List of compromised VCE exams revealed

GRAND FORKS — The latest defense authorization bill expands mental health care access for North Dakota’s military service members and adds new provisions for countering threats posed by unmanned drones. Those are among the provisions touted by North Dakota’s two U.S. senators in the annual National Defense Authorization Act. President Joe Biden signed the bill into law Monday after it passed by divided votes in the House and Senate. ADVERTISEMENT Language in the latest NDAA includes an order to establish a counter-UAS task force combatting drone incursions onto U.S. military bases and several provisions for current service members’ mental health care, including measures singling out pilots of U.S. combat drones. Drone incursions have been reported in recent weeks over U.S. military bases in England and Germany, while residents of several eastern states have reported seeing numerous unidentified lighted drones flying overhead, though U.S. officials say most of the latter incidents have been manned aircraft. Sen. John Hoeven, R-N.D., said the NDAA “helps formalize what (the Defense Department) is already doing” to combat unwanted drone use, citing the counter-UAS goals of Project ULTRA and ongoing efforts to integrate drones into U.S. airspace at the Northern Plains UAS Test Site. Project ULTRA — which stands for UAS logistics, traffic, research and autonomy — seeks to boost national security and operational efficiency of unmanned aerial system operations. “The interesting thing about Grand Forks is we’ve built an ecosystem where, I’ve talked about us being the tip of the spear against China; we’re the tip of the spear in developing drone and counter-drone,” Hoeven said. Sen. Kevin Cramer, R-N.D., has championed a provision that expands the number of mental health providers certified under military health insurance provider TRICARE. Cramer said he pushed for the expanded access in response to a pair of suicides among Grand Forks Air Force Base personnel in the past several years. “The standards to join TRICARE are so stringent now, they don’t take into account that some states like North Dakota only have certain accreditations and certifications that are available to them,” Cramer said. “If you don’t get the right credential — it’s not that it’s a better credential, just the right one — your providers don’t meet the standard for TRICARE.” ADVERTISEMENT He’s also pushed for a provision creating a combat status identifier for pilots of remotely piloted aircraft involved in combat operations. Cramer cited as inspiration the 119th Wing of the North Dakota National Guard, which flies MQ-9 Reaper unmanned planes. “Our remote pilots are treated differently when it comes to things like PTSD potential or depression or mental health challenges as the result of, say, a kill shot,” he said. “I wanted to make sure the remote pilots are given the same type of consideration as somebody that’s in the cockpit of an airplane.” This year’s NDAA also authorizes $1.9 million in planning and design funding for maintenance on Grand Forks Air Force Base’s runway — one of Cramer’s pet projects — and reauthorization for the Space Development Agency’s mission, including its recently-established Operations Center North at Grand Forks Air Force Base. Hoeven said his office is working to appropriate another $450 million toward an advanced fire control system built off the SDA’s network of low-Earth orbit satellites. Other North Dakota-specific provisions in this year’s NDAA include authorization for funding to update the UH-72 Lakota helicopters used by the North Dakota National Guard and funding authorization to modernize Minot Air Force Base’s nuclear capabilities. Policy measures, like more provider options for mental health care or the counter-UAS task force, became law with the passage of the NDAA. ADVERTISEMENT However, NDAA provisions that require funding — like nuclear modernization or the runway study — will need to pass in a separate defense appropriations bill. “An authorization just says that it’s approved,” Hoeven explained. “In defense appropriations, we allocate the dollars to do it, and if we don’t provide those dollars for the NDAA, for those authorizations or programs, then obviously they don’t advance.” The federal government is currently operating at last year’s funding levels via a continuing resolution set to expire in March. Congress will have to attempt to pass a defense appropriations bill before then or pass another continuing resolution. The NDAA usually passes with significant bipartisan support. This year, however, the bill passed with significant dissent from both House and Senate Democrats after a last-minute amendment by House Speaker Mike Johnson added language barring TRICARE from covering some gender-affirming care for transgender children of service members. Both Hoeven and Cramer expressed support for Johnson’s amendment, which blocks gender-affirming care “that could result in sterilization” — though medical professionals say hormone therapy (like puberty blockers) generally does not cause infertility. Cramer said providing gender-affirming care did not support military readiness and dismissed concerns about the mental health impact of denying that care to minors. “(The amendment) has a much lower priority than caring for people who are stressed out by the fact that they’re a warfighter,” he said. “We need them to be healthy, we need them to be ready for war, and puberty blockers, gender-affirming care, just simply don’t do either of those things.” ADVERTISEMENT Hoeven said gender-affirming care was hurting military readiness and recruiting and decried providing gender-affirming care as a “social experiment,” a phrase also used by Cramer. President-elect Donald Trump is widely expected to reinstate a ban on transgender service members in the U.S. Armed Forces, as he did in his first administration. North Dakota’s U.S. senators also dismissed concerns that the Johnson provision could affect bipartisanship or productivity in the next Congress. The Senate ultimately passed the NDAA 85-15, while less than half of the House’s Democrats supported the act. More Democrats attacked Johnson’s last-minute addition while saying they felt compelled to vote for the broader bill. “I’m hopeful Democrats will come around and join us with what we’ve always done with our military, which is support our professional, great men and women in uniform who do such an outstanding job, not a bunch of social policies that shouldn’t be in there,” Hoeven said. He also said he expects the embattled House speaker, who holds one of the smallest House majorities in history, to be reelected next year. ADVERTISEMENT Cramer called this year’s NDAA a loss for the political left but said he “wouldn’t read a whole lot” into the dissent, pointing out the bill had continued its decades-long streak of passing into law despite partisan gridlock. The 118th Congress, which ends Jan. 3, has been called one of the least productive Congresses in decades, and is by some counts the least productive in U.S. history.ISPR presser ISPR has asserted that youth were manipulated through toxic propaganda Inter-Services Public Relations (ISPR) Director General Lieutenant General Ahmed Sharif Chaudhry briefing media at the General Headquarters, Rawalpindi, December 27, 2024. — ISPR The power players in Pakistan’s politics are clear as day. And one of them has spoken. While the ISPR director-general’s press conference yesterday was, on the surface, a briefing on national security and foreign relations, it unmistakably veered into the realm of politics, with pointed remarks regarding the PTI and Imran Khan. Held without any immediate trigger, the presser ostensibly covered a range of issues – from the return of terrorism to cross-border relations with Afghanistan – but carried an undercurrent of rebuke for the PTI’s narrative and conduct. In response to queries about alleged backdoor talks with the PTI, ISPR DG Lieutenant General Ahmed Sharif Chaudhry emphatically stated that no political leader’s ambition supersedes the welfare of Pakistan. The message as it were will have been received by those it was intended for. googletag.cmd.push(function() { googletag.display('div-gpt-ad-1700472799616-0'); }); The events of May 9, 2023 continue to haunt the political and institutional landscape. The ISPR has asserted that youth were manipulated through toxic propaganda. Observers have for months been pointing out the PTI social media’s role in the violence and subsequent fallout. Particularly contentious is the PTI’s insistence on framing the events as a ‘false flag operation’. This narrative, as the military spokesperson noted, is incendiary and undermines the possibility of any rapprochement. The PTI has been repeatedly advised by political analysts and even within its own ranks to backtrack from its false flag claims if it wishes to engage meaningfully in dialogue. Instead, the party’s continued