Source: United States Senator for Colorado John Hickenlooper
Lawmakers: “Failure to hold hearings and a markup on this reconciliation bill before it is considered on the Senate floor would be an abdication of our duty to the American people.”
WASHINGTON – U.S. Senator John Hickenlooper joined every Democratic member of the U.S. Senate Health, Education, Labor, and Pensions Committee to demand Senate hearings to examine the disastrous impact of the Republicans’ budget reconciliation bill on the health and well-being of the American people and markup this legislation before it reaches the Senate floor.
“We are deeply concerned that if these policies were signed into law they would create a national health care emergency,” the lawmakers wrote. “Not only would millions of Americans lose their health insurance and tens of thousands of our constituents die as a result of the House-passed reconciliation bill, the cost of prescription drugs would go up for seniors, hospitals and community health centers in rural and underserved areas would close or shut down access to services that patients rely on, and nursing homes would be made less safe.”
The lawmakers continued: “Regardless of your views on the merits of these policies, we hope you agree with us that the Senate Health, Education, Labor, and Pensions Committee has a solemn responsibility to hold extensive hearings on the impact these policies would have on the health and well-being of the American people and our entire health care system.”
The nonpartisan Congressional Budget Office’s estimate of the Republican budget stated the legislation would result in 16 million Americans losing health insurance and increase our national debt by $2.4 trillion.
Nearly 80 million Americans are enrolled in Medicaid and the Children’s Health Insurance Program (CHIP) nationally. Medicaid covers the care for over 60% of all nursing home residents.
The Republican budget proposal calls for extreme Medicaid cuts of more than $700 billion, which would take away people’s health benefits; make it harder for them to see their health care providers; and prevent seniors from getting nursing home care.
The Senate now must consider the House-passed budget. Hickenlooper has already voted against the Republican budget resolution on the Senate floor twice and offered amendments to prevent cuts to Medicaid. He will vote against the proposal again when it comes to the Senate.
Read the full letter HERE.
People living in and around Kamloops now have more access to team-based primary care through the new Supporting Team Excellence with Patients Society (STEPS) North Shore Community Health Centre (CHC) at 202B-780 Windsor Ave.
“The STEPS North Shore Community Health Centre brings us closer to our goal of providing everyone in B.C. the high-quality health care they need, when and where they need it,” said Josie Osborne, Minister of Health. “This centre is expected to facilitate more than 30,000 patient visits each year in a culturally safe, trauma-informed environment.”
Once fully operational, STEPS North Shore CHC will provide comprehensive person-centred primary care that will connect 4,300 people in the area without a family doctor or nurse practitioner with a primary-care provider.
“STEPS is focused on strengthening long-term relationships between patients and health-care providers,” said Colin O’Leary, president, STEPS. “These relationships have been shown to improve health outcomes, help avoid preventable illness and reduce the cost of health care. The new North Shore Community Health Centre will expand on the network of care we have built in the Thompson region and enhance primary-care services for underserved populations in our community.”
Since May 15, 2025, when the CHC opened, STEPS has hired 0.2 full-time equivalent (FTE) family physician, one FTE registered nurse, one FTE mental-health therapist, 0.8 FTE community-health worker and one FTE executive director. It is currently interviewing for additional clinical positions.
Once fully operational, the CHC will have a clinical staffing complement of approximately 13.5 FTE health-care workers, including two FTE family physicians, three FTE nurse practitioners, 2.3 FTE registered nurses, 1.15 FTE licensed practical nurse, 2.8 FTE social workers and community-health workers, and one FTE physiotherapist, and an executive director and support staff.
“By working closely with community partners, such as STEPS, we are expanding access to primary care, which includes health promotion and wellness services,” said Susan Brown, president and CEO of Interior Health. “This means more people will be supported in staying healthy through early intervention, personalized care plans and a broad team of health professionals focused on long-term health and well-being.”
The STEPS North Shore CHC plans to be open six days a week, including some morning and/or evening hours.
“As we continue to implement a primary-care network across the region, this new centre represents a key step in aligning community-based services with our shared vision for integrated, team-based care,” said Dr. Meghan Macdonald, president of the Thompson Region Division of Family Practice.
The Province has committed more than $2.6 million in annual operating funding with more than $2 million in additional, one-time start-up funds, which includes more than $1.3 million for tenant improvements for the North Shore CHC.
The health centre will be operated by STEPS, a non-profit society that has been providing interdisciplinary, team-based primary health care in the Thompson Region since 2017. It is a community driven initiative made possible through the collaboration of STEPS, Interior Health, the Thompson Region Division of Family Practice and the Ministry of Health.
The STEPS North Shore CHC will be part of the Thompson Region Primary Care Network (PCN), which brings together health-care providers in Kamloops and the Lower Thompson region to improve access and attachment to team-based, comprehensive and culturally safe primary care.
The investment in the STEPS North Shore CHC aligns with the Province’s primary-care strategy to improve access to team-based, patient-focused care though PCNs, which are geographically based, locally planned and co-ordinated systems of primary care, as well as single-site models of care, such as First Nations Primary Care Initiatives and Urgent and Primary Care Centres.
Quick Facts:
Including the new STEPS North Shore CHC in Kamloops, there are 13 publicly funded CHCs in B.C. that are delivering services, including one publicly funded CHC operating in the Interior Health region.
Publicly funded CHCs are required to be integrated into primary-care networks.
Learn More:
To learn more about the Province’s Primary Care Strategy, visit: https://news.gov.bc.ca/releases/2018PREM0034-001010
To learn about the Province’s Health Human Resources Strategy, visit: https://news.gov.bc.ca/releases/2022HLTH0059-001464
To sign up to be matched with a family doctor or nurse practitioner on the Health Connect Registry, visit: https://www.healthlinkbc.ca/health-connect-registry
Canada’s Minister of Agriculture and Agri-Food Heath MacDonald and Saskatchewan Agriculture Minister Daryl Harrison today announced $3.4 million over four years to support the development of two new facilities at the University of Saskatchewan (USask) which includes the Omics Resource Centre at the Western College of Veterinary Medicine (WCVM) and Beef Reprotech facilities at the Livestock and Forage Centre of Excellence (LFCE).
The investment will be delivered through the Sustainable Canadian Agricultural Partnership (Sustainable CAP) as part of the governments’ commitment to support partnerships with strategic agricultural research organizations.
The new initiative, called IntegrOmes (Integrated Genomics for Sustainable Animal Agriculture and Environmental Stewardship), will advance beef genetics by matching genomic markers with desirable traits and evaluate reproductive efficiencies. This integrated approach will enable producers to make more precise and data-driven breeding decisions that improve livestock productivity in Saskatchewan.
“Innovation – like what we are seeing through genomics research – is vital to the continued success of Canada’s agriculture sector,” MacDonald said. “This shared investment with Saskatchewan will support the expanded efforts of these facilities and ensure a vibrant future for Saskatchewan’s livestock sector.”
“Saskatchewan producers already bring generations of expertise and innovation to our livestock sector, and this investment builds on that legacy – helping ensure Saskatchewan’s ranchers remain global leaders at what they do best,” Harrison said. “The work of USask is recognized globally, and we are proud to support this initiative and the livestock sector it serves.”
The IntegrOmes project will address issues of beef cattle production and reproductive efficiency, animal health and the environment through the adoption of genomic tools. Saskatchewan producers will benefit from having access to these tools to stay competitive in the domestic and international market.
“Genomic research is advancing rapidly, and USask is leading the way in this evolving field,” University of Saskatchewan Research Vice-President Baljit Singh said. “Our researchers are applying cutting-edge methods to advance our understanding of beef genetics, which couldn’t be possible without the support of this joint funding from the provincial and federal governments. We thank them for their continued support as we aspire to be the university the world needs.”
USask, the WCVM and the LFCE are world-class research, teaching and knowledge-transfer facilities that connect innovation across the livestock production chain. USask’s work in feedlot and cow-calf management, veterinary science and forage systems plays a vital role in driving improvements in productivity and sustainability in the sector.
This investment builds on the long-standing support for agricultural research by the governments of Canada and Saskatchewan. Through shared priorities under Sustainable CAP, over the past five years nearly $170 million has been committed in Saskatchewan toward research to improve productivity, expand markets and ensure our agri-food products remain globally competitive.
With today’s announcement, USask’s LFCE and the WCVM continue to strengthen Saskatchewan’s reputation as a global leader in high-quality, safe and sustainable food production.
Sustainable CAP is a five-year, $3.5 billion investment by federal, provincial and territorial governments.
To strengthen competitiveness, innovation and resiliency of Canada’s agriculture, agri-food and agri-based products sector. This includes $1 billion in federal programs and activities and a $2.5 billion commitment that is cost-shared 60 per cent federally and 40 per cent provincially/territorially for programs that are designed and delivered by provinces and territories.
Source: People’s Republic of China – Ministry of National Defense
Chinese President Xi Jinping meets with Tajik President Emomali Rahmon on the sidelines of the second China-Central Asia Summit in Astana, Kazakhstan, June 17, 2025. (Xinhua/Li Tao)
ASTANA, June 17 (Xinhua) — Chinese President Xi Jinping on Tuesday called on China and Tajikistan to expand the scale of bilateral trade and investment.
Xi made the remarks in a meeting with Tajik President Emomali Rahmon on the sidelines of the second China-Central Asia Summit in the Kazakh capital of Astana.
Xi recalled that during his visit to Tajikistan last year, he and Rahmon jointly announced the establishment of a comprehensive strategic cooperative partnership in the new era between China and Tajikistan, and made new plans and arrangements for all-round cooperation between the two countries.
He said the two sides should promptly implement them, deliver more practical results, and advance the high-quality construction of the China-Tajikistan community with a shared future.
Xi emphasized that China is a trustworthy neighbor and partner of Tajikistan and firmly supports Tajikistan in safeguarding its national independence, sovereignty and security.
China and Tajikistan should give full play to the role of the strategic dialogue mechanism between the two countries’ foreign ministers, and coordinate and advance cooperation in various fields, said Xi.
The two countries should expand the scale of bilateral trade and investment, further speed up the construction of transportation infrastructure projects, and continuously promote connectivity, he said.
The role of the Confucius Institutes, Luban Workshop and Center for Traditional Medicine should be fully leveraged, while the “Chinese Culture Day” to be held this autumn in Tajikistan should be well organized, Xi said.
He stressed that China and Tajikistan should further strengthen law enforcement and security cooperation and step up efforts to crack down on terrorism, separatism and extremism.
The two countries share common interests in safeguarding multilateralism and defending international economic and trade order, Xi said, calling on both sides to enhance coordination and collaboration within multilateral mechanisms including the China-Central Asia cooperation mechanism.
China supports Tajikistan to play an important role in global climate governance, Xi added.
For his part, Rahmon said China, under the strong leadership of President Xi, has achieved significant economic and social development accomplishments, and played an important role in international affairs.
He noted that Xi’s historical visit to Tajikistan last year has opened up new prospects for bilateral ties, and elevated the strategic cooperation between Tajikistan and China to a new level, adding that both sides are actively implementing the outcomes of the visit while cooperation in various fields is flourishing.
The Tajik side, he said, is ready to maintain close high-level exchanges with China and enhance strategic communication.
He also said that Tajikistan is willing to strengthen cooperation in traditional fields such as trade, investment, agriculture and infrastructure construction, and expand cooperation in emerging fields like new energy, green industries and artificial intelligence.
Tajikistan is ready to work with China to promote people-to-people and cultural exchanges, ensure “Chinese Culture Day” a success, and deepen cooperation in law enforcement and security, Rahmon said.
He also called on both sides to strengthen coordination and cooperation so that the Shanghai Cooperation Organization and the China-Central Asia mechanism can play a bigger role.
Chinese President Xi Jinping meets with Tajik President Emomali Rahmon on the sidelines of the second China-Central Asia Summit in Astana, Kazakhstan, June 17, 2025. (Xinhua/Yan Yan)
“As the new generation, take the lead—donate blood! It gives hope and strengthens our nation’s heartbeat,” urged Dr. Anne Ancia, WHO Representative, on 12 June 2025 at Sir Leckraz Teeluck State Secondary School, during the national celebration of World Blood Donor Day.
