Altruism for the Holidays

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The United Conservative Party (UCP) is pulling the plug on regional planning in Alberta in a move that will be a big win for the “Sprawl Cabal” of wealthy developers and for municipal politicians in smaller communities clustered around the province’s two biggest cities. But it’ll be a disaster for Edmonton and Calgary taxpayers and the liveability of Alberta’s cities – and, longer term, it won’t be good news for the province’s natural beauty or the climate either. In other words, it’s right on brand for the Premier Danielle Smith’s UCP, with its power base concentrated in rural Alberta, its ever-increasing contempt for Alberta’s big cities and their residents, and a vision ever focused on fossil fuels and fossil politics. Something like this has happened before, back in 1993, not long after Ralph Klein became premier of Alberta. Rural municipalities were frustrated with the powerful regional planning commissions required by the Municipal Government Act of the day, and as the “Klein Revolution” got under way, urban politicians worried something might be up. But when announcement was made by Klein’s municipal affairs minister, Steve West, on Oct. 7, 1993, it landed like the proverbial bombshell. While the Klein Government’s free-market sentiments had been well known, “the municipal affairs minister’s announcement nevertheless came unexpectedly,” one observer with whom readers of this blog will be familiar wrote at the time. “And the end of formal, legislatively mandated regional planning in Alberta ... followed swiftly.” In the mid-Zeros, Progressive Conservative premier Ed Stelmach made a stab at getting regional planning and regional co-operation around Alberta’s two largest cities back on track on a voluntary basis. Arguably, though, it took until 2016 when Rachel Notley’s NDP government passed the Modernized Municipal Government Act , which among other things restored some mandatory regional planning to Alberta, that something approaching sanity was restored on the fringes of Calgary and Edmonton. “We want to encourage municipalities to work together so that we can eliminate duplication of services, we can find efficiencies but, quite frankly, so that we can plan and manage growth in the way that works for all of our citizens ,” municipal affairs minister Deron Bilous said in the fall of 2015 when the NDP introduced its legislation. (Emphasis added.) The Edmonton and Calgary regional metropolitan boards were formally established in 2017. And it even seemed to be working for a while, even though the Sprawl Cabal – the term is thought to have been coined by former Calgary mayor Naheed Nenshi – hated it because it made it harder to slap up cheap, high-profit subdivisions outside city boundaries and dump many of the costs of urban sprawl on city taxpayers. Last spring, a report on new-house sales prices tracked by the City of Edmonton suggested that “the sprawl subsidy” – the cost of servicing new subdivisions on the fringes of Canada’s big cities – created profits of more than $1 billion on revenue of about $11 billion over a decade for Edmonton developers. By contrast, the city of Edmonton estimates that more than 90 per cent of the vehicle kilometres travelled on regional roadways that must be maintained by city taxpayers with little help from the province are by residents of surrounding communities, clear evidence of disproportionate use by regional residents. But plus ça change, plus c’est la même chose , this is Alberta, so obviously the return to mandatory regional co-operation wasn’t going to last. There’s been a buzz for several days that the UCP was going to do something bad to regional planning, and do it fast while they flood the zone with ... other dubious policies. But history repeated itself, presumably this time as farce, when Municipal Affairs Minister Ric McIver channelled West and surprised everyone all over again. “The news was sudden. It was unexpected,” Edmonton Metropolitan Region Board Chair Allan Gamble told a Postmedia reporter after learning that the province was cutting the EMRB’s modest $1 million dollar funding and doing the same thing to its Calgary counterpart. McIver also told the two regional planning bodies that membership would be voluntary henceforth – another page ripped from the Steve West playbook. The result will be the same too, the collapse of regional planning in Alberta a little more than 30 years after the last time it was made to collapse. Frankly, it’s mildly surprising former UCP premier Jason Kenney, who often governed by spite, didn’t dump it in the summer of 2019 just because it could fairly be described as an NDP policy. As for Nenshi – now leader of the NDP – he predicted that the result will be “the wild west in planning.” “When you’re in a housing crisis, that’s the worst possible thing you can do because you can’t plan where to put the houses where the infrastructure already exists, where transit is already in place,” he told The