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WTAS: Advocates Commend Introduction of Chairman Cruz’s Protect College Sports Act - U.S. Senate Committee on Commerce, Science, & Transportation
WASHINGTON, D.C. – Intercollegiate conferences and universities across the country are praising the introduction of the Protect College Sports Act, bipartisan legislation aimed at ending the uncertainty and disorder facing college athletics. The legislation was formally introduced today in the U.S. Senate by Commerce Committee Chairman Ted Cruz (R-Texas), Ranking Member Maria Cantwell (D-Wash.), and Senators Eric Schmitt (R-Mo.) and Chris Coons (D-Del.). Chairman Cruz will convene a full committee hearing tomorrow, June 3, at 9:00 a.m. ET on the legislation. Witnesses are Nick Saban, Pete Bevacqua, Gordon Gee, Teresa Gould, and […]
How Science Works
The 2nd Weather and Climate Livestream is now underway. It is organized by a group of early-career researchers concerned about declining funding for the field and eager to demonstrate how weather and climate research makes a difference in our lives. Last year’s event was a great success, drawing terrific press coverage including a piece in the NY Times. This year features a strong lineup of talks aimed at a general audience — I highly recommend tuning in. Share I gave a talk yesterday about How Science Works in Three Steps. You can see the short presentation here (I’ve appended a transcript below): And please tune into the livestream here. It runs through tomorrow at 6 pm ET. Thanks for reading The Climate Brink! Subscribe for free to receive new posts and support our work. Subscribe Cleaned up transcript: Thank you, and thanks to everyone tuning in. I want to talk about something I think a lot of people don’t really understand: how science actually works. Arguments over any scientific topic — climate change, vaccines, you name it — revolve around competing claims. For climate change, the claims are: Is the Earth warming? Are humans to blame? What will the impacts be? Over the last 150 years, the scientific community has developed a remarkably robust method for sorting out which claims are true and which aren’t. That method is what I want to walk through. So how does science generate knowledge? If you ask a high schooler, they’ll give you the version they learned in ninth grade: an individual scientist forms a hypothesis, runs an experiment, and draws a conclusion. That’s more or less what happens at the individual level, though in practice it’s more iterative — you design, test, and refine all at once, landing on a slightly different idea each time until you reach a conclusion about whatever hypothesis you’ve ended up with. But this isn’t science. It’s only step one. Any individual scientist can make mistakes — scientists are human. Maybe there’s a bug in the code, maybe there’s an error in the experiment. Just because someone ran an experiment and reached a conclusion doesn’t mean it’s right, and scientists don’t treat a single result as settled truth. Step two is peer review, the first layer of quality control. The scientist writes up what they did and submits it to a journal, which sends the paper to other experts in the field. Those experts judge whether the methods are sound, whether it properly references prior work, and whether the conclusions actually follow from the data. Ask any scientist and they’ll tell you peer review is miserable — the comments come back brutal, often harsh, and you have to revise and resubmit, sometimes multiple times, before an editor finally accepts the paper. Peer review catches an immense amount of bad science, but it can’t catch all of it. Reviewers get sloppy or overworked, they miss obvious mistakes, and they can’t catch hidden errors — a bug in the code, a misread instrument. So a peer-reviewed paper making it into a journal doesn’t mean the paper is right. Nobody treats a single paper as the final word. That’s where step three comes in: the crucible of science. Important results get retested by the broader community. If you publish something interesting, it gets dissected. Sometimes people try to reproduce your work directly but more often they test its implications. If someone claims X is true, and that implies that Y is also true, then scientists will go check Y. If a claim survives this gauntlet long enough, it becomes accepted. That’s how we generate knowledge. Let me give an example: the ozone hole. In 1985 — and I doubt many people watching were around then, but I remember it well — Joe Farman and his colleagues published observations from Antarctica showing that a huge chunk of ozone was disappearing every year. This was shocking because most atmospheric chemists had expected ozone loss to occur at mid-latitudes and high altitudes, not over the South Pole. When scientists see something they don’t understand, they rush to explain it, and several competing hypotheses quickly appeared in the peer-reviewed literature. One pointed to chlorine chemistry from chlorofluorocarbons. A second blamed nitrogen chemistry, possibly driven by solar proton events — meaning the sun was responsible. A third argued it wasn’t chemistry at all but dynamics: winds were carrying naturally low-ozone air from the lower atmosphere up into the stratosphere. Then the community went to work testing which theory could survive the crucible. Aircraft flew into the ozone hole and found no nitrogen, ruling out the nitrogen theory. Measurements showed the air in the polar vortex was descending, not rising — which would bring high-ozone air down, eliminating the dynamics theory. Meanwhile, those same flights measured enormous amounts of chlorine, strongly correlated with exactly the regions where ozone was being destroyed. That became known as the “smoking gun” paper, and it established that chlorine chemistry was the cause. Through this process, a consensus emerged. And it’s worth being clear that this consensus is organic. There’s no vote, no poll, no meeting where it gets decided. Scientists go to conferences, talk to one another, and independently arrived at the same answer. It’s the ultimate free market of ideas. After the consensus was established, the peer-reviewed literature doesn’t even mention the rival theories — it simply takes chlorine chemistry as given. That’s what a consensus looks like. It doesn’t mean every single scientist agrees, but it does mean there’s no longer any legitimate debate. So where can you see what scientists actually think? It’s all in the peer-reviewed literature, which contains the entire historical record of the argument: the discovery, the competing theories, the debate, the testing, and finally the community coalescing around one answer. But there’s a lot of room for misrepresentation. You can dig up an old paper claiming the ozone hole was caused by dynamics and wave it around as if there still was a debate about the cause of the ozone hole — without mentioning that the idea was disproven long ago and that even its own authors no longer believe it. There’s a bigger problem, though: the peer-reviewed literature is written in a language I call “nerd.” It’s extremely hard to read — honestly, some of it is hard for me to follow. It takes graduate students years to work through the literature in a single field, so we can’t expect policymakers or ordinary people to do it. This is where scientific assessments come in. The most famous is the IPCC — the Intergovernmental Panel on Climate Change. The job of an assessment is to read and summarize the peer-reviewed literature, synthesizing what’s settled, what’s been disproven, and what remains genuinely debated. To ensure the assessments accurately summarize the peer-reviewed literature, assessments are written by large teams, which are far less prone to bias than individuals and which dilute the influence of any one scientist with an axe to grind. The teams are deliberately assembled to avoid stacking the deck, and the reports themselves go through multiple rounds of peer review. That rigorous process is exactly why you can trust them and why people consider the IPCC to be the gold standard of what we know about the climate system. An assessment produced through a different process may well not be credible. You can even watch the consensus evolve across assessments. Take the attribution of warming. The 1990 IPCC report said the observed warming was broadly consistent with model predictions but also comparable to natural variability — in other words, we don’t know whether humans are responsible. By 1995, it concluded that the balance of evidence suggested a discernible human influence — a sentence only a committee could write, and one that barely commits to anything. By 2001, most of the warming over the previous 50 years was judged “likely” due to greenhouse gases; by 2007, “very likely”; by 2013, “extremely likely.” The 2023 report says essentially the same as 2013 — there’s not much stronger language available. So, to wrap up: science is our ultimate tool for deciphering the universe — the most successful method we’ve ever developed for determining what’s true and what isn’t. Our understanding is written into the peer-reviewed literature, so if you want to know what scientists think, that’s where to look. And for those of us who don’t speak nerd, scientific assessments are the Rosetta Stone — they translate nerd into English. Let me open the floor to questions. Thank you.
Sanford Health shows how it trains tomorrow’s care team
At an event in Fargo, leaders from Sanford and the community gathered to talk about investing in the future of the healthcare workforce.
Dragon Quest gets a 40th anniversary stream from Square Enix tomorrow
Square Enix is hosting a brief event for the series's 40th anniversary
PlayStation Days of Play Sales Start Tomorrow with Physical and PS Store Offers
Deals live from 26th May to 10th June
Fox Sports Series ‘All In: IndyCar’ From Tom Brady’s Shadow Lion Set For Sky In UK & Ireland
EXCLUSIVE: Sky Sports has acquired the UK and Ireland rights to All In: IndyCar, the Fox Sports docu-series from Tom Brady’s Shadow Lion. Sky is wasting no time in adding the series to its offer, running the first three episodes launching tomorrow (May 22) ahead the Carb Day practice on May 23, which precedes the …
Sony WH-1000X The ColleXion leak ahead of launch
They will be positioned as a higher-end offering than the current WH-1000XM6. Sony is launching its WH-1000X headphones tomorrow, but a detailed leak has...
Sony's 10th Anniversary 'Collexion' Over-Ear Headphones Leaked
Sony's latest noise-canceling headphones have been leaked. Images of the 10th anniversary models, called 1000X "The Collexion" Edition, were shared online today by OnLeaks. They're expected to launch tomorrow, coming just a year after the company's WH-1000XM6 series. From what we can tell based on the leaked materials, the changes are largely design-based.
Preview: Mystics play the Wings on Monday
The Washington Mystics play the Dallas Wings tomorrow night. Let’s preview this one. Game info When: Monday, May 18, 2026 at 8 p.m. ET Where: College Park Center in Arlington, TX How to Watch: Monumental Sports Network locally, Peacock nationally Injuries*: For the Mystics, Darianna Littlepage-Buggs is day-to-day. For the Wings, they have no injuries […]
A’s Drop Saturday Contest To Giants 6-4
Tough loss but can still win the series tomorrow
8 Books That Break the Silence Around Suicide for Mental Health Awareness Month (Exclusive)
"I wrote a story that centers suicide because I know what it feels like for tomorrow to not feel promised," writes 'A Breath Too Late' author and mental health advocate Rocky Callen
ALLEGRI: "CONCENTRATED ONLY ON TOMORROW"
Our final away game of the season is also one of our most important, because it could be crucial in the race for Champions League football. Ahead of Genoa v AC Milan, Massimiliano Allegri gave his pre...
Roma renew interest in Spanish executive Ramon Planes
In these days, Roma will focus on the pitch first, then on the rest. The derby against Lazio, scheduled for tomorrow at 12:00 PM, is too important for the club’s sporting fortunes ahead of next seas...