Dr. Ancia joined the Minister of Health and Wellness, Hon. Anil Kumar Bacchoo, in encouraging young people to step forward as blood donors. “One unit of blood can save up to three lives,” she told the students, appealing to them to commit to becoming lifelong donors.
“Blood donation is far more than a symbolic act of solidarity—it saves lives every day,” Dr. Ancia emphasized. “It supports patients undergoing trauma care, orthopedic or heart surgeries, women suffering postpartum hemorrhage, and children living with conditions such as anemia, thalassemia, or hemophilia.”
In his address, Minister Bacchoo highlighted the vital role of blood donation in maintaining a strong and responsive healthcare system. He called on the youth to donate regularly, reminding them that they are the future of Mauritius’ life-saving blood supply.
To encourage youth participation, the Minister announced forward-looking initiatives, including a dedicated blood donor app and policy reforms like removing outdated age restrictions. These innovative and youth-friendly measures aim to make regular blood donation easier and more accessible for all.
The event also brought together the National Blood Transfusion Service and various schools and longtime blood donors, reaffirming their commitment to ensuring the year-round safety, availability, and adequacy of blood and blood products for all in need.
Distributed by APO Group on behalf of World Health Organization (WHO) – Mauritius.
Source: United States House of Representatives – Congressman Andy Harris (MD-01)
Washington, D.C. – Congressmen Andy Harris, M.D., (MD-01), Scott Perry (PA-10), Jeff Van Drew (NJ-02), and Chris Smith (NJ-04), sent a letter to the Assistant Secretary of Labor for Occupational Safety and Health concerning the tragic death of a mariner that, at the time of his death, was working on the Empire Wind construction project.
Specifically, the lawmakers wrote to request that the Occupational Safety and Health Administration (OSHA) issue a notice of imminent danger, as authorized under section 13(a) of the OSH Act, and seek a temporary restraining order to halt all construction operations for Empire Wind immediately. The industrialization of offshore wind adversely affects each district represented in the letter.
Statement From the Congressmen:
“We are saddened by the tragic death of a mariner who lost his life from the dangerous conditions on the Empire Wind construction project. All work on the Empire Wind project must immediately be halted until OSHA can conduct a thorough investigation to ensure the safety of all involved workers is guaranteed. Furthermore, this pause must remain in place until all construction-related safety hazards are remedied by Equinor,” said the lawmakers.
“We have been sounding the alarm on the harmful effects of these projects for many years. They are a hazard to the environment, to our national security, to local coastal economies, and now they have proven to be a hazard to those tasked with their construction. A stop work order must go into effect to ensure this tragedy does not repeat itself.”
The letter can be readHERE.
For media inquiries, please contact Anna Adamian at Anna.A@mail.house.gov
Source: US Department of Health and Human Services – 3
For Immediate Release: June 17, 2025
The U.S. Food and Drug Administration today announced its Commissioner’s National Priority Voucher (CNPV) program to enhance the health interests of Americans. The new voucher may be redeemed by drug developers to participate in a novel priority program by the FDA that shortens its review time from approximately 10-12 months to 1-2 months following a sponsor’s final drug application submission. The new CNPV process convenes experts from FDA offices for a team-based review rather than using the standard review system of a drug application being sent to numerous FDA offices. Clinical information will be reviewed by a multidisciplinary team of physicians and scientists who will pre-review the submitted information and convene for a 1-day “tumor board style” meeting. “Using a common-sense approach, the national priority review program will allow companies to submit the lion’s share of the drug application before a clinical trial is complete so that we can reduce inefficiencies. The ultimate goal is to bring more cures and meaningful treatments to the American public,” said FDA Commissioner Marty Makary M.D., M.P.H. “As a surgical oncologist, we often made multidisciplinary decisions with a team of doctors on major life-and-death questions for patients, incorporating the latest medical studies in a 1-day tumor board-style discussion. This voucher harnesses that model to deliver timely decisions for drug developers.” The FDA plans in the first year of the program to give a limited number of vouchers to companies aligned with U.S. national priorities. In addition to receiving the benefits of this program, the agency may also grant an accelerated approval, if the product for which the voucher is used meets the applicable legal requirements for accelerated approval. The new review program will also include enhanced communication with the sponsor throughout the process. The FDA Commissioner will use specific criteria to make the vouchers available to companies that are aligned with the national health priorities of:
Addressing a health crisis in the U.S. Delivering more innovative cures for the American people. Addressing unmet public health needs. Increasing domestic drug manufacturing as a national security issue.
To qualify, sponsors must submit the chemistry, manufacturing, and controls (CMC) portion of the application and the draft labeling at least 60 days before submitting the final application. Sponsors must also be available for ongoing communication with prompt responses to FDA inquiries during the CNPV review. The FDA reserves the right to extend the review window if the data or application components submitted are insufficient or incomplete, if the results of pivotal trial(s) are ambiguous, or if the review is particularly complex. Vouchers can be directed by the FDA towards a specific investigational new drug of a company or be granted to a company as an undesignated voucher, allowing a company to use the voucher for a new drug at the company’s discretion and consistent with the program’s objectives. This program aims to accelerate the drug review process for companies aligned with U.S. national priorities while maintaining the FDA’s rigorous standards for safety, efficacy, and quality. “This approach capitalizes on frequent communication with sponsors, which can be a powerful tool in reducing wasted time. We are confident this more efficient process can be achieved without cutting any corners on safety or scientific evaluation,” said Principal Deputy Commissioner Sara Brenner, M.D., M.P.H. The CNPV program reflects the FDA’s commitment to create more efficient approval processes and modernize regulatory frameworks for greater agility to meet emerging public health needs. Related Information
Related Information
Consumer:888-INFO-FDA
###
Boilerplate
The FDA, an agency within the U.S. Department of Health and Human Services, protects the public health by assuring the safety, effectiveness, and security of human and veterinary drugs, vaccines and other biological products for human use, and medical devices. The agency also is responsible for the safety and security of our nation’s food supply, cosmetics, dietary supplements, radiation-emitting electronic products, and for regulating tobacco products.
Source: US Department of Health and Human Services – 3
For Immediate Release: June 17, 2025
The U.S. Food and Drug Administration today announced its Commissioner’s National Priority Voucher (CNPV) program to enhance the health interests of Americans. The new voucher may be redeemed by drug developers to participate in a novel priority program by the FDA that shortens its review time from approximately 10-12 months to 1-2 months following a sponsor’s final drug application submission. The new CNPV process convenes experts from FDA offices for a team-based review rather than using the standard review system of a drug application being sent to numerous FDA offices. Clinical information will be reviewed by a multidisciplinary team of physicians and scientists who will pre-review the submitted information and convene for a 1-day “tumor board style” meeting. “Using a common-sense approach, the national priority review program will allow companies to submit the lion’s share of the drug application before a clinical trial is complete so that we can reduce inefficiencies. The ultimate goal is to bring more cures and meaningful treatments to the American public,” said FDA Commissioner Marty Makary M.D., M.P.H. “As a surgical oncologist, we often made multidisciplinary decisions with a team of doctors on major life-and-death questions for patients, incorporating the latest medical studies in a 1-day tumor board-style discussion. This voucher harnesses that model to deliver timely decisions for drug developers.” The FDA plans in the first year of the program to give a limited number of vouchers to companies aligned with U.S. national priorities. In addition to receiving the benefits of this program, the agency may also grant an accelerated approval, if the product for which the voucher is used meets the applicable legal requirements for accelerated approval. The new review program will also include enhanced communication with the sponsor throughout the process. The FDA Commissioner will use specific criteria to make the vouchers available to companies that are aligned with the national health priorities of:
Addressing a health crisis in the U.S. Delivering more innovative cures for the American people. Addressing unmet public health needs. Increasing domestic drug manufacturing as a national security issue.
To qualify, sponsors must submit the chemistry, manufacturing, and controls (CMC) portion of the application and the draft labeling at least 60 days before submitting the final application. Sponsors must also be available for ongoing communication with prompt responses to FDA inquiries during the CNPV review. The FDA reserves the right to extend the review window if the data or application components submitted are insufficient or incomplete, if the results of pivotal trial(s) are ambiguous, or if the review is particularly complex. Vouchers can be directed by the FDA towards a specific investigational new drug of a company or be granted to a company as an undesignated voucher, allowing a company to use the voucher for a new drug at the company’s discretion and consistent with the program’s objectives. This program aims to accelerate the drug review process for companies aligned with U.S. national priorities while maintaining the FDA’s rigorous standards for safety, efficacy, and quality. “This approach capitalizes on frequent communication with sponsors, which can be a powerful tool in reducing wasted time. We are confident this more efficient process can be achieved without cutting any corners on safety or scientific evaluation,” said Principal Deputy Commissioner Sara Brenner, M.D., M.P.H. The CNPV program reflects the FDA’s commitment to create more efficient approval processes and modernize regulatory frameworks for greater agility to meet emerging public health needs. Related Information
Related Information
Consumer:888-INFO-FDA
###
Boilerplate
The FDA, an agency within the U.S. Department of Health and Human Services, protects the public health by assuring the safety, effectiveness, and security of human and veterinary drugs, vaccines and other biological products for human use, and medical devices. The agency also is responsible for the safety and security of our nation’s food supply, cosmetics, dietary supplements, radiation-emitting electronic products, and for regulating tobacco products.
Manchester City Council has published its latest annual Public Health Report for 2025.
The theme of the report, Making Manchester Fairer, provides an overview of the two years since the strategy was launched in the city and the importance of the ongoing work to address inequalities and improve long-term outcomes for people living in the city.
Making Manchester Fairer is the council’s roadmap for the coming years, tackling preventable ill health and other inequalities to help eradicate the impact that a variety of factors such as where residents live, work or are educated, may have on their opportunities as well as affecting how long they live. These influences are also known as the social determinants of health.
The report looks at the progress that has been made to meet the increasing needs of residents to prevent them from sliding into poverty and improve long-term health outcomes city-wide. It also shows how communities have had direct involvement in both the development and delivery of the Making Manchester Fairer action plan.
The eight themes for action within Making Manchester Fairer focus on the social determinants of health in the city covering:
Early years, children and young people
Poverty, income and debt
Work and employment
Prevention of ill health and preventable deaths
Homes and housing
Places, transport and climate change
Tackling systemic and structural racism and discrimination
Communities and power
The Making Manchester Fairer strategy underpins the importance of targeting investment into key areas of concern, and the report outlines many achievements to date.
For example, the Work and Health Kickstarter focused on removing the barriers that people with physical and mental health conditions can experience when looking for work, keeping their job, staying at work, and progressing in their careers.
This specifically included supporting patients in North Manchester with conditions such as back pain, arthritis and osteoporosis who needed help to access employment. An enhanced programme of support with advisers embedded as part of the musculoskeletal programme delivered by Manchester Foundation Trust has also helped to deliver hyper- local programmes to specific minoritised communities.
Important work to support the Black Caribbean community through the Healthy and Hearty project is also reaping rewards. Two Black-led Voluntary Community, Faith and Social Enterprise organisations are leading the work with Black Caribbean people who, despite having a higher prevalence of cardiovascular disease, are not being supported in the most appropriate way.
Drop-in sessions with a worker from their community to measure blood pressure and to talk about general health and wellbeing has meant that patients feel more comfortable speaking to someone with a similar lived experience who understands the cultural factors for their community.
Helping children with intensive support in some schools where speech and language therapists and psychologists work with children who may have not met developmental goals is also making headway. This is also the subject of the latest Making Manchester Fairer podcast at Heald Place Primary: https://rss.com/podcasts/mmf/ .
The podcast looks at health, wealth and key social issues that affect life chances – as Manchester squares up to inequality.
Cordelle Ofori, Director of Public Health for Manchester said:
“This is my first annual report as Director of Public Health for Manchester. The report shows how Making Manchester Fairer – our approach to tackling health inequalities in the city – is working in practice, building the foundations of good health in communities.