Edmonton Journal’s reporter. What he most likely won’t say, if he gets around to making an official statement, is what the obvious solution is, to wit: amalgamation of the municipalities around Alberta’s two biggest cities. This will never fly, of course, in a province dominated by politicians from rural ridings who are quite content to let urban voters pay the freight whenever possible. And we’ll probably have to put up with the Opposition staying mum on that suggestion as well. The UCP, naturally, will likely spin this change as doing something about Canada’s housing crisis, although most of the houses built on the ever expanding fringes of Edmonton and Calgary will not-so-mysteriously remain far beyond the financial reach of the folks who need housing most desperately. Support rabble today! We’re so glad you stopped by! Thanks for consuming rabble content this year. rabble.ca is 100% reader and donor funded, so as an avid reader of our content, we hope you will consider gifting rabble with a donation during our summer fundraiser today. Nick Seebruch, editor Whether it be a one-time donation or a small monthly contribution, your support is critical to keep rabble writers producing the work you’ve come to rely on as a part of a healthy media diet. Become a rabble rouser — donate to rabble.ca today. Nick Seebruch, editor Support rabble.caDavid Herndon, the Kansas bank commissioner, told a joint committee of the Kansas Legislature that he continued to have reservations about the banking charter issued to Beneficient Fiduciary Financial LLC of Hesston because the law creating the unique form of banking prevented state regulators from fully reviewing operations of SFF. (Sherman Smith/Kansas Reflector) TOPEKA — The Kansas banking commissioner renewed apprehension about regulatory limitations in state law that inhibit thorough examination of the unusual business granted a banking charter by order of the Kansas Legislature. State banking commissioner David Herndon said Kansas law adopted in 2022 provided the charter to Beneficient Fiduciary Financial LLC of Hesston and simultaneously forbid the Kansas Office of State Banking Commissioner from applying international evaluation standards to BFF. The statute blocked the commissioner from rating BFF in terms of capital adequacy, asset quality, management, earnings, liquidity and sensitivity to market risk. Kansas kept state banking regulators from fully examining operations of BFF, Herndon said, despite his belief BFF’s debt instruments should be considered a “substandard asset.” Two recent limited evaluations of BFF by Herdon’s staff remain confidential, he said. In addition, Herndon last week told the Kansas Joint Committee on Fiduciary Financial Institutions that state law failed to meet requirements established by the Federal Bureau of Investigation for background checks of organizers at BFF or any other technology-enabled fiduciary financial institution, or TEFFI, authorized by the state. So far, BFF is the lone TEFFI in Kansas. “Those concerns remain, and in some cases, have deepened,” said Herndon, who had sounded alarms since inception of the TEFFI concept. “It is still impossible to conduct a meaningful safety and soundness examination.” The U.S. Securities and Exchange Commission launched an investigation of Beneficient, the Dallas-based parent company of BFF. In July, Beneficient said the SEC closed that inquiry and wouldn’t recommend enforcement action by the SEC. However, Herndon said, financial problems at the parent company could bleed into BFF and other Beneficient subsidiaries. A series of executives associated with Beneficient and BFF offered the bipartisan House and Senate oversight committee a contrary perspective on work to implement a TEFFI law unique to Kansas. The executives said the company had faced challenges, but were bullish on prospects of generating revenue, contributing to economic development in Kansas and serving as a positive example for how business could be conducted under a TEFFI model. The heart of the operation involved Beneficient assisting wealthy individuals and business owners to exchange illiquid assets locked in investment funds for liquid assets such as cash and stock. Beneficient has no interest in the deals on expensive artwork, antique vehicles or wine collections, but has targeted private equity assets that hold value but don’t produce regular cash flow. The Kansas-endorsed business earns fees for work with these alternative assets. Twenty percent of a 2.5% cut in fee revenue must be diverted to the Kansas Department of Commerce for distribution to economic development projects across the state. The remaining 80% of this slice of fee revenue must flow to the Beneficient Heartland Foundation for economic development in Hesston. Brad Heppner, CEO and board chairman of BFF, said constraints in the U.S. economy inhibited mergers and acquisitions that would have contributed to Beneficient’s TEFFI business model. After taking Beneficient public on Nasdaq in 2023, the financial services