adherence to this stance has only fanned the flames, making the May 9 incident a flashpoint in civil-military relations. Meanwhile, there is the matter of military trials of civilians – criticised by legal experts and defended by both the government as well as the ISPR. This dichotomy – between institutional necessity and legal propriety – adds another layer of complexity to an already fraught situation. The military’s frustration with the PTI’s narrative extends to the November 26, 2023 events in Islamabad and on Friday the military spokesperson emphasised that security personnel were unarmed and the blame for ‘false propaganda’ lies with the PTI. While that may clarify one end, there are unanswered questions about verified deaths and the government must address these concerns transparently; sweeping them under the rug will only deepen public mistrust. While politics seemed to be the main menu, the military presser also served as a policy declaration regarding Afghanistan. The ISPR DG underscored Pakistan’s commitment to dismantling terrorist networks originating from Afghan soil. As we have written earlier as well, this is a tough situation: Pakistan has been asking Afghanistan to stop supporting the TTP and has made no headway with this. However, Pakistan’s resolve to counter cross-border terrorism, while necessary, risks triggering retaliatory measures that could spiral into broader conflict and one hopes diplomatic channels remain open to prevent an already volatile region from descending into chaos. Overall, the timing and tone of the press conference raise serious questions about its impact on the ongoing negotiations between PTI and the government. Do they have institutional buy-in? And does the PTI even realise just how damaging it has been to itself? For Pakistan to navigate its myriad challenges – from terrorism to economic instability – all stakeholders must prioritise constructive engagement over adversarial posturing.Game Changer Alert! Bidu Share Price and the Future of Gaming

Buy this ASX 200 gold share trading 'at a significant discount to peers'Amidst the backdrop of AI revolution and shifting workplace dynamics, a question echoes through boardrooms across India: What defines organizational excellence in 2024? The answer lies not in theoretical frameworks, but in the real-world practices of companies that are already crafting tomorrow's workplace. This premise gave birth to the "Employers of the Future" (EotF) study, went beyond conventional research to uncover ground-breaking workplace innovations. The Employers of the Future study in association with Outlook Business Magazine, now in its third edition, represents a comprehensive examination of organizational practices and innovations that define workplace excellence with 20 organizations emerging as leaders in workplace innovation and employee-centric practices. While the study provides data and valuable insights, true transformation happens when leaders come together to share experiences and learn from each other. This understanding led to the creation of the EotF event series - a platform designed not just to present findings, but to facilitate genuine dialogue among industry leaders. The Top 5 themes that the organizations resonated with around employers of the future 2024 study were: Theme 1: Diversity, Equity and Inclusion - The Key Mantra for Future Ready Employers and are the key drivers for organizations to achieve productivity, revenue maximization, and employer desirability. It outlines the tangible benefits of diversity and inclusion programs, such as maximizing intellectual potential, improving employee belonging and engagement, fostering creativity and collaboration, and empowering employees to bring their authentic selves to work. Theme 2: Talent density is a function of productivity & intellectual potential . It emphasizes the direct relationship between talent density, productivity, and intellectual potential and how organizations can leverage digital technologies like AI, machine learning, and automation to enhance efficiency, oversight, and human contribution measurement with technology as a catalyst. Theme 3: ESG as a dimension is yet to be harnessed. This theme explores the current state of ESG (Environmental, Social, and Governance) efforts in India's context, where smaller organizations are less active while larger ones are relatively more proactive. It highlights the need for organizations to integrate ESG resonance not only from a business perspective but also from the employees' point of view. The insights and suggestions for employers include co-creating policies that resonate with employees, implementing ESG as a performance metric for managers, and conducting diversity and inclusion audits to create an equitable environment. Theme 4: Digitalization: From Operations Centric To Employee Productivity This theme emphasizes the shift from operations-centric digitalization to focusing on enhancing employee productivity. It highlights how digital applications, cloud solutions, AI, and smart algorithms can help with performance management, create predictive insights, and enable skills development through embedded workplace technology. The theme also discusses the role of AI chatbots, digitalized training, gamified learning, and AI/ML-led employee journeys in improving efficiency and productivity. Theme 5: Health & wellbeing of employees is a key priority for most organizations. This theme underscores the growing importance of employee health and wellbeing as a key priority for organizations. It outlines how companies are providing personal health platforms, incentive programs, and a culture that prioritizes the overall wellbeing of employees to maximize productivity. The theme lists various initiatives offered by employers, such as sabbaticals, physical and psychological support, onsite health activities, financial wellness programs, and community-building activities focused on employee health. Mayank Verma, CEO and Co-Founder Leadup Universe says - "The goal of the 'Employers of the Future' study was very obvious from the start: to create an extensive repertoire of best practices that would aid organizations and leaders on their path to excellence. The study has gained a solid reputation over the last three years for its perceptive conclusions and useful suggestions. This year's partnership with Outlook Business and Kantar has increased its legitimacy and widened its audience, solidifying its position as a vital tool for leadership across industry to know practices that can help build a future ready organisation". The themes shaped the philosophy and format for the discussion seminars. The three seminars planned to capture the voice of CXOs were curated and executed in Mumbai, Hyderabad and Gurugram from August till November 2024. Each seminar was uniquely structured to maximise learning and collaboration and carefully orchestrated gathering 70+ CXOs from distinctive industries in a room. The insights from the study were unveiled, bringing together C-suite executives and industry leaders for meaningful dialogue and knowledge exchange. These events served as platforms for sharing best practices and innovative solutions to contemporary workplace challenges. Rashmi Mandloi, Co-Founder Leadup says - " We have always believed in bridging the gap between academia and industry and a study like this gives us the depth and span of knowledge that can help in understanding and solving for the new challenges that awaits us around people, systems and technology. It's not just about the study itself; the network built around it creates a valuable ecosystem for forging connections that enable diverse organizations to collaborate and learn from each other." Moving away from traditional conference formats, all the seminars featured innovative "Brain Dating" sessions and showcased "PowerInsights" from the winning organizations. Mumbai August 22, 2024: The financial capital of India hosted the first of these transformative gatherings in association with Outlook Business Magazine, where CXOs from various sectors converged to discuss critical workplace themes. The event featured structured sessions including panel discussions, brain dating, and networking opportunities, creating an environment conducive to meaningful exchange of ideas and dialogues around multigenerational workforce collaboration and health-wellness integration with productivity. The Panel "Future of Work" featuring Nilesh Garg (MD & CEO, Tata AIG General Insurance), Amit(Associate Editor, Outlook Business), and Samik Basu( CHRO, Hindalco at Aditya Birla Group), shared practical strategies for digital transformation. The winners of EOTF 2024 with CXOs from Zydus, Cactus, Altimetric, NSE, Quantiphi, and MSD India showcased practices that make organizations 'Future Ready'. Key discussions in Mumbai centered around several crucial areas: Multigenerational Collaboration: Leaders addressed the challenge of fostering seamless collaboration between