STAUNTON, Va. (WHSV) — According to a press release from Middle River Regional Jail, 213 inmates have tested positive for the coronavirus following facility-wide testing on Nov. 25.
The press release says staff have met with inmates individually to review their test results. The jail says all inmates are isolating in place and one inmate has been admitted to the hospital with COVID-19 related symptoms.
Officials say some inmate housing units had one or two inmates test positive, and inmates who tested positive in those units have been moved. Of the 30 inmate housing units, 8 male and 2 female housing units had no inmates test positive.
Fourteen additional staff have also tested positive and are self-isolating at home, officials say. A total of 47 staff have tested positive for COVID-19 since Nov. 13.
MRRJ says many staff have completed their isolation person and have returned to work, and that all staff should be clear to return to work by Dec. 7.
MRRJ says restrictions implemented on Nov. 17 will remain in effect for the foreseeable future.
The facility’s current plan is to retest staff and inmates in the next week.
Authorities have identified a motorcyclist who died in a crash in Danville last week that also involved a bicyclist.
Carmen Seppy, 52, of Danville, was going south on San Ramon Valley Boulevard on Nov. 22, when the bicyclist lost control and fell in front of his motorcycle. Seppy died at the scene despite emergency treatment from San Ramon Valley Fire Protection District paramedics.
it remains unclear why the bicyclist lost control.
The crash happened around 12:30 p.m. when the two were near Fountain Springs Drive, the entrance to the California Chateau subdivision.
The bicyclist was hospitalized, but authorities deemed his injuries minor and said he’ll recover.
Danville police said the case remains under investigation. Nor charges have been filed against the bicyclist.
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New York City public middle and high school students will not return to classrooms for in-person learning until January of next year at the earliestst, Mayor Bill de Blasio said on Monday.
“The focus will be over the next few weeks up until the Christmas break, getting elementary, District 75 special education and pre-k and 3-k up and running … then we are going to come back after the holidays, we are going to be able to assess the situation then,” de Blasio told reporters at a Nov. 30 press conference.
On Sunday, de Blasio had announced that students enrolled for in-person classes at public schools will begin to return to recently re-shuttered school buildings in phases beginning Dec. 7.
The city’s youngest learners, 3-K and Pre-K students, are the first group scheduled to return to buildings with the city District 75 students set to return to in-person classes on Dec.10.
The mayor issued a system-wide shutdown of public schools after the city’s COVID-19 positivity rate based on a seven-day average reached 3% on Nov. 19, which was set as a trigger for school closures in the mayor’s state-approved school reopening plan during the summer.
Since the second citywide public school closure due to COVID, officials have scrambled to come up with a new reopening plan and de Blasio repeatedly emphasizing the importance COVID-19 testing will play in allowing students to return to buildings.
Now, students will need to submit signed COVID-19 testing parental consent forms online or to their school’s leadership before being allowed to re-enter the building. In addition, school communities will be tested for COVID-19 more frequently once schools re-open. Beginning the week of Dec. 7, 20% of all children and adults in a school building are required to be tested at random for the virus every week.
The city began requiring monthly testing of 20% of all adults and children in school buildings in October.
“We are going to keep building up our testing,” de Blasio said Monday. “I want us to move on to middle and high school as soon as we can but we have to do one step at a time.”
The number of families interested in sending their children back to public schools to take part in blended learning are the minority. Only about 330,000 out of the city’s 1.1 million public school students are enrolled in blended, according to the most recent data from the Department of Education.
On Monday, de Blasio touted that most of the students who will return to school buildings next month will be able to attend in-person classes for five days of the week.
“For the kids who did choose, for the families that did choose in-person, we will be able to move to five days a week or at least more days a week in a lot of schools,” said de Blasio.
Even so, the city has not revealed how it plans to improve remote learning, which has been plagued with challenges since March.
Instead, de Blasio and Schools Chancellor Richard Carranza have repeatedly said that the city is working on improving remote learning. They’ve commended teachers for stepping up to the plate during one of the most trying school years in the city’s history and pushed in-person learning as the best option for students.
Over the weekend, the mayor hinted that the next time the city could potentially offer another window for families to enroll their children in blended learning is when a vaccine for the virus is readily available.
“We have the real possibility of bringing back a large number of kids once the vaccine gets pretty widely distributed,” de Blasio said. “Remember, we are still in November. There are seven months of the school year ahead.”
JACKSONVILLE, Fla. – As Florida nears a grim milestone, 1 million confirmed cases of COVID-19, doctors and nurses on the front lines are feeling the strain.
With this, health care workers are feeling the effects of long hours and increased patients loads.
“Our goal is to make sure that the patients are taken care of and helped,” said Diana Budnik, RN, BSN-BC, a nurse for a Jacksonville-area hospital.
She admits it’s tiring for front-line workers who are not only treating sick patients but also putting themselves and their families at risk.
“I think it’s just a concern that the staff will get it and then not be able to provide care for the patients,” she said. “Because if too many staff members get sick, then the patients don’t have the nurses to take care of them. It is exhausting because the amount of patients that are coming to the hospitals have increased with the concerns for COVID-19.”
A screenshot of the Florida Department of Health COVID-19 Data and Surveillance Dashboard taken around 4 p.m. Monday. (Florida Department of Health)
The fatigue isn’t just for hospital workers, it’s across the board -- from first responders with the fire department to those at urgent and primary care centers.
“We’re still around a 10% positive rate on a daily basis,” said Saman Soleymani, MD, of Avecina Medical. “Some days a little bit less, some days a little bit more.”
He and his team have been testing and treating thousands of patients; some staff members have gotten sick as a result.
“My biggest concern is on my parents who are both over 70,” he said. “They love their grandkids and I want to see their grandkids. The fear is always me taking something to my parents, something to my kids.”
But it doesn’t change this mission: doctors and nurses say they’re committed to taking care of the sick no matter how big the task.
Middle-income wage earners, such as firefighters and teachers who often are left out San Jose’s housing equation, are the focus of a new effort being discussed at City Hall.
Councilmember Johnny Khamis said the city becoming a member of the California Community Housing Agency (CalCHA), which issues government purpose bonds to finance affordable housing, might be the solution for middle-income earners.
“It’s a win for the people who are looking for affordable homes and a win for the city,” Khamis said, “because the city hasn’t built a single new low-income housing unit for a couple of years. Not a single one.”
