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United States and Madagascar Discuss Five-Year Health MOU Implementation Plan - U.S. Embassy in Madagascar
United States and Madagascar Discuss Five-Year Health MOU Implementation Plan The United States and Madagascar’s Ministry of Public Health are in the process of developing a plan for implementing the U.S.-Madagascar five-year Memorandum of Understanding (MOU) on health cooperation, signed under the Trump Administration’s America First Global Health Strategy. The two-day workshop, at the U.S. Embassy in Antananarivo, brought together technical experts and senior leadership from the Malagasy and U.S. governments to discuss a shared vision through a preliminary draft MOU Implementation Plan and to establish the joint governance structures that will guide U.S. foreign assistance in health over the next five years. The jointly decided bilateral health MOU, signed on December 22, 2025, builds on decades of U.S. global health assistance to Madagascar. The health MOU involves the U.S.’s plans, working with Congress, to provide approximately $134 million (over 554 billion Ariary) and a Malagasy commitment of $41 million (over 169 billion Ariary). It aims to strengthen Madagascar’s health system, improve disease prevention and response, and support services that address health security concerns for both countries, including malaria, maternal and child health, polio, and global health security issues that could reach U.S. shores if not contained at their source. During the recent workshop, technical staff from the Ministry of Public Health and the U.S. Government health team worked in thematic groups to draft detailed implementation plans for the five-year MOU period. On the second day, U.S. Chargé d’Affaires Stephanie Arnold and Ministry of Public Health and Economic and Finance Ministry leadership joined the technical teams to discuss plans and proposed terms of reference for two committees: a Joint Steering Committee and an Operational Committee. These structures will ensure clear roles and responsibilities, regular dialogue between the two governments, consistent monitoring of progress, and accountability for results. The framework includes performance benchmarks that will guide continued U.S. support and track Madagascar’s progress toward self-reliance. “We see this not as a U.S. project, but as a joint framework under Malagasy leadership, with U.S. support,” said U.S. Chargé d’Affaires Stephanie Arnold during the workshop’s opening session. The approach reflects U.S. foreign assistance principles that emphasize strategic, results-driven support that advances American interests while helping recipient countries build sustainable health systems. The framework is designed to build systems that Madagascar will increasingly finance and lead itself, reducing long-term dependence on foreign assistance.
Amazon buys former Hermon drive-in
Tax records show the approximately 20-acre property was purchased by Amazon for $1.9 million, more than three times the fair market value. Amazon has already opened a shipping hub in Caribou, with plans for more in Gorham and Waterville.
Re:Cognition Health Delivers Landmark International Clinical Trial to Explore Whether a Simple Finger-prick Blood-based Biomarker Test Can Provide Earlier Alzheimer's Diagnosis
Re:Cognition Health, a global leader in new treatments for Alzheimer's Disease, is delivering an international clinical trial to evaluate whether a simple finger-prick blood test can revolutionize how Alzheimer's disease is diagnosed. Compared with the current invasive and expensive diagnostic methods, this approach could provide a scalable solution for an earlier, easier, more accurate, affordable, and accessible diagnostic method. Re:Cognition Health will help enroll approximately 1,000 partic
Rainier, University of Oklahoma Foundation to Build $1.1B Rock Creek Entertainment District in Norman
NORMAN, OKLA. — Rainier Development Co. has executed a master development agreement with the University of Oklahoma Foundation for the planned Rock Creek Entertainment District, a $1.1 billion project in Norman. Rainier will lead planning, design, coordination and development of the 269-acre district in collaboration with Cleveland County, the City of Norman, the University of Oklahoma, community stakeholders and other development partners. Rock Creek Entertainment District is envisioned as a year-round destination that will include an 8,000-seat performance venue designed to host concerts, conventions and community events, as well as University of Oklahoma men’s and women’s basketball games and women’s gymnastics events. Plans for Phase I of Rock Creek include the performance venue; a central outdoor plaza; approximately 140,000 square feet of retail, dining and entertainment experiences; roughly 250 multifamily units; and a structured parking garage with 1,200 spaces. Phased openings of the venue, restaurants and retail are expected to begin in 2028. Phase II will include approximately 180,000 square feet of office space and a 150-room hotel. Phase III calls for 500 additional multifamily units, as well as townhomes and single-family residences. Future phases are anticipated to include additional expansion, subject to market conditions and planning. The project, located…
From a massive living area to an entertainment room and art collection: Ram Kapoor’s approximately Rs 20 crore Mumbai house
Ram Kapoor enjoys a lavish lifestyle in Mumbai with wife Gautami and kids. He once gave a glimpse of his luxurious Mumbai house in a Farah Khan’s vlog. The house is worth around Rs 20 crore and includes an entertainment room, bar and much more. Here’s a look at his lavish Mumbai house:
Neighbors raise concern over proposed 1,260-acre business park annexation
CHEYENNE – The city of Cheyenne is eyeing the opportunity to annex approximately 1,260 acres west of town and zone it as a business park.
Extra half-mile added to some runner’s course during Covenant Health Knoxville Marathon
The email said the lead vehicle took participants approximately a half mile longer than the advertised distance at the turnaround on Neyland Drive.
Infantino’s FIFA: Ten years of power, politics, and so-called ethics
Gianni Infantino promised reform, transparency, accountability, and a “new FIFA.” Ten years on, Infantino’s FIFA is instead defined by political proximity, weakened scrutiny, and an increasing alignment with state power at the highest levels.
Generations Of Damage: WHO Warns Of Middle East Health Collapse Amid Funding Shortfall
“The Middle East is among the most water-stressed regions globally. The Gulf hosts approximately 400 desalination plants producing 40% of the world's
Lander students win divisions, receive special accolades at 2026 Sceince Fair in Laramie
(Laramie, WY) – Several Lander students made an impact at the Wyoming State Science Fair in March, held at the University of Wyoming, where there were approximately 130 student competitors from across the state who had qualified during the regional science fairs. County 10 caught up with Lander advisor Sam Hartpence, who oversaw students Carson […]
HPD searching for suspect who stole from local business
On March 21 at approximately 2:45 a.m., HPD says a person broke into Mr. Smoke Shop in the 800 block of 10th Street in Huntington.
Vext Science Announces Strategic Optimization of Arizona Operations and Plans for Ohio Cultivation Expansion
Strategic closure and planned sale of Eloy cultivation facility expected to improve Arizona profitability and enhance free cash flow.Proceeds from the sale to facilitate debt reduction, with key equipment redeployed to the Ohio market, saving approximately $2 million in capital expenditures to support Vext's build-out in the State. Plans to seek approval to expand Jackson cultivation to support a growing retail footprint as Ohio adult-use sales surpass $1 billion in the first full year1.Vext to.
Light Science wins £300,000 university glasshouse contract
Light Science Technologies Holdings PLC (AIM:LST, FRA:9FD), the AIM-listed agricultural and fire safety technology group, has won a contract worth approximately £300,000 to refurbish a glasshouse at a university in Wales, with an additional annual maintenance package of £19,000 also...
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...
Troop Shortage Crisis Grips Israeli Military as War Expands
Meanwhile, the Israeli army has acknowledged a shortfall of approximately 15,000 troops, including around 8,000 combat soldiers.
Brenmiller Energy Issues Business Update Highlighting Commercial Breakthrough, First TES Revenue and BNRG360 Growth Strategy
Delivered flagship Tempo project, Brenmiller's first commercial-scale boiler replacement deployment, marking a major operational milestone in the Company's transition toward commercializationRecognized first revenue from a TES system sale, validating Brenmiller's ability to convert project execution into reported revenueEntering 2026 with previously disclosed projected 2026 revenue of approximately $1.7 million tied to Tempo execution milestones, which management believes reflects the beginning.