experienced professionals and Gen Z talent. Organizations shared innovative approaches to bridge generational gaps through targeted training programs and mutual learning initiatives. Health and Wellness Integration: A significant focus was placed on linking health and wellness initiatives directly to organizational productivity. CXOs advocated for elevating these initiatives to board-level discussions, emphasising their impact on employee performance and retention. ESG Implementation: The sessions highlighted the importance of embedding Environmental, Social, and Governance (ESG) principles into organisational DNA, with leaders discussing frameworks for accountability and incentive alignment. Kinjal Pande, CEO – Cluster India & India Subcontinent says " A genuine commitment to environmental stewardship and social responsibility is no longer optional but essential for long-term success. In this evolving landscape, fostering a culture of diversity, equity, and inclusion is crucial; it ensures that every voice is heard and valued, cultivating an environment where innovation can flourish. By nurturing a spirit of innovation and encouraging creative problem-solving, businesses can attract diverse talent and harness unique perspectives to drive progress and enhance competitiveness. Ultimately, organizations prioritizing these principles will be best positioned to lead in an increasingly complex global marketplace, achieving sustained growth while making a meaningful and positive impact on society." Hyderabad September 27, 2024: The technology hub of Hyderabad hosted the second event, in association with Outlook Business Magazine, where industry leaders delved deeper into organisational excellence and future-ready practices. These were further expanded to include conversations around digital transformation strategies and sustainable business practices. The brain dating session proved particularly insightful, generating four primary focus areas: Talent Density: Discussions centred on aligning talent strategies with organizational vision, addressing skill gaps, and preparing for future workforce needs. Sustainability Integration: Leaders shared experiences on embedding sustainability initiatives beyond compliance, emphasising the importance of employee engagement in environmental and social impact programs. Employee Well-being: The summit highlighted comprehensive approaches to employee health, encompassing social, emotional, physical, and financial dimensions. Digital Integration: Participants explored balanced approaches to implementing technology while maintaining human-centric values. CHROs from Kyndrly, Zenoti, Amara Raja, AGS Health, and SAP and practices that make the organization future ready. "Digital For Business & Experience was also debated and also a deep dive into ESG implementation strategies with measurable outcomes. Gurugram Nov 22, 2024: The Gurugram session, presented in partnership with Outlook Business Magazine, concluded with the power insights from all the winning organizations passing forwards their best practices to become future ready and the grand finale of the EotF 2024 initiatives. The three key themes: Enabling a Future-Ready Workforce: Leaders from Tata Communications, Amadeus, and Mahindra Electric shared strategies for leveraging AI, analytics, and upskilling programs to transform the workforce and cultivate a culture of continuous learning. Shaping Sustainable & Inclusive Workplaces: CHROs from Airtel, Reliance Industries, Honeywell, and Mahindra Logistics discussed approaches to embedding ESG principles, fostering diversity and inclusion, and driving employee engagement through purpose-led initiatives. Digital Transformation for Competitive Advantage: CIOs and CDOs from Aditya Birla Group, Tata Steel, ITC, and Mahindra & Mahindra showcased their digital transformation journeys, highlighting the use of emerging technologies to enhance operational efficiency, reimagine customer experience, and upskill their workforce. Mr. Rajeev Dubey, Ex-Chairman of Mahindra, eloquently laid out the fundamental dimensions of the future-ready leader - a critical framework for navigating today's complexities. There were Powerinsights from the future ready organization" taken by CXOs from InterGlobe, RenewBuy, Airtel Payments Bank, Meesho, Titan, Spice Money, PeopleStrong, PhonePe, and EY. The event was also positioned for CXO Insights: Workplace, Talent & Practices DB Schenker has been sponsoring EOTF since the past 2 years, Jyotsana Saxena, Chief People Officer- Cluster India and Indian Subcontinent says “ One needs to prioritize diverse perspectives to enhance creativity and adaptability in an ever-changing market. By investing in professional development and fostering a collaborative culture, where all employees can succeed. As we address future challenges, emphasizing ethical practices and sustainable solutions should be a comprehensive strategy that positions organizations to drive progress and set new standards in the industry." Key Outcomes and Insights Summarizing actionable insights for organizations striving to become future-ready Talent and Leadership Organizations need structured frameworks for digital enablement Investment in upskilling programs focusing on AI-complementary skills is crucial. The importance of creating spaces for innovation within established organizations. Wellness and Productivity Health initiatives should be directly linked to organizational productivity metrics Comprehensive well-being programs show measurable impact on absenteeism and productivity Mental health support systems are increasingly critical for organizational success Sustainability and Social Impact ESG initiatives require thorough employee education and engagement Organizations with strong sustainability programs show higher employee retention Industry-academia partnerships are vital for preparing future talent Digital Transformation Success lies in balancing technological adoption with human skills. Organizations need clear delineation between automation and human input. Digital customer engagement should enhance rather than replace human interactions The events concluded with exclusive networking sessions providing participants with an opportunity to forge meaningful connections in a relaxed setting. These sessions proved invaluable for: Building industry connections. Sharing additional insights and experiences. Creating opportunities for future collaboration. Fostering a community of forward-thinking leaders. Sponsors and Strategic Partners The Employers of the Future (EotF) 2024 initiative was made possible through the invaluable support of our distinguished partners. DB Schenker served as our strategic partner, providing critical insights and support throughout the study. Keka joined us as the bronze partner, bringing innovative HR technology perspectives. Budgetree stepped in as our total rewards partner, offering unique compensation and benefits insights. Quorum played a crucial role as our event and experience partner, ensuring the seamless execution of our seminars. Godawan by Diageo added a touch of celebration to our events, enriching the overall experience for our participants. Gifting Partners We extend our heartfelt gratitude to our exceptional gifting partners who added a personal touch to the EotF 2024 initiative. Madhujayanti delighted our participants with premium tea boxes, offering a moment of refreshment and reflection. Good Glam provided luxurious skin care products, emphasizing the importance of personal wellness. Just Nuts contributed a selection of premium honey and dry fruits, symbolizing natural health and nutrition. GoQii added a technological wellness element with their innovative watches, underlining the intersection of health, technology, and personal care. These partners not only enhanced the participant experience but also reinforced the event's commitment to holistic well-being and appreciation. Looking Ahead The Employers of the Future study and the subsequent events in Mumbai and Hyderabad and Gurugram in association with Outlook Business Magazine have set a new benchmark for organizational excellence in India. By demonstrating that successful organizations of tomorrow can effectively balance technological advancement with human-centric approaches, sustainability with profitability, and individual well-being with organizational productivity. As organizations continue to navigate the evolving workplace landscape, the insights and recommendations from these events serve as valuable guideposts. The success stories and strategies shared by participating organizations offer practical frameworks for others to emulate and adapt. The journey toward becoming an Employers of the Future is ongoing, requiring constant adaptation and refinement of approaches. As we look to the future, it's evident that organizations that embrace these insights and recommendations will be better positioned to thrive in an increasingly complex business environment.