Although the city has approved housing for people in very-low income brackets, such as seniors and the homeless, Khamis said the city has fallen short in producing workforce housing for people earning 80% to 120% of the area median income (AMI).
“This program is exactly what we need and in the right time,” Khamis told San José Spotlight. “We see a lot of homelessness and everybody wants to solve that issue. Teachers, mechanics and restaurant workers get sidelined because they’re making a gainful living. They have been neglected.”
CalCHA helps those who earn too much to qualify for traditional affordable housing yet not enough to live comfortably in the communities they work, said Scott Carper, program administrator for CalCHA.
Vince Rocha, senior director of housing and community development of Silicon Valley Leadership Group, said CalCHA offers another tool in the toolshed of affordable housing, which is needed because San Jose isn’t meeting housing demands.
“Otherwise, we’re leaving a whole segment of our workforce and residents out of the equation when we’re talking about affordability,” Rocha said.
By issuing governmental purpose bonds, CalCHA finances projects that provide, preserve and support affordable housing. Private investors buy California tax-free municipal bonds at favorable rates.
The money comes from private investment that is paid back over 30 years. At the end of the cycle, when the bonds are paid off, the city inherits the property. After 15 years, the city could opt to purchase the property, with a cost based on how many bonds are outstanding. Once all the debt obligations are paid, surplus funds would revert back to the city.
“There’s no risk to the city as investors are on the hook and the city is not,” Khamis said. “This frees up money that would have gone to low-income housing development and allow us to use more money towards helping the homeless.”
Detractors have raised the concern that once the bonds are paid off, the city may get a property that’s dilapidated.
“It’s possible, but the city still gets a free property,” Khamis said.
Jacky Morales-Ferrand, San Jose’s director of housing, said although the proposal offers an interesting opportunity, the city needs more time to fully understand the financial, legal and economic implications, risks, benefits and costs.
“It has some potential, but we want to make sure the entity we join and support issuing this is really a partner … because if there are ever any issues with properties, people will come back to the city and want us to hold somebody responsible,” Morales-Ferrand said.
She said another option is California Statewide Communities Development Authority (CSCDA), which also issues tax-exempt bonds to acquire affordable housing for middle-income workers. CSCDA was created in 1988 and services more than 530 cities, counties and special districts. San Jose has been a member since 1990.
As CalCHA purchases housing that already exists — from apartment units to apartment buildings — no development is needed. As soon as property is purchased, the housing becomes immediately available.
Existing tenants of apartment buildings are not displaced as the units are converted from market-rate to the deed-restricted moderate category through attrition. CalCHA reserves one-third of the units for those earning 80% or less, one-third for those earning 80% to 100% and one-third for those earning 100% to 120% of AMI. It could take a few years to fully reach these goals. Rent increases are limited to no more than 4% annually.
According to the housing department, moderate-income households earn between 81% and 120% of AMI.
In 2020, single people would fall into the moderate-income category if they earned $78,550 to $118,950 a year. A family of four earning $112,150 to $169,900 a year would also be considered moderate-income. About 5% of 16,000 income-restricted apartments qualify as moderate-income.
“Moderate-income housing remains very difficult to finance given the lack of subsidies and affordable housing funding programs for this income group,” Morales-Ferrand said.
Khamis said CalCHA creates affordable housing without new taxes and purchases can be completed in a matter of months, making affordable housing quickly available rather than having to wait four to five years for development.
Since its inception in January 2019, CalCHA has acquired 1,180 units, representing private investment of $594 million. Its acquisitions in the Bay Area include units in Santa Rosa, Fairfield, Larkspur and Livermore.
On Dec. 2, the topic returns to the City Council’s Rules and Open Government Committee, which will decide whether to move forward with a full council discussion. If so, a final vote would follow on Dec. 8 or Dec. 15.
Rocha said the city having market-based solutions in addition to tax-revenue solutions is the only way to reach its goals of providing affordable housing.
“This gives the city options they don’t currently have,” Rocha said.
Satish Kandlikar is committed to the collective fight against breast cancer.
The Gleason Professor of Mechanical Engineering at Rochester Institute of Technology launched Bired Imaging roughly a month ago, which uses thermography and a proprietary algorithm to detect tumors in breasts.
Targeted as a complement to mammography, Bired Imaging posits that a nonradiative, nonintrusive and low-cost technology will reduce unnecessary biopsies and patient discomfort.
Kandlikar began to study the application of thermography as a screening modality in 2014, with a high-end infrared camera once used for fuel-cell research. (Thermography uses an infrared camera to detect heat patterns and blood flow in body tissues.)
“From space we can identify a ship from a thermal profile, so right here the cancer tumor generates heat and gives out a signature,” Kandlikar says. “Why shouldn’t we be able to detect that mathematically? So, that was our premise.”
In collaboration with student researchers and physicians at Rochester Regional Health, Kandlikar secured a $100,000 grant from the National Science Foundation through its Early Concept Grants for Exploratory Research program. These grants fund early-stage transformative work. The NSF research project also had an institutional review board. IRBs are groups that review and monitor research involving human subjects.
The team screened patients and correlated infrared images against original magnetic resonance imaging scans to validate its process and technology. Patients in the Rochester Regional Health Breast Center volunteered to be tested after an initial mammography discovered suspicious findings. When referred for a follow-up MRI, these patients could volunteer to be screened using the infrared system.
Satish Kandlikar, left, and doctoral students, Jose Luis Gonzalez Hernandez and Alyssa Recinella, discuss results. (Photo: M.Cometa/RIT)
The Bired Imaging system uses advanced computer simulation, much like artificial intelligence, to predictively analyze tumor location and growth. By gathering such data, physicians can assess the presence of a tumor and the advancement of the disease, and determine interventions accordingly.
“We can predict how deep (the tumor) is, its exact location and its diameter within a few millimeters,” Kandlikar says.
The current standard
Currently, mammography is the standard for breast cancer screening, rooted in the fact that it is able to spot early signs of the disease. However, the technique has limitations. It sometimes fails to accurately detect tumors in breasts with high amounts of glandular and fibrous connective tissue, also called dense breast tissue.
Women with dense breasts—estimated at 40 percent of the female population—are at higher risk for cancer. Only mammograms can determine breast density.
“The problem with dense breast tissue is that when you do a mammogram, it’s a source of confusion because in a dense breast it’s very difficult to see a cancer,” says Lori Medeiros M.D., system executive director for RRH’s breast service line, who has partnered with Kandlikar.