Approximately 1,000 US soldiers preparing to deploy to the Middle East to be available for Iran operations
Approximately 1,000 US soldiers with the Army’s 82nd Airborne Division are expecting to deploy in coming days to the Middle East, according to two sources familiar with the matter, adding to the growing military firepower in the region as the Trump administration says it is in talks with Iran to end the conflict
Pacers Sports & Entertainment Launches Fieldhouse Media Network, Delivering First-Of-Its-Kind Global Media Channel for Partners
Deloitte and Yieldmo help PS&E to grow market size through first-party fan data while producing convertible ROI INDIANAPOLIS (March 24, 2026) – Pacers Sports & Entertainment today launched the Fieldhouse Media Network, a first-of-its-kind global AI-powered media platform built on authenticated sports fandom, giving brands measurable access to one of the most engaged audiences – the fan. Developed in collaboration with Deloitte and Yieldmo, the network leverages Yieldmo’s Ymax.ai, an advertising platform with a dedicated sports vertical, and Converge™ by Deloitte for Sports fan data platform built on Deloitte Ascend™ to activate first-party, authenticated data from approximately 250 million sports and entertainment fans worldwide in a privacy-safe, cookieless […]
Pacers Sports & Entertainment Launches Fieldhouse Media Network, Delivering First-Of-Its-Kind Global Media Channel for Partners
Deloitte and Yieldmo help PS&E to grow market size through first-party fan data while producing convertible ROI INDIANAPOLIS (March 24, 2026) – Pacers Sports & Entertainment today launched the Fieldhouse Media Network, a first-of-its-kind global AI-powered media platform built on authenticated sports fandom, giving brands measurable access to one of the most engaged audiences – the fan. Developed in collaboration with Deloitte and Yieldmo, the network leverages Yieldmo’s Ymax.ai, an advertising platform with a dedicated sports vertical, and Converge™ by Deloitte for Sports fan data platform built on Deloitte Ascend™ to activate first-party, authenticated data from approximately 250 million sports and entertainment fans worldwide in a privacy-safe, cookieless […]
The FBI Just Issued A Warning About A Hidden Threat In Your Home Wi-Fi Network
The FBI is warning that criminals may hijack your home Wi-Fi through residential proxies, using your IP address to hide illegal online activity.
Exclusive: Dimer Health raises $13.5M for patient discharge
The round gives Dimer approximately three years of runway, though it will begin having initial conversations about its next round soon.
Seattle’s biotech scene is world-class — Life Science Washington is teaching it how to brag
Despite world-class AI-biotech research, a Nobel Prize-winning protein design lab and proximity to global AI expertise, Washington's life sciences sector is still learning to tell its story.
Opinion: The Midwest is chasing the wrong innovation strategy
Rather than building capital density at home, Midwestern research universities have chosen physical proximity to the dominant ecosystem. Here's why that may be a mistake.
Philip Morris International U.S. to Launch New Business Solutions Center, Creating 180 Jobs in Tampa Bay Area
Today, Philip Morris International's U.S. businesses ("PMI U.S.") announced an investment of approximately $50 million in a new Business Solutions Center in Tampa, Florida. The Center will create approximately 180 direct and indirect high-skilled jobs and represents a pivotal expansion of PMI U.S. operations, consolidating key functions—business solutions, distribution operations, and customer service—into a single hub. This investment is designed to enhance operational efficiency across these f
Scientists unlock a powerful new way to turn sunlight into fuel
Scientists have developed a powerful new computational method that could accelerate the search for next-generation materials capable of turning sunlight into useful chemical energy. The work focuses on polyheptazine imides, a promising class of carbon nitride materials that absorb visible light and can drive reactions such as hydrogen production, carbon dioxide conversion, and hydrogen peroxide synthesis. By analyzing how 53 different metal ions influence the structure and electronic behavior of these materials, researchers created a framework that predicts which combinations will perform best.
DEA seizes $300K during search warrant at West LA business
Investigators seized approximately $300,000 in cash and halted the sale of marijuana and vape products.
Parker's big $7B budget: More shelter beds and new fees on deliveries, ride shares
The mayor's third spending plan signals Parker isn't slowing down as she hikes spending by approximately 2% over last year.
Health insurance startup Alan reaches €5B valuation
French health insurance startup Alan is now valued at €5 billion — approximately $5.83 billion, up from $4.5 billion in 2024.
Controlled Thermal Resources and Plum Acquisition Corp. IV Announce Definitive Business Combination Agreement to Advance U.S. Critical Minerals and Energy
As one of America’s largest and most advanced geothermal power and critical minerals projects, the transaction is expected to enable Controlled Thermal Resources to advance its Hell’s Kitchen Project and commence Stage 1 construction.Transaction values Controlled Thermal Resources at a pro forma enterprise value of approximately $4.7 billion. IMPERIAL, Calif., March 09, 2026 (GLOBE NEWSWIRE) -- Controlled Thermal Resources Holdings Inc. (“CTR” or the “Company”), an emerging leader in U.S. critic
Universal Health Services, Inc. to Acquire Talkspace, Inc.
Universal Health Services, Inc. (NYSE: UHS) announced today that it has entered into a definitive agreement to acquire Talkspace, Inc. (NASDAQ: TALK) for $5.25 per share. The enterprise value for the transaction is approximately $835 million, which UHS intends to finance with borrowings pursuant to its existing revolving credit facility.
Cartesian Therapeutics Reports Full Year 2025 Financial Results and Provides Business Update
Enrollment continues to progress in Phase 3 AURORA trial of Descartes-08 in myasthenia gravis Phase 2 TRITON trial of Descartes-08 in dermatomyositis and antisynthetase syndrome, expected to initiate in 1H26 Phase 1/2 HELIOS pediatric trial of Descartes-08 in juvenile dermatomyositis actively enrolling Approximately $126.9 million cash, cash equivalents and restricted cash as of December 31, 2025, expected to support planned operations into mid-2027, including completion of ongoing Phase 3 AUROR
Pasadena Now
1,000 Students Head to Shrine Expo Hall for 76th LA County Science Fair Approximately 1,000 middle and high school students from across Los Angeles County will present research projects at the 76th...
3 Long Island high school teams win Science Olympiads
Approximately 150 local high school teams competed in the Nassau East, Nassau West and Eastern Long Island regional tournaments
3L Kevin Afiesh Learns to Translate Legal Risk Into Business Strategy as FinTech Extern - UC Law San Francisco (Formerly UC Hastings)
3L Kevin Afiesh strengthened his corporate and fintech skillset through an externship at Plaid, gaining real-world experience at the intersection of technology and financial services. 3L student Kevin Afiesh shares how UC Law San Francisco’s Corporate Counsel Externship provided immersive, practice-ready training inside Plaid’s in-house legal department. Reviewed and analyzed technology-focused agreements, including emerging AI provisions and liability terms Explored financial services regulation and data governance within a growth-stage company Learned how internal legal teams shape product, partnership, and compliance planning 3L student Kevin Afiesh: During my externship at Plaid, I worked with the in-house legal team supporting a rapidly growing company at the intersection of technology and financial services. My work focused primarily on corporate, commercial, and intellectual property matters. I helped review and analyze vendor and partnership agreements, paying close attention to emerging artificial intelligence-related provisions and risk allocation terms. I also investigated regulatory and compliance issues involving financial services and data governance, and I researched intellectual property litigation relevant to fintech companies. This work supported legal risk assessment to guide strategic decision making. I learned firsthand how an in-house legal team operates in a highly regulated, innovation-driven environment, where legal analysis is closely integrated with business decision making. I saw how attorneys balance legal risk with commercial priorities and how their advice shapes contracting, compliance, and intellectual property strategy. It reinforced that effective in-house lawyers need to understand both the law and the operational realities of the business. The experience also strengthened my ability to communicate complex legal concepts clearly to non-lawyers and to provide advice that is precise, practical, and commercially aware. Throughout my academic and professional journey, I’ve worked with technology companies at different stages. Plaid added a distinct perspective within the tech ecosystem, showing me how a growth-stage fintech company approaches regulatory complexity, innovation, and risk tolerance. This sharpened my ability to adapt to clients with different structures, priorities, and compliance needs. As I prepare to practice corporate law in the technology industry, this exposure has strengthened my ability to align legal advice with a company’s stage of growth, strategic objectives, and internal dynamics. I would absolutely recommend the Corporate Counsel Externship Program. Working directly with an in-house legal team provided a meaningful sense of day-to-day practice inside a technology company, and the attorneys at Plaid were generous with their time and mentorship. The classroom component was equally valuable. Professors Nira Geevargis and Scott Darling created a thoughtful environment where we reflected on our experiences, discussed real-world challenges, and developed practical skills that complemented our fieldwork. More broadly, UC Law San Francisco’s location offers a clear advantage for students interested in technology, corporate practice, and public-interest work. Proximity to courts, law firms, and innovative companies — combined with programs like the Corporate Counsel Externship and an extensive Bay Area alumni network — make it a strong option for students who want to build their careers in the region. The Evidence of Success series highlights UC Law SF students as they share how the college’s opportunities equip them with the experience, skills, and confidence to excel in the legal profession.