“The report describes the progress made over the past couple of years using examples of the ‘Making Manchester Fairer approach’ in action. The Making Manchester Fairer plan included actions within eight key themes to build the foundations of health in communities. It also included early initiatives known as the Kickstarters – projects to ‘kickstart’ delivery and exemplify the approach.”
Councillor Thomas Robinson, Executive Member for Healthy Manchester said:
“Poverty, health inequalities and the ongoing cost of living crisis are all issues that cut to the heart of our communities, and unchecked create profound and lasting damage that can take years to reverse.
“It is important that we show what the Making Manchester Fairer Programme has achieved so far – and perhaps even more importantly, how it has listened to first-hand experiences from people in our communities and then worked together on bespoke approaches. That partnership is essential and means the next part of the Making Manchester Fairer journey will build on these strong foundations, so that we have a long-lasting delivery model in our neighbourhoods, built and informed by that resident involvement.
“Through Manchester Making Fairer we’re determined to do everything we possibly can right now to make sure everyone in Manchester gets the same life chances as people elsewhere – and that includes our children and young people.”
St Pius X RC Primary School and Nursery could close at the end of the school year 2025/26.
The Children, Families and Communities Committee will be asked to approve the closure of the school andnursery, andrezone the catchment area of St Francis RC Primary School to include the existing St Pius X RC Primary School catchment area.
The St Pius X RC Primary pupilrollis in decline. The school has a capacity of 242 pupils. In September 2019, the school roll was 195. The school roll at the September 2024 census was 162, this equates to an occupancy level of 67%. The current estimated roll for August 2025 is 153.
Except for the Council’s Edwardian and Victorian primary schools, the St Pius X RC Primary building is now one of the oldest schools, built post-1970. Maintaining appropriate levels of condition and suitability may require significant financial investment.
Therefore, the committee will be asked to approve the closure of the school andnursery, andrezone the St Francis RC Primary catchment area.
The council ran a consultation from January 6- February 19 where feedback was gathered from to key stakeholders, including staff, pupils and parents/carers.
In response to the feedback, it is proposed that aclosed contract busservice will be provided to all children currently attending St Pius X RC Primary who chose to continue their primary education at St Francis Primary School.
In addition, the council would commit to working in partnership with representatives of the Diocese of Dunkeld to ensure that religious education provision (delivered by a church approved teacher) will be available atClaypottsCastle Primary.
This would be supported by astrategic group including Church representatives, senior officers of the Children and Families Service and Head Teachers which has been set up and has already had an initial meeting to agree how to take this work forward.
The committee will hear that the closure of St Pius X RC School and nursery would result in a reduction in revenue expenditure of £677,422, in a full financial year, with a part-year saving of £423,389 in the financial year 2026/7.
The Dr. Maria Angwin Memorial – Wyse Road Health Clinic in Dartmouth offers a range of health services including primary care, gynecology, obstetrics, urology and midwifery. Dr. Maria Angwin became the first woman licensed to practice medicine in Nova Scotia in 1884, and she dedicated her career to women’s health and preventive medicine. (Province of Nova Scotia)
“We’re proud to open the doors to a clinic that is committed to providing high-quality, patient-centered care in Dartmouth North. Our health home model for primary care, integrated in a space with Nova Scotia Brotherhood and Sisterhood, will allow us to better support the community of Dartmouth North by making care more connected, consistent and responsive to their needs.” — Ashley Harnish, Director, Primary Health Care, Central Zone, Nova Scotia Health
“We are excited to enhance IWK Health’s dedication to providing accessible, inclusive care of specialty women’s health services at the new Dr. Maria Angwin Memorial – Wyse Road Health Clinic. This new facility enables us to effectively support the health and well-being of women and families in the community, where they live and work.” — LeeAnn Larocque, acting Vice-President, Clinical Care, IWK Health
“As a family doctor who has had a rewarding career in Dartmouth North for more than 40 years, I am proud of the strong sense of community and committed leaders that have developed here. I am thrilled to see this community receive the resources they need to thrive. The government’s investments in collaborative primary healthcare in our province are greatly benefiting how we deliver care to Nova Scotians. We are proud to collaborate with our colleagues in this new clinic, and we are confident the Dartmouth North community will feel the positive impact.” — Dr. Janet Howard, family physician, Albro Lake Medical Clinic
Quick Facts:
in 1884, Dr. Maria Angwin became the first woman licensed to practice medicine in Nova Scotia; she dedicated her career to women’s health and preventive medicine
the Nova Scotia Sisterhood and Brotherhood initiatives are free programs for Black women and men to access healthcare in the community and to improve health and well-being
a health home is a place where patients receive comprehensive care from a team of healthcare professionals such as doctors, nurse practitioners, dietitians, social workers and others
Additional Resources:
Nova Scotia Sisterhood: https://www.nshealth.ca/nova-scotia-sisterhood
Nova Scotia Brotherhood: https://www.nshealth.ca/nova-scotia-brotherhood
Health homes in Nova Scotia: https://www.nshealth.ca/primary-care-and-family-medicine/health-homes-nova-scotia
Other than cropping, Province of Nova Scotia photos are not to be altered in any way.
Long-term focus on prevention and service renewal.
Supporting people to lead longer, healthier and more fulfilling lives will be at the heart of two new ten-year plans published today to create and maintain good health, prevent disease and reform health and social care services.
The Population Health Framework aims to tackle the root causes of poor health and outlines a wide range of actions, including giving greater access to green spaces and opportunities for sport and active recreation.
Addressing these underlying factors can increase life expectancy, reduce the gap between the most deprived communities and the national average and prevent chronic illnesses like diabetes and cardiovascular disease which disproportionately affect those in more disadvantaged areas.
The Population Health Framework includes legislating to make the balance of foods available on promotion healthier and to restrict the location of less healthy foods in stores and on websites. Targeting the location and promotion of foods high in fat, salt or sugar will focus on those foods of most concern for childhood obesity, which mirrors the current policy in England and Wales.
The Health and Social Care Service Renewal Framework aims to ensure health and social care services are sustainable, efficient, high quality, and accessible – which includes being able to expect faster and fairer access to care. It empowers people to be more involved in and in charge of their own care and includes measures to improve access to treatment in the community; enhance preventative services and maximise the opportunities of digital innovation. There will also be a new national body called NHS Delivery, created by bringing together NHS National Services Scotland and NHS Education for Scotland. This will provide a focal point for training, digital and support to other health boards, with scope to deliver more national support to local services in future.
Health Secretary Neil Gray visited Blackburn Partnership Centre in West Lothian with COSLA Health and Social Care Spokesperson Councillor Paul Kelly before launching the frameworks in the Scottish Parliament. The centre includes a GP practice and community centre which promotes weight loss and healthy living through exercise and low-cost, nutritious food.
Mr Gray said:
“Too many lives are cut short in Scotland because of illness that is preventable. We know health is not determined solely by what happens within the walls of hospitals or care homes and we want to create an environment in which everyone can live a healthy life. Through action on early years, jobs, income and building powerful communities the Population Health Framework builds the conditions to help people thrive and prevent poor health.
“Addressing the problem of obesity and helping people eat well and maintain a healthy weight is a public health priority. We are taking wide-ranging action to support people to make healthier food choices, recognising the contribution which poor diet makes to worsening health trends.
“Through the Service Renewal Framework we will take action to deliver care closer to home, support people to better manage their own treatment and build on innovation, digital and treatment advances. This will help shape an efficient health and social care system that is focused on prevention and early intervention, and delivers high quality care at the right time in the right place. The creation of a new national body, NHS Delivery, will help to support that journey.
“Refocusing the whole system towards preventing ill-health from occurring or escalating can help us ensure the sustainability of our National Health Service. I am determined to ensure the measures outlined are delivered effectively and as quickly as possible as we work to transform the health of the nation.”
Cllr Kelly said:
“Health is created in the communities in which we live, go to school or work, and access essential services. It is at the local level where we find the key levers to tackle the root causes of health problems and ensure people live long, healthy and fulfilling lives. Local Authorities, working with key partners, are uniquely placed to shape our communities.
“The Population Health Framework sets out action across every building block of health. Committing to this preventative approach requires whole system working in order to intervene as early as possible and provide support to people in all aspects of their lives.
“Currently, people from deprived communities have less access to affordable, nutritious food. The Population Health Framework sets out a priority to improve the food environment and ensure access to a healthy, balanced diet is accessible and affordable to all.
“Alongside this, Local Government is committed to improving public services across the whole system, and the Health and Social Care Service Renewal Framework sets out our high level ambition for improving the sustainability of the system and services people may need in order to help them live healthier, fulfilled lives.”
Obesity Action Scotland Chair Andrew Fraser said:
“Obesity Action Scotland welcomes the Scottish Government’s commitment to taking progressive measures on retail food and drink promotions. They will improve the food environment and protect consumers from in-store choices that encourage people to purchase food that is high in fat, sugar and salt.
“Promotions result in over-consumption of calories, and make it easy to gain weight; measures that counter this pressure on consumers will contribute to the prevention of overweight and obesity that we want to see.”
The frameworks will be implemented jointly with COSLA and build on the Operational Improvement Plan (NHS Scotland operational improvement plan – gov.scot) – launched in March – which sets out measures to improve access to treatment and lower waiting times.
Confectionary, cakes and soft drinks with added sugar will be amongst types of food covered by restrictions on promotions. They will apply in stores and online to businesses with 50 or more employees. Regulations are expected to be introduced in the Scottish Parliament this autumn.
The Task Group on New Medical School today met for the second time with the universities, Baptist University, Polytechnic University and the Hong Kong University of Science & Technology, that have submitted proposals for the establishment of Hong Kong’s third medical school.
While having a focused exchange on the specific plans of their proposals, each of the three universities further presented its overall plan for implementing the new medical school proposal, including the curriculum content, clinical training for medical students, construction of teaching facilities and funding arrangements.
The task group will enhance speed and efficiency in expediting the assessment of the proposals, with a view to completing the assessments and providing a recommendation to the Government within this year.
Secretary for Health Prof Lo Chung-mau said that the three universities have demonstrated a strong commitment to nurturing medical talent and developing Hong Kong into an international health and medical innovation hub, as well as responded positively to the concerns raised by the task group on the quality of medical education and clinical training.
“As President Xi Jinping said, ‘Health is the most important indicator of people’s happiness.’ The Government strives to comprehensively deepen the healthcare system reform, and the new medical school will not only shoulder the mission of coping with the rapidly ageing population and the worsening shortage of healthcare manpower, but also pursue complementary development with the two existing medical schools to contribute to the enhancement of city’s healthcare system.”
Secretary for Education Choi Yuk-lin highlighted that the 2024-2035 master plan on building China into a leading country in education newly released by the nation strives to accelerate the development of world-class universities and advanced disciplines.
“We expect the selected university to take on the important task of actively promoting curriculum innovation, interdisciplinary collaboration and establishing closer ties with regional partners.”
She added that the new medical school will also be able to nurture more healthcare talent, raise academic standards and broaden the scope of medical education and research in Hong Kong.
FRANKLIN, Tenn., June 17, 2025 (GLOBE NEWSWIRE) — Xsolis, an AI-driven technology company that reduces administrative waste by enabling collaboration between healthcare providers and payers, today announced initial results of its new generative AI (GenAI) solution pilot that streamlines medical necessity reviews. Beacon Health System, a not-for-profit health system in northern Indiana and Michigan, piloted the new Xsolis GenAI solution which resulted in decreased administrative burden, optimizing precious clinical resources and streamlining payer interactions.
In a three-month pilot experience, Beacon Health System found that Xsolis’ GenAI medical necessity review tool:
Decreased the average time to complete initial reviews by 68% — from 15 minutes per review to 4.7 minutes per review. This allows for increased daily reviews, faster onboarding of new nurses, and more resilient staffing models.
Increased consistency, thoroughness, and accuracy for medical necessity reviews across case management and utilization management teams — despite different geographical assignments that previously created variance affecting continuity of care. This has improved confidence among nurses and reduced internal peer reviews.