Arteta wanted his team to prove their European credentials following some underwhelming displays away from home, and the Gunners manager got exactly what he asked for. Goals from Gabriel Martinelli, Kai Havertz, Gabriel Magalhaes, Bukayo Saka and Leandro Trossard got their continental campaign back on track in style following the 1-0 defeat at Inter Milan last time out. A memorable victory also ended Sporting’s unbeaten start to the season, a streak of 17 wins and one draw, the vast majority of which prompted Manchester United to prise away head coach Ruben Amorim. The Gunners had failed to win or score in their two away games in the competition so far this season, but they made a blistering start in the Portuguese capital and took the lead after only seven minutes. Declan Rice fed overlapping full-back Jurrien Timber, who curled a low cross in behind the home defence for Martinelli to finish at the far post. Arsenal doubled their lead in the 20th minute thanks to a glorious ball over the top from Thomas Partey. Saka escaped the clutches of his marker Maximiliano Araujo to beat the offside trap and poke the ball past advancing goalkeeper Franco Israel for Havertz to tap home. It was a scintillating first-half display which completely overshadowed the presence of Viktor Gyokeres in Sporting’s attack. The prolific Sweden striker, formerly of Coventry, has been turning the heads of Europe’s top clubs with his 24 goals in 17 games this season – including a hat-trick against Manchester City earlier this month. But the only time he got a sniff of a run at goal after an optimistic long ball, he was marshalled out of harm’s way by Gabriel. David Raya was forced into one save, tipping a fierce Geovany Quenda drive over the crossbar. But Arsenal added a third on the stroke of half-time, Gabriel charging in to head Rice’s corner into the back of the net. Our second-half goalscorers ❤️ pic.twitter.com/aFCIMffFaK — Arsenal (@Arsenal) November 26, 2024 To rub salt in the wound, the Brazilian defender mimicked Gyokeres’ hands-over-his-face goal celebration. That may have wound Sporting up as they came out after the interval meaning business, and they pulled one back after Raya tipped Hidemasa Morita’s shot behind, with Goncalo Inacio netting at the near post from the corner. Former Tottenham winger Marcus Edwards fired over, as did Gyokeres, with Arsenal temporarily on the back foot. But when Martin Odegaard’s darting run into the area was halted by Ousmane Diomande’s foul, Saka tucked away the penalty. Substitute Trossard added the fifth with eight minutes remaining, heading in the rebound after Mikel Merino’s shot was saved, and Gyokeres’ miserable night was summed up when his late shot crashed back off the post.Azerbaijan blames 'external interference' from Russia for plane crash that killed 38 - as flight attendant reveals how he sustained shrapnel wound from Russian missileCybertruck Values Have Cratered And Are Still Dropping

Ahead of World AIDS Day on 1 December, a new report by the Joint UN Programme on HIV/AIDS ( UNAIDS ) highlights the critical role of human rights in ending the AIDS pandemic as a public health threat by 2030. Titled “ Take the rights path to end AIDS, ” the report outlines how stigma, discrimination, and punitive laws hinder progress in the fight against HIV. Despite significant advancements in HIV treatment and prevention, human rights violations continue to block access to essential services. In 2023, 630,000 people died from AIDS-related illnesses, and 1.3 million people acquired HIV. The human rights challenge Marginalised communities, including women, girls, and LGBTQ+ individuals (lesbian, gay, bisexual, transgender, queer and others), remain disproportionately affected. Sub-Saharan Africa illustrates this disparity starkly: every day, 570 young women aged 15 to 24 acquire HIV, a rate three times higher than their male peers. Globally, 9.3 million people living with HIV are not receiving life-saving treatment. “Discrimination and violence against girls must be tackled as a human rights and health emergency,” said Nomonde Ngema, a 21-year-old HIV activist. Criminalisation obstructs progress Punitive laws targeting marginalised communities exacerbate the crisis. In 2023, 63 countries still criminalised same-sex relationships. HIV prevalence among gay men and other men who have sex with men is five times higher in these countries than in those where such laws do not exist. “Punitive laws and policies keep vulnerable people away from the help they need to prevent HIV, test for HIV, and treat HIV,” said Axel Bautista, Community Engagement Manager at MPact Global Action for Gay Men’s Health & Rights. “Instead of punishing marginalized communities, governments need to uphold their human rights,” he emphasised. UNAIDS’ 2021 Political Declaration on Ending HIV/AIDS called for the removal of restrictive laws by 2025, but progress remains slow. Bridging the innovation gap Scientific breakthroughs, such as long-acting injectable medicines, offer hope but remain inaccessible to many due to high costs and limited production. “Medical tools that save lives cannot be treated merely as commodities,” said Alexandra Calmy, HIV lead at the University Hospitals of Geneva. “The revolutionary therapeutic and preventive options currently being developed must be made accessible without delay to achieve universal reach.” The report calls for a human rights-centred approach to ensure equitable access to these life-saving innovations. Voices of change The UNAIDS report amplifies perspectives from global leaders, including British singer and songwriter Elton John, Irish President Michael D. Higgins, and HIV activist Jeanne Gapiya-Niyonzima. “As long as HIV is seen as a disease for the ‘others’, not so-called ‘decent people’, AIDS will not be beaten. Science, medicine and technology may be the ‘what’ in ending AIDS, but inclusion, empathy and compassion are the ‘how’ ,” wrote Elton John. President Higgins echoed this sentiment: “Fulfilling the pledge to end AIDS as a public health threat is a political and financial choice. The time to choose the correct path is long overdue.” A global call to action As the world approaches the 2030 deadline , UNAIDS emphasises that ending AIDS is not just a health issue – it is a human rights mandate. By addressing inequalities and ensuring equitable access to services, the international community can meet its shared goal of ending AIDS as a public health threat. UN Health News Save my name, email, and website in this browser for the next time I comment. Δ document.getElementById( "ak_js_1" ).setAttribute( "value", ( new Date() ).getTime() ); This site uses Akismet to reduce spam. Learn how your comment data is processed .Violence against sanitary worker condemnedThe Arena Media Brands, LLC and respective content providers may receive compensation for some links to products and services on this website. Kansas City Chiefs tight end Travis Kelce and his pop star girlfriend Taylor Swift have taken over the sports and entertainment space since they began dating in late 2023. Between Swift's "Eras Tour" and Kelce's latest Super Bowl victory and skyrocketing "New Heights" podcast, it's hard not to see them these days. If you have a hardcore Swiftie or a die-hard football fan in your life, Amazon has just the gift for them as Black Friday approaches. You can now pick up a 'Go Taylor's Boyfriend' short sleeve T-shirt for only $17 this holiday season. Given the overwhelming popularity of the star -studded duo, that's a surprising 15% discount off this funny tee compared to its original $20 price tag. Nearly 85% of Amazon reviewers have given it a five-star rating. Some have said, "Fit true to size and was better quality than I was expecting," and "I was actually shocked at the quality of the shirt itself (especially the lettering)." This unisex shirt comes in a Chiefs red color and includes Kelce's jersey No. 87 in the middle of the chest. Available sizes vary but range from medium to triple extra large. Travis Kelce 'Go Taylor's Boyfriend' T-Shirt , $17 (Was $20) on Amazon Courtesy of Amazon Made of 100% preshrunk cotton, these 'Go Taylor's Boyfriend" shirts are printed in the U.S. using a high-quality silk screen process — so the wording is more long-lasting than other vinyl decals that can peel and crack over time. The manufacturer described the Kelce-Swift shirt this way: "Athletic slim fit tee shirt that contours to your body without giving that unflattering, boxy look of stiff heavy shirts from the 90s and never has that uncomfortably tight, starchy feel around the neckline." Free returns are available (until Jan. 31, 2025), as is free shipping for orders over $35. Prime members can get fast, free shipping within days. Related: Fanatics Is Selling $35 NFL Hoodies With Free Shipping — But You Have to Act Fast Related: Walmart Is Selling Madden 25 for 50% Off — But It's Going FastBulls Star Lonzo Ball Potential Return Date Revealed