company’s stock crashed. The 52-week high in Beneficient stock value was $51.14 per share and the 52-week low was less that $1 per share. On Tuesday, it sat at 82 cents per share. Heppner told state lawmakers he was optimistic there would be a surge during the next year or so in U.S. mergers and acquisitions. He said the forecast was based, in part, on promises made by President-elect Donald Trump. “We have turned the corner,” Heppner said. “Finally, after a pretty disastrous previous year.” He said there were no guarantee of a stronger market for alternative asset deals, “but there’s general euphoria.” In April 2022, Heppner predicted as many as 50 companies eager to operate as a TEFFI could open offices in Hesston within two years. None have done so. Rep. Stephen Owens, a Hesston Republican and legislative champion of BFF and Beneficient, said when the TEFFI law was created that it could attract alternative asset businesses to Kansas in the same way the credit card issuing industry boomed in South Dakota. He said two years ago a business-friendly TEFFI model could drive as much as $1 billion over a decade into Kansas. Owens is on the joint legislative oversight committee responsible for monitoring BFF. Democratic Sen. Jeff Pittman of Leavenworth, another member of the committee, said he was concerned the TEFFI concept hadn’t taken off in the way Heppner and Owens predicted in the past. He said members of the Legislature would benefit from testimony by independent experts in the banking industry who might explain what was holding back investment in the TEFFI market. During the joint committee’s recent hearing at the Capitol, testimony came from BFF associates, the state banking commissioner and the state Department of Commerce. Heppner said it was true BFF remained the lone TEFFI in the United States, but he asserted there was interest from two out-of-state groups that might be willing to enter the alternative asset business in Kansas. He didn’t identify those entities. The state banking commissioner said he’d had no inquiries from companies intrigued by Kansas’ first-of-its-kind alternative asset framework. Sen. Michael Fagg, R-El Dorado, praised BFF’s distribution of several million dollars in economic development seed grants through the Department of Commerce. The third round of grants were released by the Department of Commerce in September. Fagg lauded plans to move ahead with revitalization of Main Street in Hesston, including development of a grocery store. That work is funneled through the Beneficient’s foundation. “We wouldn’t have any of this economic development without BFF,” Fagg said. “We’re trying to promote a new idea. I wanted to personally and publicly thank them (BFF) for that.” Former state Sen. Jeff King, an attorney with Crossroads Legal Solutions who represents Benificient and BFF, said the federal SEC investigation of Beneficient came to an end. He said the Beneficient believed it was time for the Legislature to consider how the current regulatory structure had performed and how changes could more effectively attract clients. Alan Dienes, managing director and chief operating office at BFF, urged lawmakers to exempt BFF from certain regulations typical of a bank. He said state law required BFF to complete daily and monthly reports in the manner of a bank, but the TEFFI shouldn’t be treated as such. He said the 2025 Legislature should allow BFF more time to compile quarterly reports and be exempted from lending limits. “We think it’s time to start fine-tuning the statute,” he said. “The world changes a little bit.” BFF executives urged the Legislature to compel the Department of Commerce to launch a marketing campaign to recruit businesses that might make use of a TEFFI charter. BFF president Derek Fletcher said the state’s TEFFI law should be amended during the upcoming session to recognize movement toward digitization of asset ownership. He said the state’s $250,000 application fee for a TEFFI was too high, despite the scheduled lowering of that fee to $100,000 next year. He said the fee was a barrier to entry into the TEFFI business world. If the Legislature took up a TEFFI reform bill, the state banking commissioner said lawmakers should include provisions that would address voluntary or involuntary termination of BFF operations or of any subsequent TEFFI. Beneficient executives previously opposed placement into statute of language that outlined what would happen if a TEFFI was declared insolvent. In the past, Sen. Tom Holland, D-Baldwin City, was unsuccessful in generating interest in legislation that would grant state regulators the authority to suspend Beneficient’s operations. Holland also had sought a state-led inquiry of Beneficient and Beneficient’s former parent company, GWG Holdings. A federal lawsuit alleges GWG Holdings misled investors by selling hundreds of millions of dollars in bonds. GWG Holdings spun off Beneficient in 2022 as the Legislature was engaged in developing a program to create the TEFFI sought by Beneficient.