Five Global Teams Awarded $125 Million to Take on the Toughest Challenges at the Frontiers of Cancer Science
BOSTON, March 04, 2026--Cancer Grand Challenges, a global initiative co-founded by the National Cancer Institute in the US and Cancer Research UK, today announced a major $125m commitment to propel cancer research into uncharted territory. Five pioneering international teams will each receive up to $25m over approximately five years to tackle some of the most ambitious and unanswered questions in cancer.
WEBTOON Entertainment Inc. Reports Fourth Quarter and Full Year 2025 Financial Results
Full Year 2025 Revenue Growth of 2.5%; Year-Over-Year Revenue Growth on a Constant Currency Basis of 3.9% Full Year 2025 Net Loss of $373.4 Million; Adjusted EBITDA of $19.4 Million Strong Balance Sheet With Cash And Cash Equivalents of Approximately $582 Million and No Debt LOS ANGELES, March 03, 2026 (GLOBE NEWSWIRE) -- WEBTOON Entertainment Inc. (Nasdaq: WBTN) (“WEBTOON Entertainment” or “the Company”), a leading global entertainment company and home to some of the world’s largest storytellin
TransUnion Completes Acquisition of Majority Ownership of the Consumer Credit Business of Buró de Crédito
TransUnion (NYSE:TRU) has successfully completed its previously announced acquisition of an additional 68% of Trans Union de México, S.A., S.I.C., the consumer credit business of Buró de Crédito, the largest credit bureau in Mexico. The transaction brings TransUnion’s total ownership to approximately 94%. TransUnion will operate this busine...
TransUnion Completes Acquisition of Majority Ownership of the Consumer Credit Business of Buró de Crédito
CHICAGO, March 02, 2026 (GLOBE NEWSWIRE) -- TransUnion (NYSE:TRU) has successfully completed its previously announced acquisition of an additional 68% of Trans Union de México, S.A., S.I.C., the consumer credit business of Buró de Crédito, the largest credit bureau in Mexico. The transaction brings TransUnion’s total ownership to approximately 94%. TransUnion will operate this business under the commercial name of Buró de Crédito going forward. Cash consideration for the transaction is approxima
Blow after blow to the power of Iran and its proxy militias set the stage for US-Israel attacks
As Israel unleashed a sweeping military response to the brutal assault by Hamas on October 7, 2023, it aimed punch after punch at Iran, the militant group’s longtime sponsor, and its proxies
No Business As Usual
On Feb. 28, after an anti-ICE protest hosted by the Party for Socialism and Liberation and several labor unions, a smaller, separate group of approximately 60 protesters held a “No Business as Usua…
New iron nanomaterial wipes out cancer cells without harming healthy tissue
Scientists at Oregon State University have engineered a powerful new nanomaterial that zeroes in on cancer cells and destroys them from the inside out. Designed to exploit cancer’s unique chemistry—its acidity and high hydrogen peroxide levels—the tiny iron-based structure sparks not one but two intense chemical reactions, flooding tumors with cell-damaging oxygen molecules. This dual attack overwhelms cancer cells with oxidative stress while sparing healthy tissue.
New iron nanomaterial wipes out cancer cells without harming healthy tissue
Scientists at Oregon State University have engineered a powerful new nanomaterial that zeroes in on cancer cells and destroys them from the inside out. Designed to exploit cancer’s unique chemistry—its acidity and high hydrogen peroxide levels—the tiny iron-based structure sparks not one but two intense chemical reactions, flooding tumors with cell-damaging oxygen molecules. This dual attack overwhelms cancer cells with oxidative stress while sparing healthy tissue.
ContextLogic Completes $907.5 Million Acquisition of US Salt, Marking Transformation into Business Ownership Platform
Transaction Creates Leading Public Business Ownership Platform with Strong Cash Generation and Approximately $2.9 Billion in NOLsOAKLAND, Calif., Feb. 26, 2026 (GLOBE NEWSWIRE) -- ContextLogic Holdings Inc. (OTCQB: LOGC) (“ContextLogic,” the “Company,” “we” or “our”) today announced the successful completion of its acquisition of US Salt Parent Holdings, LLC and its subsidiaries (collectively, “US Salt”) from private equity funds managed by Emerald Lake Capital Management (“Emerald Lake”) in a t
Enerflex Ltd. Announces Fourth Quarter 2025 Financial and Operational Results, Agreement to Divest Non-Core Business and Provides Preliminary Outlook for 2026
ADJUSTED EBITDA OF $123 MILLION AND RECORD FREE CASH FLOW OF $141 MILLIONREDUCED NET DEBT TO $501 MILLION OR APPROXIMATELY 1.0x TTM ADJUSTED EBITDA AT THE END OF Q4/25STRONG OPERATIONAL VISIBILITY WITH ES AND EI BACKLOG OF $1.1 BILLION AND $1.3 BILLION, RESPECTIVELYSIGNED AN AGREEMENT TO DIVEST OPERATIONS IN ASIA PACIFIC REGION, CONTINUING EFFORTS TO OPTIMIZE AND SIMPLIFY ENERFLEX’S BUSINESSCAPITAL EXPENDITURES FOR 2026 TARGETED AT $175 TO $195 MILLION, INCLUDING $90 TO $100 MILLION FOR GROWTH O
Hims & Hers Health, Inc. Reports Fourth Quarter and Full Year 2025 Financial Results
Revenue of approximately $2.35 billion, up 59% year-over-year in 2025 Net income of $128 million; Adjusted EBITDA of $318 million in 2025 Subscribers grew to over 2.5 million, up 13% year-over-year in 2025 Provides Q1 and full year 2026 guidance1, with full year 2026 revenue in the range of $2.7 billion to $2.9 billion and Adjusted EBITDA in the range of $300 million to $375 million Hims Hers Health, Inc. (“Hims Hers” or the “Company”, NYSE: HIMS), the leading health and wellness platform, today announced financial results for the fourth quarter and full year ended December 31, 2025 in a shareholder letter that is posted at investors.hims.com. “More than 2.5 million subscribers now rely on us for a healthcare experience that is both accessible and deeply personal – and we believe we’re well on our way to becoming the global leader in consumer health,” said Andrew Dudum, co-founder and CEO. “In 2025, we made it possible for more customers across the world to depend on us
‘Wuthering Heights’ reaches remarkable lows: subpar adaptation
Released on Feb. 13, “Wuthering Heights” has acquired approximately $83 million in gross revenue from the box offices globally since premiering, with numbers continuing to climb. Starring Margot Robbie as
Sacramento City Unified board votes to cut mental health positions amid budget deficit
The Sacramento City Unified School District board voted Thursday to eliminate approximately 26 mental health and nursing positions while rejecting a proposal to cut preschool teaching roles.