CHARLOTTE, N.C. , Dec. 2, 2024 /PRNewswire/ -- Honeywell (NASDAQ: HON) announced the signing of a strategic agreement with Bombardier, a global leader in aviation and manufacturer of world-class business jets, to provide advanced technology for current and future Bombardier aircraft in avionics, propulsion and satellite communications technologies. The collaboration will advance new technology to enable a host of high-value upgrades for the installed Bombardier operator base, as well as lay innovative foundations for future aircraft. Honeywell estimates the value of this partnership to the company at $17 billion over its life. "This is a tremendous opportunity to co-innovate and advance next generation technologies, including Anthem avionics and engines," said Vimal Kapur , Chairman and CEO of Honeywell. "Growing our long-term collaborative relationship with Bombardier is directly connected to Honeywell's focus on compelling megatrends -- automation, the future of aviation, and energy transition." "This new partnership creates unprecedented opportunities for Bombardier," said Eric Martel , President and Chief Executive Officer of Bombardier. "Honeywell's differentiated technology is the key reason we decided to collaboratively build a bright future with them." Honeywell and Bombardier will collaborate on the development of Honeywell avionics to provide unparalleled adaptability to specific mission requirements, enabling exceptional situational awareness and enhanced safety. In addition, the collaboration's propulsion-based workstreams will focus on evolutions of power, reliability and maintainability, led by the next-generation model of Honeywell's HTF7K engine. "Working together, we will generate significant value for Bombardier's operator base by providing the latest technologies to enable safe and efficient flight," said Jim Currier , President and CEO of Honeywell Aerospace Technologies. "We are committed to investing in these key technologies with Bombardier, which will not only drive substantial growth for Honeywell, but lead the industry further into the future of aviation." As part of the partnership, Bombardier and Honeywell will work together to certify and offer JetWave X for the Bombardier Global and Challenger families of aircraft for both new production and aftermarket installations. Bombardier will also have access to Honeywell's full suite of next generation L-Band satellite communications products and antennas that will provide future safety services capabilities. Additionally, all legacy pending litigation between the companies has been resolved. Honeywell Updates 2024 Outlook While the commercial agreement impacts near-term Honeywell financials, the company is confident it will lead to long-term value creation for Honeywell shareowners. Given the required investments associated with this agreement, Honeywell has updated its full-year sales, segment margin 2 , adjusted earnings per share 2,3 , and free cash flow guidance 1 . A summary is provided in the table below. TABLE 1: FULL-YEAR 2024 GUIDANCE Previous Guidance Impact of Agreement Updated Guidance Sales $38.6B - $38.8B ($0.4B) $38.2B - $38.4B Organic 1 Growth 3% - 4% ~(1%) ~2% Segment Margin 2 23.4% - 23.5% (0.8 %) 22.6% - 22.7% Expansion 2 Down 10 - Flat bps (80 bps) Down 90 - 80 bps Adjusted Earnings Per Share 2,3 $10.15 - $10.25 ($0.47) $9.68 - $9.78 Adjusted Earnings Growth 2,3 7% - 8% (5 %) 2% - 3% Operating Cash Flow $6.2B - $6.5B ($0.4B) $5.8B - $6.1B Free Cash Flow 1 $5.1B - $5.4B ($0.5B) $4.6B - $4.9B TABLE 2: FOURTH QUARTER 2024 GUIDANCE Previous Guidance Impact of Agreement Updated Guidance Sales $10.2B - $10.4B ($0.4B) $9.8B - $10.0B Organic 1 Growth 2% - 4% (4 %) (2%) - Flat Segment Margin 2 23.8% - 24.2% (2.9 %) 20.9% - 21.3% Expansion 2 Down 60 - 20 bps (290 bps) Down 350 - 310 bps Adjusted Earnings Per Share 2,3 $2.73 - $2.83 ($0.47) $2.26 - $2.36 Adjusted Earnings Growth 2,3 1% - 5% (17 %) (16%) - (12%) 1 See additional information at the end of this release regarding non-GAAP financial measures. 2 Segment margin and adjusted EPS are non-GAAP financial measures. Management cannot reliably predict or estimate, without unreasonable effort, the impact and timing on future operating results arising from certain items excluded from segment margin or adjusted EPS. We therefore, do not present a guidance range, or a reconciliation to, the nearest GAAP financial measures of operating margin or EPS. 3 Adjusted EPS and adjusted EPS V% guidance excludes items identified in the non-GAAP reconciliation of adjusted EPS at the end of this release, including the impact of amortization expense for acquisition-related intangible assets and other acquisition-related costs, and any potential future items that we cannot reliably predict or estimate such as pension mark-to-market. Bombardier, Global and Challenger are trademarks of Bombardier Inc. or its subsidiaries. Honeywell is an integrated operating company serving a broad range of industries and geographies around the world. Our business is aligned with three powerful megatrends - automation, the future of aviation, and energy transition - underpinned by our Honeywell Accelerator operating system and Honeywell Connected Enterprise integrated software platform. As a trusted partner, we help organizations solve the world's toughest, most complex challenges, providing actionable solutions and innovations that help make the world smarter, safer, and more sustainable. For more news and information on Honeywell, please visit www.honeywell.com/newsroom . Honeywell uses our Investor Relations website, www.honeywell.com/investor , as a means of disclosing information which may be of interest or material to our investors and for complying with disclosure obligations under Regulation FD. Accordingly, investors should monitor our Investor Relations website, in addition to following our press releases, SEC filings, public conference calls, webcasts, and social media. We describe many of the trends and other factors that drive our business and future results in this release. Such discussions contain forward-looking statements within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended (the Exchange Act). Forward-looking statements are those that address activities, events, or developments that management intends, expects, projects, believes, or anticipates will or may occur in the future and include statements related to the proposed spin-off of the Company's Advanced Materials business into a stand-alone, publicly traded company. They are based on management's assumptions and assessments in light of past experience and trends, current economic and industry conditions, expected future developments, and other relevant factors, many of which are difficult to predict and outside of our control. They are not guarantees of future performance, and actual results, developments, and business decisions may differ significantly from those envisaged by our forward-looking statements. We do not undertake to update or revise any of our forward-looking statements, except as required by applicable securities law. Our forward-looking statements are also subject to material risks and uncertainties, including ongoing macroeconomic and geopolitical risks, such as lower GDP growth or recession, supply chain disruptions, capital markets volatility, inflation, and certain regional conflicts, that can affect our performance in both the near- and long-term. In addition, no assurance can be given that any plan, initiative, projection, goal, commitment, expectation, or prospect set forth in this release can or will be achieved. These forward-looking statements should be considered in light of the information included in this release, our Form 10-K, and our other filings with the Securities and Exchange Commission. Any forward-looking plans described herein are not final and may be modified or abandoned at any time. This release contains financial measures presented on a non-GAAP basis. Honeywell's non-GAAP financial measures used in this release are as follows: Management believes that, when considered together with reported amounts, these measures are useful to investors and management in understanding our ongoing operations and in the analysis of ongoing operating trends. These measures should be considered in addition to, and not as replacements for, the most comparable GAAP measure. Certain measures presented on a non-GAAP basis represent the impact of adjusting items net of tax. The tax-effect for adjusting items is determined individually and on a case-by-case basis. Refer to the Appendix attached to this release for reconciliations of non-GAAP financial measures to the most directly comparable GAAP measures. Appendix Non-GAAP Financial Measures The following information provides definitions and reconciliations of certain non-GAAP financial measures presented in this press release to which this reconciliation is attached to the most directly comparable financial measures calculated and presented in accordance with generally accepted accounting principles (GAAP). Management believes that, when considered together with reported amounts, these measures are useful to investors and management in understanding our ongoing operations and in the