. But there is one remnant of the old Fassking’s Hotel, an ornate door that somehow escaped the junkyard and has been preserved in the Alameda Museum.

The Alameda Museum has an original door from Fassking’s Hotel, believed to date from 1874 when the hotel buildings were replaced after the Great Fire. The detail and beauty of this door suggests the grace and beauty of what was once Alameda’s largest hotel and resort. Photo Steve Gorman.

This door, accompanied by a framed description on the wall, is known for the fine craftsmanship of its time. Rather than being made of plywood or other cheaper construction methods, these door panels are “chamfered and mitered, stiles and railings joined with wooden dowels, and the panels fitted in mortise and tenon joints. The window is made from pieces of stained, textured and etched glass. This door is truly a work of art,” according to Ron Ucovich’s The Fassking Hotel Door. This door gives us just a touch of the grace and beauty that must have characterized Fassking’s Hotel and Gardens.

The late 19th century was truly a time of craftsmanship and beauty of design. Things were made to last, including buildings and houses. The fact that we can admire these treasures from the past today is a testament to the quality of the work, the building materials (old redwood) and the dedication of the preservationists to keeping them alive for future generations. Thanks to Cohen’s Railroad, Fassking’s Park, and Marcuse & Remmel, the Grand Station retains the basic layout of a 19th-century railway station and business district. Stop by anytime and take a stroll through history while admiring our Alameda treasures.

For more information on Marcuse & Remmel and the other leading builder in Alameda, Joseph A. Leonard, see Woodruff Minor’s book, A Home in Alameda, available in the gift shop and on the Alameda Museum website.

Special thanks to Alameda Librarian Beth Sibley for researching Louis Fassking and Fassking’s Park and a tour of the door of Fassking’s Hotel at the Alameda Museum.

Contributing writer Steve Gorman has lived in Alameda since 2000 when he fell in love with the history and architecture of this unique city. Contact him via [email protected]. His writing is collected at AlamedaPost.com/Steve-Gorman.

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In recent decades, San Francisco has become a major international center of wealth and business in a way that has not been true since the Gold Rush. Global firms like Twitter, Uber and Yelp are headquartered in San Francisco while others, like Facebook and Apple, are just a few miles down the road in Silicon Valley.

This change has led to a rightward shift in local politics for two reasons.

The first is obvious. Wealthy tech people moving in and low-income people of color moving out has given The City a more conservative bent. This is different than the three decades beginning in roughly 1966, when San Francisco drew people from around the US who wanted a more tolerant environment or did not feel comfortable in their conservative hometowns or otherwise wanted to express themselves in unconventional ways.

But since the dawn of the 21st century, people who moved to The City generally came to make money. Naturally, that changes the cultural vibe and politics of San Francisco.

The second reason is less obvious, but also very important. The business community is much stronger now than it was for much of the 20th century.

For most of the 1960s to 1990s, the politics of San Francisco could be understood as a battle between neighborhoods and downtown business interests. That division frequently reinforced left-right political divisions, but there were also liberal business leaders and conservative neighborhood activists. As contentious as those battles were, it was a relatively fair fight, with neighborhoods squaring off primarily against San Francisco-based businesses, firms and developers.

During this century, the balance of that battle has shifted. Now, the business community has financial resources that are all but infinite and the electorate increasingly is made up of people who came to San Francisco precisely because of those powerful businesses.

These factors help explain why 21st-century San Francisco has moved rightward in so many ways. Conservative interests in the 1960s, 1970s and 1980s could always outspend progressives, but the scale was different. There were very few people with the money that today’s tech entrepreneurs use to influence outcomes of extremely local races. Nor were there global businesses who could use the constant and implicit threat of leaving town to get what they wanted from city government.

True, there is also a lot of liberal money in San Francisco and The City has emerged as an important source of funding for national progressive causes. But that money has been used less frequently to push for meaningful progressive governance in San Francisco.

The moneyed interests in San Francisco are not always conservative or right-wing, but they have a vision that is distinctly not progressive. The moderate-to-conservative vision of San Francisco is one where businesses and developers are empowered and given incentives to operate more or less however they like, where fear of crime is fetishized, and where homelessness is understood as a problem not of human suffering but as a quality of life issue for the housed. Regardless of whether you support this vision, it is very apparent there is a constituency for it.