Injuries pile up, 49ers uncertain QB Brock Purdy can return SundayLoneliness has become so prevalent that the U.S. Surgeon General referred to loneliness and isolation as an epidemic affecting productivity and engagement in schools, workplaces, and civic organizations. According to the 2023 Work in America Survey by the American Psychological Association, 26 percent of employees — both working in offices and remotely — reported feeling lonely and isolated at work. With 167 million people in the United States’ labor force as of May, according to the Bureau of Labor Statistics, there are clearly many lonely people sitting behind computer screens and along factory lines. Jennice Chewlin, owner of Chewlin Group, a New Hampshire-based consultancy focused on improving workplace well-being through training, coaching, and strategy development, says many of those people may be hiding their feelings of loneliness. Creating a workplace culture of belonging is crucial, she says. “If you want to improve workplace wellbeing and reduce loneliness start with belonging,” she says, citing a recent American Psychological Association report. “Twenty percent of respondents to an APA survey said they did not feel like they belonged at work when asked.” From a financial perspective, loneliness often results in disengaged employees, lower productivity and decreased performance, costing businesses an estimated $154 billion annually in stress-related absenteeism alone in 2019, according to the Cigna Group’s Loneliness Index. Stuart Lustig, the national medical executive for behavioral health strategy and product design at Evernorth, a division of the Cigna Group, says when people are feeling lonely and disconnected, whether they work for a small or a large company, those employees are more likely to quit. “This happens when people feel disconnected from others and with their work,” he says. “We’re social beings by nature and want to feel connected and be with others at least some of the time.” Tackling loneliness post-COVID Loneliness became a huge problem during the COVID-19 pandemic, when offices across the country closed, sending people home to bedrooms, dining rooms and whatever spaces they could find. Chewlin says COVID exposed problems with workplace wellbeing that had been simmering for years. “There was a need to identify and prevent burn out,” she says. Chewlin, whose background is in public health, started Chewlin Group in 2022. “COVID taught workplaces they can’t keep doing business as usual and for those companies that made employee wellbeing a priority, they’re seeing the most benefit today.” And even as companies and workers adjusted to the “new normal” following the pandemic, loneliness in the workplace remains as prevalent as ever. Maggie Pritchard, CEO of Lakes Region Mental Health Center in Laconia and president of the N.H. Community Behavioral Health Association, says, “Feelings of loneliness at work are on the rise post-pandemic, both for our mental health workforce and the patients we see, [and] we likely won’t know the full extent of the crisis for years.” Remote work since the pandemic created more flexibility for employees and allowed businesses to reduce travel and office expenses, but it also affects peoples’ ability to stay connected, says Pritchard. “Remote work significantly changed workplace culture. People experienced unprecedented isolation,” she says. Sue Drolet, chief human resource officer for Lakes Region Mental Health, says workforce flexibility that provides more autonomy can also lead to isolation for some people. “If someone is feeling lonely at work, especially if they work remotely, they should reach out to a co-worker, schedule a meeting, phone call, or lunch,” she says. “There is a balance that can be achieved.” Understanding, combating loneliness Being proactive is one way to combat workforce loneliness. At Mainstay Technologies in Manchester, talking about loneliness and wellbeing is built into the company’s monthly check-ins with its 100 employees. President Jason Golden says Mainstay creates opportunities for connection and belonging. “We are very intentional about creating systems of communication,” Golden says. “You can’t force connections, but you can force opportunities.” Mainstay holds lunch and learn sessions allowing employees to connect with each other and offers quarterly outings, including to Funtown Splashtown USA in Maine. Golden and his team are aware of the potential for burnout, particularly for service companies like Mainstay. “We watch overtime, including billable client hours, to make sure there’s a good work-life balance,” he says. “And we’ve been very intentional in the past year about training our leadership in the idea of radical respect,” which involves honoring individuality, rather than demanding conformity and creating opportunities for collaboration, not coercion. “We’re super intentional about creating as many opportunities as we can to eliminate loneliness and increase connection,” Golden says. Pritchard says companies are increasing such efforts. “People, including legislators, are recognizing that mental health is a major priority,” she says. “The younger workforce, ‘Gen Z’ for example, is more comfortable asking for help or mental health days at work. This is helping to normalize it and reduce stigma.” Companies are also reaching out to experts for assistance. Chewlin Group facilitates conversations with companies by helping them make informed decisions about increasing potential opportunities for employee engagement and wellbeing.