Accelerated approval from Beacon Health System’s health plan partners. By quickly generating the most essential patient information required for medical necessity reviews, a typical 4- to 5-day health plan approval has been accelerated to as quick as 2-day approvals — accelerating care decisions and reducing follow-up cycles.
Enabled the health system to get paid more quickly. Due to expedited review and approval processes, less additional work and communication is required after patient discharge, leading to faster payment without delays. This also helps reduce unnecessary denials that would have ultimately been overturned and prevents patients from erroneously receiving surprise bills, improving the patient experience.
“Health systems struggle to ‘do more with less’ each year, and rising denial rates and staffing shortages continue to present new challenges to ensure we’re optimizing all our available resources,” said Heather Wagner, MBA, BSN, RN, director of utilization review and case management, Beacon Health System. “Not only did Xsolis’ GenAI solution build off our existing time efficiencies and payer collaboration efforts, but it created additional places to use Xsolis’ GenAI models for system-wide improvements.”
A Deloitte study estimates that 15-28% of nurses’ work comprises low-value tasks, such as digging through the EHR to draft a medical necessity review, that satisfy administrative requirements but do not directly impact patient care. With the proper application of AI and other advanced technologies, however, it is possible to free up to 50% of time for revenue cycle roles and up to 20% for bedside nurses. According to the study, the mid-revenue cycle — where medical necessity decisions take place — is the most time-consuming domain within the healthcare revenue cycle and holds the most promise for tech-enabled time and financial savings.
Beacon Health System initially implemented Xsolis’ AI platform in May 2019 to better manage a high volume of critically ill patients with chronic illnesses. The partnership led to Wagner’s team supporting 140% more patients a day and operational improvements resulting in more than $95 million in savings, as of early 2025.
“We’re pleased to offer exciting new enhancements to Xsolis’ Dragonfly platform, such as generative AI, so our customers can stay one step ahead in today’s challenging healthcare landscape,” said Joan Butters, CEO and co-founder of Xsolis. “Congratulations to Beacon Health System and its leaders for highlighting how the right tools can enable more efficiency than ever before in healthcare when they are paired with the right people and processes. We’re delighted to continue enhancing the client user experience, delivering even more value to our customers.”
Xsolis has been leveraging human-in-the-loop AI practices to develop AI solutions that streamline medical necessity decision-making in healthcare for over a decade. The company’s generative AI solutions are available alongside its existing Dragonfly platform and predictive AI models, which have saved health system and health plan customers more than $1.5 billion.
For more information about Dragonfly and Xsolis’ portfolio of AI-powered solutions, please visit: https://www.xsolis.com/solutions.
To experience the Dragonfly platform and new enhancements such as Xsolis’ generative AI tools, attendees at the upcoming Healthcare Financial Management Association Annual Conference June 22-25 in Denver, Colorado, can learn more or request a demo: https://www.xsolis.com/2025-hfma-nat.
About Xsolis
Xsolis is an AI-driven technology company that reduces administrative waste by enabling collaboration between healthcare providers and payers. Dragonfly®, its AI-driven proprietary platform, is the first and only solution to use real-time predictive analytics to continuously assign an objective medical necessity score and assess the anticipated level of care for every patient, enabling more efficiency across the healthcare system. Xsolis is headquartered in Franklin, Tennessee. For more information, visit www.xsolis.com.
One-third of the Earth’s land surface is already degraded. The UN estimates that more than 2.6 billion people are harmed by land degradation, with countries losing up to US$10.6 trillion (£7.8 trillion) a year because of damage to “ecosystem services”, including the benefits people get from nature such as water and food.
Unhealthy soil is a major contributor to land degradation. This can lead to loss of biodiversity, harm plants and animals, cause sand and dust storms and affect crop yields.
These consequences affect the regulation of the planet’s climate and water cycle, socioeconomic activities, food security and forced migration of people.
Emerging smart technologies such as artificial intelligence, satellite remote sensing and big data analysis offer a chance to protect our soils. These tools can help track soil health in real time. This will support farmers, landowners, government agencies and local communities in making better decisions to care for the soil.
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As a professor of geo-hydroinformatics – a field that combines geoscience, hydrology and information technology – my research focuses on using AI, algorithms and advanced modelling tools to better analyse and predict soil health.
My team and I have developed the first global map of soil salinisation (accumulation of salt in soil) under various climate scenarios using AI-powered techniques. Soil salinisation is one of the leading contributors to soil degradation and can happen naturally or because of human activities, such as using salty irrigation water or poor drainage systems.
With increasing climate uncertainty, our models help identify regions most vulnerable to salinisation. Our AI-driven analysis predicts that by the year 2100, dryland regions in South America, southern and western Australia, Mexico, the southwestern US and South Africa will be key hotspots of soil salinisation.
In another key study, we used satellite data, AI and big data tools to investigate the interaction between soil salinity and soil organic carbon – an important part of healthy soil that stores nutrients, holds water and supports plants.
Part of this analysis revealed a general negative correlation between salinity levels and soil organic carbon content. As salinity increased, we found that the soil organic carbon content tended to decrease.
Our two studies underscore the transformative potential of AI technologies and big data analytics in understanding soil degradation. With a deeper understanding, land can be better managed through more effective mitigation policies and sustainable land use planning.
Restoration at scale
Large-scale land restoration can transform degraded soils. In the Loess plateau in China, centuries of deforestation and unsustainable farming have led to significant ecological challenges. Loess soils (a type not limited to this location in China, formed essentially by the accumulation of wind-blown dust) are easily eroded because they are made up of fine and loose particles.
Degradation here has led to more frequent floods, droughts and dust storms because soil degradation is often associated with compaction. This reduces the ability of soil to absorb and hold water.
In the 1990s, this prompted the Chinese government to invest in reforestation and sustainable agriculture. This led to the landmark Loess plateau watershed rehabilitation project, with the main goal of boosting farming and incomes on 15,600km² of land in the Yellow River’s tributary area. The total project cost of US$150 million, partly funded by the World Bank, was approved in 1994.
Elsewhere, in the Tigray region of Ethiopia, the EthioTrees project was launched in 2016 to tackle land degradation through community-based reforestation, enclosures to limit grazing, and reinvestment of funds generated through climate finance mechanisms.
Tree planting and other efforts have transformed the Tigray region of Ethiopia into a more fertile landscape. Jon Duncan/Shutterstock
But the Loess plateau and Tigray projects have been complex and expensive. A lot of coordination between people across huge regions and in different sectors is required to ensure a successful, integrated approach. AI can take these successful but resource-intensive restoration efforts and help scale them up.
I’m also involved with a European Commission-funded project called AI4SoilHealth, which aims to advance the use of AI to monitor and quantify soil health across Europe. This project shows how data-driven initiatives can support more sustainable land management policies by providing timely, actionable information to governments, farmers and other stakeholders such as landowners, agribusiness companies and local communities.
By integrating satellite imagery with accurate data about soil properties in different locations, AI can help develop robust, scalable models that cross local boundaries. Knowing where best to invest money, resources and effort in scaling up soil health solutions will help protect people, businesses and ecosystems from extreme events in the future.
Don’t have time to read about climate change as much as you’d like?
Procuring lifesaving drugs is a daunting challenge in many low- and middle-income countries. Essential treatments are often neither available nor affordable in these nations, even decades after the drugs entered the market.
Prospective buyers from these countries face a patent thicket, where a single drug may be covered by hundreds of patents. This makes it costly and legally difficult to secure licensing rights for manufacturing.
These buyers also face a complex and often fragile supply chain. Many major pharmaceutical firms have little incentive to sell their products in unprofitable markets. Quality assurance adds another layer of complexity, with substandard and counterfeit drugs widespread in many of these countries.
Organizations such as the United Nations-backed Medicines Patent Poolhave effectively increasedthe supply of generic versions of patented drugs. But the problems go beyond patents or manufacturing – how medicines are bought are also crucially important. Buyers for low- and middle-income countries are often health ministries and community organizations on tight budgets that have to negotiate with sellers that may have substantial market power and far more experience.
Understanding these trade-offs can help countries better prepare for future health emergencies and treat chronic conditions.
Pooled procurement reduces drug costs
One strategy low-income countries are increasingly adopting to improve treatment access is “pooled procurement.” That’s when multiple buyers coordinate purchases to strengthen their collective bargaining power and reduce prices for essential medicines. For example, pooling can help buyers meet the minimum batch size requirements some suppliers impose that countries purchasing individually may not satisfy.
Countries typically rely on four models for pooled drug procurement:
One method, called decentralized procurement, involves buyers purchasing directly from manufacturers.
Another method, called international pooled procurement, involves going through international institutions such as the Global Fund’s Pooled Procurement Mechanism or the United Nations.
Countries may also purchase prescription drugs through their own central medical stores, which are government-run or semi-autonomous agencies that procure, store and distribute medicines on behalf of national health systems. This method is called centralized domestic procurement.
Finally, countries can also go through independent nonprofits, foundations, nongovernmental organizations and private wholesalers.
We found that pooled procurement through international institutions reduced prices by 13% to 20% compared with directly buying from drug manufacturers. Smaller buyers and those purchasing drugs produced by only a small number of manufacturers saw the greatest savings. In comparison, purchasing through domestic pooling offered less consistent savings, with larger buyers seeing greater price advantages.
The Global Fund and the United Nations were especially effective at lowering the prices of older, off-patent drugs.
Trade-offs with pooled procurements
Cost savings from pooled drug procurement may come with trade-offs.
While the Global Fund reduced unexpected delivery delays by 28%, it required buyers to place orders much earlier. This results in longer anticipated procurement lead time between ordering and delivery – an average of 114 days more than that of direct purchases. In contrast, domestic pooled procurement shortened lead times by over a month.
Our results suggest a core tension: Pooled procurement improves prices and reliability but can reduce flexibility. Organizations that facilitate pooled procurement tend to prioritize medicines that can be bought at high volume, limiting the availability of other types of drugs. Additionally, the longer lead times may not be suitable for emergency situations.
But a shift toward domestic self-sufficiency is a slow and difficult process due to challenges with quality assurance and large-scale manufacturing. It may also weaken international pooled systems, which rely on broad participation to negotiate better terms with suppliers.
Scaling up drug production in low-income countries can be difficult. Rafiq Maqbool/AP Photo
Interestingly, we found little evidence that international pooled procurement influences pricing for the U.S. President’s Emergency Plan for AIDS Relief, a major purchaser of HIV treatments for developing countries. PEPFAR-eligible products do not appear to benefit more from international pooled procurement than noneligible ones.
However, domestic procurement institutions were able to secure lower prices for PEPFAR-eligible products. This suggests that the presence of a large donor such as PEPFAR can cut costs, particularly when countries manage procurement internally.
USAID cuts and global drug access
While international organizations such as the Medicines Patent Pool and the Global Fund can address upstream barriers such as patents and procurement in the global drug supply chain, other institutions are essential for ensuring that medicines actually reach patients.
The World Health Organization warned that eight countries, including Haiti, Kenya, Nigeria and Ukraine, could soon run out of HIV treatments due to these aid cuts. In South Africa, HIV services have already been scaled back, with reports of mass layoffs of health workers and HIV clinic closures. These downstream cracks can undercut the gains from efforts to make procuring drugs more accessible if the drugs can’t reach patients.
Because HIV, tuberculosis and malaria often share the same treatment infrastructure – including drug procurement and distribution networks, laboratory systems, data collection, health workers and community-based services – disruption in the management of one disease can ripple across the others. Researchers have warned of a broader unraveling of progress across these infectious diseases, describing the fallout as a potential “bloodbath” in the global HIV response.
Research shows that supporting access to treatments around the world doesn’t just save lives abroad. It also helps prevent the next global health crisis from reaching America’s doorstep.
The authors do not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.
Source: The Conversation – USA – By Murugan Anandarajan, Professor of Decision Sciences and Management Information Systems, Drexel University
Recent college grads face a tough job market in 2025, but employers are still hiring.sturti/E+ via Getty Images
Every year, I tell my students in my business analytics class the same thing: “Don’t just apply for a job. Audition for it.”