She points to the dense breast legislation, which requires imaging facilities to give some level of notification to patients and providers after a mammogram.
Lori Medeiros
“The problem is that we don’t have really great alternatives for these women in imaging by and large,” Medeiros says.
Physicians have the option to add ultrasound as a second line of investigation. The challenge there is that the technique is operator-dependent, Medeiros says. Larger radiology groups may have a dedicated ultrasonographer for breast exams while smaller units might use one technician for all types of ultrasounds, increasing the margin of error. Reproducibility in such situations is another factor—operators may not conduct exams similarly.
“The other thing about it is that ultrasound is very time consuming,” Medeiros says. “Ultrasound screening for the whole breast, depending on breast size, can take up to an hour to do because what you’re trying to do is basically cover an entire breast with a tiny little credit card size beam.”
She laments the absence of a second-line screening tool for the average-risk woman.
“The best second-line screening tool is an MRI, which is quite expensive,” Medeiros says. “It is really restricted for patients where their lifetime risk of developing breast cancer is 20 percent or higher … because not only is it expensive, it tends to be a little over-sensitive.”
In other words, women who get an MRI screening that looks abnormal might end up being falsely alarmed.
“So, that’s why that 20 percent cutoff is used because at about that level the risk of a false positive versus the risk of missing something balances itself out so that you’re not subjecting a huge percentage of population to additional biopsies and tests that are unnecessary,” Medeiros says.
Filling a void
Thermography has been around for several decades. Thermal images visually display the amount of infrared energy emitted by an object. As cancer cells multiply in a breast to create a mass, blood flow to the tumor increases, causing the temperature around it to rise, rendering it measurable.
Once considered a promising screening tool, it was dismissed because of poor results, Kandlikar says, citing a lack of proper protocols and a high-quality infrared camera. Before maintaining a steady temperature for a thermogram, cold air was blown on patients.
“We think this technology historically has gotten a bad reputation because in the ’70s and ’80s people were using infrared in a very primitive way and doing manual readings,” says Pradyumna Phatak M.D., medical director of the Lipson Cancer Institute and one of Bired Imaging’s collaborators. “There were lots of false-positive results and therefore mammography was recommended as a screening tool of choice, but they didn’t discard thermography.”
Pradyumna Phatak
The U.S. Food and Drug Administration approved the technique as an adjunctive and not as a standalone tool. Though several thermal boutiques have sprouted here and around the nation, the technology has largely remained on the sidelines.
Bired Imaging offers a new perspective on thermography. It uses steady-state infrared imaging in the prone position, allowing for direct optical access to the inframammary fold and thermally isolated breasts. In doing so, it eliminates undesired thermal artifacts resulting from the breast contacting the chest surface. The patient’s position is favorable for accuracy over the upright position commonly used in other infrared imaging modalities. The technique uses natural heat emitted by the body, and not cold stress.
Additionally, when it comes to density, thermography is unaffected by it—dense tissue does not change an infrared reading.
Bired Imaging’s system generates a digital breast model that is used for thermal simulation and mathematical analysis. So far, using numerical heat transfer software and inverse modeling, this technology has been validated against seven biopsy-proven test cases.
“The unique part of Satish’s work is that he’s using a computer algorithm to then use the temperature data to then predict whether there’s a cancer or not,” notes Phatak, who is a board member at Bired Imaging. “It seems to be extremely effective. So, you’ve taken the human element of reading a thermogram away.”
The system, Medeiros says, helps produce better images. The team tested women with breast cancer who underwent MRI and found that the results through that screening were similar to those obtained by Bired Imaging’s system.
“With thermography, with this new algorithm, if you add that on to mammography and you use that as an adjunct tool and not as the primary tool, the idea is that you’re going to be able to catch more cancers the way ultrasound would, without necessarily incurring the same expense in communities that don’t have access to experienced ultrasonographers,” Medeiros says.
A cost-effective, reproducible, noninvasive technique would be able to benefit half of the female population in the nation, she adds.
Next steps
The average risk of a woman in the United States developing breast cancer sometime in her life is roughly 13 percent, according to the American Cancer Society. Some 276,480 new cases of invasive breast cancer will be diagnosed in women this year, the organization estimates. More than 42,170 women will die from the disease. Screenings are key to detecting cancer early.
“Breast cancer and physicians who deal with breast cancer tend to be always interested in something new,” Medeiros says. “Any questions physicians would have is what’s the reproducibility and how accurate is it.”
The next step for Bired Imaging: a large-scale clinical test. Kandlikar is intent on developing a seamless product that takes images, analyzes them and presents a result by using an already approved adjunctive technique. The company has applied for U.S. and international patents.
Kandlikar views it as a winning solution for patients who won’t be subjected to biopsies without reason, additional information for radiologists and lower costs for insurers.
“This is an adjunctive technology and I respect that,” he says. “I’m not trying to enter with a plan to subvert the system.”
If Bired Imaging is successful, the technology could also reach underserved populations in rural areas here and overseas.
Widely known in academic circles for his work on flow boiling heat transfer, Kandlikar has been lauded for his contributions to the field. He is the recipient of numerous awards at RIT and has received the Heat Transfer Memorial Award from the American Society of Mechanical Engineers, among others.
With Bired Imaging, Kandlikar says he will do what it takes to get it to market.
“This is, in a way, my life’s mission—to make sure this technology sees the light of day and gets a fair evaluation,” he says.
The U.S. National Highway Traffic Safety Administration (NHTSA) on Friday said it had opened a formal investigation into around 115,0000 Tesla vehicles over a front suspension safety issue.
The auto safety regulator said it was opening a preliminary evaluation into 2015-2017 Model S and 2016-2017 Model X vehicles after receiving 43 complaints alleging failure of the left or right front suspension fore links.
Tesla in February 2017 issued a service bulletin describing a manufacturing condition that may result in front suspension fore link failures, NHTSA said.
Tesla did not respond to a request for comment.
The 2017 service bulletin said some vehicles have “front fore links that may not meet Tesla strength specifications. In the event of link failure, the driver can still maintain control of the vehicle but the tire may contact the wheel arch liner.”
NHTSA said 32 complaints involved failures that occurred during low-speed parking maneuvers, while 11 occurred while driving. Another eight complaints may also involve the same issue, NHTSA added.