analysis of ongoing operating trends. Management believes the change to adjust for amortization of acquisition-related intangibles and certain acquisition- and divestiture-related costs provides investors with a more meaningful measure of its performance period to period, aligns the measure to how management will evaluate performance internally, and makes it easier for investors to compare our performance to peers. These measures should be considered in addition to, and not as replacements for, the most comparable GAAP measure. Certain measures presented on a non-GAAP basis represent the impact of adjusting items net of tax. The tax-effect for adjusting items is determined individually and on a case-by-case basis. Other companies may calculate these non-GAAP measures differently, limiting the usefulness of these measures for comparative purposes. Management does not consider these non-GAAP measures in isolation or as an alternative to financial measures determined in accordance with GAAP. The principal limitations of these non-GAAP financial measures are that they exclude significant expenses and income that are required by GAAP to be recognized in the consolidated financial statements. In addition, they are subject to inherent limitations as they reflect the exercise of judgments by management about which expenses and income are excluded or included in determining these non-GAAP financial measures. Investors are urged to review the reconciliation of the non-GAAP financial measures to the comparable GAAP financial measures and not to rely on any single financial measure to evaluate Honeywell's business. Honeywell International Inc. Definition of Organic Sales Percent Change We define organic sales percentage as the year-over-year change in reported sales relative to the comparable period, excluding the impact on sales from foreign currency translation and acquisitions, net of divestitures, for the first 12 months following the transaction date. We believe this measure is useful to investors and management in understanding our ongoing operations and in analysis of ongoing operating trends. A quantitative reconciliation of reported sales percent change to organic sales percent change has not been provided for forward-looking measures of organic sales percent change because management cannot reliably predict or estimate, without unreasonable effort, the fluctuations in global currency markets that impact foreign currency translation, nor is it reasonable for management to predict the timing, occurrence and impact of acquisition and divestiture transactions, all of which could significantly impact our reported sales percent change. Honeywell International Inc. Reconciliation of Operating Income to Segment Profit, Calculation of Operating Income and Segment Profit Margins (Unaudited) (Dollars in millions) Three Months Ended December 31, Twelve Months Ended December 31, 2023 2023 Operating income $ 1,583 $ 7,084 Stock compensation expense 1 54 202 Repositioning, Other 2,3 569 952 Pension and other postretirement service costs 3 17 66 Amortization of acquisition-related intangibles 76 292 Acquisition-related costs 4 1 2 Segment profit $ 2,300 $ 8,598 Operating income $ 1,583 $ 7,084 ÷ Net sales $ 9,440 $ 36,662 Operating income margin % 16.8 % 19.3 % Segment profit $ 2,300 $ 8,598 ÷ Net sales $ 9,440 $ 36,662 Segment profit margin % 24.4 % 23.5 % 1 Included in Selling, general and administrative expenses. 2 Includes repositioning, asbestos, environmental expenses, equity income adjustment, and other charges. 3 Included in Cost of products and services sold and Selling, general and administrative expenses. 4 Includes acquisition-related fair value adjustments to inventory. We define operating income as net sales less total cost of products and services sold, research and development expenses, impairment of assets held for sale, and selling, general and administrative expenses. We define segment profit, on an overall Honeywell basis, as operating income, excluding stock compensation expense, pension and other postretirement service costs, amortization of acquisition-related intangibles, certain acquisition- and divestiture-related costs and impairments, and repositioning and other charges. We define segment profit margin, on an overall Honeywell basis, as segment profit divided by net sales. We believe these measures are useful to investors and management in understanding our ongoing operations and in analysis of ongoing operating trends. A quantitative reconciliation of operating income to segment profit, on an overall Honeywell basis, has not been provided for all forward-looking measures of segment profit and segment profit margin included herein. Management cannot reliably predict or estimate, without unreasonable effort, the impact and timing on future operating results arising from items excluded from segment profit, particularly pension mark-to-market expense as it is dependent on macroeconomic factors, such as interest rates and the return generated on invested pension plan assets. The information that is unavailable to provide a quantitative reconciliation could have a significant impact on our reported financial results. To the extent quantitative information becomes available without unreasonable effort in the future, and closer to the period to which the forward-looking measures pertain, a reconciliation of operating income to segment profit will be included within future filings. Acquisition amortization and acquisition- and divestiture-related costs are significantly impacted by the timing, size, and number of acquisitions or divestitures we complete and are not on a predictable cycle, and we make no comment as to when or whether any future acquisitions or divestitures may occur. We believe excluding these costs provides investors with a more meaningful comparison of operating performance over time and with both acquisitive and other peer companies. Honeywell International Inc. Reconciliation of Earnings per Share to Adjusted Earnings per Share (Unaudited) Three Months Ended December 31, Twelve Months Ended December 31, 2023 2024(E) 2023 2024(E) Earnings per share of common stock - diluted 1 $ 1.91 $2.03 - $2.13 $ 8.47 $8.76 - $8.86 Pension mark-to-market expense 2 0.19 No Forecast 0.19 No Forecast Amortization of acquisition-related intangibles 3 0.09 0.17 0.35 0.50 Acquisition-related costs 4 — 0.02 0.01 0.10 Divestiture-related costs 5 — 0.04 — 0.04 Russian-related charges 6 — — — 0.03 Net expense related to the NARCO Buyout and HWI Sale 7 — — 0.01 — Adjustment to estimated future Bendix liability 8 0.49 — 0.49 — Indefinite-lived intangible asset impairment 9 — — — 0.06 Impairment of assets held for sale 10 — — — 0.19 Adjusted earnings per share of common stock - diluted $ 2.69 $2.26 - $2.36 $ 9.52 $9.68 - $9.78 1 For the three months ended December 31, 2023, adjusted earnings per share utilizes weighted average shares of approximately 660.9 million. For the twelve months ended December 31, 2023, adjusted earnings per share utilizes weighted average shares of approximately 668.2 million. For the three and twelve months ended December 31, 2024, expected earnings per share utilizes weighted average shares of approximately 653 million and 655 million, respectively. 2 Pension mark-to-market expense uses a blended tax rate of 18%, net of tax benefit of $27 million, for 2023. 3 For the three and twelve months ended December 31, 2023, acquisition-related intangibles amortization includes $62 million and $231 million, net of tax benefit of approximately $14 million and $61 million, respectively. For the three and twelve months ended December 31, 2024, expected acquisition-related intangibles amortization includes approximately $110 million and $330 million, net of tax benefit of approximately $30 million and $85 million, respectively. 4 For the three and twelve months ended December 31, 2023, the adjustment for acquisition-related costs, which is principally comprised of third-party transaction and integration costs and acquisition-related fair value adjustments to inventory, is approximately $2 million and $7 million, net of tax benefit of approximately $0 million and $2 million, respectively. For the three and twelve months ended December 31, 2024, the expected adjustment for acquisition-related costs, which is principally comprised of third-party transaction and integration costs and acquisition-related fair value adjustments to inventory, is approximately $20 million and $65 million, net of tax benefit of approximately $5 million and $15 million, respectively. 5 For the three and twelve months ended December 31, 2024, the expected adjustment for divestiture-related costs, which is principally comprised of third-party transaction costs, is approximately $25 million, net of tax benefit of approximately $5 million. 6 For the three and twelve months ended December 31, 2023, the adjustments were a benefit of $2 million and $3 million, without tax expense, respectively. For the twelve months ended December 31, 2024, the expected adjustment is a $17 million expense, without tax benefit, due to the settlement of a contractual dispute with a Russian entity associated with the Company's suspension and wind down activities in Russia. 