This advice seems particularly relevant this year. In today’s turbulent economy, companies are still hiring, but they’re doing it a bit more carefully. More places are offering candidates short-term work experiences like internships and co-op programs in order to evaluate them before making them full-time offers.
This is just one of the findings of the 2025 College Hiring Outlook Report. This annual report tracks trends in the job market and offers valuable insights for both job seekers and employers. It is based on a national survey conducted in September 2024, with responses from 1,322 employers spanning all major industries and company sizes, from small firms to large enterprises. The survey looks at employer perspectives on entry-level hiring trends, skills demand and talent development strategies.
Only 21% of the 1,322 employers we surveyed rated the current college hiring market as “excellent” or “very good,” which is a dramatic drop from 61% in 2023. This indicates that companies are becoming increasingly cautious about how they recruit and select new talent.
While confidence in full-time hiring has declined, employers are not stepping away from hiring altogether. Instead, they’re shifting to paid and unpaid internships, co-ops and contract-to-hire roles as a less risky route to identify talent and “de-risk” full-time hiring.
Employers we surveyed described internships as a cost-effective talent pipeline, and 70% told us they plan to maintain or increase their co-op and intern hiring in 2025. At a time when many companies are tightening their belts, hiring someone who’s already proved themselves saves on onboarding reduces turnover and minimizes potentially costly mishires.
For job seekers, this makes every internship or short-term role more than a foot in the door. It’s an extended audition. Even with the general market looking unstable, interest in co-op and internship programs appears steady, especially among recent graduates facing fewer full-time opportunities.
These programs aren’t just about trying out a job. They let employers see if a candidate shows initiative, good judgment and the ability to work well on a team, which we found are traits employers value even more than technical skills.
What employers want
We found that employers increasingly prioritize self-management skills like adaptability, ethical reasoning and communication over technical skills such as digital literacy and cybersecurity. Employers are paying attention to how candidates behave during internships, how they take feedback, and whether they bring the mindset needed to grow with the company.
This reflects what I have observed in classrooms and in conversations with hiring managers: Credentials matter, but what truly sets candidates apart is how they present themselves and what they contribute to a company.
Based on co-op and internship data we’ve collected at Drexel, however, many students continue to believe that technical proficiency is the key to getting a job.
In my opinion, this disconnect reveals a critical gap in expectations: While students focus on hard skills to differentiate themselves, employers are looking for the human skills that indicate long-term potential, resilience and professionalism. This is especially true in the face of economic uncertainty and the ambiguous, fast-changing nature of today’s workplace.
Technology is changing how hiring happens
Employers also told us that artificial intelligence is now central to how both applicants and employers navigate the hiring process.
Some companies are increasingly using AI-powered platforms to transform their hiring processes. For example, Children’s Hospital of Philadelphia uses platforms like HireVue to conduct asynchronous video interviews. HR-focused firms like Phenom and JJ Staffing Services also leverage technologies such as AI-based resume ranking, automated interview scheduling and one-way video assessments.
Not only do these tools speed up the hiring process, but they also reshape how employers and candidates interact. In our survey, large employers said they are increasingly relying on AI tools like resume screeners and one-way video interviews to manage large numbers of job applicants. As a result, the candidate’s presence, clarity in communication and authenticity are being evaluated even before a human recruiter becomes involved.
At the same time, job seekers are using generative AI tools to write cover letters, practice interviews or reformat resumes. These tools can help with preparation, but overreliance on them can backfire. Employers want authenticity, and many employers we surveyed mentioned they notice when applications seem overly robotic.
In my experience as a professor, the key is teaching students to use AI to enhance their effort and not replace it. I encourage them to leverage AI tools but always emphasize that the final output and the impression it makes should reflect their own thinking and professionalism. The bottom line is that hiring is still a human decision, and the personal impression you make matters.
This isn’t just about new grads
While our research focuses on early-career hiring, these findings apply to other audiences as well, such as career changers, returning professionals and even mid-career workers. These workers are increasingly being evaluated on their adaptability, behavior and collaborative ability – not just their experience.
Many companies now offer project-based assignments and trial roles that let them evaluate performance before making a permanent hire.
At the same time, employers are investing in internal reskilling and upskilling programs. Reskilling refers to training workers for entirely new roles, often in response to job changes or automation, while upskilling means helping employees deepen their current skills to stay effective and advance in their existing roles. Our report indicates that approximately 88% of large companies now offer structured upskilling and reskilling programs. For job seekers and workers alike, staying competitive means taking the initiative and demonstrating a commitment to learning and growth.
Show up early, and show up well
So what can students, or anyone entering or reentering the workforce, do to prepare?
Start early. Don’t wait until senior year. First- and second-year internships are growing in importance.
Sharpen your soft skills. Communication, time management, problem-solving and ethical behavior are top priorities for employers.
Understand where work is happening. Over 50% of entry-level jobs are fully in-person. Only 4% are fully remote. Show up ready to engage.
Use AI strategically. It’s a useful tool for research and practice, not a shortcut to connection or clarity.
Stay curious. Most large employers now offer reskilling or upskilling opportunities – and they expect employees to take initiative.
One of the clearest takeaways from this year’s report is that hiring is no longer a one-time decision. It’s a performance process that often begins before an interview is even scheduled.
Whether you’re still in school, transitioning in your career or returning to the workforce after a break, the same principle applies: Every opportunity is an audition. Treat it like one.
Murugan Anandarajan does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.
In our view, these campaigns often cherry-pick evidence and mask a coordinated effort that targets access and diversity in American colleges.
As scholars who study access to higher education, we have found that when these efforts are paired with pressure to reinstate standardized tests, they amount to a rollback of inclusive practices.
A Department of Education letter sent to congressional offices from Feb. 14, 2025, stated that is “unlawful for an educational institution to eliminate standardized testing to achieve a desired racial balance or to increase racial diversity.” The letter also claimed that the most widely used admissions tests, the SAT and ACT, are objective measures of merit.
In our recent peer-reviewed article, we analyzed more than 70 empirical studies about the SAT’s and ACT’s roles in college admissions. Our work found several flaws in how these exams function, especially for historically underserved students.
Several elite universities – including Yale, Dartmouth and the Massachusetts Institute of Technology – have reinstated SAT or ACT requirements, reversing test-optional policies that institutions expanded during the COVID-19 pandemic.
These changes have reignited debates about how well these tests measure students’ academic preparedness and how colleges should weigh them in admissions decisions.
During a May 21, 2025, hearing of the U.S. House Subcommittee on Higher Education and Workforce Development, some witnesses argued that using test scores allows colleges to admit students based on merit. Others maintained that test scores can function as barriers to higher education.
Our research shows that while these tests are statistically reliable – that is, they produce consistent results for students across subjects and during multiple attempts under similar conditions – they are not as valid as some argue.
That is because they systematically favor those with more access to high-quality schooling, stable socioeconomic conditions and opportunities to engage with test prep coaches and courses. That test prep can cost thousands of dollars.
In short, both tests tend to reflect privilege more than potential.
For example, students from higher-income households routinely outperform their peers on the ACT and SAT.
This isn’t surprising, considering wealthier families can afford test prep services, private tutoring and test retakes. These advantages translate into higher scores and open doors to selective colleges and scholarship opportunities.
Meanwhile, students from low-income families often face challenges – such as less experienced instructors and less access to high-level science, math and advanced placement courses – that test scores do not factor in.
These outcomes don’t just reflect academic differences; they reflect inequities that shape how students prepare for and perform on these tests.
We also found that high school GPA outperforms standardized tests in predicting college success. GPA captures years of classroom performance, effort and teacher feedback. It reflects how students navigate real-world challenges, not just how they perform on a single timed exam.
For many students, particularly those from historically marginalized backgrounds, grades can offer a better indication of how prepared they are for college-level work.
This issue matters because admissions decisions aren’t just technical evaluations – they are value statements. Choosing to center test scores in admissions rewards certain kinds of knowledge, experiences and preparation.
The American Council on Education defines equity as opportunities for success. It means building educational environments that recognize diverse forms of potential and equip all learners to thrive.
It’s worth noting that research on testing often focuses on elite institutions, where standardized test scores are more likely to be used as high-stakes screening tools. Our systematic review found that, even in elite schools, the tests’ ability to accurately predict college academic performance is often limited (moderate in statistical terms).
But most college students attend state universities, public regional universities, minority-serving institutions, or colleges that accept most applicants. Our study found that at these institutions, standardized test scores are even less likely to predict how students will do.
This may be because state universities and public regional universities are more likely to serve highly diverse student populations, including older, part-time and first-generation students and those who are balancing work and family responsibilities.
With the debate over the role of standardized tests in the admissions process, higher education stands at a crossroads: Will colleges yield to political pressure and narrow definitions of merit and ignore equity? Or will institutions reaffirm their mission by embracing broader, fairer tools for recognizing talent and supporting student success?
The answer depends on what values are prioritized.
Our research and that of others make it clear that standardized tests should not be the gatekeepers of opportunity.
If universities define merit on test scores alone, they risk closing the doors of opportunity to capable students.
The authors do not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.
When you lose your health insurance or switch to a plan that skimps on preventive care, something critical breaks.
The connection to your primary care provider, usually a doctor, gets severed. You stop getting routine checkups. Warning signs get missed. Medical problems that could have been caught early become emergencies. And because emergencies are both dangerous and expensive, your health gets worse while your medical bills climb.
As gerontologyresearchers who study health and financial well-being in later life, we’ve analyzed how someone’s ties to the health care system strengthen or unravel depending on whether they have insurance coverage. What we’ve found is simple: Staying connected to a trusted doctor keeps you healthier and saves the system money. Breaking that link does just the opposite.
And that’s exactly what has us worried right now. Members of Congress are debating whether to make major cuts to Medicaid and other social safety net programs. If the Senate passes its own version of the tax-and-spending package that the House approved in May 2025, millions of Americans will soon face exactly this kind of disruption – with big consequences for their health and well-being.
And those who buy their own coverage may find that they can no longer afford the premiums. In 2024, average premiums on the individual market exceeded more than US$600 per month for many adults, even with subsidies.
Medicaid was established in the 1960s, explains a scholar of the program’s history.
Consequences of becoming uninsured
Health insurance is more than a way to pay medical bills; it’s a doorway into the health care system itself. It connects people to health care providers who come to know their medical history, their medications and their personal circumstances.
When that door closes, the effects are immediate. Uninsured people are much less likely to have a usual source of care – typically a doctor or another primary care provider or clinic you know and trust. That relationship acts as a foundation for managing chronic conditions, staying current with preventive screenings and getting guidance when new symptoms arise.
Researchers have found that adults who go uninsured for even six months become significantly more likely to postpone care or forgo it altogether to save money. In practical terms, this means they’re less likely to be examined by someone who knows their medical history and can spot red flags early.
Our research team analyzed how their experiences changed when they lost, and sometimes later regained, a regular source of care during those six years.
Many of the participants in this study had multiple chronic conditions like diabetes, hypertension and heart disease.
Those who didn’t see the same provider on a regular basis were far less likely to feel heard or respected by health care professionals. They had fewer medical appointments, filled fewer prescriptions and were less likely to follow through with recommended treatments.
Their health also deteriorated considerably over the six years. Their blood pressure and blood sugar levels rose, and they had more elevated indicators of kidney impairment compared with their counterparts who had regular care providers.
The longer they went without consistent health care, the worse these clinical markers became.
Warning signs
Preventive care is one of the best tools that both patients and their health care providers have to head off major health problems. This care includes screenings like cholesterol and blood pressure checks, mammograms, PAP smears and prostate exams, as well as routine vaccinations. But most people only get preventive care when they stay engaged with the health care system.
Our research team also examined what happened to preventive care based on whether the participants had a regular doctor. We found that those who kept seeing the same providers were almost three times more likely to get basic preventive services than those who did not.
Over time, these missed preventive care opportunities can add up to a big problem. They can turn what could have been a manageable issue into an emergency room visit or a long, expensive hospital stay.