In recent years, we have also seen a new generation of political infrastructure develop around this more moderate vision for San Francisco. Organizations like Grow SF, while not right-wing, have taken the more conservative position, in a San Francisco context, on everything from the local recalls to making The City more business friendly. This constituency also supports things like a car-free JFK Drive and closing the Great Highway to traffic. These positions do not fit easily on the left-right spectrum, but they represent the views of the new tech ascendancy. Not surprisingly, Grow SF’s board consists primarily of people who work in tech.

Other organizations like Together SF are also part of this new infrastructure. Together SF does good work mobilizing volunteers throughout The City, but its description of San Francisco as having experienced “(y)ears of politics without progress, of posturing and infighting among elected officials while inequalities festered” is code for progressives have failed.

San Francisco’s place as a radical or uniquely progressive city has never been simple. For much of the middle and early 20th century, it was a strong labor town. Yet other than a few events, like the General Strike of 1934 or the demonstrations at the HUAC traveling road show in 1960, it was not to the left of many other American cities.

The quarter century that began around 1970 could be called the Golden Era of progressive San Francisco, but other than the too brief interregna of the Moscone and Agnos administrations, business leadership always had a firm ally in City Hall. The advances San Francisco made in civil rights, particularly LGBTQ rights, and other social issues during those years were indeed significant, but since that period many cities have caught up with San Francisco.

Here’s some shorthand: The cultural vibe and governance of San Francisco today is much more Obama-Pelosi-Biden than it is Bernie and AOC. And that’s because of tech money.

“Why San Francisco is more conservative than you think” is a four-part Examiner series.

Part I. The era of Republican mayors, 1912-1964

Part II. San Francisco’s progressive image takes shape, 1975-1995

Part III. Other cities have become more progressive than ‘radical’ SF

Author Lincoln Mitchell has written numerous books and articles on The City and the Giants. Visit lincolnmitchell.com or follow him on Twitter @LincolnMitchell.

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CVS Health will begin closing a number of stores across the country next month, including six in San Francisco, as part of a shift to focus on digital services.

The company announced in November that it would close around 900 US locations from spring 2022, but some of the closings will begin in January, a CVS spokesman confirmed.

“We made the tough business decision to close six CVS pharmacy locations in San Francisco in January 2022,” the company said in a statement. “All prescriptions are broadcast to nearby CVS pharmacy locations, many of which are half a mile or less from the closing location, to ensure that patients continue to have uninterrupted access to the services. All employees are offered comparable roles at these other CVS locations. “

The six CVS Pharmacy San Francisco locations that will close in January are as follows, along with the close date and location where the prescriptions will be transferred:

• 581 Market St. Closing January 7th, moving to 601 Mission St.
• 2025 Van Ness Ave. closes January 8th and moves to 2675 Geary Blvd.
• 731 Market St. Closing January 15, relocating to 789 Mission St.
• 351 California St. Closing January 15, relocating to 601 Mission St.
• 500 Pine St. Closing January 21, relocating to 601 Mission St.
• 400 Sutter St. Closes January 22nd, relocates to 1059 Hyde St.

After the closure, CVS will have 15 locations in the city. It also offers prescription home delivery through CVS.com and the CVS Pharmacy app, the company said.

“Maintaining access to pharmacy services in underserved communities is an important factor that we consider when making decisions about shop closings,” the company statement said. “Other factors include local market dynamics, population shifts, the store density of a community, and ensuring that there are other geographic access points to meet the needs of the community.”

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This series of three articles is dedicated to my mother Wilma Doreen (nee Clement) Hayes, who was rightly proud of her Okanagan

Pioneer roots. Mom took a special interest in the life of her maternal grandmother, Lucy (nee Freeman) Whelan (1852-1911).

On page 54 of The 20th Report of the Okanagan Historical Society (1956), Nellie Florence Bell (nee Whelan) briefly recounted the details of her mother’s epic journey from England to British Columbia:

“In 1882 my father (George Whelan) decided to get married and sent his fiancée, Miss Lucy Freeman, to England to come and see him (in Ellison, BC). She sailed from Liverpool via Cape Horn to Victoria. From there she took the boat to Yale, then the stagecoach to Cache Creek. Here she switched to the Kamloops stage, which took her to the Spallumcheen Valley, where she stayed at the Fulton Farm. My father met them and they were married by the justice of the peace …

Aunt Nellie provided an overview of the journey her mother (my great-grandmother), Lucy Freeman, made in 1882 from her relatively comfortable home in southern England to the wilderness of the Okanagan Valley in British Columbia. Nellie’s description is the “naked” version of her mother’s trip; It is time to “complete” the story.