Introducing Northwood Insights, a New Blog for the Next Generation of Business Leaders
New content platform strengthens the university’s digital presence, broadens its reach among prospective students, and establishes Northwood as a thought leader in business, free enterprise, and entrepreneurial education. Northwood University has launched Northwood Insights, a new blog designed to position the university as a leading voice in business education, free enterprise, entrepreneurship, and career development. The platform delivers expert, research-informed content to prospective students, current students, and the broader professional community, meeting audiences where they already are online and searching for answers. “Northwood has always been about preparing people to move forward with clarity and confidence,” said Marketing and Communications Officer Rachel Valdiserri. “With Northwood Insights, we’re meeting students where they are with content that’s relevant, direct, and built for how they discover and learn today. It’s not about adding more noise; it’s about delivering ideas, perspectives, and insights that help them make more informed decisions earlier in their journey.” The blog features a growing library of articles spanning Northwood’s core academic strengths, including business administration, automotive and mobility studies, sports management, and entrepreneurship. Each piece is written to inform and guide, answering the real questions students are asking while organically connecting readers to the academic programs, faculty expertise, and career outcomes that define a Northwood education. Each article is crafted to reflect Northwood’s institutional voice while being optimized for the search behaviors of today’s prospective students, a generation that begins researching universities long before they apply. By appearing in those early search results, Northwood establishes credibility, builds familiarity, and creates a meaningful connection with students the moment they are most open to influence. “This platform is a natural extension of our enrollment strategy,” said Dr. Matthew Bennett, vice president of enrollment and strategic alliances. “When a prospective student searches for career paths, we want Northwood to be the source they trust. Northwood Insights makes that possible at a global scale.” Beyond enrollment, Northwood Insights serves the university’s broader advancement mission. As a platform built to demonstrate expertise and institutional relevance, it reinforces Northwood’s standing as a thought leader in free enterprise education and entrepreneurial leadership, directly supporting alumni engagement, donor confidence, and community partnerships. The content signals that Northwood is not only preparing students for the careers of today but actively shaping the conversations defining the industries of tomorrow. “Attention isn’t given anymore; it’s earned,” said Milada Dzevitski, Northwood’s digital content and technical writer who manages the Northwood Insights blog. “This platform is built to meet that standard, with content that’s relevant, direct, and worth engaging with.” Northwood Insights is live now and will continue to grow with new content published regularly. Share this page
Together for a Better Tomorrow: Local program tackling mental health
When emotional distress hits, too many people feel they have only one place to turn: the Emergency Department.
NCAA debuts ‘Tomorrow’s Leaders, Today’ campaign to celebrate the lessons learned beyond competition
The NCAA's newest brand campaign, "Tomorrow's Leaders, Today," showcases how college sports develop life skills and character traits that extend far beyond the game, leading to student-athletes' success later in life. The ad debuted over the weekend and will run throughout the NCAA spring championship season.
This day in Penguin history: Francis steps up
(Wrote this for tomorrow, and then realized the date was wrong. So pull up a chair for some bonus history content..) 1992: Ronnie tips the balance of the series, and playoffs Pittsburgh’s hopes to defend their 1991 Stanley Cup championship were in deep trouble on May 9th, ahead of Game 4 of the Patrick Division […]
Bloomsburg hosts its inaugural Comic Con!
Bloomsburg, Pa. — The Bloomsburg Fairgrounds will play host tomorrow for the first Bloomsburg Comic Con.
The Mentorship Model That Actually Builds Business Leaders
A psychiatrist's guide to immersive mentorship and the NBA Summer league program developing tomorrow's sports business leaders.
How Disneyland Remade American Politics
America is turning 250, and The Free Press is marking the occasion with a yearlong series of events, conversations, and stories celebrating our country’s history. Today, we’re taking a journey with historian Beverly Gage to Southern California. Beverly traded the archives for the open road for her new book, This Land is Your Land: A Road Trip Through U.S. History. We’re proud to publish an excerpt, on the theme park that shaped American politics—and the presidents who loved it. —The Editors On July 17, 1955, Ronald Reagan stood near a mocked-up wood-plank town in Anaheim, California, where a 13-star flag flew incongruously over an “Old West” landscape, and introduced the world to Disneyland. He had been invited by Walt Disney himself to co-host the park’s live ABC broadcast, alongside Art Linkletter and Bob Cummings—three Hollywood actors who seemed to embody a wholesome, all-American ethos. From the imagined past of Frontierland, the show leaped ahead to Tomorrowland, set in the far-off year of 1986, emphasizing the technical marvels yet to come: nuclear energy harnessed for civilian purposes, human beings riding rocket ships into space. Disney foretold great things for a 1980s in which the United States would serve as “a source of joy and inspiration to all the world.” But even he could not predict the most important political fact of the age: that his genial co-host would become president. Southern California was a strange place to build a park about the past, because the region at the time was all about newness and abundance and growth. For a lot of its history, Orange County had been Southern California’s version of flyover country: a vast agricultural expanse between two desirable places, Los Angeles and San Diego. But Disneyland was changing that. Before long, 50 miles south of deep-blue Hollywood, Orange County would become a region famed for its right-wing politics—but also for its mythmaking skills. Those two things, it turned out, went naturally together. ADVERTISEMENT The two presidents Southern California gave America both understood this instinctively. Richard Nixon and Reagan each built a national career on invoking a version of the American past in which the specificities of historical context mattered less than the big picture. For Nixon, progress meant proclaiming a “New American Revolution” on the eve of America’s bicentennial while dismantling the federal programs that had built the postwar middle class. For Reagan, it meant recapturing a lost optimism and an old-fashioned faith in America as an exceptional nation. Both men were less interested in history as it actually happened than in history as it felt—and Orange County, a place that had built itself almost entirely from scratch, turned out to be exactly where the myth of America’s future was getting made. I’m a historian—and historians tend to be myth-busters. With the country’s 250th birthday on the horizon, I figured it was a good time to step out of the ivory tower and check in with the past as it exists here and now, at the museums and monuments and roadside attractions where Americans go to learn about their history. After all my travels—to Davy Crockett’s Tennessee and Texas, to the real Erie Canal, to the birthplace of the American automobile and the actual Old West—I couldn’t miss out on Disneyland, the single most influential historic attraction in U.S. history.
After A Chaotic Launch, Steam Controller Reservations Will Open Tomorrow
The Steam Controller is going back on sale, only this time in a more organized fashion.
Google's answer to Whoop could debut as soon as tomorrow
The new Fitbit Air could debut ahead of Google I/O with a minimalist design.
Google teases Fitbit Air launch on Thursday, May 7
Google started teasing the Fitbit Air at the end of March, and the screen-less wearable looks to be launching tomorrow.
AMC Entertainment (AMC) To Report Earnings Tomorrow: Here Is What To Expect
Theater company AMC Entertainment (NYSE:AMC) will be reporting earnings this Tuesday after the bell. Here’s what to look for.
Accel Entertainment (ACEL) To Report Earnings Tomorrow: Here Is What To Expect
Slot machine and terminal operator Accel Entertainment (NYSE:ACEL) will be announcing earnings results this Tuesday after market hours. Here’s what to expect...
AMC Entertainment (AMC) To Report Earnings Tomorrow: Here Is What To Expect
Theater company AMC Entertainment (NYSE:AMC) will be reporting earnings this Tuesday after the bell. Here’s what to look for. AMC Entertainment beat analysts...
AMC Entertainment (AMC) To Report Earnings Tomorrow: Here Is What To Expect
AMC Entertainment (AMC) To Report Earnings Tomorrow: Here Is What To Expect
Spirit is running out of money and time. Trump sounded tepid about a deal to save it
President Donald Trump told reporters at the White House Friday that the administration will likely make an announcement on its decision whether or not to bail out Spirit Airlines “today or tomorrow.”
UFC Perth preview, ‘Jack Della vs. Prates’ predictions
Ultimate Fighting Championship (UFC) is just one day away from the upcoming UFC Perth mixed martial arts (MMA) event, set to go down tomorrow afternoon (Sat., May 2, 2026) on Paramount+ from inside RAC Arena in Perth, Western Australia. UFC Perth features a welterweight main event between former 170-pound champion, Jack Della Maddalena, and No. […]
An incredible NBA blowout, plus LIV’s cash burn
The Pulse Newsletter 📣 | This is The Athletic’s daily sports newsletter. Sign up here to receive The Pulse directly in your inbox. Good morning! I hope you have your hat ready for tomorrow. Coming up: 😳 A historic Knicks rout 😰 Edmonton’s conundrum 💸 LIV’s cash burn We had a flight of 3-2 series matchups in both the NBA and NHL last night. I must start with an NBA clincher, though, due to a simple staggering fact: The Knicks advanced to the second round last night after beating the Hawks, in Atlanta, by 51 points. Not a typo! This was a 50-point game in the...
New Meow Wolf CEO says physical experiences are the future of entertainment
From Santa Fe roots to LA and New York, Meow Wolf’s new CEO says immersive, in-person experiences will shape tomorrow’s entertainment.
Practicing today for tomorrow’s emergencies – WHO convenes countries and partners to simulate response to major disease outbreak
WHO wrapped up Exercise Polaris II, a 2-day high-level simulation exercise, based around an outbreak of a fictional new bacterium spreading across the world. Bringing together 26 countries and territories, 600 health emergency experts and over 25 partners, the exercise allowed countries to test their preparedness for pandemics and other major health emergencies.
Caesars Entertainment (CZR) To Report Earnings Tomorrow: Here Is What To Expect
Hotel and casino entertainment company Caesars Entertainment (NASDAQ:CZR) will be reporting earnings this Tuesday after market hours. Here’s what you need to know.
Five Formula 1 drivers who have taken on extreme sporting challenges
Tomorrow is the London Marathon, so there’s no better time to look at some drivers who’ve taken on some extreme sporting challenges.
The AI Playbook That Built an $80M 1-Person Business (You're 1 Prompt Away and Don't Know It)
If I lost everything tomorrow and had to rebuild to seven figures in 12 months using only AI, I wouldn't guess — I'd reverse-engineer the people who already did it.
Round Up: This PS5 Game Changes Based on Other Players, and Reviewers Are Liking It
Tides of Tomorrow attracting plenty of praise
Inventive PS5 Adventure Game Out Today on PS Store
The PS Store continues to bring fabulous PS5 games to the digital storefront, including this inventive adventure game that is out today.
Kiln Spring 2026 Roadmap Revealed
Kiln launches tomorrow, but the team a Double Fine can’t wait to give you more to look forward to in this post-launch roadmap. See what maps and decor Spring 2026 has in store!
Sports Daily: What will Chiefs do? NFL Draft starts tomorrow
In a season full of tough losses for the Royals, Monday night’s setback might’ve been the worst. Is there hope in KC after a season-worst 7-16 start?