JPMorgan analysis finds Trump’s tariffs are working on China—at a huge cost to American small business
Outflows from midsize U.S. firms to China have dropped by approximately 20% since 2024, but there’s a price.
JPMorgan analysis finds Trump's tariffs are working on China—at a huge cost to small American business
Outflows from midsize U.S. firms to China have dropped by approximately 20% since 2024, but there's a price.
WEST SEATTLE CRIME WATCH: Another Alki business burglary - this time Fire Tacos
Another West Seattle business burglary to report. Alki in particular has been hit disproportionately, and that's the location of the report we just received from proprietors Erika and Jorge, with security video: We’re reaching out to share that our restaurant, Fire Tacos, was broken into early this morning at approximately 4:30 AM. Two ...
Vanderbilt Health remembers C. Leon Partain, former chair of Radiology
Clarence Leon Partain, MD, PhD, professor emeritus of Radiology and Radiological Sciences, whose work in nuclear medicine and magnetic resonance imaging helped shape the field of academic radiology, died Jan. 28 in Brentwood, Tennessee. He was 85. After beginning his career as a nuclear engineer at Oak Ridge National Laboratory and as faculty at the University of Missouri and the University of North Carolina, Dr. Partain joined the ranks at Vanderbilt Radiology in 1980 and was promoted to professor in 1984. He later became the first Carol D. and Henry P. Pendergrass Professor of Radiology and Radiological Sciences and chair of the department (1992-2000), and subsequently the director of the Center for Imaging Research. Shortly after arriving in Nashville, Dr. Partain began to lead Vanderbilt Radiology’s nuclear medicine division. He remained in this role until he was named the department chair. Dr. Partain specialized in multiple fields, including nuclear medicine, magnetic resonance imaging and positron emission tomography. Following his time as chair, Dr. Partain shifted his focus to research and spent time working clinically with radiology’s chest imaging section. In 2015, he retired and was honored for his years of service and named as emeritus faculty. Dr. Partain also held an appointment as professor of Biomedical Engineering. A Tennessee native, Dr. Partain was born in Memphis and later graduated from high school in Clarksville. He then received his BS in nuclear engineering from the University of Tennessee, his MS and PhD in nuclear engineering from Purdue University and his MD from Washington University. He completed his residency training in diagnostic radiology and nuclear medicine at the University of North Carolina. Dr. Partain was clinically trained and certified in diagnostic radiology and nuclear radiology by the American Board of Radiology (ABR) and the American Board of Nuclear Medicine. Throughout his career, Dr. Partain contributed to the growth of Vanderbilt Radiology and received many academic and research accolades across the specialty through various associations. During his time leading the department, clinical studies increased from 180,000 to 260,000 cases per year, emerging technological imaging equipment expanded the department’s capabilities, and units for angiography and fluoroscopy were added to the tool kit. The department also expanded its footprint with outpatient imaging in Nashville, Bedford County and more. Research continued to expand with continued growth in scientific findings and millions in grant funding for radiopharmaceuticals, functional MRI, nuclear medicine, X-ray, ultrasound and more. Dr. Partain is celebrated for being instrumental in bringing the first MRI and PET/CT machines to the Medical Center. His efforts helped build Vanderbilt Radiology’s prestige in the world of academics and research both nationally and internationally. His society affiliations included the American College of Radiology, the American College of Nuclear Medicine, and the International Society of Magnetic Resonance in Medicine (ISMRM). He served as president of the Radiological Research Alliance of the Association of Academic Radiologists and has held executive roles as a member of many radiological society boards. Dr. Partain was editor-in-chief of the Journal of Magnetic Resonance Imaging from 2000 to 2013 and a member of the editorial boards of Magnetic Resonance in Medicine, Magnetic Resonance Imaging, the American Journal of Roentgenology, Academic Radiology, the Journal of Nuclear Medicine and Investigative Radiology. He has authored/co-authored/edited six textbooks, including one of the first comprehensive textbooks on MRI, “Nuclear Magnetic Resonance (NMR) Imaging.” Dr. Partain has also authored/co-authored/edited approximately 100-plus book chapters and 200-plus journal articles. In 2000, Dr. Partain received the Distinguished Service Award from the ABR. In 2014, he received the Distinguished Service Award from the ISMRM. In 2016, he received the Alumni Achievement Award from Washington University for his “contributions to advance the fields of nuclear medicine and medical imaging.” Dr. Partain served the ABR as an examiner for 20 years, the Accreditation Council for Graduate Medical Education as a member of the Nuclear Medicine Residency Review Committee, and Vanderbilt University School of Medicine in multiple capacities. A devout Baptist deacon and man of committed faith, he is survived by his wife of 62 years, Judy; children, David (Rebecca), Teri (Bland), and Amy; brother, Larry (Deb); brother-in-law, Tom (Cathy); grandchildren, Sarah (Brandon), Amy, Luke, Tucker, Alex, Ryan and Jake; cousins and a host of nieces and nephews. Vanderbilt Health is grateful to Dr. Partain for his decades of service and major contributions to clinical and research imaging.
Five Berkeley Lab Scientists Receive DOE Early Career Research Awards
Five scientists from Lawrence Berkeley National Laboratory (Berkeley Lab) have received Early Career Research Program (ECRP) awards from the Department of Energy. The ECRP program, now in its 16th year, was established to bolster the nation’s scientific workforce by supporting exceptional researchers at the outset of their careers, when many scientists do their most formative work. Recipients use the funding to pursue projects that have the potential to solve scientific challenges and advance the country’s STEM capabilities. To be eligible for the program, a researcher must be an untenured, tenure-track assistant or associate professor at a U.S. academic institution, or a full-time employee at a DOE national laboratory or Office of Science user facility, who is within 10 years of having earned their doctorate. Awards to an institution of higher education will be approximately $875,000 over five years, and awards to a DOE national laboratory or Office of Science user facility will be approximately $2,750,000 over five years. This year’s Berkeley Lab awardees and their projects are listed below: Timon Heim: Better detectors for more powerful particle colliders Timon Heim is a staff scientist in the Physics Division. His ECRP project will develop a new type of detector that can track the particles generated by collisions in particle colliders with high spatial and temporal resolution. Current detectors in use at high-energy colliders, like the ATLAS detector at the Large Hadron Collider (LHC) at CERN, can track the trajectory and measure momentum of particles, but they can’t track a particle’s time of arrival with sufficient precision to discern from which of the many particle interactions they originate. Heim’s proposed technology — called a 4D tracking detector, because it captures data about particles’ positions in space and time — aims to solve this challenge, allowing researchers to glean more precise data from collision experiments to uncover new insights into fundamental forces and potentially discover new particles. The enhanced capabilities of 4D detectors will be a necessity for experiments at future colliders, such as the Muon Collider or Future Circular Collider. The project will develop custom microelectronics that process the signal of a pixelated silicon sensor that can register charged particles passing through it in an extreme radiation environment that these colliders produce during operation. The goal is to measure individual particles’ position with 50-micro-meter spatial and 50 pico-second (one trillionth of a second) temporal precision, for an incoming flux of around 1 billion particles per second per square centimeter. Harrison Lisabeth: Studying underground processes to unleash abundant energy Harrison Lisabeth is a research scientist in the Energy Geoscience Division focused on combining real-world experiments and AI to guide development of geothermal energy systems. His project will explore how deep underground rock formations – where geothermal wells are dug – are stressed by chemical reactions of the minerals and mechanical strain from movements in the Earth. A better understanding of subsurface stresses is essential to engineer safe and reliable geothermal wells that access the heat of deep rocks to produce electricity. It is estimated that the U.S. could generate ten times the amount of energy needed to power the grid using geothermal sources. Lisabeth plans to simulate how minerals grow, dissolve, and influence the behavior of surrounding rock in geothermal reservoirs by tracking chemical changes in rock samples under pressure in the lab. The project will also develop machine learning models to predict geologic strain based on field measurements and refine existing models that describe how common rock types deform under stress. Combining these approaches, Lisabeth hopes to develop a framework to predict stress to improve stability and longevity of geothermal wells. Daniel Carney: Pushing the quantum boundaries of particle measurement Daniel Carney is a staff scientist in the Physics Division who uses quantum information science to study particle physics and gravity. At very small scales, “quantum noise” — random fluctuations from the act of measurement — can drown out faint signals from rare processes. Carney’s ECRP project, “Fundamental Physics at the Quantum Limits of Measurement,” aims to build a new mechanical quantum sensor that can measure extremely small particle interactions below the limits of that quantum noise. The approach uses lasers to hold a tiny bead containing radioactive atoms; when one decays, the system measures the bead’s motion and the energy of any particles emitted. The experiment’s initial goal is to search for heavy sterile neutrinos, hypothetical particles predicted by some extensions of the Standard Model. The system could also help measure the mass of the neutrino, study the way particles interact through the electromagnetic and weak forces, and hunt for low-mass dark matter — all unsolved mysteries in particle physics. Callum Wilkinson: Using machine learning to demystify neutrinos Callum Wilkinson is a staff scientist in the Physics Division and part of the international Deep Underground Neutrino Experiment (DUNE) hosted by Fermi National Accelerator Laboratory. DUNE will create an intense beam of neutrinos that interact in detectors in Illinois and, after an 800-mile journey through the earth, in massive detectors in South Dakota. By precisely measuring neutrinos and how they change, researchers will get a better understanding of their fundamental properties and whether they are responsible for why there is so much more matter than antimatter in our universe. Wilkinson’s ECRP project will apply two machine learning techniques to improve the analysis of DUNE’s data and enhance the experiment’s precision. One approach will look for hidden patterns in how neutrinos interact and produce low-energy particles, while the other will help correct for distortions in what the detectors record. The methods will be tested on one of DUNE’s prototype detectors and could be used in other neutrino experiments, improving their measurements and helping scientists build better models. Aditi Krishnapriyan: Machine learning methods that scale as datasets grow Aditi Krishnapriyan is a faculty scientist in Berkeley Lab’s Applied Mathematics and Computational Research Division (AMCR) and assistant professor at UC Berkeley. Her project, awarded through UC Berkeley, will develop machine learning methods that scale with dataset size for modeling complex, multi-scale phenomena. The resulting tools can be applied in a wide range of research, including the study of new electrolytes for batteries or the examination of molecular interactions. ### Lawrence Berkeley National Laboratory (Berkeley Lab) is committed to groundbreaking research focused on discovery science and solutions for abundant and reliable energy supplies. The lab’s expertise spans materials, chemistry, physics, biology, earth and environmental science, mathematics, and computing. Researchers from around the world rely on the lab’s world-class scientific facilities for their own pioneering research. Founded in 1931 on the belief that the biggest problems are best addressed by teams, Berkeley Lab and its scientists have been recognized with 17 Nobel Prizes. Berkeley Lab is a multiprogram national laboratory managed by the University of California for the U.S. Department of Energy’s Office of Science. DOE’s Office of Science is the single largest supporter of basic research in the physical sciences in the United States, and is working to address some of the most pressing challenges of our time. For more information, please visit energy.gov/science.
Main Street begins legal process toward winddown
Main Street Sports Group has initiated its legal pathway to a winddown on Tuesday by issuing WARN notices to all employees, alerting them that, as of now their jobs will end in approximately 60 days when the NBA and NHL regular seasons conclude in mid-April.
Luke Combs-inspired entertainment spot coming to Orlando. Here’s where
According to a news release, the Orlando location will span approximately 33,000 square feet across three stories, offering guests a dynamic experience influenced by Combs’ music and passions.
Owner of FanDuel Sports Network announces layoffs in Minnesota
Main Street Sports Group, the owner of FanDuel Sports Network, is planning to close its Minneapolis operations and lay off approximately 20 employees this spring.
ZIM to be Acquired by Hapag-Lloyd for $35.00 per Share in Cash at Aggregate Cash Consideration of Approximately $4.2 Billion; New Israeli Company, "New ZIM", to Acquire Portion of ZIM's Business
ZIM Integrated Shipping Services Ltd. (NYSE: ZIM) ("ZIM" or the "Company") today announced that it has entered into a merger agreement, under which Hapag-Lloyd will acquire ZIM for $35.00 per share in cash. The total transaction represents an equity value of approximately $4.2 billion, and the price per share of $35.00 represents a 58% premium to ZIM's stock price on February 13, 2026, a 90% premium to ZIM's 90-day WVAP and a 126% premium to ZIM's unaffected stock price of $15.50 on August 8, 20
Neff College of Business Job Fair
Approximately 450 undergraduate and graduate students seeking internships as well as part-time and full-time positions attended Thursday's event in John F. Savage Arena, which featured recruiters and representatives from more than 60 companies nationwide.
LA County report: ICE raids result in $3.7 million in business losses
Approximately $3.7 million in business losses occurred between July to September 2025 due to federal immigration raids in Los Angeles County.
Riot Games lays off roughly 80 employees from 2XKO team
Riot Games has laid off approximately half of the employees working on its League of Legends-themed fighting game 2XKO.
Experts Warn: The Dangerous Blur Between Science and Wellness in Mental Health Bestsellers
A marketplace where labels blur In many bookstores, titles rooted in clinical science sit inches from glossy self-help guides promising instant serenity. That proximity can make rigorous research look interchangeable with lifestyle advice, especially when everything shares the same bright displays. Readers encounter a single aisle labeled “psychology,” even when the content ranges from peer-reviewed evidence to spiritual rituals. The result is a subtle but pervasive blur, turning a complex health landscape into a grab-bag of mixed claims. Why the shelves can mislead Retail categories are built for convenience, not for methodological clarity or clinical accuracy. When “development personal” or “wellness” becomes the default bin, evidence-based psychology competes with coaching manifestos and mystical manuals. The visual language of covers—calming color palettes, confident subtitles, glowing endorsements—flattens the distinction between randomized trials and anecdotal wisdom. In that aesthetic harmony, a guide on cognitive behavioral therapy may appear no more “serious” than a book on moon manifestation. The stakes for readers and patients Confusion carries real risks, including delayed care when people self-treat serious symptoms with untested routines. Vulnerable readers—facing depression, trauma, or anxiety—may be swayed by charismatic voices over careful data. Some messages frame recovery as pure willpower, which can amplify shame when symptoms persist despite effort. Others overpromise universal solutions, ignoring cultural context, diagnostic nuance, and comorbidity. “Shelving is not neutral; it shapes beliefs, expectations, and choices.” What professionals and retailers are asking Clinicians and public-health experts argue for clear, readable signage that separates science-based mental health from broader wellness. Books by licensed psychiatrists or psychologists that cite peer-reviewed studies could be grouped under “Evidence-Based Mental Health.” Adjacent space might host reflective memoirs, coaching workbooks, or contemplative philosophy—valuable in their way, but clearly labeled as non-clinical guidance. Booksellers emphasize their dual role as cultural curators and commercial actors, noting they respond to demand while striving for quality standards. How clarity could look and feel The goal is not to police ideas, but to help readers navigate with confidence. Transparent categorization respects reader autonomy while lifting the signal of credible practice. Clear tags—such as “scientific references,” “clinical overview,” or “personal narrative”—can work like map legends, turning a maze into a route. And when a book blends modes, hybrid labels can acknowledge both insight and limitation. A practical checklist for choosing wisely Check the author’s credentials: clinical license, academic affiliation, or relevant training. Scan the references: citations to peer-reviewed journals or reputable guidelines. Look for scope limits: clear statements about who the book is and isn’t for, and when to seek care. Seek methods, not miracles: approaches tested across diverse groups, with measurable outcomes. Watch the language: be wary of absolute claims, stigmatizing tones, or one-size-fits-all promises. Cross-verify with trusted bodies: national psychology associations or public-health agencies. The publisher’s responsibility Publishers can raise the bar by standardizing disclosure on methods, sample sizes, and limitations. Editorial policies could require conflict-of-interest statements, transparent citations, and plain-language summaries of evidence. Marketing should avoid medicalized framing for books that lack clinical validation, even when sales incentives press for bold claims. When a manuscript mixes reflection with research, honest jacket copy can prevent false equivalence. Coexisting without confusion Wellness writing can offer genuine comfort, perspective, and daily habits that support well-being. Scientific texts can provide structured tools, validated therapies, and realistic expectations for progress. The aim is to let these strands coexist, while giving readers the navigational cues to tell them apart. With clearer shelves, informed labels, and modest design tweaks, we can protect reader trust—and keep the aisle both inviting and intelligent.