Lucy Freeman was born on January 2, 1852 (some records show her date of birth as January 1) in Great Chesterford, Essex, England, the second of 10 children – only four of whom reached adulthood – to chimney sweep Samuel Freeman (1825) -1904) and Lydia Purkiss (1827-1867).

When Lucy was born, Great Chesterford was an old village and

former market town, had about 1,000 inhabitants.

Lucy was 15 years old when her mother died of tuberculosis. The following year, 1868, Samuel Freeman married Sarah Bird (1840-1905) and they had seven other children. Lucy and her stepmother and her younger half-siblings, who were born between 1869 and 1885, were not close, their youngest half-sister (Edith) was born three years after Lucy left England.

Lucy left home in 1866 when she was 14 and found work as a domestic servant with local families and later in a London residence where she worked as a cook. She learned this craft well and passed her cooking and baking skills on to her daughters Nellie, Margaret, Laura and Minnie.

Lucy met Florence “Nellie” Whelan (1861-1905) while working “on duty”. Nellie told Lucy about her older unmarried brother, George Whelan (1844-1927), a rancher and farmer in the distant Okanagan Valley. Lucy and George began to correspond. He then mailed her a proposal and asked Lucy to come to British Columbia to be his wife.

A year before Lucy Freeman came to Canada, she was erroneously listed in the 1881 English Census (Barnet, Hertfordshire) as “Sarah Freeman,” general domestic servant to George Whelan’s widowed mother Sarah, his younger sister Mary Ann and her husband John D. visited .Patch.

In the spring of 1882, Lucy Freeman – 30 years old, unmarried and with few reasons to stay in England – accepted George Whelan’s proposal, boarded a steamer in Liverpool and embarked on the long voyage to her new home in western Canada.

Little is known about Lucy’s sea

Travel. Extensive research did not reveal the name of the steamer on which she sailed. The journey from England to western North America usually took about four months, so Lucy probably said goodbye to her family in May 1882, having settled in the Okanagan in late September.

Lucy traveled on the tween deck – cramped common areas below deck – where the passengers lived, prepared their food, and ate and slept. As a single woman, Lucy did better than many of her fellow travelers because she had more space and privacy. The Victorian customs of female decency certainly benefited Lucy on her four-month voyage at sea.

A story passed down through the Whelan family says that Lucy’s father warned them not to speak to anyone on board the ship except the one

Captain. If Lucy took her father’s advice, it must have been a lonely one

traveling, spending her days alone on the tween deck, or walking on deck wondering what lies ahead of her in British Columbia.

The ocean liner made its way west across the Atlantic and south to the tip of South America, where it circled the Cape of Good Hope, left the stormy Atlantic behind and entered the calmer Pacific. Lucy and the ship of her fellow travelers then followed the west coast of South America, possibly stopping in Valparaiso, Chile, to pick up coal for the final leg of the voyage.

Further north, the steamer reached San Francisco, where many of the passengers disembarked and the rest stayed on board for their ship’s final destination, Victoria.

The 1881 Canadian census recorded Victoria’s population of 7,295. Lucy arrived in mid-September 1882 after a month-long sea voyage.

Victoria was and is very British in her looks and feel, so Lucy may have felt more comfortable regaining her country legs in a more “familiar” setting.

Lucy’s long journey continues in next week’s article as she takes a boat to mainland British Columbia and travels up the dangerous Fraser Canyon stretch of Cariboo Road. In Cache Creek, she makes her way to North Okanagan, where she meets her fiancé, the rancher George Whelan.

This article is part of a series submitted by the Kelowna Branch of the Okanagan Historical Society. For more information, welcome to PO Box 22105, Capri PO, Kelowna, BC, V1Y 9N9.

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Anyone who wants to get ahead in the hotel industry is better prepared to move. In this way you can multiply your chances and increase your chance of more personal wealth. This is how it was explained to me many years ago and it is certainly my experience. Moving, on the other hand, is not easy and can put a strain on you and the people in your relationships.