Responding to Today's Gaps for Tomorrow's Health Emergencies: 2026 Ready or Not Report
Join Trust for America’s Health (TFAH) for a Congressional Briefing and National Webinar on the latest information on public health emergency readiness and findings from TFAH’s upcoming report, Ready or Not 2026: Protecting the Public’s Health from Diseases, Disasters, and Bioterrorism – releasing May 7th. The past year alone saw the U.S. facing the most […]
Juventus look at Lucumi amid competition for first choice Senesi
Jhon Lucumi will start for Bologna against Juventus tomorrow, and it may well be an opportunity to discuss a transfer, as first choice Marco Senesi is closer to Liverpool or Tottenham.The Bianconeri a...
Quality Assessment Report Evaluates Tomorrow.io Precipitation Radar Data
The report adds to the growing documentation on commercial data's contributions to Earth science research and applications.
How today’s AI trainers could be tomorrow’s displaced workers
A fast-growing AI startup is betting it can transform—and potentially replace—large swaths of white-collar work by turning professionals into trainers for the very systems that could one day displace them, Bloomberg writes. Mercor, now valued at $10 billion, recruits doctors, lawyers, consultants and other experts to break down their jobs into step-by-step tasks, feeding that […]
Two Sporting stars could miss their trip to Arsenal
Sporting Club will be aiming to overturn their first leg defeat to Arsenal when the two sides meet in the Champions League quarter-final return leg at the Emirates Stadium tomorrow. The Portuguese clu...
Planting the Seed: Growing Tomorrow's Health Care Workforce One Field Trip at a Time
In a converted Save-A-Lot in the Binghampton neighborhood of Memphis, schoolchildren pull on white lab coats and more as they get to work.
Disney Layoffs Hit Studios, TV, ESPN Under New CEO Josh D'Amaro
"Given the fast-moving pace of our industries, this requires us to constantly assess how to foster a more agile and technologically-enabled workforce to meet tomorrow's needs," the CEO told staff Tuesday.
Overwatch out on Nintendo Switch 2 tomorrow, up to 60 FPS and more
We have an update on Overwatch (previously known as Overwatch 2), as Blizzard just confirmed the release date for the Nintendo Switch 2 version. As it turns out, it’ll be out tomorrow. One of the highlights of Overwatch on Nintendo Switch 2 is support for up to 60 frames per second for both docked and handheld play. Blizzard says the...
PREVIEW: Liverpool hoping for special display to overturn PSG
Liverpool will welcome Paris Saint-Germain to Anfield tomorrow night as they look to overturn a 2-0 deficit from the first leg in the French capital last week.Should the Reds fail to advance to the ne...
Madison City Council to vote on indoor entertainment park
Members of the Madison City Council will vote tomorrow on allowing a company to build an indoor entertainment park.
Invincible VS Open Beta Begins Tomorrow: What You Need to Know
Get ready to suit up – Invincible VS’s Open Beta begins tomorrow, and everything you need to know is inside:
'The Result Is Incredible': Cyberpunk 2077's Big PS5 Pro Update Arrives Tomorrow
Three modes to choose from
Investing in Tomorrow: Strengthening Human Development and Resilience in Ukraine
Since Russia’s invasion, World Bank support has helped Ukraine sustain essential services by protecting schools, strengthening healthcare, and delivering social assistance to those most in need.
Target Just Launched a Flash LEGO Sale for Spring That's Actually Really Good, But It Only Lasts Until Tomorrow
Don't sleep on these Disney, Star Wars, Batman, and more LEGO deals in the midst of Amazon's Big Spring Sale.
You're Running Out Of Time For Laptop and Desktop Deals at Amazon's Big Spring Sale
Amazon's massive sale ends at midnight tomorrow, so if you're on the market for a laptop or desktop, grab one from Apple, Samsung, Lenovo, and other top brands before they're gone.
Cadets focus on science, technology, engineering and mathematics • United States Air Force Academy
Cadets focus on science, technology, engineering and mathematics at the U.S. Air Force Academy to produce tomorrow’s problem solvers.
The Hallmark Channel is Shutting Down Its TV App Tomorrow on Roku, Fire TV, Google TV, & More
Hallmark Media will shut down its dedicated TV Everywhere app across major streaming platforms, including Roku, Google TV, Fire TV, and compatible smart televisions, on March 31, 2026. The move ends a long-standing option that let cable and satellite subscribers authenticate with their provider credentials to access live channels and on-demand programming directly through the […]
Steven Fulop on Fighting for Business Interests in Zohran Mamdani's New York
Steven Fulop, the new President and CEO of the Partnership for New York City, the city’s leading big business advocacy group, spoke with The New York Editorial Board on the morning of March 19, 2026. Fulop recently began in the role after 12 years as mayor of Jersey City and a 2025 run for governor of New Jersey. He replaced longtime Partnership President/CEO Kathryn Wylde. (photo by Liena Žagare) Participating journalists: Nicole Gelinas, Josh Greenman, Alyssa Katz, Ben Max, Akash Mehta, Harry Siegel, Ben Smith, Liena Žagare Full Transcript **Ben Max**Good morning. Thanks for being here. So start us off: The people who hired you for this role, what did they make clear were their top priorities for you coming into it, and for the Partnership, and what did you sort-of pitch as the direction you thought things could go? Give us a little of that bifurcation of where the minds met in terms of the priorities and the leadership for the new era. **Steven Fulop**Let me explain to you how I ended up in the job, OK? That’s probably a good starting point, because I don’t think anybody initially thought that I was the pick that they coveted or thought that would be an ideal fit for this position. I’d run for [New Jersey] governor, as you guys know, and I was very deliberate in the lane that I was taking as a candidate for governor. The same candidate when I ran for mayor and city council — it was outside the establishment. It was building on issues, single-issue voters — very, very concentrated on detailed policy. And I thought that if I could build an organization, outside of the typical political organization, of single-issue voters, you could become viable because they’re passionate people generally, OK? And one is mayor, outside the establishment doing that. You won two races in the country that Obama actually engaged in as president. Rahm Emanuel and Jeremiah Healy, my predecessor, was a ten-year incumbent. So we won based on this structure. Run for governor, kind of in that same model. And I thought at the time that 550,000 people would turn out in the election. That was based on history in a similar election, when Chris Christie left and it was Trump’s first-year primary, you know, changeover in governor. There was five hundred or four eighty-seven [thousand]. So I thought five-fifty was a bump up. Same numbers Sherrill had, Ras Baraka had. I thought five hundred and fifty thousand people in the election, six candidates running that are viable — two congresspeople, two mayors, senate president, and the teachers’ union president — that if I got to a hundred and thirty thousand votes, single-issue passionate voters, I would get in through the primary with twenty, twenty-five percent, and then put it back together even though I was kind of the outside establishment guy. I think I did everything perfect during that election, OK? With the exception of winning. Which is the big deal. But I miscalculated one thing. And I don’t know in hindsight how I could have changed anything. But I miscalculated that the turnout ended up spiking to eight-fifty, OK? So I said five-fifty. We all said five-fifty. Going into Election Day on Tuesday, and I’m a pretty pragmatic person. Going into Election Day on Tuesday, if you said, Steve, are you gonna win? I would have told you, we caught them and we’re gonna win, OK? We have more volunteers. I mean, to give you perspective on it: Uber, which is a data company, like, the week before, they wrote a million-dollar check to my super PAC, five hundred [thousand] to Sherrill, five hundred [thousand] to Ciattarelli. Election Day, the New York Times embedded one reporter, photographer for most of the day with only one of us, me. CNN, the day before, me, right? The trend was there. I miscalculated that there was an additional 300,000 people that came out. I saw, similar to here [in New York City], the voter numbers surging early, and I just thought it was a displaced Election-Day voter. I thought you were so excited to vote that you were voting early. I never imagined that there were 300,000 additional people voting. And if you tuned in late, then you would have ultimately– I had the wrong message. My message was, Trenton was broken, these are the things we would fix. And Sherrill, for example, was: I’m a helicopter pilot to fight Trump, right? Her message was better for that. It was over in five minutes. So why do I tell you that? I was shell-shocked, didn’t really know what happened, and the way this business works is when you lose, your phone goes dead. Nobody calls. It’s just, that’s it. Silence. And so, I’m trying to think about what happened and two weeks after the fact, I get a phone call by this guy. His name is Jim Simpson. He was Christie’s DOT chair, OK? Commissioner. And he worked on the widening of the Pulaski Skyway with me as the mayor of Jersey City. And Christie went after me with Bridgegate, and I was a government witness during Bridgegate. But even when nobody in the Christie administration could talk to me, Jim Simpson was always like, I have this major project going through Hudson County, predominantly Jersey City. I’m gonna deal with the guy. And he would tell you that Steve was a professional, good guy to deal with. I think that’s what Jim Simpson would say. I didn’t talk to Jim Simpson for 12 years. I lose the election. Two weeks after, I get a phone call. He leaves a voicemail. Hey, Steve, it’s Jim Simpson. Can you give me a call back? And I was kind of like fuck the world at that point. I didn’t want to call anybody back. And I called Jim Simpson back, and I was like, Hey, Jim. How’s it going? And he says to me, he says, Look, I’m very thankful you remember who I am, blah, blah, blah, blah. He said, Look, I had an issue in a warehouse I own in Jersey City. Didn’t know really how to navigate the building department. I figured it out, right? But thanks for calling me back. That was the conversation, OK? And I’m like, OK, great. You know? Whatever. So the conversation ended. He says, You know, I moved to Pennsylvania, but I’m sometimes up in New York. If I’m up there again, why don’t we just get together? I said Sure. I got nothing but time, right? And so he calls again about a week-and-a-half later, says, I’m gonna be in New York tomorrow. Wanna grab breakfast? Sure. So we meet for breakfast, and he knew nothing about me. When I got there, he was googling me, OK? Like, he knew nothing about my deeds. He’s like, Oh, you were in the military. That’s amazing. Like, it was a weird conversation. And, you know, towards the end of the conversation, he says, What are you gonna do next? And I said, I honestly don’t know. You know, I think maybe this, maybe that. And he says, You know who you should call? I said, No idea. Who, Jim? And he says, I don’t get along with her, he said. I used to be a Rockefeller fellow. I do not get along with her. We do not see eye to eye, but you should call this woman named Kathy Wylde. And I said, I met Kathy, ten years ago once. I don’t know if I would call her, and I don’t…That’s a weird conversation, just to call a stranger and ask for help with a job, right? And he says, No, you should figure out how to call her. We’re gonna figure out how to get you in touch with her again. I gotta think about it. I said, OK. We left. I never thought anything of it. He calls me four days later, and he says, I was giving it some thought. I was googling and I saw she’s leaving [as President and CEO of the Partnership for New York City]. You should apply for the job. And I said, I don’t know anybody. It’s a weird dynamic. And he said, We gotta figure it out. You know? Good guy. A couple weeks later, I was going to a conference in Montana, and three years earlier, I had met Rob Speyer at the conference. Spoke to Rob probably twice in my life since then, OK? But, we had a night we sat next to each other at a dinner, had a nice conversation. So I texted him. I said, Are you going to this conference by chance, in a couple weeks? He said, I am going, right? I said, Oh, can I grab you when you’re there for a couple minutes? He said, Sure. I go with my wife. He comes over, says hello. He knew my wife from a couple years ago, pleasantries. I said, Hey, Rob. you know, I texted you, if I could speak to you. He said, Yeah, yeah. What’s