“[People] often confuse feeling lonely with being alone,” Chewlin says, citing the surgeon general’s definition of loneliness, which is rooted in feelings of disconnection and a lack of belonging. “There’s often a deficit of connection.” Loneliness is a normal human experience, as much as happiness, joy, or hunger, Chewlin says, adding that it is often hidden. “There’s stigma attached to this feeling,” she says. “People feel others will perceive them as having something wrong with them and because of this we put on a mask and pretend everything is OK.” Nicole Sublette, owner of Therapists of Color New England in Manchester, says the topic of workplace disconnection and loneliness came up recently at a Stay Work Play event she attended. “People were talking about this, and my own business really struggles because people tend to work in silos,” she says. One thing Sublette has done to combat loneliness at her company is to plan group gatherings. Recently, Therapists of Color also created a “clinician support coordinator” to do check-ins and meetings with staff. “Workplaces today are becoming more progressive around mental health and wellness. I had a client whose organization offered wellness incentives including yoga, gym memberships and coaching.” Sublette says 50 percent of Therapists of Color’s work is telehealth and that staff work two days in office. “This allows people to grab lunch with each other and they have two hours off during the day,” she says. “I try to make everyone’s lunch hours the same.” Money, race, and age matters When it comes to loneliness in the workplace, certain trends stand out. One is age. The 2024 Work in America Survey by the American Psychological Association found that 45 percent of workers ages 18 to 25 felt lonely, compared to 33 percent of workers ages 26 to 33, 22 percent of workers ages 44 to 57 and about 15 percent of workers over age 58. “It seems counterintuitive. You would think younger people would have more connections than older people, but it doesn’t pan out that way,” says Lustig, a child psychiatrist by training. “Younger people are supposed to be forming their identities and making lasting connections, graduating college, having their first jobs, and much of that was hindered by the pandemic.” The U.S. Surgeon General laid out a framework of five requirements for workplace mental health and wellbeing. They are: protection from harm, opportunity for growth, connection and community, mattering at work and work-life harmony. Forlower paid workers, these are harder to find. Lustig says that while money can’t buy a person happiness, it can buy friends. “All joking aside, having connections with friends is an indicator of well-being,” he says, explaining that having financial resources provides the ability to better engage in social activities. And working more hours to make ends meet is time away from family and friends, he adds. “People with better financial resources can engage in important activities and stay more connected.” According to a 2021 Cigna report, men and women have roughly the same likelihood of loneliness (57 percent of men and 59 percent of women) while people from underrepresented racial groups are more likely to be lonely. Seventy five percent of Hispanic adults and 68 percent of Black/African American adults are classified as lonely — at least 10 points higher than what is seen among the total adult population (58 percent). Sublette says people of color — who can experience powerlessness and invisibility — and those with neurodivergence have needs that employers may not understand. “It’s important for employers to gauge their employees’ needs individually. When it comes to group gatherings they can simply ask, ‘what do you want to do, what does fun look like to you,’ these questions are important,” she says. Creating the potential for connection Creating a workplace of belonging begins with trust, says Chewlin. This includes executive leaders, managers and employees working together to build that trust. “This requires more than a one-and-done approach, she says. “But when building trust is made a priority, workplaces can help create a momentum for change where everyone thrives.” Golden of Mainstay says he asks employees what is meaningful in their lives and how they can get closer to that. He emphasizes to his staff the importance of fostering positive relationships with people who are trusted sources of wisdom. “You need to know your squad,” he says. “When you’re feeling lonely, who is it you turn to?” As the leader of a tech company, Golden says he’s aware of the dangers of isolation. “I’m an introvert who also enjoys people,” he says, adding he’d typically rather be reading a book than attending networking events. “There’s a seduction for introverts, especially in the tech world where much of the work is online ... they sometimes think they can solve everything in their own mind. That’s dangerous.”

Looking back, one constant that underlined the Colorado Springs Switchbacks' championship season was confidence from staff, players and even fans. Before the season, the club elevated Stephen Hogan from head coach to the franchise's first-ever sporting director. When the Switchbacks began the season with a franchise-worst 0-5 start, Hogan was surprised. "I was very surprised. Very, very surprised because in the preseason we did quite well," he said following a Switchbacks win on June 29. "I was never thinking like this is going to be the worst year in the club's history. I think I (had an interview) when we tied the game against Indy (Eleven) and I said, 'Once we get two wins, once we get two back-to-back, we'll get momentum.' And we did. We got two back-to-back and we started." That confidence grew as the season wore on and club fully committed to a team-first mentality in the way it approached training sessions and personnel. Colorado Springs goalkeeper Christian Herrera noted before a September match against Charleston Battery that this year's team had a chemistry that felt more sustainable than in previous seasons. "I know it may look similar (to last season) but I will say it's completely different," he said. "The group's just a lot more together. It's a team mentality. We go game to game, learning, people raise their hands saying, 'I could have done better there, I could have done better in this moment.' I think yeah we're hot right now but it's a different feeling than it was last year. It feels like it could last longer." That same week, midfielder Steven Echevarria mentioned having the right people in the building was key to the club's success. A few weeks prior to his comments, the Switchbacks' made a stunning move in August, transferring forward Maalique Foster to Indy Eleven. At the time, Foster was a key cog in the Switchbacks' lineup as the team's assist leader and second-leading scorer. In a statement coinciding with Foster's transfer, both Hogan and head coach James Chambers emphasized the club's team-first mantra. Following a Switchbacks win over Charleston Battery on Sept. 14, Echevarria was more blunt. "Throughout the