Stellantis Resets its Business to Meet Customer Preferences and to Support Profitable Growth
H2 2025 charges of approximately €22 billion primarily reflect a strategic shift to put freedom of choice – from a grow
Forest Health Work Resumes at Pescadero Creek Park
As of late January 2026, crews have returned to Pescadero Creek Park to continue a multi-year project to ecologically restore forest health and reduce fire fuels over approximately 541 acres strategically located throughout the park.
Radiology among the 5 highest paid professions, US News & World Report says
Members of the specialty earned a median salary of approximately $239,200 last year, based on survey data gathered by the media company last fall.
Vanderbilt Health acquires Tennova’s Clarksville hospital and related physician clinics from Community Health Systems
Leaders with Vanderbilt Health announced today completion of the acquisition of Tennova Healthcare-Clarksville Hospital and freestanding emergency room Tennova ER-Sango, along with the hospital’s related businesses, including physician clinics and outpatient services, from Community Health Systems Inc. (CHS). Vanderbilt Health has held a 20% minority interest in these operations since 2021. Under Vanderbilt Health’s ownership, the 270-bed hospital will be named Vanderbilt Clarksville Hospital (VCH) while the freestanding Sango ER will be named Vanderbilt Emergency Sango. Also joining the Vanderbilt Health system through the acquisition are physician practice locations in Clarksville, Dover, Pleasant View and Tiny Town offering, depending on location, orthopaedics, primary care, wound care, digestive health, urology and surgical services. Acquisition of the hospital and its related physician practices expands Vanderbilt Health’s ability to serve patients across the region, supporting its ability to provide high-quality care in more convenient, community settings that are also more cost-effective. “We are thrilled to welcome Vanderbilt Clarksville Hospital into our health system. Providing exceptional care close to home is invaluable, and we are eager to serve the citizens of Clarksville and Montgomery County by expanding the hospital’s programs and services,” said Jeff Balser, MD, PhD, President and CEO of Vanderbilt Health and Dean of Vanderbilt University School of Medicine. This acquisition marks Vanderbilt Health’s fourth regional hospital expansion, further strengthening its presence across Middle Tennessee beyond its already extensive inpatient and ambulatory services in Nashville. VCH joins Vanderbilt Health’s network of regional medical centers that now include Vanderbilt Wilson County Hospital in Lebanon, Vanderbilt Tullahoma-Harton Hospital in Coffee County, and Vanderbilt Bedford Hospital in Shelbyville. With a strong record of growth and investment in people, programs and services for its regional hospitals, residents of Clarksville, Montgomery County and the surrounding region can expect that Vanderbilt Health will bring a host of adult and pediatric services to the area. Initial plans for VCH over the upcoming year include increased staffing for the hospital’s emergency services, including the addition of pediatric emergency medicine specialists with Monroe Carell Jr. Children’s Hospital at Vanderbilt, along with increased surgical specialty offerings. Longer term, physicians and staff will be recruited to bring a broader array of adult and pediatric specialty services to the community. “I am delighted to welcome the physicians, nurses and staff of Vanderbilt Clarksville Hospital into the Vanderbilt Health family and look forward to working closely with the hospital’s medical staff and members of the local health care community to ensure we excel at meeting their needs as caregivers as we pursue the goal of improving the health and wellbeing of the patients we serve,” said Jane Freedman, MD, Deputy Chief Executive Officer and Chief Health System Officer for Vanderbilt Health. Currently, VCH employs approximately 1,100 staff and more than 30 physicians. Through this acquisition Vanderbilt Health has committed to hire substantially all current employees who are in good standing. Services already established by Vanderbilt Health at VCH include an OB-GYN hospitalist program, an array of oncology services provided by a multidisciplinary team with Vanderbilt-Ingram Cancer Center, and neonatal care in the hospital’s Level II Neonatal Intensive Care Unit provided by specialists with Monroe Carell. VCH has been designated as an Accredited Chest Pain Center and a Wound Care Center of Distinction and has earned the Gold Seal of Approval from The Joint Commission. More information about Vanderbilt Clarksville Hospital is available at: vanderbilthealth.com/hospital/vanderbilt-clarksville-hospital
Record $1.76B expected to be bet on Super Bowl
Approximately $1.76 billion is expected to be bet on Super Bowl LX with U.S. sportsbooks, a nearly 27% year-over-year increase, according to the AGA.
Trump’s National Guard deployments have cost taxpayers nearly $500 million dollars
President Donald Trump’s sweeping deployment of National Guard troops to several major cities across the United States cost taxpayers approximately $496 million from June through December last year, according to an estimate from the Congressional Budget Office.
Alibaba to merge with China's Zelos on $2 billion robovan business, WSJ reports
Alibaba's logistics arm plans to merge its autonomous-driving unit Cainiao with China's Zelos Technology, forming a new entity valued at approximately $2 billion, the Wall Street Journal reported on Thursday, citing sources familiar with the matter.
Keystone Science School opens summer 2026 enrollment for its 50th year
Keystone Science School has opened enrollment for its summer 2026 programs, and the nonprofit said sessions are already filling quickly. Each summer, Keystone Science School serves approximately 1,600 campers in grades K-12 through programs including...
DUE DATE EXTENDED: Draft 2026 Delta Science Plan
From the Delta Science Program: The Delta Stewardship Council’s Delta Science Program is developing the third iteration of the Delta Science Plan, which outlines the vision, principles, and approaches that guide science in the Sacramento-San Joaquin Delta. Updated approximately every five years, the plan incorporates new concepts and actions that reflect current science and management needs and is developed collaboratively and transparently. The draft 2026 Delta Science Plan is available for public review! All members of the Delta science community […]
iPhone 18 Pro: Leaker Reveals Alleged Size of Smaller Dynamic Island
For now, rumors have settled on the iPhone 18 Pro and iPhone 18 Pro Max featuring a smaller Dynamic Island, and now a leaker has revealed its alleged size. iPhone 18 Pro with a smaller Dynamic Island (mockup via Ice Universe) The account "Ice Universe" today claimed the Dynamic Island cutout on the iPhone 18 Pro models will be approximately 35% narrower than it is on the iPhone 17 Pro models.
Chevron’s Dilemma in Venezuela: Support Trump’s Vision Without Losing Money
The company lobbied hard for proximity to Venezuela’s oil wealth—but it has little appetite for making major investments there in the near term.
Sphere Entertainment, the State of Maryland, Prince George’s County, and Peterson Companies Announce Intent to Develop a Sphere at National Harbor
National Harbor, Maryland Would Become Second U.S. Location For Sphere And First To Utilize Smaller-Scale Venue Design Model Project Would Receive Approximately $200 Million In State, Local, And Private Incentives Sphere Entertainment Co. (NYSE: SPHR ), the State of Maryland, Prince George’s County, and Peterson Companies announced today their intent to develop a new Sphere venue – which would be the second in the U.S. and first to utilize a smaller-scale design model – at National Harbor, a premier destination in the Washington, D.C. metropolitan area. The addition of Sphere would create a new Maryland landmark that drives significant economic, cultural and community benefits for the County, State, and region, and provides unparalleled immersive experiences powered by advanced technologies. “Our focus has always been on creating a global network of Spheres across forward-looking cities,” said James L. Dolan, Executive Chairman and Chief Executive Officer, Sphere Entertainment.