The agency said “the complaints appear to indicate an increasing trend, with … three of the incidents at highway speeds reported within the last three months.”
On Nov. 20, a class-action lawsuit was filed against Tesla in the U.S. District Court in California over suspension issues in Model S and X vehicles, claiming defects that can result in the front and rear suspension control arm assembly components prematurely failing.
In October, Tesla told NHTSA it was recalling around 30,000 Model S and Model X vehicles in China for front suspension link issues at the request of Chinese regulators “because the environment in China required stronger suspension due to local roads and driving conditions.” Tesla is also issuing a separate rear suspension link recall in China for the Model S vehicles.
But Tesla told NHTSA it did not believe there was any suspension defect and said no U.S. recall was needed, calling the issue “exceedingly rare.” It added it is unaware of any related crashes, injuries, or deaths worldwide.
NHTSA had opened a preliminary evaluation in June over touchscreen failures. The agency said the failure can result in the loss of rear-camera image display when in reverse and reduced rear visibility when backing up. It can impact defogging ability and audible chimes relating to Autopilot and turn signals.
That probe now covers 2012-2018 model year Tesla Model S and 2016-2018 Model X vehicles. The preliminary investigation covered 63,000 Tesla Model S cars.
(Reporting by David Shepardson; editing by John Stonestreet, Elaine Hardcastle and Tom Brown)
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SimCorp, a leading provider of integrated, front-to-back, multi-asset investment management solutions and services to the world’s largest buy-side institutions, today announces that the Central Bank of Sri Lanka (CBSL), has signed an agreement with SimCorp Asia Pacific. The CBSL will implement SimCorp’s flagship front-to-back investment platform, SimCorp Dimension, to manage the investment operation of the country’s
official reserves. The agreement* aims to deliver the CBSL with increased operational resilience, improved automation and strong support of the bank’s investment strategy.
Sri Lanka is the latest in a string of countries, whose central banks have chosen SimCorp, in order to tackle the limitations of legacy technology, amid increasing market complexity. With stability, sustainability and shared prosperity at the centre of the bank’s mission, and celebrating 70 years in operation, the CBSL is evolving the bank’s operations, as it prepares for future growth. The implementation of SimCorp Dimension is part of a long-term strategy to strengthen the bank’s operational efficiency and risk management, while laying the foundation for the future support of its foreign investment strategies.
The operational overhaul sees the CBSL benefit from a highly standardized solution based on global best practices, for the smooth running of its reserve operations and enhanced risk monitoring. A key feature of the selection is the implementation of SimCorp’s integrated Investment Book of Record (IBOR), which sits at the heart of the platform. The IBOR will serve the central bank with a single source of accurate and timely data and a unified view across asset classes, empowering teams across the organization with full transparency for stakeholder reporting.
The mandate will see SimCorp’s automated investment solution streamline the bank’s investment management. This includes advanced front office functionality, comprehensive compliance and performance, through to exhaustive investment accounting, covering IFRS standards. The solution will also handle all of the bank’s internally and externally managed funds and coverage of a wide range of instruments, from fixed income, to money markets and gold. Increased automation throughout the investment lifecycle will create improved Straight Through Processing (STP) for the bank, eliminating data errors and reducing manual intervention, so that its resources can focus on more high-value tasks.
Oliver Johnson, Senior Vice President and Managing Director, SimCorp Asia-Pacific comments: “We are pleased to welcome the Central Bank of Sri Lanka within our global client community. With an integrated front-to-back, multi-asset platform, continued innovation and a deep understanding of central banking needs, we have steadily grown the number of global central banks in our client community. The partnership with the Central Bank of Sri Lanka is a testament to this commitment and we are confident that our consolidated approach to investment management, will meet the bank’s long-term strategy and deliver the operational resilience it requires to grow prosperously.”
*License agreement signed in September 2020.
Enquiries regarding this announcement should be addressed to:
Mittal Shah, Head of PR, SimCorp +44 (0)207 397 8072 mittal.shah@simcorp.com
About SimCorp
SimCorp provides integrated, best-in-class, multi-asset investment management solutions to the world’s leading asset managers, fund managers, asset servicers, pension and insurance funds, wealth managers, central banks, sovereign wealth funds, and treasury. Deployed on premise or in the cloud, SimCorp’s core solution, SimCorp Dimension®, alongside SimCorp Coric®, SimCorp Gain™, and SimCorp Sofia™ form a powerful and complete solution. Together with a range of managed services, they support the entire investment life cycle, based on a market-leading IBOR. SimCorp invests around 20% of its annual revenue in R&D, helping clients develop their business and stay ahead of ever-changing industry demands. Listed on Nasdaq Copenhagen, SimCorp is a global company, with regional offices across Europe, North America, and Asia Pacific. For more information, please visit www.simcorp.com
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Gardiner Regional Middle School has announced its first-quarter honor roll for the 2020-2021 academic year.
Eighth grade — High honors: Sage Sculli, Sophie Guthrie, Sydney Barlow, Sarah Goulette, Lily Staples, Danica Martin, Max Douvielle, Taryn Nichols, Sayde Sirois and Mekenzie Soiett.
Honors: Savannah Johnson, Maya Shaw, Abigail Cooley, Camryn Chadbourne, Lia Umland, Ada McCormick, Madeline Seed, Dillon Farnham, Bryce Dudley, Breanna Shean, Michael Pooler, Angelo Ricker, Benjamin Lamoreau, Benjamin Tobey, Sandi Bolick, Dylan Rideout, Landon Fraser and Hailey Ladd.
Seventh grade — High honors: Luke Carr, Addison Pollis, Ewan Barnicoat, Sophia Marrone, Owen Chadwick, Cadence Smith, Ava Hersom, Maria Dostie, Alden Gilg, Zackery Legendre and Catherine Wiese.
Honors: Ann-Marie Moulton, Jeffrey Rinderknecht, Abigail McGee, Julie Folsom, Henry Clark, Ian Dickson, Brey McCamish, Taylor Hebert, Gracie LaVerdiere, Maggie Blais, George Quintal, Lillyan Doherty, Helen Barton and Kaiden Kendall.
Sixth grade — High honors: Mikayla Cleary, Cole Lavigne, Ella Kruk, Owen Bonenfant, Jackson Gray, Eben Whalen, Sarah Mansir, Lila Anderson, Emry Cady, Isabella Johnson, Olivia Chartier, Victoria Tracey, Georgiana McCamish, Quinn Keune, Maz Guthrie and Anthony McCollett.