7 For the the twelve months ended December 31, 2023, the adjustment was $8 million, net of tax benefit of $3 million, due to the net expense related to the NARCO Buyout and HWI Sale. 8 Bendix Friction Materials ("Bendix") is a business no longer owned by the Company. In 2023, the Company changed its valuation methodology for calculating legacy Bendix liabilities. For the three and twelve months ended December 31, 2023, the adjustment was $330 million, net of tax benefit of $104 million, (or $434 million pre-tax) due to a change in the estimated liability for resolution of asserted (claims filed as of the financial statement date) and unasserted Bendix-related asbestos claims. The Company experienced fluctuations in average resolution values year-over-year in each of the past five years with no well-established trends in either direction. In 2023, the Company observed two consecutive years of increasing average resolution values (2023 and 2022), with more volatility in the earlier years of the five-year period (2019 through 2021). Based on these observations, the Company, during its annual review in the fourth quarter of 2023, reevaluated its valuation methodology and elected to give more weight to the two most recent years by shortening the look-back period from five years to two years (2023 and 2022). The Company believes that the average resolution values in the last two consecutive years are likely more representative of expected resolution values in future periods. The $434 million pre-tax amount was attributable primarily to shortening the look-back period to the two most recent years, and to a lesser extent to increasing expected resolution values for a subset of asserted claims to adjust for higher claim values in that subset than in the modelled two-year data set. It is not possible to predict whether such resolution values will increase, decrease, or stabilize in the future, given recent litigation trends within the tort system and the inherent uncertainty in predicting the outcome of such trends. The Company will continue to monitor Bendix claim resolution values and other trends within the tort system to assess the appropriate look-back period for determining average resolution values going forward. 9 For the twelve months ended December 31, 2024, the expected impairment charge of indefinite-lived intangible assets associated with the personal protective equipment business is $37 million, net of tax benefit of $11 million. 10 For the twelve months ended December 31, 2024, the expected impairment charge of assets held for sale is $125 million, with no tax benefit. Note: Amounts may not foot due to rounding. We define adjusted earnings per share as diluted earnings per share adjusted to exclude various charges as listed above. We believe adjusted earnings per share is a measure that is useful to investors and management in understanding our ongoing operations and in analysis of ongoing operating trends. For forward-looking information, management cannot reliably predict or estimate, without unreasonable effort, the pension mark-to-market expense as it is dependent on macroeconomic factors, such as interest rates and the return generated on invested pension plan assets. We therefore do not include an estimate for the pension mark-to-market expense. Based on economic and industry conditions, future developments, and other relevant factors, these assumptions are subject to change. Acquisition amortization and acquisition- and divestiture-related costs are significantly impacted by the timing, size, and number of acquisitions or divestitures we complete and are not on a predictable cycle and we make no comment as to when or whether any future acquisitions or divestitures may occur. We believe excluding these costs provides investors with a more meaningful comparison of operating performance over time and with both acquisitive and other peer companies. Honeywell International Inc. Reconciliation of Expected Cash Provided by Operating Activities to Expected Free Cash Flow (Unaudited) Twelve Months Ended December 31, 2024(E) ($B) Cash provided by operating activities ~$5.8 - $6.1 Capital expenditures ~(1.2) Free cash flow ~$4.6 - $4.9 We define free cash flow as cash provided by operating activities less cash for capital expenditures. We believe that free cash flow is a non-GAAP measure that is useful to investors and management as a measure of cash generated by operations that will be used to repay scheduled debt maturities and can be used to invest in future growth through new business development activities or acquisitions, pay dividends, repurchase stock, or repay debt obligations prior to their maturities. This measure can also be used to evaluate our ability to generate cash flow from operations and the impact that this cash flow has on our liquidity. Contacts: Media Investor Relations Stacey Jones Sean Meakim (980) 378-6258 (704) 627-6200 stacey.jones@honeywell.com sean.meakim@honeywell.com View original content to download multimedia: https://www.prnewswire.com/news-releases/honeywell-and-bombardier-sign-landmark-agreement-to-deliver-the-next-generation-of-aviation-technology-honeywell-updates-2024-outlook-302320054.html SOURCE HoneywellThe expanded Big Ten is poised to be a major player in this season's College Football Playoff. The 18-team conference had three of the top-four teams in the AP poll this week — No. 1 Oregon, No. 2 Ohio State and No. 4 Penn State. A one-loss Indiana team is ranked 10th but is still very much a contender to make the playoff, given how many Southeastern Conference teams have three defeats or more. Indiana's rise has been perhaps the Big Ten's biggest story this season. Much of the spotlight was on newcomers Oregon, Southern California, UCLA and Washington, but aside from the top-ranked Ducks, that foursome has struggled to impress. Meanwhile, the Hoosiers won their first 10 games under new coach Curt Cignetti before losing at Ohio State last weekend. Oregon beat Ohio State 32-31 back in October, and if the Buckeyes beat rival Michigan this weekend, they'll earn a rematch with the Ducks for the Big Ten title. And it's entirely possible another matchup between those two teams awaits in the CFP. Dillon Gabriel has quarterbacked Oregon to an unbeaten record, throwing for 3,066 yards and 22 touchdowns in 11 games. But don't overlook Iowa's Kaleb Johnson and his 21 rushing TDs, and quarterback Kurtis Rourke has been a big part of Indiana's improvement. Penn State's Abdul Carter has eight sacks and two forced fumbles and could be one of the top edge rushers drafted this year. Oregon (11-0, 8-0), Ohio State (10-1, 7-1), Penn State (10-1, 7-1), Indiana (10-1, 7-1), Illinois (8-3, 5-3), Iowa (7-4, 5-3), Michigan (6-5, 4-4), Minnesota (6-5, 4-4), Washington (6-5, 4-4), Southern California (6-5, 4-5), Nebraska (6-5, 3-5) and Rutgers (6-5, 3-5) have already reached the six-win mark for bowl eligibility. Michigan State (5-6, 3-5) and Wisconsin (5-6, 3-5) can join them. There may not be many firings in general at the top level of college football. The prospect of sharing revenue with athletes in the future might lead schools to be more judicious about shedding one coach and hiring a new one. Who should be most worried in the Big Ten? Well, Lincoln Riley is struggling to stay above .500 in his third season at USC. Purdue is 1-10, but coach Ryan Walters is only in his second season. Maryland's Mike Locksley has been there six years and his Terrapins are 4-7, but this was his first real step backward after guiding the team to three straight bowl wins. Cignetti has shown it is possible for a coaching change to push a previously moribund program to some impressive heights in a short amount of time — but the improvement has been more incremental at Michigan State following Jonathan Smith's arrival. Sherrone Moore wasn't a completely unknown commodity at Michigan after he won some massive games in place of a suspended Jim Harbaugh last year. But in his first season completely at the helm, the Wolverines have declined significantly following their national title a season ago. The Big Ten is home to one of the most dynamic freshmen in the country in Ohio State receiver Jeremiah Smith. He has 52 catches for 899 yards and nine touchdowns. Highly touted quarterback Dylan Raiola has teamed up with fellow freshman Jacory Barney (49 catches) to lead Nebraska to bowl eligibility. Ohio State is on track to land the Big Ten's top class, according to 247 Sports, but the big news recently was quarterback Bryce Underwood flipping from LSU to Michigan. If the Wolverines do in fact keep Underwood in his home state, that would be a big development for Moore. Get local news delivered to your inbox!Payman launches attack on Hanson