up? And I was, like, nervous at this point. I’m, like, sweating. Like, I’m gonna give a pitch. I said, I see you’re very involved with the Partnership. I think I’d be killer at that job. And he says, Why? And I gave him a pitch, which I’ll tell you in a second. And he said, Honestly, he said, Steve, there’s 12 people in the search committee. He says, I couldn’t even help you if I wanted to, nor would I. But what I can do when people ask me is just get in touch with Heidrick & Struggles and, go through the process. I said, That’s all I could ask. It’s fine. So I send him a text two days later with my resume, and I said I was serious about this. Can you connect me to the person? He says, Sure. Heidrick & Struggles would tell you that they did the interview as a courtesy. And that they thought that it was going nowhere, largely because when the search committee, which is a who’s who of business, outlined who they wanted, they said they wanted somebody from New York City, and they wanted somebody who was not in elected office. So here I am. I would go through these interviews, and I would outline what I thought the Partnership was doing wrong, and how politics has changed, and where I thought the potential was. Largely that the model of shuttle diplomacy, of relationships in the way that it worked 20, 30 years ago, doesn’t work anymore. And today you see, both with Mamdani and Trump— The assets that they [Partnership member companies] have are that they have 800,000 employees. They have the ability to communicate at scale, and they have a general centrist message, and none of those things are leveraged in any meaningful way, is what I would outline. And I really believe, and I continue to believe, that if the Partnership is perceived as a voice of very wealthy people and the CEOs, it will no longer exist in five or ten years. And the reason I say that is because one of the assets that people value is this convening component. And it’s a convening component because you have everybody from, you know, the CEO of JP Morgan and Goldman Sachs towards mid-level to low-level CEOs, and they want to be in the room with the next person in that food chain, so to speak. And when people view it as not good use of their time, because it’s not effective, you start seeing deterioration and you no longer get that involvement. And I would explain this to them, and I would say, This is how we’re going to organize employees, and I think is the most effective way to do it. It’s something that I did as a [mayor] or a candidate when I was running these campaigns, so it’s something I know. And they would ask a lot of questions, and we would go through this model in detail, and they would ask, and they would just move me along in the campaign in, in this situation. And then at the end, probably ten interviews in, the woman from, you know, Heidrick says, You know, I think, you know, as crazy it is, you might land this plane. And I said I knew I was going to land the plane. But— **Josh Greenman**Can I ask? So you mentioned— **Steven Fulop**Sorry to take so much time on that, but— **Josh Greenman**Three hundred thousand, or I forget the number. **Steven Fulop**Eight hundred thousand. **Josh Greenman**Eight hundred thousand employees. And correct me if any of the assumptions embedded in the question are wrong. But you’re a membership organization, you’re supposed to be speaking for the large employers. **Steven Fulop**Yes. Large employees. Employers and employees. **Josh Greenman**Employers and employees. But you don’t canvas them every time an issue comes up. You described it as centrist. OK. An issue comes up. First of all, how do you, as the head of the Partnership, decide whether to get engaged and involved in that particular issue? And second of all, how do you decide what the posture of the Partnership is, if it’s not predefined? How much of it is your instinct? How much of it is, Let me take the temperature of the employees and the employers first? **Steven Fulop**The honest answer is I think it’s a hybrid. At the last board meeting, I spoke about being more narrow in the things that we’re going to be involved in. I think it’s very important we’re very deliberate and specific on issues that we care about and being less involved in kind of broad things that don’t necessarily touch 250 of the different companies. **Josh Greenman**Even though you made a statement about antisemitism. **Steven Fulop**I made a statement on antisemitism because it touches a lot of our companies, if not all of them, because they have Jewish employees, and they’re all very invested here. **Ben Smith**What’s something that you think the Partnership should get out of? **Steven Fulop**We had a lot of time last year in the fashion industry. I think the fashion industry is important. I don’t know who reads that report ultimately or how you move the needle ultimately on the fashion industry. We did some work very publicly on short-term rentals. Not really sure that that’s the best place to be spending a lot of time, because I don’t think it pertains to every single person here. I think that there are things that do pertain, quality-of-life issues that touch everybody. How do those things come to light? So I spoke broadly at the executive board meeting about things that I thought were important. They had lots of questions, Why this, that, and I outlined things both in a framework of government and politics: This is what I think. This is where the opportunity is. This is where the vulnerability is, et cetera, and we went through some of that stuff. When we’re working, for example, now, I gotta review it. We’ve been going back and forth on a blueprint of things to change for New York City that I think, or our team thinks, are meaningful, practical, and tangible things that you could change that would impact the budget in a meaningful way. And a normal person would say, You’re probably right about that. And the politics could be tough for those. So put a litany of, let’s say, 330 of them together. A lot of it’s our team’s ideas. Some of them are a little bit maybe venturing into a place that the Partnership historically has felt maybe uncomfortable. Those are broader conversations because I don’t yet have 20 years of trust with those people. So I say, Here’s what I’m looking to do. Here’s the reasons why. And we have those conversations with the executive board. **Liena Žagare**Does universal childcare fit into that? **Steven Fulop**Universal childcare is a part of it ‘cause— universal childcare is a part of it. It’s definitely in there. And I’ll tell you this. We polled our employee base because we were curious. It’s something again that touches, I believe, the affordability crisis. I think Mamdani and Hochul are right on this. It touches everybody who lives here in some way or another. Roughly two-thirds of our employers provide some sort of childcare today. Some is on-site, some is off-site, some is subsidies for low-income, some is subsidies for everybody, some is using a tax credit. And I’ve said this to the mayor before, that our knowledge of this space is vast because we have experience, practical experience on this sort of thing that others don’t have. They may have abstract experience or be ideological in a certain way. We experience it. We can tell you what works and what doesn’t work in the Building Department, what the challenges are in the bureaucracy, what the issues are in accomplishing this in a different way, because a lot of us have tried to provide that, right? So how do we communicate that publicly in a way that makes sense from our objective, which is improving New York, and at the same time in a way that’s value-added to the mayor or the administration, is kind of where we are. But it’s a hundred-percent part of that blueprint. There is a section on this. **Akash Mehta**It’s interesting to hear you emphasize that you represent the employees, not just the employers. Are there formal structures that put that into practice? Are there elected board positions from the employee base, or anything like that? **Steven Fulop**What we’re starting to do now— So it’s a shift, OK? And what we’re doing now, the short answer is no. What we’re doing now is starting a lot of these town hall-type conversations with the CEOs and me. It is an April, May, June, two, three-year initiative, where we’re talking about civic involvement, the importance of New York, and people can opt to sign up for information from us. So we’re communicating in that way. People will opt in, and then we’ll have the ability to better communicate with the employee base with regards to what we’re doing. You know, there’s no secrets to what I’m saying. I mean— **Ben Smith**But you think the opportunity is to mobilize employees? **Steven Fulop**The opportunity is to better communicate because I think there’s a disconnect between a lot of the things that happen, and how and when we communicate to employees things that may impact them. Because you have all sorts of legalities, and general counsels, obviously, that put obstacles in place on this stuff. And we need to figure out a way, because people are invested here in a meaningful way, so they should have knowledge of this. I don’t believe– Of course, our employee base is different than working for the Hotel Trade Council or Carpenters [union] or whatever, right? They’re monolithic, told to do something, they’re gonna do it. Employee bases aren’t that. I think that’s an asset. Having a generally college-educated employee base, if you lay out an issue in a reasonable way, they could make an informed decision whether that works for them or doesn’t work for them. The— **Akash Mehta**Wait, the carpenters can’t make an informed decision? **Steven Fulop**I didn’t say they can’t make an informed decision. I’m gonna say they’re more monolithic in what they do, and it’s driven by the decision of a leader, specifically in the Carpenters. The Carpenters would say from their executive board, maybe in Washington, maybe in New York, maybe in New Jersey, say, Directionally, we are supporting Ben. And then we support Ben. We don’t have that luxury. That’s not the way we’re structured. **Akash Mehta**What does that have to do with them being college-educated? **Steven Fulop**Well, it doesn’t have to. I mean, I think that you don’t have to necessarily be college-educated, it’s a fair question, to weigh something. But I think generally somebody that’s gone through some sort of rigorous education and training on pragmatic thinking has a better chance because they’ve been educated to think that way. I don’t think it’s a referendum on, you only could understand an issue if you’re college-educated. **Alyssa Katz**But I want to dig in a little more to that when you’re talking about pragmatic thinking, because it’s not an elephant exactly, but the sort-of power in the room is the mayor, who’s elected with actually a lot of college-educated support. And also based on a sort of different way of looking at pretty much everything in some ways, right? Like around– OK, we’re gonna start with principles, we’ll figure out the practicalities later. And also around mobilizing large numbers of people who have interests potentially at odds with capitalism, right? Tenants, people who generally think that money and politics and billionaires are the core problem, or a core problem to address, and on and on. So I’m interested in your efforts to mobilize people in that light. I mean, are you looking to build a counterforce? How does that factor in? **Steven Fulop**I don’t use a “counter force.” I don’t think people are generally sympathetic or upset with capitalism or sympathetic to socialism. I view it more as a couple of things were true in the November election. A, you had an alternative to Mamdani that was tremendously flawed. So they had a ceiling. It was an exact situation that happened in Jersey City, where you had a former governor who resigned in disgrace running for mayor, my old seat, same exact outcome. So it wasn’t, it wasn’t a reflection of, everybody’s sympathetic to socialism. I think elections are choices ultimately, and these are the four choices that you ultimately had. Do I think that people are frustrated and more fiscally liberal than they’ve ever been before? Yeah, absolutely. I think that when people say that I, people say, a twenty-year model ago would say, I am, you know, fiscally conservative and socially liberal, that model has flipped really. People are fiscally liberal because what’s going on today isn’t working for them. They’re not necessarily sympathetic to socialism, but they’re open to trying things because there’s an acknowledgement that what’s happening isn’t working. And we see that too. We’re not blind to that. So do I think that you can organize a counterweight, was the question? Is that what it is? I don’t know if I would frame it as a counterweight. I think that you need to organize something that has a voice that is relevant in the political atmosphere, definitely. **Josh Greenman**Can you just