Honors: Dominic Webber, Joely Cote, Emilie Umland, Peyton Lavoie, Chase McGrane, Evan Bullock, Natalie Grant, Emma Lee Briere, Morgan Hanley, Samuel Renda, Connor Tibbetts, Maverick Woodcock, Oliver Murphy, Gavin Hall, Carson Moore, Trevor Baron, Leighla Card, Riley Foster, Zoey Sullivan, Avery Croll, Isobel Hanson, Gwendolyn Wildman, Caitlin Dennison, Carter Naas, Lilah Serber and Trace Moody.
Also, Lucas Trafton, Abigail Marlowe, Kayden Webb, Isabella Boudreau, Zarah Kristan, Cooper Newman, Gunnar Foard, Ashton Sirois, Alyssa Olges, Julianna Curtis, Alexis Dyer, Tyler Sieberg, Alexis Bourget-Morgan, Jack Oliver and Piper Fraser.
In a New Jersey suburb seven miles west of Midtown Manhattan, the American Dream is on shaky ground.
The Dream in question isn’t the mythological notion that upward social mobility is within reach for all hard-working Americans. It’s a $5 billion, 3 million-square-foot shopping and entertainment complex in East Rutherford featuring an indoor ski slope, an ice-skating rink, and a Nickelodeon-branded amusement park. The complex finally opened last fall, but it’s now facing huge new challenges.
The development’s complicated 17-year history, marked by ownership changes, false starts, and broken promises, had already put American Dream in a precarious situation. The Covid-19 pandemic hitting in March made things much worse. And whether the mall makes it in the long term will hinge in part on how it deals with the collapse of three of the marquee department stores that were to anchor the entire complex and draw foot traffic — Barneys New York, Lord & Taylor, and Century 21 — which all have gone bankrupt and closed, or are planning to close, all their stores in the US.
Around 100 storefronts in American Dream opened their doors to customers in October and November, but the complex’s future is not guaranteed. Its owners, Triple Five Group, missed several mortgage payments this summer, and it’s not clear who might fill the enormous holes left by the three fallen department store chains, or which other retail tenants will opt out of their leases now that the development is missing three of its anchors.
While the story of American Dream is unique in many ways, its struggles are emblematic of the bleak future facing many US malls and department stores — whose destinies have long been intertwined. The downfall of these once-crown jewels of retail will have meaningful impacts on the Americans who work for them and the communities they’ve long called home.
Across the US, department stores are shrinking or shuttering altogether. In 2011, US department stores employed 1.2 million employees across 8,600 stores, according to estimates from the research firm IBISWorld. But in 2020, there are now fewer than 700,000 employees in the sector, working across just over 6,000 locations.
The reasons for the struggles are both shared and unique. Since the Great Recession began in late 2007, the vast majority of income growth in the US has gone to high-income households, squeezing middle-class households and altering where they spend money. As a result, chains that sell brands at sharp discounts like TJ Maxx, Ross, and Dollar General have become more popular, siphoning away shoppers from full-price department stores like Macy’s and J.C. Penney that were designed to cater to a stronger middle class of yesteryear.
All department stores are also facing the reality that they are no longer the main way most shoppers discover or access new brands — which was once perhaps their main appeal as one-time innovators. Consumer brands have increasingly become focused on building connections with customers through their own stores, websites, social media platforms, and other online-only marketplaces.
All the while, department stores’ contraction is upending local labor markets and the communities they called home. And rock bottom is not even here yet. More than half of all mall-based department stores will close by the end of 2021, according to estimates by Green Street Advisors, a commercial property research firm. And that will have a massive impact on malls; as of January, department stores accounted for nearly one out of every three square feet in malls.
“The department store genre has been taking the great American shopping mall down with it, slowly but inevitably,” said Mark Cohen, the director of retail studies at Columbia University who was previously the CEO of multiple department store chains in the US and Canada.
What happens when an entire sector of retail, one that employs more than half a million people, is in free fall — and is slowing or dragging down shopping malls like the American Dream with it? And what becomes of the local communities across the country whose social identities and local economies rested on, at least in part, now-fallen department stores and the malls they buttressed? We’re about to find out.
For much of the last century, US department store chains played an important role in many Americans’ lives and an innovative role in the retail sector.
For the American middle class of the 20th century, department stores helped shape what successfully living the American dream looked like. These stores were often an entry point into fashion and home furnishing trends once reserved for only the wealthiest, since they offered large selections of name brands at affordable prices all under one roof — first in big cities, and then following population exoduses out to the suburbs. And as the main attractions for malls in the suburban US, they played a foundational role in the idea of shopping as a social activity in the second half of the 20th century.
Department store employees also had it pretty good, for a time. The sector was welcoming to women salespeople, providing a path to certain corporate roles for those who found success, according to the book From Main Street to Mall: The Rise and Fall of the American Department Store. A successful salesperson working in one of these stores, especially before large chains came to dominate the sector, could make a career of their role, providing for a family, no college degree needed. Those days are mostly long gone.
But over the last two decades especially, a confluence of other factors has placed several giants on death’s door and put even the most innovative in a precarious situation. These factors were both external and internal: Amazon led a boom in online shopping, and many brands that once relied on department stores began selling directly to customers online and in their own stores. Meanwhile, many department store chains made the wrong bets, investing more heavily in store expansion while underinvesting in merchandise differentiation and e-commerce strategies.
But perhaps most critically for the chains targeting the middle class — think Macy’s, J.C. Penney, and Bon-Ton — this category of households has been struggling since the Great Recession began in 2007. According to a 2018 study from consulting firm Deloitte, “the middle 40 percent” of the country saw its income shrink in the previous decade, while more than $8 out of every $10 in income growth nationwide went to high-income households. As a result, discount chains that sell name brands at a bargain — like TJ Maxx and Ross stores — became much more attractive to middle-class shoppers than department stores selling at full price. The treasure-hunting aspect of stores like TJ Maxx and Home Goods also added to their appeal over many of their department store competitors. Macy’s, the largest traditional department store in the country, said earlier this year that it planned to close 125 of its 800-plus stores — and that was before the pandemic.