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By Tony Leys | KFF Health News GLENWOOD, Iowa — Hundreds of people who were separated from society because they had disabilities are buried in a nondescript field at the former state institution here. Disability rights advocates hope Iowa will honor them by preventing the kind of neglect that has plagued similar cemeteries at other shuttered facilities around the U.S. The southwest Iowa institution, called the Glenwood Resource Center, was closed this summer in the wake of allegations of poor care . The last of its living residents were moved elsewhere in June. But the remains of about 1,300 people will stay where they were buried on the grounds. The graveyard, which dates to the 1800s, covers several acres of sloping ground near the campus’s brick buildings. A 6-foot-tall, weathered-concrete cross stands on the hillside, providing the most visible clue to the field’s purpose. On a recent afternoon, dried grass clippings obscured row after row of small stone grave markers set flat in the ground. Most of the stones are engraved with only a first initial, a last name, and a number. “If somebody who’s never been to Glenwood drove by, they wouldn’t even know there was a cemetery there,” said Brady Werger, a former resident of the facility. During more than a century of operation, the institution housed thousands of people with intellectual disabilities. Its population declined as society turned away from the practice of sequestering people with disabilities and mental illness in large facilities for decades at a time. The cemetery is filled with residents who died and weren’t returned to their hometowns for burial with their families. State and local leaders are working out arrangements to maintain the cemetery and the rest of the 380-acre campus. Local officials, who are expected to take control of the grounds next June, say they’ll need extensive state support for upkeep and redevelopment, especially with the town of about 5,000 people reeling from the loss of jobs at the institution. Hundreds of such places were constructed throughout the U.S. starting in the 1800s. Some, like the one in Glenwood, served people with disabilities, such as those caused by autism or seizure disorders. Others housed people with mental illness. Most of the facilities were built in rural areas, which were seen as providing a wholesome environment. States began shrinking or closing these institutions more than 50 years ago. The shifts were a response to complaints about people being removed from their communities and subjected to inhumane conditions, including the use of isolation and restraints. In the past decade, Iowa has closed two of its four mental hospitals and one of its two state institutions for people with intellectual disabilities. After closures in some other states, institutions’ cemeteries were abandoned and became overgrown with weeds and brush. The neglect drew protests and sparked efforts to respectfully memorialize people who lived and died at the facilities. “At some level, the restoration of institutions’ cemeteries is about the restoration of humanity,” said Pat Deegan, a Massachusetts mental health advocate who works on the issue nationally . Deegan, who was diagnosed with schizophrenia as a teenager, sees the neglected graveyards as symbolic of how people with disabilities or mental illness can feel as if their individual identities are buried beneath the labels of their conditions. Deegan, 70, helped lead efforts to rehabilitate a pair of overgrown cemeteries at the Danvers State Hospital near Boston, which housed people with mental illness before it closed in 1992. More than 700 former residents were buried there, with many graves originally marked only with a number. The Massachusetts hospital’s grounds were redeveloped into a condominium complex. The rehabilitated cemeteries now have individual gravestones and a large historical marker, explaining what the facility was and who lived there. The sign notes that some past methods of caring for psychiatric patients seem “barbarous” by today’s standards, but the text portrays the staff as well-meaning. It says the institution “attempted to alleviate the problems of many of its members with care and empathy that, although not always successful, was nobly attempted.” Deegan has helped other groups across the country organize renovations of similar cemeteries. She urges communities to include former residents of the facilities in their efforts. Iowa’s Glenwood Resource Center started as a home for orphans of Civil War soldiers. It grew into a large institution for people with disabilities, many of whom lived there for decades. Its population peaked at more than 1,900 in the 1950s, then dwindled to about 150 before state officials decided to close it. Werger, 32, said some criticisms of the institution were valid, but he remains grateful for the support the staff gave him until he was stable enough to move into community housing in 2018. “They helped change my life incredibly,” he said. He thinks the state should have fixed problems at the facility instead of shutting it. He said he hopes officials preserve historical parts of the campus, including stately brick buildings and the cemetery. He wishes the graves had more extensive headstones, with information about the residents buried there. He would also like to see signs installed explaining the place’s history. Two former employees of the Glenwood facility recently raised concerns that some of the graves may be mismarked . But officials with the Iowa Department of Health and Human Services, which ran the institution, said they have extensive, accurate records and recently placed stones on three graves that were unmarked. Department leaders declined to be interviewed about the cemetery’s future. Spokesperson Alex Murphy wrote in an email that while no decisions have been made about the campus, the agency “remains committed to ensuring the cemetery is protected and treated with dignity and respect for those who have been laid to rest there.” Glenwood civic leaders have formed a nonprofit corporation that is negotiating with the state over development plans for the former institution. “We’re trying to make the best of a tough situation,” said Larry Winum, a local banker who serves on the new organization’s board. Tentative plans include tearing down some of the existing buildings and creating up to 900 houses and apartments. Winum said redevelopment should include some kind of memorial sign about the institution and the people buried in the cemetery. “It will be important to us that those folks be remembered,” he said. Activists in other states said properly honoring such places takes sustained commitment and money. Jennifer Walton helped lead efforts in the 1990s to properly mark graves and improve cemetery upkeep at state institutions in Minnesota . Some of the cemeteries are deteriorating again, she said. Activists plan to ask Minnesota legislators to designate permanent funding to maintain them and to place explanatory markers at the sites. “I think it’s important, because it’s a way to demonstrate that these spaces represent human beings who at the time were very much hidden away,” Walton said. “No human being should be pushed aside and ignored.” Related Articles Health | A stroke changed a teacher’s life. How a new electrical device is helping her move Health | Washington power has shifted. Here’s how the ACA may shift, too Health | CDC chief urges focus on health threats as agency confronts political changes Health | New rule allows HIV-positive organ transplants Health | Biden proposes Medicare and Medicaid cover costly weight-loss drugs for millions of obese Americans On a recent day, just one of the Glenwood graves had flowers on it. Retired managers of the institution said few people visit the cemetery, but amateur genealogists sometimes show up after learning that a long-forgotten ancestor was institutionalized at Glenwood and buried there. Former grounds supervisor Max Cupp said burials had become relatively rare over the years, with more families arranging to have deceased residents’ remains transported to their hometown cemeteries. One of the last people buried in the Glenwood cemetery was Kenneth Rummells, who died in 2022 at age 71 after living many years at the institution and then at a nearby group home overseen by the state. His guardian was Kenny Jacobsen, a retired employee of the facility who had known him for decades. Rummells couldn’t speak, but he could communicate by grunting, Jacobsen said. He enjoyed sitting outside. “He was kind of quiet, kind of a touch-me-not guy.” Jacobsen helped arrange for a gravestone that is more detailed than most others in the cemetery. The marker includes Rummells’ full name, the dates of his birth and death, a drawing of a porch swing, and the inscription “Forever swinging in the breeze.” Jacobsen hopes officials figure out how to maintain the cemetery. He would like to see a permanent sign erected, explaining who is buried there and how they came to live in Glenwood. “They were people too,” he said.HOUSTON — Start 2025 by leaving heart health worries behind! Advances in medical technology mean treating conditions like heart valve disease is now less invasive than ever. 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