explain both the number and percentage of people the Partnership represents of employees, versus the employment base of the city as a whole? **Steven Fulop**Yeah, I don’t know the— **Josh Greenman**What’s happened to that over time? I’m curious, like, is it— **Steven Fulop**I can get that to you. I don’t know. I don’t know that— **Josh Greenman**And then the other is inside the Partnership. What are the constituent companies and groups, and…Are there a couple of companies that have a highly disproportionate share of Partnership members? **Steven Fulop**No. **Josh Greenman**So how broad-based is it? Can you just describe it? **Steven Fulop**I mean, there’s 350 companies. They range in size from– I mean, they would be significant companies, maybe 50 employees, OK, to several thousand employees. But on the executive board, you can see from the site and the broader board, they vary in size and background. Most of the companies you would have some familiarity with. But, they vary in size. **Josh Greenman**How is it determined whether you’re part of the Partnership as a company in New York City? **Steven Fulop**As part of the Partnership, is generally we go through a process of meetings. I meet with them initially, provide them some information. They express that they’re interested, I express that we’re interested. I take it to the board to make sure that we’re moving in that direction, and then the board validates that. This year we’ve had, I mean, a bunch more have joined, and we’ve restructured some things so some have left intentionally. It’s not intentionally, but I guess– **Nicole Gelinas**You’re running pretty hard against the two income-tax hike proposals that the mayor ran for office and won on. Do you see the employee base as part of the battle against those tax increases? Would Partnership company employees go up to Albany to make their point known against that? **Steven Fulop**Yeah. But I don’t think you’re gonna have that same sort of advocacy group that the DSA does. It’s a totally different type of person that would engage, number one. Do I think that a lot of the employees would be opposed to an increased tax structure in New York? I think without clear parameters on what that tax structure looks like, I think the answer is yes. And it’s not only the income taxes that we’re concerned about. So we’ll go into that, too. The reality on this is, if you look at it from a reasonable point of view, if you added the income tax, the payroll, the PTET tax, which is one that we care a lot about and we’re concerned about, the corporate tax, the estate tax, and the property taxes: You put all of those together, right? And you said, OK, we’re gonna do them all. And without some structural changes to the budget, you will be at the trough again in three years. And I think a reasonable person who’s even supportive of, maybe, the highest earners paying more would say, Does it make sense to do this every two or three years, and at what point is there a tripwire? So I think, yeah, the people would be sympathetic. It depends how and what information you provide and how those taxes are. But we don’t have that structure in place yet. I just got started. So we’re just building that stuff out, which I’ve told you, but it’s new days on this. **Nicole Gelinas**So there’s, there’s a reasonable person, and then there’s Albany. Now that the budget is— **Steven Fulop**No, I gotta be careful ‘cause I gotta work with people. So I can’t say they’re unreasonable. **Nicole Gelinas**Now that the budget is just a week-and-a-half away, what do you see as your prospects for stopping those tax hikes? And if you don’t stop them, does that hurt your power early on? **Steven Fulop**No. I don’t think any reasonable person would say that there’s a structure in place today, after two months of me being there, that is gonna push back against everything in Albany from a political standpoint. I don’t think that’s a fair thing to say. I don’t think the Partnership leadership think of it that way, and I think that most people wouldn’t think of it that way. I think the governor has been very strong [against tax increases], so that’s good. That pass-through tax that was put in place when the SALT reduction was eliminated, and now there’s a proposal to eliminate that, that would be an income tax increase on not only the wealthiest people, it would be an income tax increase on business owners throughout the city. And that is one that we’re keeping track of right now that I think doesn’t get the scrutiny that it deserves. Everybody focuses on the income tax and the corporate tax, which the governor is fairly clear, at least now, that she’s not supportive of, but we’ll see. **Josh Greenman**On the corporate tax, Mamdani has repeatedly said it shouldn’t harm the climate here in New York City because it applies to anyone who does business in the state, not if you’re headquartered here, so it shouldn’t lead to corporate flight of any kind. Is that how you see it? **Steven Fulop**No. So first of all, it’s challenging when it’s depicted as corporate flight, because then it becomes a conversation around, Well, you didn’t leave. You didn’t leave. So I know what I did is OK because you didn’t leave. The reality of how this works is that it’s attrition over time, and decisions on where to scale outside of New York. That’s generally how this works. And because the immediacy isn’t there, people don’t view it as, Well, I made this decision, and tomorrow you left. And that’s a challenge for us, because the argument we lose, even though what we’re saying happens to be true, that people constantly are making decisions to scale [businesses] elsewhere. You see it. You see it. So I think that his argument is flawed, although it’s a political argument ultimately is what he’s making, and I understand that. But if you do change the tax rate as he proposes, you will be one hundred percent higher than New Jersey, right, which is at 11 percent, and you would be at 22 percent, according to the CBC, when you layer in all these other things. So at that point, you start saying, Well, I have the same talent pool that I’m pulling from here in the New York system. I’m no longer making the decision to go to Texas or Florida or Tennessee, where it’s a geographic total distance, but at a hundred percent premium to be in New York City, is that worth it, and should I be elsewhere? Your competition is elsewhere at that point in proximity. That’s the dangerous thing to what he’s saying. **Ben Smith**Do you think even more broadly, there is just this sense among— ’cause I think you’re right. You talk to business leaders, and most of the really big businesses in New York don’t care about New York anymore. They’re not New York businesses. They’re global businesses that happen to be here, and New York taxes are a diminishing share of the thing they worry about. Because they’re so global now, they don’t have the kind of commitment they did when David Rockefeller was running the Partnership. And I think a lot of them and a lot of people just think, long-term, New York is cooked. There’s a flight not to Jersey, but to the Sun Belt — to Houston, to Dallas, to Atlanta, to Miami — that’s kind of unstoppable at this point. And you see just the growth of those cities demographically. You see it in terms of their businesses. You know, maybe that’s not this year or next, but I think if you just literally look at the lines on paper of New York, Philadelphia, Boston…these northeastern cities, versus the Sun Belt. Just feels like an irreversible trend: these places are in decline, these places are rising. This is probably beyond our professional careers even, we’ll be fine. But do you think long-term that it’s true, that New York is just sort of irreversibly declining? **Steven Fulop**I think it’s fragile. There’s a lot of indicators and pressure to push people away, and there isn’t an easy solution to it. First, let’s just talk about last week. Regardless of what you say about the corporate tax conversation, we could disagree or agree, regardless. You know, your job isn’t to agree or disagree. But using the estate tax that was proposed last week, OK, or two weeks ago, nobody above the age of 60 would live in New York City if that happened to be approved. Period. End of story. You would see flight, because no sane person would do that? Because the tax rates, that you’re not talking about the one percent, you’re talking about somebody who has a $750,000 home or apartment, OK? You know who that is. So you have pressure because of the dialogue that’s happening there for sure. You definitely have gradual attrition and people moving jobs elsewhere because they’re more portable. There’s no question about that. You have pressure at the bottom because it is very hard for entry-level people to find jobs, and at the same time to find housing. It’s a true thing here in New York, the pressure. So you have a lot of difficult situations going on and absence of a tough political solution, meaning willing to make decisions that are not popular, you won’t be able to change the trajectory. And that is only one that the mayor can actually drive, OK? So the property tax reform stuff that de Blasio and Adams both tried to do, it’s necessary. It’s really necessary, but it’s gotta be driven by the mayor leaning into it, making that a number one priority. Use things like FHEPS, OK? You guys have all written about that. **Ben Smith**I don’t know what that is, sorry. **Steven Fulop**It’s the rental assistance program, OK? It’s growing at four percent per month. It’s a billion-dollar-plus program. Four percent per month! It’s not sustainable. And if the mayor was sitting here, he would say, Well, I didn’t approve the expansion of the program. That’s what he would say. Because I had a conversation with one of his people last night on this, and I said, Yeah, but the expansion would have made it worse. The existing program is four percent per month, right? We need to solve for that. How do you solve for that? That program is a byproduct of the de Blasio administration when Cuomo got rid of the rental assistance program at the state, and so the city inherited that. There isn’t another city in the country that has a similar entitlement program. It’s not sustainable. That program belongs at the state or at the federal government, but it is a politically tough thing to do. So you gotta be able to make decisions like the property tax reform, that. Those are not easy things to do. But outside of that, your trajectory for the city is very, very dangerous. It’s a fact, you know? [Note: After this interview occurred but before it was published, the Mamdani administration continued the appeal of a court ruling requiring the city to expand the FHEPS program as dictated in a law passed by the City Council, while the two sides of City Hall negotiate a potential settlement.] **Akash Mehta**Do you broadly agree with Mamdani’s analysis that Cuomo shafted New York City — that Albany shafted New York City under Cuomo? **Steven Fulop**Honestly, it predates me, so it’s hard for me to kind of give you a fair assessment on that. I would tell you that I was mayor for 12 years in Jersey City, economic backbone for New Jersey. We drive jobs, we drive the statewide economy, we drive every number. It’s disproportionately housing growth. Everything is Jersey City. And I used to say, We don’t get what we put in. We don’t get that back. It’s true, OK. I know New Jersey and New York both say to the federal government, you know, they both pay much more to the federal government than what they get back. I mean, this is a narrative that people say. It’s probably true. Does it get corrected? I don’t know. You know, it’s on the governor’s situation. I have no idea, is the short answer, ‘cause I’m not in the weeds on that. **Akash Mehta**One quick question on the tax battle. The Partnership has a [501] C4 that was seeded with $10 million. What are your plans for the group? Are you planning to spend that money on this battle? **Steven Fulop**Um…unclear. And, conversations this week on that. You know— **Josh Greenman**Do you run the C4? **Steven Fulop**We hired an executive director this week. There is a willingness, we had a call this week and there is a willingness to spend real money to make sure that New York City stays competitive. So this was literally this week. There was a call. I would tell you that there is a serious appetite there. It’s literally a ripe conversation that’s happening in the last 24 hours. Good question, though. **Nicole Gelinas**Large donors proved last year that they’re very good at spending a lot of money — but it didn’t work. In fact, it may have worked against them. Are you confident that beyond the money, you understand local and state politics well enough that some of these people are actually listening? I mean, is [State Assembly Speaker] Carl Heastie, is [State Senate Majority Leader] Andrea Stewart-Cousins listening to these arguments and saying, We didn’t realize that the potential for