But department stores catering to wealthier customers have failed, too. In addition to Sears and J.C. Penney, higher-end stores Barneys New York, Lord & Taylor, and Neiman Marcus have all filed for bankruptcy in the last two years. Even Nordstrom, viewed by industry insiders as the most progressive traditional department store chain, is facing significant headwinds. While overall US e-commerce sales increased 45 percent year over year from April to June as pandemic shutdowns pushed more shoppers online, Nordstrom registered just 20 percent growth in online sales.
As more Americans came online and as social media platforms rose in popularity, brands started establishing direct relationships online and through their own stores that chipped away at their reliance on department stores for finding customers. For a while, department stores still could provide a way to reach mostly older consumers who preferred in-person shopping or others who didn’t have internet access, but the chains became more complementary for popular brands rather than remaining a crucial sales channel.
More mid-priced brands such as Levi’s and Adidas started selling on Amazon and other online marketplaces as department stores targeting the middle class started to struggle, meaning chains like Macy’s now had serious online competition, too. And since Amazon and other top online retailers are in many cases more convenient than visiting a large store where salespeople are trained and paid less than they once were, department store advantages further diminished.
Finally, some private equity companies — investment firms that buy up struggling companies in part by saddling them with debt — have taken aim at the sector, and the debt associated with their takeovers has hastened the demise of some department store chains like Neiman Marcus. The Dallas-based luxury chain filed for bankruptcy earlier this year under crushing debt from its PE owner. The chain was also late to e-commerce — and when it finally started getting aggressive around 2014, introducing free shipping and returns to better compete with Nordstrom, it didn’t work and instead crimped its profits. The company’s bottom line was also hurt by some of the biggest brands it sells moving from a wholesale model to a more flexible and lower-risk model that was less profitable for Neiman Marcus. While a private equity owner didn’t force these moves, the fallout from these crises coupled with a heavy debt burden was a recipe for disaster.
While the pandemic has accelerated contraction of the department store industry, the sector has been in a slow descent for decades. And the communities they call home, which experienced the upside of their presence during the golden years, are now faced with a series of cascading challenges.
“First they become an eyesore; it’s aesthetically damaging,” said Vicki Howard, the author of From Main Street to Mall. “Second, there’s the jobs. … Third, it impacts the consumers themselves that have turned to that area for leisure activities, for places to go in the winter, to go with their kids.”
“It’s quite a big economic and social and cultural phenomenon to have these department stores closing — and malls also,” she added. “They occupy such a physical place as well as a social space.”
The decline of department stores and the malls they supported has required local governments to get creative. In Bartlesville, Oklahoma, a city of 36,000 near the border of Kansas, local officials have embraced discount chains as the local Washington Park Mall has struggled. The city provided $1.5 million in incentives in 2016 to develop an outdoor shopping center with popular discount retailers TJ Maxx and Ross to help offset the longtime troubles of the mall, once anchored by the department stores Sears, J.C. Penney, and Dillard’s. (Sears and J.C. Penney both closed their stores there in recent years, and Dillard’s recently turned its mall location into a clearance store.)
“We’ve been exceedingly fortunate to have replaced the mall’s legacy brands with up-and-coming brands better aligned with today’s consumer preferences,” David Wood, Bartlesville’s economic development chief, told Recode in an email.
The city also provided a $200,000 incentive to divide an old Kmart into five smaller retail establishments, including outlet stores Ollie’s and Burkes Outlet, as well as a Dollar Tree store. The new retail additions, Wood added, “have largely offset the employment loss — with rising sales tax collections, too.” Taxable physical retail sales dropped in 2015 and 2016 in Bartlesville but grew modestly in 2018 and 2019. Of course, department store jobs are different from discount chain jobs, which have lower average hourly pay and which rarely offer sales commissions.
In Madison, Wisconsin, local city-planning officials are looking ahead to a possible future where their city won’t have malls anchored by department stores. They have been discussing potential redevelopment plans for the areas around the community’s struggling East Towne Mall and West Towne Mall since 2018, and the discussions took on added significance when the malls’ owner filed for bankruptcy in early November.
Several of the malls’ anchor tenants have closed up shop in the last few years, including the department store chains Boston Store and Sears. While the Madison economy is diverse outside of retail, with a large research university and state government offices calling the city home, city planners believe it is critical to start discussing potential redevelopment plans, whether or not the mall’s owner ends up selling or gets on board with redevelopment, because by the time large commercial properties are in true distress, the ripple effects can be dangerous.
“Longer-term vacancies can sometimes snowball and have the effect of spreading and negatively impacting surrounding areas,” said Ben Zeller, a city planner for Madison.
Madison officials have been studying other mall redevelopment plans around the country for ideas about what to do. If redevelopment of these Madison malls do end up happening and they look anything like projects in other communities that city planners are studying, the retail presence would likely be downsized and supplemented by new residential buildings and non-retail employers. Zeller himself lives in an apartment building built on a former mall parking lot in another part of Madison.
At a high level, Zeller told Recode that such redevelopment plans are complex, which means they take time: 15 to 20 years or longer to complete. One challenge involves the fragmented ownership structure of large mall properties, where the main mall may be owned by one business and the department store anchors and restaurants could be owned by separate entities. Another challenge involves restructuring the public street network around malls.
“It’s very difficult to have a future neighborhood created when there are blocks [in existing mall developments] that are 100 to 200 acres as opposed to a normal city block,” he added. Residential neighborhoods typically need shorter street connections to make public transportation and walking viable.
Zeller added that the city wants to make sure that, no matter who buys in, “we ultimately end up with a connected public street network, adequate parkland to serve new residential uses, integrated transit, an improved bike network, and other components of complete neighborhoods.”
In short, communities can rebound from department store chain failures — and the ripple effect on malls — if they have the time and resources to plan two decades into the future like Madison is starting to. But not every American community does.
While some of the evolution that the department store sector has gone through marked natural generational shifts in consumer behavior, the industry’s failures have had a significant impact for those who work in retail, extinguishing the idea of retail sales positions as careers — which in the 20th century was an advantage for department stores.
“It’s a negative cycle. If you have less career-oriented employees and higher turnover, you invest less in those employees,” said Jason Goldberg, the chief commerce strategy officer at the global advertising holding company Publicis. “It creates this vicious cycle and then you can’t recruit good employees. They were turned from advisers and very relationship-based salespeople into cashiers.”