For example, imagine a man in his 50s who no longer gets cholesterol screenings after losing insurance coverage. Over several years, his undiagnosed high cholesterol leads to a heart attack that could have been prevented with early medication. Or a woman who skips mammograms because of out-of-pocket costs, only to face a late-stage cancer diagnosis that might have been caught years earlier.
Waiting too long to deal with a health condition can mean you make a trip to the emergency room, increasing the cost of care for you and others. FS Productions/Tetra images via Getty Images
Shifting the costs
Patients whose conditions take too long to be diagnosed aren’t the only ones who pay the price.
We also studied how stable care relationships affect health care spending. To do this, we linked Medicare claims cost data to our original study and tracked the medical costs of the same adults age 50 and older from 2014 to 2020. One of our key findings is that people with regular care providers were 38% less likely to incur above-average health care costs.
These savings aren’t just for patients – they ripple through the entire health care system. Primary care stability lowers costs for both public and private health insurers and, ultimately, for taxpayers.
But when people lose their health care coverage, those savings disappear.
Emergency rooms see more uninsured patients seeking care that could have been handled earlier and more cheaply in a clinic or doctor’s office. While hospitals are legally required to provide emergency care regardless of a patient’s ability to pay, much of the resulting cost goes unreimbursed.
Hospitals foot the bill for about two-thirds of those losses. They pass the other third along to private insurance companies through higher hospital fees. Those insurers, in turn, raise their customers’ premiums. Larger taxpayer subsidies can then be required to keep hospitals open.
It contributes to the health care stability our research shows is critical for good health. Medicaid makes it possible for many Americans with serious medical conditions to have a regular doctor, get routine preventive services and have someone to turn to when symptoms arise – even when they have low incomes. It helps prevent health care from becoming purely crisis-driven.
As Congress considers cutting Medicaid funding by hundreds of billions of dollars, we believe that lawmakers should realize that scaling back coverage would break the fragile links between millions of patients and the providers who know them best.
Jane Tavares receives funding from from the SCAN Foundation, the RRF Foundation for Aging, and Milbank Memorial Fund .
Marc Cohen receives funding from the SCAN Foundation, the RRF Foundation for Aging and Milbank Memorial Fund .
Source: People’s Republic of China in Russian – People’s Republic of China in Russian –
Source: People’s Republic of China – State Council News
ASTANA, June 17 (Xinhua) — Chinese President Xi Jinping on Tuesday called on China and Tajikistan to expand the scale of bilateral trade and investment.
Xi Jinping made the statement at a meeting with Tajik President Emomali Rahmon on the sidelines of the second China-Central Asia summit in the Kazakh capital Astana.
The Chinese leader recalled that during his visit to Tajikistan last year, he and E. Rahmon jointly announced the elevation of bilateral relations to a comprehensive strategic cooperation and partnership in a new era, developed new plans and reached new agreements on comprehensive cooperation.
According to him, both sides should implement these agreements in a timely manner, bring more practical results and promote the high-quality construction of a Chinese-Tajik community with a common future.
Xi Jinping stressed that China is a reliable neighbor and partner of Tajikistan and firmly supports Tajikistan in protecting its national independence, sovereignty and security.
China and Tajikistan should give full play to the role of the strategic dialogue mechanism between the foreign ministers of the two countries, coordinate and promote cooperation in various fields, Xi said.
The two countries should also expand the scale of bilateral trade and investment, further accelerate the implementation of transport infrastructure projects and continuously promote connectivity, the Chinese leader said.
He pointed out that the role of the Confucius Institutes, Lu Ban Workshop and the Center for Traditional Chinese Medicine should be fully utilized, and that the Chinese Culture Day, which will be held in Tajikistan this fall, should be well organized.
China and Tajikistan should further strengthen cooperation in law enforcement and security and step up efforts to combat terrorism, separatism and extremism, he noted.
The two countries share common interests in upholding multilateralism and safeguarding the international trade and economic order, he said, calling on both sides to strengthen coordination and cooperation within multilateral mechanisms, including the China-Central Asia cooperation mechanism.
China supports Tajikistan’s important role in global climate governance, the Chinese leader added. –0–
WHO is developing new tools and innovative partnerships to boost countries’ defenses against future pandemics, including real-time threat detection and genomic analysis of viruses.
In today’s interconnected world, health threats spread faster than ever. A new virus can cross continents in hours. An outbreak in one country can escalate into a global crisis in days. This reality requires constant innovation to protect lives and prevent the next pandemic.
Building on lessons learned from the COVID-19 pandemic, the WHO Hub for Pandemic and Epidemic Intelligence in Berlin leverages innovative tools and collaborations for more effective disease surveillance worldwide. Just over three years after its inauguration, the Hub now supports over 150 countries in detecting health threats more effectively and rapidly.
The Hub’s latest annual report highlights the growing impact of this work and provides key insights into progress made in 2024.
As no country can tackle the next pandemic alone, WHO is supporting countries to implement Collaborative Surveillance, a new collaborative approach to disease surveillance that promotes data and information sharing so that outbreaks can be detected and controlled faster.
The early warning system hosted at the Hub, called Epidemic Intelligence from Open Sources (EIOS), scans online sources in real time and uses AI technology to identify public health threats more efficiently.
“The Hub is ensuring that the most robust tools and analytics are available to enhance early threat detection and rapid response and support decision-makers around the world,” said Dr Tedros Adhanom Ghebreyesus, WHO Director-General. “I have urged all WHO Member States to work closely with the Hub, not only to strengthen their own national and regional health security, but also to contribute to global preparedness and response.”
Pathogen genomics, which analyses the genetic material of viruses and other pathogens, has become a powerful tool to track and predict outbreaks. The Hub’s International Pathogen Surveillance Network (IPSN) connects over 235 organizations and countries to expand genomic surveillance more equitably around the world, including through a US$ 4 million fund for low- and middle-income countries.
“As part of the WHO Health Emergencies Programme, the WHO Hub for Pandemic and Epidemic Intelligence builds on proven surveillance approaches while continuously developing and integrating new, innovative methods for detecting and responding to health threats,” said Dr Mike Ryan, Executive Director of WHO’s Health Emergencies Programme.
To help decision-makers better understand an emerging health emergency and plan an effective response, the Hub is developing a cutting-edge platform that will visualize disease transmission and simulate the impact of different countermeasures. Once launched, the pandemic simulator will provide actionable insights to policy-makers and support them in responding to a health crisis.
“Our commitment to fostering trust, building partnerships and driving innovation has never been stronger. Together, we are building a safer, healthier world for all,” said Dr Chikwe Ihekweazu, Deputy Executive Director of WHO’s Health Emergencies Programme.
The collaborative spirit is also evident in the Hub’s physical space in Berlin, a dynamic campus for global collaboration that welcomes thousands of experts and collaborators each year at more than 60 onsite workshops and events.
“Germany has been a strong supporter of scientific innovation for global health security, including the vision to establish the WHO Hub for Pandemic and Epidemic Intelligence,” said Dr Oliver Morgan, Director of the WHO Hub for Pandemic and Epidemic Intelligence. “Germany recognized the urgent need for a space where science, technology and partnerships can come together to protect the world from future health threats. This vision is now a reality and we are proud to call Berlin the home for the Hub.”
“The WHO Hub in Berlin is a vibrant place for collaboration and co-creation. By leveraging WHO’s convening power, we bring partners together, facilitate data sharing and joint analysis, and support the collective adoption of innovative approaches,” said Sara Hersey, Director of Collaborative Intelligence at the WHO Hub in Berlin.
With the ongoing threat of future pandemics, WHO remains at the forefront of developing tools, building partnerships and strengthening public health intelligence and surveillance capacities worldwide.
The enriched software drives contextual business intelligence for the oil and gas industry
MOUNTAIN VIEW, Calif., June 17, 2025 (GLOBE NEWSWIRE) — Locus Technologies, the sustainability and Environmental Health and Safety (EHS) compliance software leader, announced its new integration with the U.S. Geological Survey’s (USGS) National Produced Waters Geochemical Database, simplifying compliance reporting for the oil and gas sector and enabling benchmarking against independent, scientifically validated data. Through this integration, geochemical records and water-related data from oil and gas wells across major U.S. basins—particularly those associated with hydraulic fracking—will be available to users of Locus Environmental Information Management (EIM) software, Locus GIS+, Locus Platform, and the company’s Produced Water App. The integration enriches geospatial analysis and accelerates strategic planning, placing an organization’s operational compliance and analytical data in the context of 100+ years of aggregated government records and 28 years of anonymized Locus data.
“This is a game changer for oil and gas companies as they responsibly manage produced water,” said Neno Duplan, founder and CEO of Locus Technologies. “We are positioning enterprises to focus their resources on substantive action plans rather than on aggregating siloed information. By leveraging open data intelligently, Locus continues to lead in delivering not just software—but the knowledge and context our customers need to succeed in today’s ESG- and CSRD-driven landscape.”
Locus software users tap chemistry sampling results from produced water and other deep formations from as early as 1905. The data spans 155 parameters, including metals, volatiles, gases, salts, radionuclides, and field readings, from 113,135 locations across the US and southern Canada. The publicly available dataset, released by USGS in December 2023, is the latest compilation and includes well descriptions, dates, rock properties, physical properties of the water, organic chemistry, and much more.
“It’s incredibly powerful, enabling customers to instantly generate visualizations of their data compared to USGS by region, depth, and chemistry, define regional chemical profiles and reuse thresholds, or flag anomalies in water quality trends – in seconds,” said Duplan. “We’ve aggregated the largest curated dataset available for AI and machine learning in the oil and gas water quality domain, and our integrated AI tools yield unprecedented insight and predictive power for Locus customers to manage their water metrics and quality.”
To learn more about Locus software and this integration, please visit http://www.locustec.com.
About Locus Technologies Locus Technologies, the global environmental, social, governance (ESG), sustainability, and EHS compliance software leader, empowers companies of every size and industry to be credible with ESG reporting. From 1997, Locus pioneered enterprise software-as-a-service (SaaS) for EHS compliance, water management, and ESG credible reporting. Locus apps and software solutions improve business performance by strengthening risk management and EHS for organizations across industries and government agencies. Organizations ranging from medium-sized businesses to Fortune 500 enterprises, such as Sempra, Corteva, Chevron, DuPont, Chemours, San Jose Water Company, The Port Authority of New York and New Jersey, Port of Seattle, and Los Alamos National Laboratory, have selected Locus. Locus is headquartered in Mountain View, California. For further information regarding Locus and its commitment to excellence in SaaS solutions, please visit http://www.locustec.com or email info@locustec.com.
Derby City Council has launched a consultation to gather feedback on how it supports the city’s children. The Council’s draft Early Years 0-7 Strategy has been designed to create an inclusive and thriving city where every child and young person can succeed and live their best life.
Children develop quickly in the early years and a child’s experiences between birth and age seven have a major impact on their future life. This strategy sets out a vision of how education, health and social care services will collaborate with families and the voluntary sector to provide all Derby children with equal opportunity to be healthy, happy, and safe.
The Council would love to hear what parents, carers, stakeholders and city residents think about the draft strategy to help shape it going forwards. An online survey is now live on Let’s Talk Derby and is open until Friday 25 July.
Derby has already demonstrated significant progress in supporting its most disadvantaged children. In 2024, 54% of Derby children eligible for free school meals achieved a Good Level of Development (GLD), surpassing the national average of 51.5%. Furthermore, 29.8% of Derby children receiving SEND Support and 4.1% of children with an Education, Health and Care (EHC) Plan achieved a GLD, compared with national outcomes of 24.9% and 3.8% respectively. These achievements place Derby 10th nationally for these key outcomes.
This new strategy builds on these existing strengths and aims to further narrow the educational attainment gap, ensuring that all children, particularly the most disadvantaged, can flourish.
The Council has developed the strategy in partnership with key Early Years stakeholders, identifying areas where collective efforts can further improve outcomes for children and families across the city.
Councillor Paul Hezelgrave, Derby City Council Cabinet Member for Children, Young People and Skills, said:
Derby aims to be an ambitious and inclusive city where all children and young people can thrive. This means providing the best possible start in life, fostering a strong sense of belonging, and supporting their development, health, and well-being.