attrition in the corporate side was this great. Because the money hasn’t worked before. **Steven Fulop**The short answer is, I’ve been there two months. I doubt at this stage, we don’t have that relationship. I mean, I’ve met everybody. I doubt that I have the standing or credibility with them to make, or the structure in place to make that argument today more compelling than it was made six months ago. It’s just the reality of the situation. I think that you have two types of people that exist in any political sphere. You have ideologues and opportunistic people, OK, that just think about their next election. Those are the two types only. And absent somebody that has an alternative, the opportunistic person will only always be sympathetic to the ideologue, because they view that as their best route to get reelected because that’s where the gravity of energy is. **Josh Greenman**What were you? **Steven Fulop**It’s a good question. I was a hybrid. **Josh Greenman**Oh, the only one. **Steven Fulop**[Laughing] That’s right. I was unique. I think that when you look at Albany, you have a growing DSA base for sure. The question that I would have as I get into it is how much of those— the rest of the people that aren’t pure ideologues are there because there’s not an alternative that they see, can be supportive, and helpful to a pragmatic view. So I don’t know what they’ll listen to — Carl and Andrea — in the next week-and-a-half. I mean, who knows? **Josh Greenman**Should we charge more for street parking? **Steven Fulop**It’s a good question. I happen to be a supporter of some of those proposals on street safety and better streets. I don’t think it’s a broader position that the Partnership has taken, and I don’t think it’s something, going back to what I said earlier, narrowing view and going back to your question earlier on how we approve things. I’ll tell you that, as I wrote out this idea of a blueprint of things that, pragmatically, that are politically difficult to change that I believe are the right things to do, I included it in there. And going back to what you said and questioned earlier in how we get these things approved, because the nature of what we wrote, you know, once we get it to a place, I will circulate that a little bit more to the executive board and get some more feedback on whether we wanna go down this road at this point or not, or not at this time. So there’s a process on this stuff. **Ben Max**What are a few other examples? So property tax reform, some streetscape stuff, universal childcare, what else? **Steven Fulop**If you can wait till next week, it’ll be better. OK. Like– **Josh Greenman**Are you fast enough for the political world? What I’m saying is, if you’ve got to go through that process, and these conversations are happening, the budget’s gonna be cooked in ten days, are you gonna be behind the curve? **Steven Fulop**I am obsessed with the political world. I mean, I, I lived in this— Ben MaxHe means the Partnership. **Josh Greenman**The Partnership. Is the Partnership behind the curve if it’s got to deliberate on all this? **Steven Fulop**Look, I think the answer is yes. The short answer is, I don’t know, right? Like, I don’t know. I’ve not been in long enough to have a gauge on all of this. But my gut tells me yes, because the leadership there is hyper-engaged in New York City and the Partnership, it’s not something where they just kind of parachute in once every three months and think about, kind of the Partnership and what’s happening in Albany and happening in New York City. They happen to be very engaged here on a regular basis. So I think the short answer is yes. They will be able to turn stuff around relatively quickly, and I feel pretty good about that. It’s not where I think about obstacles. **Ben Max**So big picture, I’m still trying to figure out right now: What does the Partnership care about, big picture. I know you’re working on a blueprint. I know you’re rethinking some of this, but is it first and foremost, the business climate and economic growth? **Steven Fulop**Right now, I wouldn’t say this is in perpetuity. I mean, obviously, in this moment in time, it’s competitiveness and the business climate. But when the C4 was launched initially last year, they spent money on one initiative, OK? Spent a couple million dollars on the discovery bill. It had nothing to do with finances, taxes. It had to do with public safety and what they viewed as in the best interest of quality of life. So their interests aren’t necessarily only about taxes. We happen just to be in this fire drill at this moment that I got thrown into, where there’s a new tax proposal every other day. So trying to deal with that is where we are right now. I think broadly speaking, the place of the Partnership is really wanting to have a relationship where we’re kind of helping bridge the gap between the public and private sector, and helping find solutions. We have a venture fund, a $200 million venture fund, which I don’t think gets the recognition it deserves. It’s been involved in creating 37,000 jobs, seeding very early-stage New York companies that do a lot of good here. We have a tech lab that partners with DOT, with the Port Authority, with New Jersey Transit, experimenting on technologies to make government more efficient. It is a collaboration that has happened for 15 or 20 years. A lot of companies are a part of that, new companies helping on that on-ramp. It is a unique and special thing. We actually, I think, at the end of this month, have kind of that shark tank at our office where everybody comes in and pitches, and the board of that is like a who’s who. So, I mean, there’s a lot of things beyond what you guys see on the C4 and the advocacy and the lobbying sort-of side. **Nicole Gelinas**So on the Transit Tech Lab, some of the ideas that have come out of there have been very good ideas. But more broadly, for the MTA or the state and local government to actually save enough money so that we don’t have what you described with them coming back for new revenue every couple years, you have to confront the unions on some big issues, whether it’s work rules on the construction side, whether it’s two people on every single subway train, whether it’s Department of Education rules that mean they can’t be as flexible as charter schools. Do you see the Partnership taking on the unions in any sense? **Steven Fulop**Going back to the pragmatic that you said, I would use the word pragmatic and then you asked me about kind of a little bit more about that. You brought up the conductors on the trains and the proposals on that. It is very expensive. There isn’t a city in the country that has that structure. If you outline that to an employee of XYZ Corporation, and you said to them, Here’s the landscape, OK, We need help with XYZ, I would venture to say that they would be sympathetic to our point of view. That’s what I was getting at, just to give that to you earlier. You know, the New York Post called me the day that Mamdani entered into the— he said at the end of a press conference, I wasn’t there, obviously, but he mentioned that he wasn’t gonna do the sweeps of the homeless encampment. And it was probably my second or third day on the job. And the Post called and said, Do you want to comment on this? And I said, Yeah. And I said something critical of him at the time. Prior to doing that, because it was like my second or third day, I did say to some of the people on the team, going back to how nimble the organization is, I said, Hey, I would like to comment on this, OK? Because I think it’s wrong, his approach, and I think he’s gonna have to move off of where he is, ultimately. And some people said, Well, is that really the hill you wanna climb? Is that really that important to us? And I said, It absolutely is. Because, A, he’s wrong on the issue, and B, it’s a quality-of-life issue. Going back to the fact that it ended up being right, he ended up moving on, and you could see it from, like, far away, just based on being a legislator versus an executive and accountability. But I think our job is to call balls and strikes and just be fair about it. So do I think– Let me say it this way better. If you are gonna grow housing, OK, ‘cause he says it’s a priority. During his election, when he was a candidate, he would tell you if he was sitting here, he would tell you, you look at his CBS, the debates, he would talk about Jersey City and Tokyo, Jersey City and Tokyo as housing growth models. He would tell you that if he was sitting here — he said it on TV multiple times. Now, he followed that about what we did in Jersey City ‘cause we grew a lot. How are we able to grow? OK, A, you had layers of government here that we do not have there, so you need to clean that up. We upzoned, of course, more aggressively than the City of Yes around transit centers, which you have to do here for sure. And then the third part about it is that if you mandate affordable housing, community givebacks, the union labor, et cetera, et cetera, the projects financially cannot handle that. They don’t pencil out. So what we would generally do is that, on the union labor front, because the people that get squeezed the most were the ones that pressure the building trades better, because their jobs are usually the ones that get–are most competitive, are the less skilled parts of the building trades. So when you build a high-rise building, the electricians, the plumbers, the operating engineers, the ironworkers are generally gonna be union, because it’s a more complicated thing. Carpenters, laborers, painters generally are the ones that have competition from non-union, and that’s really where it is ultimately. And we would say in Jersey City, on the projects that are important to us, if they were coming to the city for some sort of subsidies or big zoning changes, and it was an important project, we would work with the developer to give the unions a last look to be competitive with the open-shop bid, and some sort of grace between five and ten percent to be competitive. Now, absent that, there is no way to get it built in union labor. So if the mayor continues to be strident that everything is gonna be a hundred percent building trades, you’re never gonna meet the objective of whatever he has a hundred, two hundred thousand units. So I think that our voice is gonna be that you need some practical reforms to these incentives, and practical reforms means that you cannot pay a 30 percent premium for the carpenters. **Nicole Gelinas**So something very simple on that, though. Two people on a train. Would you see yourself making a statement similar to the encampments that, you know, Hey, intuitively, it doesn’t make a lot of sense to leave people in encampments. Intuitively, it doesn’t make a lot of sense to mandate two people on a train. Would you just call up the Post and say that, or that’s a different— **Steven Fulop**I don’t think that— I think if you called me and you said to me, What do you think? I’d probably just answer you, that I think it’s not something that any other city does, and in a financial crisis, you probably gotta be reasonable about that. **Ben Max**This is what you got hired in part for, right? To be out there more and to be a voice pushing back. **Steven Fulop**I think that it’s just my personality. I don’t know if it’s necessarily, it’s just like this is— You’d ask me, and I would say it. I wouldn’t go call up the Post and say, Let me-- Carl [Campanile], let me comment on this, right? I wouldn’t do that. Like, that’s not how I would think about it, right? I’d be going with my day, and then Carl would say, Do you care to comment on this? Or he would call, and I would just be like, Yeah, I think so and so. And he would say, Is that on the record? And generally, I’m not gonna say, This is off the record, on anything. I generally just talk. OK? So— **Josh Greenman**You talked about incentives, government incentives. I want to talk about literal government incentives, like, Amazon, right? Remember how many years ago, half of Amazon’s HQ2 was gonna be here. **Steven Fulop**Yeah, I remember. We tried to pitch it too. **Josh Greenman**It didn’t happen. You tried to pitch it, too. What do you think of the state’s current corporate incentives? Do they make sense as currently structured? To try to attract businesses to New York State, to try and attract businesses to New York City, there are various programs. There’s been a lot of talk about restructuring those programs to make them more rational, and there’s a larger question of, should we have this environment in which cities chase corporations by throwing money at them or tax abatements at them, or should there be some kind of compact where cities agree that they don’t do this to each other? **Steven Fulop**Yeah. I generally think — putting on my mayor’s hat — that the structure exists today is a race to zero, and it’s not healthy from the public side. But you cannot unilaterally disarm, is the unfortunate part of the conversation. And