With few exceptions, the idea of a department store sales job being a career hasn’t been a reality for decades. In the mid-1900s, they could be steady, family-supporting jobs with fixed schedules. But in the decades following the birth of big-box retailers Walmart, Kmart, and Target — all in 1962 — retail wages began dropping as traditional chains chased the lower-paying labor models of the new discount retailers.
“I would have to guess that by 1980 it was not likely that a single-wage earner could support a family while working on the selling floor of a retail store,” said Cohen, the Columbia professor and former department store executive.
Yes, there are still top salespeople at chains like Nordstrom or Neiman Marcus who might pull in six figures, but they are the few exceptions to the rule.
So where are department store employees going as their employers cut jobs, close stores, or go bankrupt? In the five-year period from 2015 to 2019, more started working in discount chains. The category of the retail industry that includes dollar stores like Dollar General jumped into the Top 5 categories of employment that attracted workers who had recently left or were laid off from a department store job. (This job transition data was based on a Brookings Institution analysis of current population survey public-use microdata provided to Recode by Chad Shearer, a former senior research associate at the think tank who is now an economic development consultant.)
That may not be a great thing, as least as it relates to employee earnings. While Dollar General’s stock price has nearly tripled over the last five years, its front-line employees don’t see much of that enrichment. Average hourly base pay at Dollar General is $9, according to the job review site Glassdoor, compared to $11 at Macy’s.
And, yes, the rise of e-commerce can be seen in this job movement data, too. During the same five-year period, if you combine the “electronic shopping” and “warehousing” job sectors (which both include e-commerce companies) into one category of employment, the combined sector moves into the Top 10 for industries where employees who had recently left department store roles went to work next. It’s possible e-commerce employers should rank even higher in reality since many e-commerce warehouse employees are technically hired by third-party temporary employment firms.
There are trade-offs to this shift. On one hand, Amazon warehouse employees in the US make a base wage of $15 an hour, which is a higher base pay than most entry-level department store jobs. But the work is often much more physical in nature than a retail job, requiring workers to pick or stow hundreds of items per hour at a rapid pace and be able to lift up to 50 pounds of goods. The reality is that when it comes to finding a job in 2020, Amazon and Walmart — already the two biggest private-sector employers in the US — are the retailers offering work. While so many industries have contracted, they’ve added hundreds of thousands of new job openings this year alone. And as department stores continue to cut jobs, the largest players in the new retail economy capture more power in the labor market.
There is no silver bullet for US department stores to immediately start thriving again, so the best many can do is simply try to adapt and survive. For chains that still have a nationwide presence — like Macy’s or Nordstrom — that means fewer large, full-price stores and more investment in e-commerce sales, potentially supplemented by smaller pickup points for online orders to offset expensive shipping costs. Macy’s executives have also said the company plans to test smaller stores that aren’t attached to malls in an effort to unhitch their destiny from struggling regional malls built for a weakening American middle class.
As these chains fight their uphill battles, they are being replaced by a bevy of options that can provide better prices, selection, or convenience to shoppers of all wealth levels. The best discount chains, for example, are still thriving a decade after the Great Recession ended. Even without a strong e-commerce presence, the parent company of TJ Maxx, Marshalls, and Home Goods is moving steadily through the pandemic, with a stock price equal to what it was before Covid-19 hit the US hard in mid-March. And Dollar General’s stock price hit an all-time high in October; the company is now worth nearly $53 billion.
Brands that sell apparel and cosmetics — key product categories for many department store chains — continue to sell more goods directly to shoppers through their own stores and websites rather than through department store chains. This direct connection gives brands — whether they’re established or new startups — more control over how their goods are displayed, more information about who their customers are, and often better profit margins. Nike, for example, stopped selling through department stores Belk and Dillard’s earlier this year and is no longer available at the online retailer Zappos. Under Armour announced it would cut its wholesale partners in North America by 2,000 to 3,000 stores, too. New online retailers that attract digital-savvy consumers and, in turn, more brands — like Stitch Fix, Rent the Runway, The RealReal, and ThredUp — also were stealing market share from department stores pre-pandemic.
And yes, Amazon continues to be the titan of the modern retail world. It’s at least seven times bigger than No. 2 Walmart in e-commerce, and it’s continuing to invest in beefing up its physical store presence as well. While the online giant’s direct impact on department stores was minimal for much of its history, things have changed in recent years. Amazon is still not a high-end fashion destination, but it is absolutely a place where a majority of Americans are willing to buy footwear, casual clothing, or basics like underwear and socks. In April, the retail research firm Coresight said that more than 70 percent of apparel shoppers bought clothing or footwear on Amazon in the prior 12 months — an increase of 10 percentage points from 2019 and 25 percentage points from 2018. At the weakest moment for department stores, Amazon is becoming a more powerful direct competitor.
Taken together, the future for department stores is bleak, and for many of the malls they anchor, too. Yes, the US has too many retail stores —40 percent more retail square feet per person than No. 2 Canada — and too many subpar malls, considering current shopping trends. Yes, the retailers courting business away from department stores are providing superior products, prices, or experiences that are resonating better with US shoppers. Yes, it is normal in capitalism for industry categories to fall while others rise.
But the communities across the country that depended on these stores and malls as job creators will have to get creative to rebuild around their ruins. And the Americans who once saw a department store sales job as a potential career, or at least an entry path to a better-paying retail corporate job, have by now faced a new reality: Many of the biggest retailers hiring today — discount chains and e-commerce giants — are offering less pay, or perhaps better pay but less personable and more grueling work.
Even if you could snap your fingers and return this retail sector to glory, it wouldn’t solve the key societal and macroeconomic problems connected to its decline. While the median US household brought in 48 percent more income in 2018 than in 1970, the vast majority of those gains happened prior to 2000. Along the way, the middle class’s income share — which many of the biggest department store chains catered to — has shrunk by 19 percentage points as the rich keep getting richer. In turn, most shoppers value discounts above all else — who can blame them? And for those who can afford it, the convenience of Amazon Prime delivery and its endless virtual shelves of merchandise is very difficult to beat. If the American dream of department stores wasn’t fully extinguished before 2020, the year of the pandemic will make sure it is.
A Toms River man’s arm was partially amputated when his vehicle flipped twice after he veered off the roadway Saturday in an attempt to avoid a vehicle that he said cut him off, police said.
The 38-year-old man was driving west on Route 37 when his vehicle careened to the right in front of Pisces Seafood & Restaurant.