What does Israel want in Somaliland?
From proximity to Yemen's Houthis to shared interests, recognition of region marks shift to unconventional alliances.
Moderna Provides Business and Pipeline Updates at 44th Annual J.P. Morgan Healthcare Conference
Expects 2025 revenue of approximately $1.9 billion (unaudited), $100 million above midpoint communicated on 3Q25
Moderna Provides Business and Pipeline Updates at 44th Annual J.P. Morgan Healthcare Conference
Expects 2025 revenue of approximately $1.9 billion (unaudited), $100 million above midpoint communicated on 3Q25 Earnings Call Improves 2025 expected GAAP operating expenses by $200 million since 3Q25 Earnings Call Increases 2025 projected year-end ...
Esperion Provides Business Update at 44th Annual J.P. Morgan Healthcare Conference
– Reports $156 to $160 Million in Preliminary* Full-Year 2025 U.S. Net Product Sales, a 35% to 38% Increase Compared With Full-Year 2024 – –Total Preliminary* Revenue of $400 to $408 million, a 20% to 23% Increase Compared With Full-Year 2024, and ~55% to 59% Increase Excluding One-Time Milestones – – Cash and Cash Equivalents of Approximately $168 Million* at Year-End 2025 – – Q4 Retail Prescription Equivalents Grew 34% Y/Y and 11.3% Q/Q – – Expects Operating Expenses of Between $210 Million an
Patriots Face Regional-Rival GW on Sunday on CBS Sports Network
WASHINGTON, D.C. - The George Mason women's basketball team heads to DC to take on the George Washington Revolutionaries on Sunday, January 11. The game is set to tip-off at 12 p.m ET with Tykera Carter and Daniel Waugh on the call. Tommy Buckles will be on the GoMason Digital Network starting at approximately 11:45 a.m.
PUBLIC COMMENTS WANTED: Draft 2026 Delta Science Plan
From the Delta Science Program: The Delta Stewardship Council’s Delta Science Program is developing the third iteration of the Delta Science Plan, which outlines the vision, principles, and approaches that guide science in the Sacramento-San Joaquin Delta. Called for in the Delta Plan, the Delta Science Plan works to improve coordination across the Delta science community and strengthen communication of scientific findings to policymakers – helping them address the region’s natural resource management challenges more effectively. Updated approximately every five […]
Insmed Provides Business Update at 44th Annual J.P. Morgan Healthcare Conference
— BRINSUPRI® (brensocatib) Unaudited Total Revenues of Approximately $144.6 Million for First Full Quarter of Launch; Approximately $172.7 Million for Full-Year 2025— —ARIKAYCE® (amikacin...
Insmed Provides Business Update at 44th Annual J.P. Morgan Healthcare Conference
— BRINSUPRI® (brensocatib) Unaudited Total Revenues of Approximately $144.6 Million for First Full Quarter of Launch; Approximately $172.7 Million for...
WellSpan Health Announces Comprehensive Migration of Technology Portfolio to AWS
Add to FavoritesWellSpan Health, the leading health care system serving Central Pennsylvania and Northern Maryland, today announced plans for a comprehensive cloud migration of its full technology infrastructure. Together with Amazon Web Services (AWS) as its preferred cloud provider, WellSpan will transition its applications, data and environments from traditional data centers to AWS. This migration will establish the foundation for delivering next-generation, AI-enabled health care solutions that reduce administrative burden and improve outcomes for patients across the region and beyond. Supercharging Innovation, Efficiency and Patient Outcomes WellSpan's migration of systems and clinical applications, which serve 1.2 million patients across nine hospitals and 250+ facilities, is expected to be complete by April 2026, one of the fastest full-scale migrations in the health care industry. This transformation enables WellSpan to unify disparate data systems for care teams and patients alike, achieving operational efficiencies and care improvements that fragmented systems are unable to deliver. “Our comprehensive migration to the cloud accelerates our ability to deploy new clinical capabilities that transform patient care while advancing our overall innovation strategy,” said Roxanna Gapstur, Ph.D., R.N., president and CEO, WellSpan Health. “When a physician can access complete patient imaging in seconds instead of hours, we're not just modernizing technology—we're improving patient outcomes. Our new cloud infrastructure also enables us to quickly implement solutions that will free our clinicians from thousands of hours of administrative work annually so they can focus on what they do best: caring for our communities.” The transition allows WellSpan to move away from a data center-based model and enables the rapid deployment and scale of AI technology. WellSpan’s strategic partner, General Catalyst’s Health Assurance Transformation Company (HATCo), facilitated the collaboration with AWS to support the migration. WellSpan’s transformation journey benefits from HATCo’s specialized technology solutions, as well as General Catalyst and AWS’s significant partnership to improve patient outcomes, which was announced in January 2025. “Our decision to go all-in on AWS will enable insights and innovations impossible in traditional siloed environments,” said Kasey Paulus, executive vice president and chief operating officer, WellSpan Health. “This is the largest health care technology transformation in our region's history, and it positions WellSpan to be a premier partner for technology leaders across the country.” “WellSpan is building a foundation with AWS that will improve care and outcomes for patients across their health system by bringing data together into standardized formats that are optimized for AI applications,” said Dan Sheeran, vice president and general manager, Healthcare and Life Science, AWS. “To do this, it is essential to have the most secure and compliant cloud when handling patient data, along with AWS’s built-in AI governance and responsible AI frameworks that follow the industry’s highest standards to protect patient information. We look forward to continuing to work alongside WellSpan as they unlock the cloud and AI’s full potential to deliver exceptional care to their patients.” Key Benefits of the AWS Collaboration Full Portfolio Migration: WellSpan will transition its applications and data from on-premises data centers to AWS, including full IT environments and specialized applications for functions such as nursing, cardiology, pharmacy and the company’s supply chain systems. This represents approximately 7.5 petabytes of clinical and non-clinical data and more than 300 applications—the most comprehensive health system cloud migration in the Mid-Atlantic region. Approved Architectures: AWS will deliver secure, WellSpan-specific architectures tailored to each build, ensuring compliance and reliability across the health system. Unified, AI-Ready Data: Migrating to AWS enables WellSpan to harmonize data across separate systems, transforming unstructured clinical notes and multi-modal datasets into standardized, AI-ready formats. Accelerated Results and Improved Outcomes: Automated data normalization and processing will enable the deployment of applications that reduce turnaround times for items such as analyzing medical imaging or patient records from days to minutes, helping clinicians get patient results faster and improving overall health outcomes. Reduced Administrative Burden: The transition to AWS will enable swift deployment of AI-powered solutions that reclaim thousands of hours for WellSpan’s clinical and corporate teams, allowing them to focus on patient care rather than paperwork. Elastic Infrastructure: Cloud architecture will enable WellSpan to scale computing resources dynamically, supporting seasonal demand fluctuations without infrastructure investments, as well as the rapid deployment of new services across multiple locations simultaneously. Most Secure, Compliant Cloud: AWS offers the highest network availability of any cloud provider, with more than 166 HIPAA-eligible services and certifications for global compliance standards, including HITRUST CSF. Built-in AI governance and responsible AI frameworks ensure that WellSpan’s data is protected under the industry’s most rigorous standards. Tags:News releaseInnovation and partnerships
Thousands of Fresno Unified retirees abruptly lose access to health care services
Approximately 6,200 retirees and dependents are enrolled in the Aetna program, according to Fresno Unified.