so absent governors getting together and having some sort of détente where they’re no longer doing that, I do not see how a state doesn’t participate in this. That said, I think that the competitiveness conversation in New York and New York City is more complicated than just incentives. I think that, you think about other places in the country, where people have mobility to get to, and there’s opportunity, there’s more of a deliberate effort to attract beyond just the incentives. Texas reordered their entire court system to replicate Delaware, to make it more friendly for corporations. They’re having a Texas stock exchange to have better access to capital markets. It’s more of a deliberate strategy than just saying, Hey, we’re gonna give incentives. Now, it is not helpful– you know, people, absent certainty on communication, they try to interpret a lot of what somebody means or what they say. So, governor or mayor says X, Y, Z in a statement, they try to interpret, what does that ultimately mean? How should I envision that to manifest itself for what I’m trying to do? And the thing that we are trying to calibrate for, and I say this publicly and privately, is that a lot of the rhetoric out of City Hall, which is consistent tax, tax, tax on any front that’s possible, whether you make $500,000, whether you have a house that’s $750,000, whether it’s a pass-through and you have a small business, it creates a very volatile environment. And that’s the problem ultimately. So I think you need certainty on that. **Josh Greenman**I have one other topic that we haven’t talked about that I just wanna make sure we discuss, which is AI. You represent a lot of employees. And AI is going to be increasingly a large employer, in theory in the city, but it’s also coming for some of those employees’ jobs, maybe many of those employees’ jobs. **Ben Smith**And the employers are very excited about it. **Josh Greenman**And some of the employers, the CEOs, are excited about being able to save dollars and innovate in various ways. **Steven Fulop**Well, they don’t communicate that with me, but just go ahead. **Josh Greenman**So how do you, how do you balance those tensions, which are very, very real, among employees who might be excited and employers who might be excited about AI, and those who might say, Holy shit, my job is gonna be gone in 10 years, or five? **Steven Fulop**I think that that is— I said this, maybe I touched on it a little bit earlier, I think that young people not being able to find jobs and the housing crisis was pressure from the bottom that is one of the most at-risk situations for New York. AI is part of that conversation, potentially — so you have macro environment, why people aren’t hiring, and then AI might be part of that too. You know, though they don’t clarify that with me. They don’t say, Here’s the reason I’m doing this or doing that. I do think that one of the biggest risks over the next 12 or 18 months is the AI impact on jobs. I agree. And I don’t think anybody has a good solution, both in the Partnership or in City Hall, yet on that. And in order to kind of figure out how to do that and solve for that, I think that you need to have some sort of broader conversation on implications. I will tell you that one of the things that we outlined in kind of what we were talking about on this blueprint was that, I do think that part of the procurement process for city government services needs to factor in who is training and who is factoring in the AI conversation, and those scores should be appropriately weighted, beneficial for companies that are thinking about training or have a training program as part of it. So we’re trying to think of ways to kinda think about training people and getting people into another space and using the leverage of City Hall to do that. I don’t think there’s a broad enough plan yet to solve for it. It is the biggest risk for New York, because New York City relies on white-collar jobs disproportionately for its budget. And where AI is coming is directly at the white-collar jobs as opposed to the blue-collar jobs. And so New York City is poised to get hit in a different sort-of way than anybody else. Short answer is, I don’t think anybody has a clear-eyed solution on that. Some of that’s gotta be set by the mayor, you know, that’s the truth too. I said earlier in the conversation, we had a roundtable on childcare in December with the mayor. And the mayor, at the end of it, I said to his staff, I said, You know, we outlined some of the inefficiencies and bureaucracies to getting these childcare centers open, which we’re familiar with. I told you earlier. We can help you with that from a technology standpoint, okay? And this goes back to making tough decisions. You’ve seen employee headcount since COVID skyrocket at City Hall. Whole, another conversation. I mean, that’s a fair thing to say. We said we’d help you with some efficiencies on that from a technology standpoint. And they were nice in their response but there was really no follow-up on that. And, and my point on that is we can only do so much from the Partnership. You need a dance partner in order to dance, right? Like, that’s really the reality of this. So, I do not know the solution, and I push back. People aren’t— They don’t, at least they don’t express to me they’re happy about, you know, not hiring jobs. You know, maybe to you, Ben. But, and AI displacement, I think people are very concerned about it in the Partnership too. **Harry Siegel**You said maybe without some changes, the Partnership won’t be there in five to ten years. We just did have a big turnout election, that led to an avowedly socialist mayor. Can you just step back and say— **Steven Fulop**No, I think the Partnership— I think I clarified that on the, that current trajectory of how it positions itself needed to change. So I think that’s part of the reason we’re here, to make sure it’s relevant for the next ten years, but— **Harry Siegel**But the business community seems increasingly less relevant to the political direction of the city. The Partnership seems less relevant. This is a bit of an inside conversation. For people who maybe vaguely know what it is or just spot its name in headlines or whatever, what is the point of the Partnership? And frankly, what is the good and utility that the business community brings to the city, if you just want to explain that? **Steven Fulop**What does the Partnership add to the city? **Harry Siegel**Sure. **Steven Fulop**Or the politics shifting left. **Harry Siegel**However you want to take it. **Steven Fulop**I think, forget about the Partnership as an organization for a second. I think the big corporations add a disproportionate amount of philanthropy, revenue, budget help, employee help to the ecosystem here in New York City. If those larger corporations migrate out, you would have a massive budget problem, you would have significant more unemployment, and the amount of philanthropy, which is tens of millions of dollars a year across, which sometimes is underreported or undershared, is a good thing ultimately, helps private institutions or public institutions, culture and arts institutions disproportionately, hospitals disproportionately. So I think that the business community here has a huge impact. The Partnership acts as a conduit from them to the public sector, and has multiple layers to it as I touched on earlier, where we help incubate early companies, facilitate connection to New York City, help advocate for policy change, et cetera, et cetera. **Harry Siegel**Outside of real estate, the business community, as you and Ben [Smith] were talking about, is less and less rooted here, and the problem is sort of a slow trickle to other regions, as opposed to people just pushing out and moving. Lots more people are voting. They seem less interested in the priorities of the business community. You’re talking about employees as a sort of base for the organization, 800,000 of them. I’m just trying to understand how business makes itself more relevant. **Steven Fulop**That’s a little bit of a process that I touched on earlier, a little bit of the transition that I touched on earlier on why we’re here. I think that people, as you saw in this last election, are struggling, an affordability crisis is real. There’s a lot of pressure, whether it’s jobs or housing. I think that’s all real. And I think that people have become, as I said earlier, fiscally more liberal because what’s working for them today and not working today has shifted from 10 years ago. So in order to be relevant, we need to be cognizant of that. **Alyssa Katz**People mentioned earlier that antisemitism is a priority for you, fighting it, and you know, I know you— **Steven Fulop**It’s a priority for us, yeah. **Alyssa Katz**Yeah, and we had a couple incidents that may have coincided with right when you arrived at the Partnership, right? The most visible one was, you know, this Israeli drone company. **Steven Fulop**Oh, the Israeli drone company, Easy Aerial? Yeah. OK. **Alyssa Katz**Yeah. What’s the other one? **Steven Fulop**It was the Park East Synagogue situation. **Alyssa Katz**Oh, right. Well, listen, but I’m talking purely on the business side. We can talk about it more broadly. But you know, there’s a company that was in a city-owned property. The city says it was a lease issue but it had been the target of a campaign saying, Well, you’re providing drones to the Israeli military, and we need you out of here. And then sure enough, that’s exactly what happened. And I’m just kind of curious about how you are approaching that kind of pressure on Israeli individuals and their businesses to get out of town, basically. How do you address that? **Steven Fulop**I think it’s a new conversation, obviously. We do think that antisemitism is rising, and it’s a significant concern. The BDS conversation and singling out one country to different standards than other countries that the U.S. or the public agrees with or disagrees with, or that has human rights violations or doesn’t have human rights violations, is a totally different conversation that we don’t agree with — singling out a single country. And the reality is that that BDS conversation, building on that, is not acceptable to us. And as you see elected officials more vocal in this space, unfortunately, if that ends up being, I think that is a place you’d definitely see us spend money. **Liena Žagare**Do you think Mayor Mamdani is doing a good job, and where would you— **Steven Fulop**Doing a good job? **Liena Žagare**Yeah. Doing a good job in the city and— **Steven Fulop**I think— Yeah, look, I think— **Liena Žagare**Where should he be more careful? **Steven Fulop**I think, I think there is— The short answer is, it’s been two-and-a-half months, so it’s hard to tell. I think that there’s a lot of mixed signals between things he says sometimes in smaller meetings versus what he says publicly. I think that, there’s been some missteps along the way, like for example the real estate tax proposal I thought was a misstep. I think that there’s been some really encouraging things. How he’s handled the president has been terrific. And I think that the city is in a better place than anybody would have thought post-election with regards to the president as a result of his communication there. I think that he has shown some willingness to move away from an extreme left position that he came in. That transition from a legislator to an executive is a transition, and from being a backbench Assemblyperson to a prominent front and center mayor, that transition is always complicated. Homeless encampments, the library funding, the FHEPS situation, he’s moderated some of those views, which are good. And at the same time, I think sometimes going back to how we interpret things that he puts out there, sometimes he’ll put something out that we’ll interpret in a way that I – ‘cause you have no choice but to interpret this stuff – you’re concerned about. You know, like, and I’ve said to them, Look, when American Express announced their headquarters, right? It’s a big deal. You know, a big American brand establishing a significant presence again here, recommitting. It’s good for his narrative ultimately, right? You know, that was in the works for some time. Or the Bank of America situation. If you look at the kind of statements that came out as a result of that, they never acknowledged the corporate side. They talked about the building trades. And that signals to us, A, questions about the housing conversation, right? And B, whether you understand the ecosystem that American Express employs thousands of people here, and they’re hugely involved philanthropically and committed to the city, and what that means. So I would say it’s mixed. **Nicole Gelinas**One thing that’s been missing from the ecosystem is a person like Dick Ravitch, who passed a...
Elite Eight: Purdue vs Arizona, Offensive Heavyweights Meet
Purdue and Arizona are set for a heavyweight offensive fight tomorrow night.