This vision will be achieved through a strong collaborative network with children and families at the centre, ensuring they get the right support at the right time.
You can contribute to this by taking part in our consultation on the draft Early Years Strategy, so please take part.
The survey is available at Let’s Talk Derby until Friday 25 July. Feedback can also be sent by post to Coral Golding, Professional Advocate for Children in Education (PACE) and Early Years Quality Improvement Service Manager, at The Council House, Corporation Street, Derby, DE1 2FS.
NEW YORK, June 17, 2025 (GLOBE NEWSWIRE) — XWELL, Inc. (Nasdaq: XWEL) (“XWELL” or the “Company”), a leading provider of wellness solutions for people on the go, today announced it has been named the Official Wellness Spa of the Orlando Magic as part of a new multiyear partnership. The partnership reflects a significant milestone in XWELL’s strategic expansion beyond airports and into high-growth local markets – beginning with Florida.
“This partnership with the Orlando Magic represents a powerful opportunity to introduce our wellness offerings to a broader community,” said XWELL CEO Ezra Ernst. “Florida is a priority growth market for us, and we’re proud to partner with an organization that shares our dedication to physical and mental well-being. Together, we’ll help make wellness more accessible and top-of-mind for fans throughout the region.”
Building on its strong foundation in Orlando —where XWELL has long served wellness-minded travelers at its Xpres Spa in Orlando International Airport—this new collaboration allows XWELL to extend its reach into the broader community. It underscores the company’s expanding mission to liberate wellness beyond travel hubs and into daily life.
Through this partnership, XWELL will receive significant brand integration across the Magic’s digital and in-arena platforms, including LED signage during home games, sponsored sweepstakes, radio promotions, website and app placement, and exclusive activations at Magic Fan Fest events outside the Kia Center. The agreement also includes on-court contests, consumer giveaways, and a co-branded wellness event at a local XWELL spa location featuring appearances by Magic alumni, the Magic entertainment teams, and fan-favorite mascot STUFF.
“The Orlando Magic are thrilled to partner with XWELL, a brand continuing to grow in Central Florida,” said Magic Sr. Vice President of Global Partnerships J.T. McWalters. “As two organizations that place an emphasis on legendary customer service, this partnership is a natural fit. We can’t wait to share with our fans all that XWELL has to offer the Central Florida community.”
The partnership plays a key role in supporting XWELL’s business goals in Florida, where the company is focused on expanding its medspa footprint as well as building brand awareness and lasting connections with local consumers. Through high-visibility brand activations and community engagement, XWELL aims to strengthen customer acquisition and solidify its role as a leading wellness provider in the state – inside and outside the airport.
For Magic fans and the broader Orlando community, XWELL’s presence at Kia Center and in the local area reflects the shared commitment of both brands to the health and well-being of its fans, players, and staff. With a growing number of wellness spas and services available to Magic fans across Florida, XWELL is poised to help bring the same mindset of care, recovery, and resilience off the court and into everyday life.
XWELL and the Orlando Magic will launch their first co-branded campaign and sweepstakes this season, offering fans exclusive discounts, chances to win a year of spa treatments, and additional unique opportunities to come.
To learn more about XWELL’s services and locations, visit www.XWELL.com.
About XWELL, Inc. XWELL, Inc. (Nasdaq: XWEL) is a global wellness holding company that operates a portfolio of brands dedicated to health, beauty, and self-care, including Xpres Spa®, Naples Wax Center®, XpresCheck®, and HyperPointe™. With locations in airports and metropolitan areas across the country, XWELL is redefining the modern wellness experience through innovation, personalization, and accessibility.
About the Orlando Magic Orlando’s NBA franchise since 1989, the Magic’s mission is to be world champions on and off the court, delivering legendary moments every step of the way. Under the DeVos family’s ownership, the Magic have seen great success in a relatively short history, winning eight division championships (1995, 1996, 2008, 2009, 2010, 2019, 2024, 2025) with seven 50-plus win seasons and capturing the Eastern Conference title in 1995 and 2009. Off the court, on an annual basis, the Orlando Magic gives more than $2 million to the local community by way of sponsorships of events, donated tickets, autographed merchandise and grants. Orlando Magic community relations programs impact an estimated 100,000 kids each year, while a Magic staff-wide initiative provides more than 7,000 volunteer hours annually. In addition, the Orlando Magic Youth Foundation (OMYF) which serves at-risk youth, has distributed more than $30 million to local nonprofit community organizations over the last 35 years. The Magic’s other entities include the team’s NBA G League affiliate, the Osceola Magic, 2021 G League champions, and the Orlando Solar Bears of the ECHL, which serves as the affiliate to the NHL’s Tampa Bay Lightning. The Magic play their home games at the award-winning Kia Center – voted by fans no. 1 in the NBA for game experience; honored with TheStadiumBusiness Awards’ Customer Experience Award; named SportsBusiness Journal’s Sports Facility of the Year; and awarded the Venue Excellence Award (VEA) by the International Association of Venue Managers. The Magic practice at the award-winning AdventHealth Training Center. The Magic was also recognized by the Sports Business Journal as one of the “Best Places to Work” in sports in 2023 and 2024. For ticket information, visit OrlandoMagic.com or call 407-89-MAGIC.
Forward-Looking Statements This press release may contain “forward-looking” statements within the meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. These include statements preceded by, followed by or that otherwise include the words “believes,” “expects,” “anticipates,” “estimates,” “projects,” “intends,” “should,” “seeks,” “future,” “continue,” or the negative of such terms, or other comparable terminology. Important factors that could cause actual results to differ materially from those indicated by such forward-looking statements include, without limitation: the anticipated use of proceeds from the private placement. Forward-looking statements relating to expectations about future results or events are based upon information available to XWELL as of the date of this press release, and are not guarantees of the future performance of the Company, and actual results may vary materially from the results and expectations discussed. Additional information concerning these and other risks is contained in the Company’s Annual Report on Form 10-K, as amended, Quarterly Reports on Form 10-Q and Current Reports on Form 8-K, and otherSecurities and Exchange Commissionfilings. All subsequent written and oral forward-looking statements concerning XWELL, or other matters and attributable to XWELL or any person acting on its behalf are expressly qualified in their entirety by the cautionary statements above. XWELL does not undertake any obligation to publicly update any of these forward-looking statements to reflect events or circumstances that may arise after the date hereof.
The U.S. government recently cut more than $1 billion in funding to two long-running programs that helped schools and food banks feed children and families in need. The U.S. Department of Agriculture says the reductions are a “return to long-term, fiscally responsible initiatives.” But advocacy groups say the cuts will hurt millions of Americans.
The reductions came just days before the release of the Trump administration’s Make America Healthy Again report, an analysis of the factors causing chronic disease in children. One of those factors, the report says, is poor diet.
Marlene Schwartz, a professor of human development and family sciences and director of the Rudd Center for Food Policy & Health at UConn, discusses why cutting the Local Food for Schools and the Local Food Purchase Assistance programs means less fresh food will be available to children and families – and could hurt local farmers and ranchers too.
The Conversation has collaborated with SciLine to bring you highlights from the discussion, edited here for brevity and clarity.
Could you explain the two programs that were cut?
Marlene Schwartz: Most schools were eligible for Local Food for Schools, a $660 million program, which has now been cut. The funds for Local Food for Schools were on top of the reimbursement that schools get for meals and would have allowed them to buy more local, fresh food.
The Local Food Purchase Assistance program was designed primarily for food banks. Again, the idea was to provide federal money, about $500 million, so food banks could buy from local farmers and support local agriculture. But that too was cut.
How will these cuts affect families and schoolchildren?
Schwartz: Many children eat two of their meals, five days a week, at school. During the 2022-2023 school year, about 28 million kids ate lunch at school. More than 14 million had breakfast there.
Having fresh, local produce in the school cafeteria provides the opportunity to introduce children to more fruits and vegetables and teach them about the food grown in their own communities. Think about how powerful a lesson about nutrition and local agriculture can be when you not only hear and read about it but can taste it too.
How will these cuts affect farmers and ranchers?
Schwartz: When the funding was there, the farmers and ranchers knew they had guaranteed buyers for their products. So the loss of these funds, especially so quickly, will have a very negative effect on them. Suddenly, the buyers they counted on don’t have the money to buy from them.
How does nutritious food in schools impact kids?
Schwartz: Both the National School Lunch Program and the School Breakfast Program are required to comply with the dietary guidelines for Americans, so they’ve always had nutrition standards. These guidelines are updated every five years to reflect the most recent science and public health needs.
The regulations on school meal nutrition were strengthened significantly with the 2010 Healthy, Hunger-Free Kids Act. We’ve done a number of studies showing that because of these changes, healthier meals are available at schools, and children eat better. The U.S. Department of Agriculture also did a large national study that reported much the same.
Another study looked at the nutritional quality of the food at school, from home and at restaurants. It found that school food was the healthiest of all. Many people were surprised by this, but when you think about it, schools are the only setting required to follow federal and state nutrition regulations – restaurants and grocery stores don’t have to do that.
But getting kids to eat nutritious food can be a challenge.
Schwartz: We’ve known for decades that American children are not eating enough fruits and vegetables. We know they’re eating too much added sugar, saturated fat and sodium.
This is due in part to the millions of dollars food companies spend to entice children to eat more sugary cereals, sweetened beverages and fast food.
I think the best nutrition education happens on your plate. By maximizing the quality of food served in schools, policymakers can influence the diets of millions of children every single day.
How nutritious are the foods at food banks?
Schwartz: Food banks often measure their success in terms of the pounds of food they distribute into a community. But families relying on the charitable food system often have a higher risk of diet-related illness – like high blood pressure or Type 2 diabetes – and many want healthier foods.
In response, food banks, which nationwide serve about 50 million Americans, have made a concerted effort to improve the nutritional quality of their food. There’s now a system to help food banks consistently track the nutritional quality of what they provide.
1. The EU and its Member States are the largest contributors to global health financing, including through contributions to the World Health Organisation (WHO), with whom the EU collaborates in line with its commitments and available resources.
2. The negotiations on the WHO Pandemic Agreement were successfully concluded by the Intergovernmental Negotiating Body on 16 April 2025 and the text has been formally adopted at the 78th World Health Assembly on 20 May 2025. The Assembly has set out the arrangements for finalising the work on the annex on Pathogen Access and Benefit Sharing, and for the eventual opening for signature of the Agreement. Throughout the negotiations, the Commission, acting as the Union Negotiator pursuant to Council Decision (EU) 2022/451[1], has cooperated closely with Member States.
3. Cooperation between EU and the United States of America (USA) agencies on health is ongoing, including between the European Medicines Agency (EMA) and the USA Food and Drug Administration (FDA), as well as between the European Centre for Disease Prevention and Control (ECDC) and the USA Centres for Disease Control and Prevention (CDC). Such cooperation contributes to improving the health of both EU and USA citizens.
[1] The Commission negotiates the Pandemic Agreement on behalf of the European Union, for matters falling within Union competence, based on an authorisation from the Council of the European Union set out in Council Decision (EU) 2022/451 of 3 March 2022 authorising the opening of negotiations on behalf of the European Union for an international agreement on pandemic prevention, preparedness and response, as well as complementary amendments to the International Health Regulations (2005) (OJ L 92, 21.3.2022, p. 1). The Commission, as the Union negotiator, is guided by the negotiating directives annexed to the decision, laying down the main objectives and principles to be achieved.
Albion Technology & General VCT PLC Interim Management Statement LEI code: 213800TKJUY376H3KN16
Introduction I present Albion Technology & General VCT PLC (the “Company”)’s interim management statement for the period from 1 January 2025 to 31 March 2025.
Performance The Company’s unaudited net asset value (“NAV”) as at 31 March 2025 was £274.8 million or 73.51 pence per share (excluding treasury shares), an increase of 0.47 pence per share (0.6%) since 31 December 2024.
Fundraising A prospectus Top Up Offer of new ordinary shares opened to applications on 6 January 2025. The Board announced on 31 March 2025 that it had reached its £30 million limit (inclusive of the Company’s £10 million over-allotment facility) under its offer for subscription.