Trump Family Businesses Rake in $4 Billion After His Reelection with Focus on AI, Crypto & Nuclear
Ventures launched by the Trump family since Donald Trump’s reelection have generated at least $4 billion in proceeds and paper wealth for the Trump family. With investments across sectors like real estate, hospitality, media, cryptocurrency and more, the Trumps are “increasingly integrating their business empire” into the wider U.S. economy, says David Uberti, who has been reporting on the family’s self-enrichment for The Wall Street Journal. The coupling of Trump’s economic and political influence is raising major questions about conflicts of interest. “You have all of these different business interests in different areas in which the government regulates,” and this “proximity to power may help along some of these deals and the valuations at which they’re made.” We look at the Trumps’ cryptocurrency venture World Liberty Financial and the Trump Organization’s planned $6 billion merger with a firm hoping to build a nuclear fusion plant to power AI data centers with Uberti, who says such “very speculative, highly risky corners of financial markets” are key to the family’s investment strategy.
Business offering $500 reward after burglary
The burglary occurred at approximately 2:30 a.m. at Parkway Market off KY 638 east of London.
Why scientists are catching whale breaths....with drones : Short Wave
Scientists in the Arctic are catching the exhaled breaths of whales to better understand their health. How? Drones. Whales breathe through their blowholes, which are the equivalent of nostrils on their heads. By studying the microbes in exhaled whale breaths, scientists are piecing together how deadly diseases spread in whale populations. Host Emily Kwong and producer Berly McCoy talk to All Things Considered host Juana Summers about what scientists can do with this information, from reducing stress on whales and monitoring ocean health to warning people who could be in close proximity to whales carrying zoonotic diseases. Interested in more science on charismatic megafauna? Email us your question at shortwave@npr.org.Listen to every episode of Short Wave sponsor-free and support our work at NPR by signing up for Short Wave+ at plus.npr.org/shortwave.
Why scientists are catching whale breaths....with drones : Short Wave
Scientists in the Arctic are catching the exhaled breaths of whales to better understand their health. How? Drones. Whales breathe through their blowholes, which are the equivalent of nostrils on their heads. By studying the microbes in exhaled whale breaths, scientists are piecing together how deadly diseases spread in whale populations. Host Emily Kwong and producer Berly McCoy talk to All Things Considered host Juana Summers about what scientists can do with this information, from reducing stress on whales and monitoring ocean health to warning people who could be in close proximity to whales carrying zoonotic diseases. Interested in more science on charismatic megafauna? Email us your question at shortwave@npr.org.Listen to every episode of Short Wave sponsor-free and support our work at NPR by signing up for Short Wave+ at plus.npr.org/shortwave.
New technology eliminates “forever chemicals” with record-breaking speed and efficiency
A new eco-friendly technology can capture and destroy PFAS, the dangerous “forever chemicals” found worldwide in water. The material works hundreds to thousands of times faster and more efficiently than current filters, even in river water, tap water, and wastewater. After trapping the chemicals, the system safely breaks them down and refreshes itself for reuse. It’s a rare one-two punch against pollution: fast cleanup and sustainable destruction.
Strengthening U.S.-Nigerian Health Cooperation under the America First Global Health Strategy - U.S. Embassy and Consulate in Nigeria
Strengthening U.S.-Nigerian Health Cooperation under the America First Global Health Strategy The United States signed a five-year, $5.1 billion bilateral health cooperation Memorandum of Understanding (MOU) with the Federal Republic of Nigeria December 19 to advance the America First Global Health Strategy, supporting resilient, self-reliant, and durable health systems while promoting accountability and shared responsibility. Under the five-year MOU, the United States intends to commit nearly $2.1 billion in health assistance, with nearly $3.0 billion in new domestic health expenditures by the Government of Nigeria over the same five-year period. This represents the largest co-investment any country has made to date under the America First Global Health Strategy and underscore Nigeria’s commitment to greater national ownership of its health system. Under the MOU, the United States will continue to support surveillance and outbreak response, laboratory systems, health commodities; frontline healthcare workers, and data systems. Nigeria faces significant health challenges, including one of the highest maternal and child mortality rates globally and approximately30 percent of the global malaria burden. U.S. assistance under the MOU will expand access to affordable, preventive and curative services for HIV/AIDS, tuberculosis (TB), malaria, polio, and maternal and child health, strengthening health outcomes across Nigeria. The MOU places a strong emphasis on Christian faith-based healthcare providers, recognizing their indispensable role in delivering care to communities in need. Nigeria’s more than 900 faith-based clinics and hospitals serve more than 30 percent of the country’s 230 million people, often in areas where healthcare facilities are limited or absent. The MOU provides approximately $200 million in dedicated support to strengthen and support these Christian facilities, enhance workforce capacity, and expand access to integrated HIV, TB, malaria, and maternal child health services. Investments in Christian faith-based health institutions are uniquely positioned to complement public-sector facilities and reinforce Nigeria’s overall health infrastructure. The MOU was negotiated in connection with reforms undertaken by the Government of Nigeria to prioritize the protection of Christian populations from extremist violence. As with all U.S. foreign assistance, the President and Secretary of State retain the right to pause or terminate programs that do not align with U.S. national interests, and the United States expects Nigeria to continue making measurable progress in combating religiously motivated violence against Christian communities. This five-year MOU is the latest of several health cooperation MOUs signed in Africa this month. The United States will continue to sign multi-year Bilateral Agreements on Global Health Cooperation with countries receiving U.S. health assistance to advance the America First Global Health Strategy.
Blood pressure medication for adults with blood pressure in Louisiana
Nearly half of U.S. adults — about 120 million people — have high blood pressure. That's approximately 119.9 million Americans.
Thermal Energy Receives $1.5 Million in Repeat Business from Multinational Building Materials Company
Turnkey heat recovery project for four two-stage HeatSponge boiler economizers to be installed at second customer siteOttawa, Ontario--(Newsfile Corp. - December 17, 2025) - Thermal Energy International Inc. (TSXV: TMG) (OTCQB: TMGEF) ("Thermal Energy" or the "Company"), a provider of innovative energy efficiency and carbon emission reduction solutions to major corporations around the world, today announced an order valued at approximately $1.5 million from a leading multinational building...
Is the universe ending sooner than we thought? New physics suggests a much shorter lifespan | - The Times of India
Science News: A groundbreaking study from Radboud University suggests the universe may end in approximately 10^78 years, significantly earlier than the previously assumed 10^1100 years. By revisiting Hawking radiation, researchers argue that all compact massive objects will evaporate, altering our understanding of cosmic lifespans.
Prairie strips can rapidly improve soil health
Prairie strips can improve measures of soil health faster than expected, according to new research by Iowa State University scientists working in cooperation with the Soil Health Institute. Earlier studies have shown that prairie strips established in approximately 10% of a field can significantly increase biodiversity and pollinator habitat, reduce erosion and improve water quality. However, strips’ impacts on soil health have remained largely unexamined until now. Findings published recently in the Journal of Soil and Water Conservation showed that prairie strips improved a number of soil health measures within 10-12 years.
Delta’s Wi-Fi revolution hits 1000th aircraft, bringing personalized entertainment and more to every seat
Delta has reached another major industry milestone with the installation of fast, free Delta Sync Wi-Fi presented by T-Mobile on its 1,000th aircraft, representing approximately 75% of the total fleet. This achievement illustrates Delta’s unmatched leadership in delivering seamless, gate-to-gate connectivity at a scale.
MediaKind and Harmonic’s Video Business to Combine, Creating a Leading Streaming-Infrastructure Platform
Denver, COLORADO – 8 December, 2025 – MediaKind, a global leader in cloud-based video streaming technology, today announced it has entered into an agreement to acquire the Video Business of Harmonic Inc. (NASDAQ: HLIT) for approximately $145 million. Following a French employee works council consultation process, the parties would immediately execute a purchase agreement, and… Continue reading MediaKind and Harmonic’s Video Business to Combine, Creating a Leading Streaming-Infrastructure Platform
AMC Entertainment Holdings, Inc. Transfers the Majority of its Equity Investment in Hycroft Mining Holding Corporation to Sprott Mining for a Net Consideration of $24.1 million
AMC converted the majority of its Hycroft investment into cash, receiving an amount approximately equal to the original capital invested in…...