Live: UFC Seattle early weigh ins results
Ultimate Fighting Championship (UFC) is just over 24 hours away from the upcoming UFC Seattle mixed martial arts (MMA) event, booked for tomorrow night (Sat., March 28, 2026) on Paramount+ from inside Climate Pledge Arena in Seattle, Washington. UFC Seattle will be headlined by the middleweight main event between former champion Israel Adesanya and 185-pound […]
The Best Time to Eat High-Fiber Foods If You Want to Poop Tomorrow, According to Dietitians
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Good Morning, Nashville! Talking Immigration Data Politics at Vanderbilt University
After a busy day on Capitol Hill yesterday, I landed in Nashville, Tennessee, last night for an exciting two days on campus at Vanderbilt University. Carwil Bjork-James, an anthropologist whose creative use of database construction to support critical scholarship resonates strongly with my own work, generously invited me to give a talk today about the politics of immigration data and to join a Wikipedia edit-a-thon tomorrow on the topic of immigrant detention. I encourage you to check out Carwil’s database project “Ultimate Consequences” about political deaths in Bolivia after 1982, and his book The Sovereign Street: Making Revolution in Urban Bolivia. My talk today is titled “Untangling the Messy Politics of Immigrant Detention Data.” I’ll focus on how immigrant detention data (not just detention centers themselves) become sites of controversy—from the collection and classification choices that shape what we can know, to the strategic withholding and distortion of data for political ends. Drawing on research spanning multiple administrations, I’ll trace how current data controversies in the second Trump administration connect to long-standing tensions in how we measure, interpret, and communicate about immigration. My goal is to move beyond simple partisan narratives and offer a practical guide for anyone working with immigration data to explore both the pitfalls to avoid and the creative opportunities for more transparent, rigorous public communication about immigration realities. If you are on campus, please stop by. Tomorrow I will join Carwil and Vanderbilt students for a Wikipedia Edit-a-Thon to edit and update Wikipedia entries related to immigrant detention with the latest robust information and data. This event is designed to orient participants into how to edit on Wikipedia, provide them with data-driven starter templates on detention facilities, and allow each person to produce an initial article on one element of the network of ICE facilities or one death in custody this year. The workshop is also a demonstration of how to use open data sources to build public knowledge—something I am deeply passionate about. Thank you to Vanderbilt University, the Spatial Histories series, and Carwil for hosting me. I would love to be a part of conversations and workshops related to immigration data on your campus. Students are really eager these days to have informed, critical, and data-driven explorations of our current immigration system. Reach out anytime if you want to discuss the possibility of bringing me to your campus. Subscribe
MLB games tomorrow: Opening Day schedule, times, how to watch for March 26
Here's the full MLB schedule, for March 26, including game times, TV channels, scores and how to stream.
Old Wisdom, New Science, and the Tools of Tomorrow
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Cargo Headed to Station, Week Begins with Science Prep and Maintenance
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City of Paducah Finance Department to host informational workshop on Business License Renewals
In case you missed it, the City of Paducah Finance Department will host an informational workshop on Business License Renewals for local business owners at the McCracken County Library tomorrow,
Today’s Papers – Italy’s World Cup mission, Napoli’s comeback
La Gazzetta dello SportBeware Inter, Conte returnsNapoli go -6. Cagliari beaten 1-0. Chivu to the attack tomorrow in FlorenceMilan-Toro, Leao is outSan Siro. Allegri for the comeback with Fullkrug and...
Building Brighter Tomorrows: Advancing Community Health in 2026 and Beyond
The Institute for the Advancement of Community Health, in partnership with the Institute for Child Success, is hosting the 2026 Building Brighter Tomorrows Conference on Thursday, April 16 at Furman […]
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Data collected by NASA's missions about interstellar comet 3I/ATLAS will continue to reveal insights about the comet and interstellar objects at large.
Why Wall Street is scouting college sports stars
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German Health Minister Nina Warken and WHO Hub in Berlin highlight 2025 achievements
Germany’s Federal Minister of Health, Nina Warken, visited the WHO Hub for Pandemic and Epidemic Intelligence in Berlin today to review progress and launch its 2025 Annual Report. The report highlights advances in using artificial intelligence, data science and pathogen genomics to strengthen global preparedness for future pandemics.In 2025, the WHO Hub in Berlin worked with more than 160 Member States and over 190 partners to help countries and organizations develop new systems and tools to detect and understand new public health threats as quickly as possible, whenever and wherever they occur.BMG to confirm whether they wish to contribute a quote. “Detecting outbreaks early is one of the most effective ways to save lives and prevent epidemics from becoming global crises,” said Federal Minister of Health Nina Warken. “Germany is proud to host and support the WHO Hub for Pandemic and Epidemic Intelligence. Its work strengthens our safety at home and helps protect people worldwide.”Artificial intelligence is increasingly transforming the detection of outbreaks. In 2025, the Hub launched an upgraded version of the Epidemic Intelligence from Open Sources (EIOS) system, which uses enhanced AI functions to scan global online information in real time and help experts quickly identify unusual health events. The system is now used by 120 countries.To better anticipate health threats, countries need information beyond traditional health data. The Hub supports countries in implementing Collaborative Surveillance, which integrates data on climate, animals, travel, and population movement to provide a more comprehensive and real-time understanding of health threats.The Hub also expanded global access to pathogen genomics, which helps scientists detect new pathogens, such as viruses and bacteria, understand how they spread and how dangerous they may become. Through the International Pathogen Surveillance Network (IPSN), the WHO Hub in Berlin worked with 309 partners in 101 countries to expand access to these technologies.“We are in a new era of global health threats, and we need new tools to face tomorrow’s challenges,” said Dr Chikwe Ihekweazu, Executive Director of the WHO Health Emergencies Programme. “The WHO Hub in Berlin helps countries use data and technology more effectively so they can identify risks earlier and respond faster. No country can address these threats alone. Strong cooperation remains our best defence.”“Berlin offers an ideal environment for our work. We collaborate closely with world-leading institutions such as the Robert Koch Institute and the Charité Center for Global Health,” said Dr Oliver Morgan, Head of the WHO Hub for Pandemic and Epidemic Intelligence. “Germany has supported the WHO Hub since its establishment, and we are pleased to welcome Federal Minister Nina Warken to the Hub today. This strong partnership helps us advance innovation in pandemic and epidemic intelligence and better support countries to prepare for future health threats.”The Hub is expanding the use of advanced analytics and mathematical modelling to forecast how outbreaks may develop and to assess which response measures are most effective. Through its Collaboratory, the Hub connects modelers and analysts with governments to ensure their work addresses real public health needs. In 2025, the community grew to 1300 members from 50 countries and 200 institutions. An AI-powered pandemic simulator, currently in the prototyping phase, will help decision-makers compare outbreak scenarios and help identify effective disease control measures.
VT Markets and Newcastle United Clinch Double Wins at Forex Sports Awards 2026
VT Markets, a leading global multi-asset broker, has been honoured with the prestigious "Best Global Football Sponsor - Newcastle United F.C" and "Best Commercial Spot - Together, Into Tomorrow" awards at the Forex Sports Awards 2026. The double accolades recognises the brand's high-impact partnership with Newcastle United, celebrating excellence in global brand alignment and fan engagement.
From the Chaos Vault: Secret Lair Dandân Decklist
Dandân has officially surfaced in Secret Lair! This 80-card, Fish-filled deck will be available tomorrow, March 16, through the Chaos Vault.
Linux Finally Catches Up to Windows with a Game-Changing Performance Feature
For years, the Linux kernel’s scheduler has been world‑class at balancing loads, yet it missed a crucial, cache‑aware instinct. In modern multi‑core systems, that gap can turn into measurable latency, especially when threads bounce between cores that don’t share the same cache. A new upstream feature, often called Cache Aware Scheduling, is now set to change that equation. A cache‑savvy scheduler arrives At the heart of any OS, the scheduler decides which thread runs where and for how long. In modern CPUs, small private caches (L1 and L2) sit beside each core, while a larger Last Level Cache (LLC, typically L3) is shared among groups of cores. When a task migrates across LLC boundaries, its warm data may vanish from the cache, forcing slower trips to main memory. Cache Aware Scheduling keeps related tasks close to their shared LLC, reducing destructive migrations. By respecting cache topology, the kernel minimizes cold‑start penalties and preserves locality that many workloads desperately need. The result is less thrashing, fewer memory stalls, and more consistent throughput. "Keep tasks close to their data, and the system will keep performance close to its peak." Why this narrows the Windows gap Windows has long leaned on topology‑aware, cache‑sensitive heuristics, especially since the Windows 10 era. That advantage helped Microsoft handle hybrid designs with P‑cores and E‑cores, plus complex cluster and NUMA layouts. With cache awareness integrated upstream, Linux brings parity to this vital dimension, without sacrificing its trademark flexibility. The Linux approach remains deeply configurable, reflecting the ecosystem’s breadth across servers, desktops, and embedded devices. It layers atop existing NUMA‑balancing and energy‑aware logic, refining placement rather than reinventing the wheel. Crucially, it aligns scheduling with the hardware’s real shape, not just with abstract CPU counts. Real‑world gains and who benefits Early tests on Intel Sapphire Rapids platforms point to gains in the 30–45% range for select workloads. Those wins appear in cache‑sensitive tasks like in‑memory analytics, high‑thread compilation, and microservices with tight working‑sets. Games and latency‑bound engines can also feel steadier frame‑times, especially when threads share hot assets. The benefits extend to AMD’s 3D V‑Cache parts, where keeping threads near enlarged cache slices prevents needless misses. Hybrid x86 designs with performance and efficiency cores further profit when cache and core roles are scheduled in concert. Even handhelds running SteamOS can squeeze more out of limited power, translating cache locality into smoother play. Key advantages include: Lower end‑to‑end latency Fewer expensive misses to RAM Better multi‑socket and NUMA behavior Improved energy efficiency More predictable QoS under mixed loads Stronger scaling on dense servers Caveats, tuning, and rollout No scheduler change is purely free, and trade‑offs still exist. Favoring locality can reduce cross‑cluster balance if limits are set too tight. Likewise, fairness and utilization must remain healthy, especially under heterogeneous, bursty workloads. Linux’s implementation is designed to be measured and tunable, not a blunt instrument. It cooperates with energy‑aware scheduling for mobile efficiency, and with NUMA‑balancers on big iron. Expect architecture‑specific refinements as vendors surface richer topology hints and cache‑sharing maps. Upstream integration has begun, with broad distribution adoption likely over the next cycles. Many users will encounter the change through standard kernel updates in 2025–2026, depending on distro cadence. Server‑class kernels may enable or tune it sooner for targeted fleets where cache locality is money in the bank. How to think about performance impact Cache Aware Scheduling amplifies gains when your workload is both CPU‑bound and cache‑sensitive. Think tight inner loops, hot code paths, and datasets that fit snugly in shared LLC. It’s less dramatic for I/O‑bound services or memory‑hungry tasks that blow past cache capacity. Still, even modest locality improvements often translate into smoother tail‑latency, which is where user experience and SLAs typically break. Developers can further help by pinning related threads, batching work, and aligning data to reduce cross‑cluster chatter. The scheduler’s new awareness works best when applications expose good hints. The bottom line By understanding and honoring cache topology, Linux removes a subtle yet costly bottleneck. The kernel’s smarter placement keeps hot data hot and work near where it belongs. That narrows a long‑standing gap with Windows, while preserving the openness and tunability Linux champions. For gamers, creators, and operators, the payoff is practical: more consistent frames, faster builds, and snappier services. For the ecosystem, it’s another step toward hardware‑savvy scheduling that turns transistor complexity into real‑world speed. And for Linux itself, it’s a timely upgrade that matches today’s silicon with tomorrow’s expectations.
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