It struck a curb and then a large decorative cleat at the base of Pices’ driveway. Hitting the cleat caused the vehicle to flip onto its roof, slide across the driveway and hit the opposite curb, which flipped the vehicle back onto its wheels, Toms River Police said in a press statement.
The vehicle also struck a large decorative chain in the parking lot of Pisces before coming to rest.
Responding Toms River police officers Scott Devecka and Brian Elwood found the driver alert and conscious but trapped in the vehicle. They pulled him out through a back door and Devecka applied a tourniquet to the man’s arm, which was partially amputated and excessively bleeding.
He was airlifted to Jersey Shore Medical Center in Neptune Township for treatment and was listed in stable condition, police said.
The driver told authorities that he was cut off by an unidentified vehicle.
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MIDDLETOWN — Keigwin Middle School will be closed for more than a week after a student there tested positive for COVID-19, officials say.
In a letter to families and teachers on Sunday, Middletown Superintendent of Schools Michael Connor said the middle school would be closed from Nov. 30 to Dec. 10. He said the decision came after an analysis of the district’s contact tracing protocols in collaboration with Middletown’s director of health.
“All students at Keigwin Middle School should adhere to their regular schedules within our distance learning platform,” Connor said.
The student who tested positive was asymptomatic, Connor said. He asked that the community continue to wear masks, socially distance and take advantage of free testing to mitigate community spread.
“Together, we will defeat the COVID-19 pandemic,” Connor said.
Caretaker for physically disabled chargedin Westbury
The Nassau County Police Department Third Squad arrested Thomas Tana, 60, of Commack for an incident that occurred on Tuesday, Nov. 24 at 10:30 p.m. in Westbury.
According to detectives, at 7:45 a.m., a 49-year-old male residing at a Westbury residence went upstairs to check on his 6-year-old learning-disabled son and his caretaker, Tana.
When the father opened his son’s bedroom door, he found Tana inappropriately touching himself in front of his undressed son. The father yelled at Tana and he left the residence on foot before the police arrived. The victim suffered no injuries but was transported to a nearby hospital for evaluation.
An investigation was conducted which led to Tana’s residence, where he was placed under arrest without further incident.
Detective request anyone who feels they may have been a victim of a similar crime to contact Nassau County Crime Stoppers at 1-800-244-TIPS. All callers will remain anonymous.
Tana is charged with endangering the welfare of a physically disabled person in the first degree, a felony, and endangering the welfare of a child, a misdemeanor.
The CDC may lower the days someone needs to be quarantined because of COVID exposure from the current 14, to from 7 to 10 days. That range is troublesome: Which is it, 7 or 10?
There are two pivotal pieces of news that will likely impact infection prevention efforts in the coming weeks. Aside from the hopeful news of vaccine candidates, the Centers for Disease Control and Prevention (CDC) also might be lessening the quarantine time for those exposed to coronavirus disease 2019 (COVID-19). Currently, the recommended quarantine time is 14 days from the last known date of exposure to a person with suspected or confirmed COVID-19. It has more recently been reported that it’s likely this guidance will go down to 7-10 days and a negative SARS-CoV-2 test.
What does this mean for infection prevention efforts? While healthcare workers are often able to work following an exposure due to the use of PPE and self-monitoring, this will likely impact community-based quarantine efforts. The range though is concerning—is it 7 or 10 days? From
my experience, it’s best not to leave a range, but rather provide a specific guidance that doesn’t allow for bias. Perhaps the guidance will state that a required test during quarantine can only be performed after day 7 but will not shorten the 10-day quarantine period if it’s negative. In either case, the more specific the guidance, the better it is for implementation and communication to the public. This is also be determined by local public health department efforts and if they choose to follow the CDC’s guidance or stick to the existing 14 days.
This possible guidance comes as we put the long Thanksgiving weekend in the rearview mirror but, unfortunately, we’re nowhere near putting COVID-19 behind us. As of this writing, the United States has reported over 12.7 million cases of COVID-19, resulting in more than 254,000 deaths. These numbers will only increase as time progresses and we see the fallout of the holiday that had too many people traveling, and the winter months bringing more people indoors in a time of pandemic fatigue. From the holidays to cold weather and traveling, this will be a challenging time of year for all of us.
The second piece of news was the authorization of the first at-home novel coronavirus test. The Food and Drug Administration (FDA) announced recently that they had given the first rapid SARS-CoV-2 at-home test approval. Katherine Wu, MD, recently wrote in the New York Times that “laboratory tests that look for the coronavirus’s genetic material using a technique called polymerase chain reaction, or P.C.R., are still considered the gold standard for detecting the virus. But the new at-home test relies on similar principles by using a method called a loop mediated amplification reaction, or LAMP. Like P.C.R., LAMP repeatedly copies genetic material until it reaches detectable levels, making it possible to identify the virus even when it is present at only very low levels in the respiratory tract. While faster and less cumbersome than P.C.R., LAMP is generally thought to be less accurate.”
While this is exciting news for more accessible testing, there is still concern with how it will be used and the communication to the public that a test is a single moment in time. Moreover, what we gain in speed, we lose in accuracy. Also, how will these results be reported to the local health department? There are a variety of questions that come with these advancements and while we can all safely say that more accessible and quick testing is important, the nuances of how they are deployed is critical.
Temperatures are expected to drop into the 30s and 40s across the region.
ORLANDO, Fla. - Monday is a FOX 35 Weather Alert Day as we track a strong cold front sweeping across east Central Florida.
This storm will bring a marginal risk for severe weather. There is a very small chance for thunderstorms, but the biggest impact will be rain, gusty winds, and much cooler air.
The timing of this storm moves in early Monday morning and will be clearing out of the region by the afternoon. North Central Florida will see showers and the possibility of storms as early as 4 a.m., it will move across the interior from 9 a.m. to 11 a.m. and then off the coast by 2 p.m.
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On the back end of this cold front, we are tracking much cooler air. Afternoon highs on Tuesday will drop into the upper-50s. Overnight lows Tuesday night into Wednesday morning will range from the 30s and 40s across our viewing area. These are some of the coldest temperatures that we have seen since early this year.
The cold blast will continue through Wednesday evening.
The FOX 35 Weather Team will be tracking this storm closely as it moves through the region. You can download the FOX 35 Weather App for the latest updates in your area.
Tune in to FOX 35 Orlando for the latest weather updates.
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