One aspect of moving is the experience you can gain. The work exposure as well as life itself. It is seductive and exhilarating to learn how to survive and excel in different work environments and locations. Once you’ve built this into your system you’ll want more, which means you’ll be moving again.

I’ve moved 11 times in my life and career. When I say moving, I mean packing up everything, selling the flea market and loading the truck. All over North America and I can honestly say that every move has had a silver lining. I can also say that every movement had its challenges and bumps. I’ll take you through each one and try to highlight the good and the less positive. Because I believe that life is about life and at this point we never know what will look like adversity, that may be exactly what drives us on.

For the first part of the story – read here (1981-2000).

For the second part of the story – read here (2000 – 2007).

Working for the EPP meant that I was its numbers man. I gave him everything he needed to analyze, and he and I got along, so to speak. I now had a new goal. I quickly realized that there were many advantages to being your pocket man. People will get back to you if you call from the boss’s office. I was part of his team and we did two budget review tours across North America. These meetings were sometimes tense and action packed. You never knew who was going to be beaten up. I learned so much about our business and human nature. I’ve worked on a lot of interesting projects, including a regularly added feature of the President’s Favorite Projects and even an 11-hour appearance for the CEO to fend off a fatwa. Who says accountants aren’t creative?

The only thing I’m going to say about Corporate or the Puzzle Palace is that I liked it a lot better than I thought. My job at Corporate came to an end and in 2007 I switched back to the world of hotels on our mother ship in Toronto. It was good to be back in a hotel and play a permanent role that wasn’t going to change that much. This was a step in my career that I didn’t have to pack. I just stopped a block down the street to start my new gig. Working as a manager in a hotel has many advantages: the cafeteria, dry cleaning, parking, service and entertainment accounts, to name a few.

My life has settled in quite well in Toronto and we’ve moved from the suburbs to downtown. No more trains to commute to the city – I exchanged the Go-Pass for a new bike and found a new love for cycling. My kids were getting older now, one at university and two more at the door, when one day my phone rang and as the saying goes – one thing led to another – and we moved to San Francisco. Check out the full history of Trading Places here.

If you count, this is nine moves so far. It was, so to speak, the last step I took with the company. San Francisco was a dream come true. I had planned a trip to California almost 30 years earlier that didn’t materialize, now someone or something was paying me. Ain’t life sweet

Leaving family and friends behind in Canada was not easy. I remember asking my daughters what they thought of us moving to San Francisco and they were all very supportive of us. One aspect that made it even more attractive was that Johanne has dual citizenship. After carefully researching her late mother’s birth and school records, she’d received her U.S. passport the year before. It started and for the next three and a half years I was the regional controller for California.

We had so many great adventures there and the work was amazing too. But like many things in life, they come to an end, so to speak. For me that meant the hotel was sold, we had new owners, and let’s say the arranged marriage didn’t go so well for me. One thing led to another and it was time to leave the hotel family after 31 years.

Getting divorced is tough for anyone, but getting divorced after three decades and nine moves is heartbreaking. As devastating as it was, I also knew it was time. It was my time, time for myself, to do a different type of movement. We stayed in the Bay Area for another two and a half years, at our home in Haight Ashbury. Mainly because we had nowhere else to go. I started my coaching business. John’s counseling flourished and my daughter Alyson graduated from college and moved to SF and us. We helped her settle in, she found her first job with this new company called AirBnB. A few months later she moved out alone. Now it was time for Move # 10. SOCAL, we’re coming.

Train number 10 was very different from the last couple of trains, simply because we were alone. No company move this time. We sold our house in SF ($$$$) and found a house to rent in Orange County south of LA in a small town called Corona Del Mar. We wanted to experience Southern California and wanted to stay for a year.

Four years later we loved our SOCAL experience. Our house was a five minute walk from the beach. I lived in shorts all year, rode my mountain bike almost every day, bought a little red British sports car and kept working on my coaching business. I started writing in this house. I also made some good friends. But the one-year experiment had unfortunately turned into four. We’ve been staring at the States for almost 10 years now and we both wanted to retire, but the big question was where we were going …

Come back for the final moving part and the nearly 3,100 mile cross-country adventure.

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