years I've been here since this staff took over, we've not had a group that's as together as this one is. We've gotten all the people out of the building that don't need to be in the building and we have a group of guys that are fighting for each other," he said. "We want a home playoff game and we want (to) show this city that Colorado Springs is a soccer city." The Switchbacks made good on Echevarria's aspirations, claiming their first-ever USL Championship on Saturday, beating Rhode Island FC 3-0 at Weidner Field. For Switchbacks super fan Annie Coffman, there were no doubts heading into the league final. Watching her team hoist a USL Championship trophy wasn't a matter of if but when. Coffman had the same confidence the players have had since the club's first win of the season on April 27 at Oakland Roots SC. In truth, it's the same confidence she approaches every Switchbacks season with. "I traveled out to Oakland. I was going to every game win or lose and it was just fantastic to see them get a win and turn it around at that point. And I had total (confidence) in them the whole time, from the beginning that they could do this. I saw the talent there," she said. "It's never to me (been) crappy because I back them 100% But they have faltered in places and they have lacked a certain direction but this time they put it all together. The coaching staff has been fabulous and has really put this team together and then Matt (Mahoney's) direction as the captain. Each of them playing for each other, not playing for the glory of one, playing for the glory of the team has made the difference."

Family reunites with $317,000 thanks to Great Iowa Treasure HuntMiami Dolphins predicted to land San Francisco 49ers $16 million star | Sporting NewsA MUM has been jailed for "extreme neglect" after keeping her baby in a drawer under her bed for almost three years. The tot had never seen daylight until she was found weeks before her third birthday. She was discovered at the family's Cheshire home with matted hair, deformities and rashes. The "wicked" mum hid the baby from her siblings in the drawer of her divan bed. She also kept the secret from her partner, who often stayed at the home. The woman cannot be named to protect the anonymity of her children. Read More UK News She has been jailed for seven-and-a-half years after admitting child cruelty at Chester Crown Court. The woman did not seek medical assistance for the baby's cleft palate. She did not give the tot enough food and water - feeding her milky Weetabix through a syringe. Sion ap Mihangel, prosecuting, said: "She was kept in a drawer in the bedroom. Most read in The Sun "She was not taken outside, not socialised, no interaction with anybody else." The child had a developmental age of nought to 10 months when she was raced to hospital. She was "significantly" malnourished and dehydrated, the court heard. The baby was left alone while the mum took her other children to school, went to work and stayed with relatives at Christmas. When her boyfriend started staying over, the mum left the baby alone in another room. 'OVERWHELMING HORROR' The boyfriend found the baby one morning when he came back to use the toilet after the woman had left. He heard a noise and went into one of the bedrooms, where he saw the baby. The man left the home and alerted family members - with social services scrambling to the address. A social worker found the baby in the drawer of the bed and asked the mum if that was where she kept her daughter. The worker told the court: "She replied matter-of-factly, 'Yes, in the drawer'. "I was shocked the mother did not show any emotion and appeared blase about the situation. "It became an overwhelming horror that I was probably the only other face the child had seen apart from her mother's." 'TRULY DEVASTATING' Two hardened cops were in tears as a "truly devastating" statement from the child's foster carer was read out to the court. The carer said: "It became very apparent she did not know her own name when we called her." In an interview, the mum said she had not known she was pregnant and was "really scared" when she gave birth. She claimed she did not keep the baby in the drawer at all times and never closed it. But she told cops the baby was "not part of the family" and that she had abusive relationship with the tot's father. The woman said she did not want the man to find out about the youngster. 'STARVED OF LOVE' Sentencing, Judge Steven Everett said: "To my mind, what you did totally defies belief. It was wicked beyond belief. "You starved that little girl of any love, any proper affection, any proper attention. "Any interaction with others, a proper diet, much-needed medical attention. "You attempted to control this situation as carefully as you could but by sheer chance your terrible secret was discovered. "The consequences for the child were nothing short of catastrophic - physically, psychologically and socially. "She is an intelligent little girl who is now perhaps slowly coming to life from what was almost a living death in that room." CHILLING NEGLECT Matthew Dunford, defending, said there had been an "exceptional set of circumstances". He said the woman suffered from poor mental health and had struggled during the covid-19 lockdown. Dunford added that the woman had a volatile relationship with the child's father. The woman wiped away tears as Dunford told the court her other children no longer lived with her. She pleaded guilty last month to four counts of child cruelty. The charges reflected her failure to seek basic medical care for the child, abandonment, malnourishment and general neglect. BROUGHT TO JUSTICE CPS senior prosecutor Rachel Worthington said: "This child has never had a birthday present, a Christmas present or anything to recognise these days. "She's had no interaction with any of her siblings. She hadn't known daylight or fresh air." Worthington added: "She didn't respond to her own name when she was first found. "The motive behind the mother's behaviour is still not clear, but that is not the role of the Crown Prosecution Service. Read More on The US Sun "Our job is to bring the person responsible to justice. That has now been done. "It is the profound hope of the CPS that the victim in this case recovers sufficiently to live as full a life as possible."