During the period, the Company issued the following shares under the Albion VCTs Top Up Offers 2024/2025:
Date
Number of shares issued
Issue price per share
Net consideration received £’000
21 March 2025
29,774,402
74.54 to 75.30 pence
21,748
Portfolio The following investments have been made during the period:
New investments
£’000
Activity
Latent Technology Group
1,722
Reinforcement Learning based Animation
Innerworks Technology
350
Adaptive security
Scripta Therapeutics
274
AI-enabled drug discovery
OtoImmune
172
Detection and treatment of autoimmune diseases
Pastel Health
97
Digital-first provider of multi-specialty care
Formicor Pharmaceuticals
55
Drug reformulation
Total new investments
2,670
Further investments
£’000
Activity
Mondra Global
1,273
Food supply chain emissions modelling
TransFICC
1,097
A provider of a connectivity solution, connecting financial institutions with trading venues via a single Application Programming Interface (“API”)
Runa Network
90
Cloud platform and infrastructure that enables corporates to issue digital incentives and payouts
NuvoAir Holdings
71
Digital therapeutics and decentralised clinical trials for respiratory conditions
uMedeor (T/A uMed)
59
A middleware technology platform that enables life science organisations to conduct medical research programmes
Total further investments
2,590
Top ten holdings as at 31 March 2025:
Investment
Carrying value £’000
% of net asset value
Activity
Quantexa
51,401
18.7%
Network analytics platform to detect financial crime
Proveca
18,414
6.7%
Reformulation of medicines for children
Gravitee Topco (T/A Gravitee.io)
9,259
3.4%
API management platform
Oviva
8,814
3.2%
A technology enabled service business in medical nutritional therapy (“MNT”)
Convertr Media
5,966
2.2%
Digital lead generation software
The Evewell Group
5,815
2.1%
Operator and developer of women’s health centres focusing on fertility
TransFICC
5,719
2.1%
A provider of a connectivity solution, connecting financial institutions with trading venues via a single API
Chonais River Hydro
5,606
2.0%
Owner and operator of a 2 MW hydro-power scheme in the Scottish Highlands
Runa Network
5,420
2.0%
Cloud platform and infrastructure that enables corporates to issue digital incentives and payouts
Radnor House School (TopCo)
4,968
1.8%
Independent school for children aged 2-18
A full breakdown of the Company’s portfolio can be found on the Company’s webpage on the Manager’s website at www.albion.capital/vct-funds/AATG.
Share buy-backs During the period, the Company did not buy back any shares as the Company was in a close period until 23 April 2025.
It remains the Board’s policy to buy back shares in the market, subject to the overall constraint that such purchases are in the Company’s interest, including the maintenance of sufficient resources for investment in existing and new portfolio companies and the continued payment of dividends to shareholders.
It is the Board’s intention for buy-backs to be at around a 5% discount to net asset value, so far as market conditions and liquidity permit.
Material events and transactions after the period end After the period end, the Company issued the following new Ordinary shares of nominal value 1 penny per share under the Albion VCTs Prospectus Top Up Offers 2024/2025:
Date
Number of shares issued
Issue price per share
Net consideration received £’000
4 April 2025
10,100,775
75.30 pence
7,378
There have been no other material events or transactions after the period end to the date of this announcement.
Further information Further information regarding historic and current financial performance and other useful shareholder information can be found on the Company’s webpage on the Manager’s website at www.albion.capital/vct-funds/AATG.
Clive Richardson, Chairman 17 June 2025
For further information please contact: Vikash Hansrani Operations Partner Albion Capital Group LLP – Tel: 020 7601 1850
Albion Technology & General VCT PLC Interim Management Statement LEI code: 213800TKJUY376H3KN16
Introduction I present Albion Technology & General VCT PLC (the “Company”)’s interim management statement for the period from 1 January 2025 to 31 March 2025.
Performance The Company’s unaudited net asset value (“NAV”) as at 31 March 2025 was £274.8 million or 73.51 pence per share (excluding treasury shares), an increase of 0.47 pence per share (0.6%) since 31 December 2024.
Fundraising A prospectus Top Up Offer of new ordinary shares opened to applications on 6 January 2025. The Board announced on 31 March 2025 that it had reached its £30 million limit (inclusive of the Company’s £10 million over-allotment facility) under its offer for subscription.
During the period, the Company issued the following shares under the Albion VCTs Top Up Offers 2024/2025:
Date
Number of shares issued
Issue price per share
Net consideration received £’000
21 March 2025
29,774,402
74.54 to 75.30 pence
21,748
Portfolio The following investments have been made during the period:
New investments
£’000
Activity
Latent Technology Group
1,722
Reinforcement Learning based Animation
Innerworks Technology
350
Adaptive security
Scripta Therapeutics
274
AI-enabled drug discovery
OtoImmune
172
Detection and treatment of autoimmune diseases
Pastel Health
97
Digital-first provider of multi-specialty care
Formicor Pharmaceuticals
55
Drug reformulation
Total new investments
2,670
Further investments
£’000
Activity
Mondra Global
1,273
Food supply chain emissions modelling
TransFICC
1,097
A provider of a connectivity solution, connecting financial institutions with trading venues via a single Application Programming Interface (“API”)
Runa Network
90
Cloud platform and infrastructure that enables corporates to issue digital incentives and payouts
NuvoAir Holdings
71
Digital therapeutics and decentralised clinical trials for respiratory conditions
uMedeor (T/A uMed)
59
A middleware technology platform that enables life science organisations to conduct medical research programmes
Total further investments
2,590
Top ten holdings as at 31 March 2025:
Investment
Carrying value £’000
% of net asset value
Activity
Quantexa
51,401
18.7%
Network analytics platform to detect financial crime
Proveca
18,414
6.7%
Reformulation of medicines for children
Gravitee Topco (T/A Gravitee.io)
9,259
3.4%
API management platform
Oviva
8,814
3.2%
A technology enabled service business in medical nutritional therapy (“MNT”)
Convertr Media
5,966
2.2%
Digital lead generation software
The Evewell Group
5,815
2.1%
Operator and developer of women’s health centres focusing on fertility
TransFICC
5,719
2.1%
A provider of a connectivity solution, connecting financial institutions with trading venues via a single API
Chonais River Hydro
5,606
2.0%
Owner and operator of a 2 MW hydro-power scheme in the Scottish Highlands
Runa Network
5,420
2.0%
Cloud platform and infrastructure that enables corporates to issue digital incentives and payouts
Radnor House School (TopCo)
4,968
1.8%
Independent school for children aged 2-18
A full breakdown of the Company’s portfolio can be found on the Company’s webpage on the Manager’s website at www.albion.capital/vct-funds/AATG.
Share buy-backs During the period, the Company did not buy back any shares as the Company was in a close period until 23 April 2025.
It remains the Board’s policy to buy back shares in the market, subject to the overall constraint that such purchases are in the Company’s interest, including the maintenance of sufficient resources for investment in existing and new portfolio companies and the continued payment of dividends to shareholders.
It is the Board’s intention for buy-backs to be at around a 5% discount to net asset value, so far as market conditions and liquidity permit.
Material events and transactions after the period end After the period end, the Company issued the following new Ordinary shares of nominal value 1 penny per share under the Albion VCTs Prospectus Top Up Offers 2024/2025:
Date
Number of shares issued
Issue price per share
Net consideration received £’000
4 April 2025
10,100,775
75.30 pence
7,378
There have been no other material events or transactions after the period end to the date of this announcement.
Further information Further information regarding historic and current financial performance and other useful shareholder information can be found on the Company’s webpage on the Manager’s website at www.albion.capital/vct-funds/AATG.
Clive Richardson, Chairman 17 June 2025
For further information please contact: Vikash Hansrani Operations Partner Albion Capital Group LLP – Tel: 020 7601 1850
Albion Technology & General VCT PLC Interim Management Statement LEI code: 213800TKJUY376H3KN16
Introduction I present Albion Technology & General VCT PLC (the “Company”)’s interim management statement for the period from 1 January 2025 to 31 March 2025.
Performance The Company’s unaudited net asset value (“NAV”) as at 31 March 2025 was £274.8 million or 73.51 pence per share (excluding treasury shares), an increase of 0.47 pence per share (0.6%) since 31 December 2024.
Fundraising A prospectus Top Up Offer of new ordinary shares opened to applications on 6 January 2025. The Board announced on 31 March 2025 that it had reached its £30 million limit (inclusive of the Company’s £10 million over-allotment facility) under its offer for subscription.
During the period, the Company issued the following shares under the Albion VCTs Top Up Offers 2024/2025:
Date
Number of shares issued
Issue price per share
Net consideration received £’000
21 March 2025
29,774,402
74.54 to 75.30 pence
21,748
Portfolio The following investments have been made during the period:
New investments
£’000
Activity
Latent Technology Group
1,722
Reinforcement Learning based Animation
Innerworks Technology
350
Adaptive security
Scripta Therapeutics
274
AI-enabled drug discovery
OtoImmune
172
Detection and treatment of autoimmune diseases
Pastel Health
97
Digital-first provider of multi-specialty care
Formicor Pharmaceuticals
55
Drug reformulation
Total new investments
2,670
Further investments
£’000
Activity
Mondra Global
1,273
Food supply chain emissions modelling
TransFICC
1,097
A provider of a connectivity solution, connecting financial institutions with trading venues via a single Application Programming Interface (“API”)
Runa Network
90
Cloud platform and infrastructure that enables corporates to issue digital incentives and payouts
NuvoAir Holdings
71
Digital therapeutics and decentralised clinical trials for respiratory conditions
uMedeor (T/A uMed)
59
A middleware technology platform that enables life science organisations to conduct medical research programmes
Total further investments
2,590
Top ten holdings as at 31 March 2025:
Investment
Carrying value £’000
% of net asset value
Activity
Quantexa
51,401
18.7%
Network analytics platform to detect financial crime
Proveca
18,414
6.7%
Reformulation of medicines for children
Gravitee Topco (T/A Gravitee.io)
9,259
3.4%
API management platform
Oviva
8,814
3.2%
A technology enabled service business in medical nutritional therapy (“MNT”)
Convertr Media
5,966
2.2%
Digital lead generation software
The Evewell Group
5,815
2.1%
Operator and developer of women’s health centres focusing on fertility
TransFICC
5,719
2.1%
A provider of a connectivity solution, connecting financial institutions with trading venues via a single API
Chonais River Hydro
5,606
2.0%
Owner and operator of a 2 MW hydro-power scheme in the Scottish Highlands
Runa Network
5,420
2.0%
Cloud platform and infrastructure that enables corporates to issue digital incentives and payouts
Radnor House School (TopCo)
4,968
1.8%
Independent school for children aged 2-18
A full breakdown of the Company’s portfolio can be found on the Company’s webpage on the Manager’s website at www.albion.capital/vct-funds/AATG.
Share buy-backs During the period, the Company did not buy back any shares as the Company was in a close period until 23 April 2025.
It remains the Board’s policy to buy back shares in the market, subject to the overall constraint that such purchases are in the Company’s interest, including the maintenance of sufficient resources for investment in existing and new portfolio companies and the continued payment of dividends to shareholders.
It is the Board’s intention for buy-backs to be at around a 5% discount to net asset value, so far as market conditions and liquidity permit.
Material events and transactions after the period end After the period end, the Company issued the following new Ordinary shares of nominal value 1 penny per share under the Albion VCTs Prospectus Top Up Offers 2024/2025:
Date
Number of shares issued
Issue price per share
Net consideration received £’000
4 April 2025
10,100,775
75.30 pence
7,378
There have been no other material events or transactions after the period end to the date of this announcement.
Further information Further information regarding historic and current financial performance and other useful shareholder information can be found on the Company’s webpage on the Manager’s website at www.albion.capital/vct-funds/AATG.
Clive Richardson, Chairman 17 June 2025
For further information please contact: Vikash Hansrani Operations Partner Albion Capital Group LLP – Tel: 020 7601 1850