Dictionary.com Is Out With Its 2024 Word of the Year

Enigma of Fear - Official Launch Trailer Check out the Enigma of Fear launch trailer for this upcoming horror game. Enigma of Fear will be available on PC (Steam) on November 28, 2024.Become Mia, a paranormal detective searching for her missing father inside the Perimeter - a place that doesn't exist. Investigate clues like a real detective and unravel the mysteries behind the Enigma of Fear, defeating the terrible monsters who'll try to stop you.

Jimmy Carter: Many evolutions for a centenarian ‘citizen of the world’V Stockholders with Large Losses Should Contact Shareholder Rights Law Firm Robbins LLP for Information About the Visa Inc. Class ActionHOUSTON (AP) — An elaborate parody appears to be behind an effort to resurrect Enron, the Houston-based energy company that exemplified the worst in American corporate fraud and greed after it went bankrupt in 2001. If its return is comedic, some former employees who lost everything in Enron’s collapse aren’t laughing. “It’s a pretty sick joke and it disparages the people that did work there. And why would you want to even bring it back up again?” said former Enron employee Diana Peters, who represented workers in the company’s bankruptcy proceedings. Here’s what to know about the history of Enron and the purported effort to bring it back. Once the nation’s seventh-largest company, Enron filed for bankruptcy protection on Dec. 2, 2001, after years of accounting tricks could no longer hide billions of dollars in debt or make failing ventures appear profitable. The energy company's collapse put more than 5,000 people out of work, wiped out more than $2 billion in employee pensions and rendered $60 billion in Enron stock worthless. Its aftershocks were felt throughout the energy sector. Twenty-four Enron executives , including former CEO Jeffrey Skilling , were eventually convicted for their roles in the fraud. Enron founder Ken Lay’s convictions were vacated after he died of heart disease following his 2006 trial. On Monday — the 23rd anniversary of the bankruptcy filing — a company representing itself as Enron announced in a news release that it was relaunching as a “company dedicated to solving the global energy crisis.” It also posted a video on social media, advertised on at least one Houston billboard and a took out a full-page ad in the Houston Chronicle In the minute-long video that was full of generic corporate jargon, the company talks about “growth” and “rebirth.” It ends with the words, “We’re back. Can we talk?” Enron's new website features a company store, where various items featuring the brand's tilted “E” logo are for sale, including a $118 hoodie. In an email, company spokesperson Will Chabot said the new Enron was not doing any interviews yet, but that "We’ll have more to share soon.” Signs point to the comeback being a joke. In the “terms of use and conditions of sale” on the company's website, it says “the information on the website about Enron is First Amendment protected parody, represents performance art, and is for entertainment purposes only.” Documents filed with the U.S. Patent and Trademark Office show that College Company, an Arkansas-based LLC, owns the Enron trademark. The co-founder of College Company is Connor Gaydos, who helped create a joke conspiracy theory that claims all birds are actually surveillance drones for the government. Peters said that since learning about the “relaunch” of Enron, she has spoken with several other former employees and they are also upset by it. She said the apparent stunt was “in poor taste.” “If it’s a joke, it’s rude, extremely rude. And I hope that they realize it and apologize to all of the Enron employees,” Peters said. Peters, who is 74 years old, said she is still working in information technology because “I lost everything in Enron, and so my Social Security doesn’t always take care of things I need done.” “Enron’s downfall taught us critical lessons about corporate ethics, accountability, and the consequences of unchecked ambition. Enron’s legacy was the employees in the trenches. Leave Enron buried,” she said. This story was corrected to fix the spelling of Ken Lay’s first name, which had been misspelled “Key.” Follow Juan A. Lozano on X at https://x.com/juanlozano70 Copyright 2024 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed without permission.Cowboys linebacker DeMarvion Overshown could miss 2025 season after latest knee injury, coach says

Network completed in partnership with Escambia River Electric Cooperative brings high-speed internet to more than 12,000 rural homes and businesses KANSAS CITY, Mo. , Nov. 26, 2024 /PRNewswire/ -- Conexon Connect , the internet service provider (ISP) formed by rural fiber broadband leader Conexon , has completed its first fiber-to-the-home (FTTH) project in the state of Florida , a 2,000-mile network launched in partnership with Escambia River Electric Cooperative (EREC). The Connect, powered by Escambia River Electric Cooperative, network marks the ISP's sixth FTTH network completion. With this milestone, Conexon Connect has successfully delivered fiber internet access to 12,000 EREC members across rural Escambia and Santa Rosa counties in northern Florida , bringing world-class, high-speed internet service to homes and businesses previously lacking reliable connectivity. The newly completed network enables residents to access essential online services including telemedicine, remote education and modern work opportunities. "Completing the fiber network across EREC's service area is another major step forward in our mission to bring connectivity to underserved communities nationwide," said Randy Klindt , Conexon Founding Partner and co-CEO. "We're proud to empower these areas with digital access to help drive innovation, opportunity and growth in Florida ." The Connect, powered by Escambia River Electric Cooperative, network provides members access to multi-gigabit-speed symmetrical internet capabilities, offering the same fast download and upload speeds, as well as reliable phone service. Fiber broadband technology also enables the benefits of smart grid capabilities to the co-op's electrical infrastructure. "Over the past two years, we've worked tirelessly to bring this critical infrastructure to every EREC member in Escambia and Santa Rosa counties," said Ryan Campbell , CEO of EREC. "Today, every member of our cooperative has access to fast, reliable internet, which is not just about improving connectivity – it's about enhancing quality of life, fostering economic growth and ensuring that no one in our community is left behind in the digital age. This project represents our commitment to providing not just electricity, but the tools that empower our members to thrive in an increasingly connected world. By partnering with Connect, we've been able to make a lasting impact on our community." Conexon's current impact in Florida spans five electric cooperatives' service territories – delivering Connect high-speed internet to members of Tri-County Electric Cooperative, Glades Electric Cooperative and EREC – and partnering with Central Florida Electric Cooperative and Suwannee Valley Electric Cooperative as those co-ops build FTTH networks to serve their members with broadband. Collectively the co-ops' broadband project investment totals more than $260 million , with nearly 9,000 miles of fiber built to date, reaching well over 70,000 rural Floridians. "In rural areas across the state, there is only one group of people who truly care about getting broadband to every home in every rural area – not the telephone companies that have abandoned rural Florida , not the cable companies that never built to rural Florida – it is the rural electric cooperatives that have been serving their communities for over 85 years," said Conexon co-CEO Jonathan Chambers . "We are proud of the partnership we formed with Escambia River Electric Cooperative. In just eighteen months, we built a fiber broadband network to serve every member of the cooperative, a network that will last for decades to come." About Conexon Connect Conexon Connect, the fiber-to-the-home internet service provider (ISP) formed and operated by Conexon, is an emerging local broadband leader in rural communities across the country. Connect works predominantly with electric cooperatives and communities, building networks using Conexon's proven methodology and architecture that leverage existing infrastructure to power reliable and affordable 100 percent fiber broadband service for rural homes and businesses. Connect currently operates in Colorado , Florida , Georgia , Kentucky , Louisiana , Mississippi , and Missouri . About Escambia River Electric Cooperative Founded in 1939, Escambia River Electric Cooperative (EREC) is a member-owned electric distribution cooperative serving approximately 12,000 residents in northern Escambia County and Santa Rosa County, Florida . Headquartered in Jay, Florida , with an additional location in Walnut Hill , EREC has a long-standing commitment to providing affordable, reliable electric power to its members. In recent years, the cooperative has expanded its service offerings, including the successful deployment of high-speed fiber internet to every member in its service area. EREC's mission is to provide dependable electric and broadband services at competitive rates while enhancing the region's quality of life through community-driven initiatives. These include supporting economic development, promoting safety and environmental education, and generously contributing time, energy, and resources to charitable organizations, schools, and community events. Cindy Parks 913-526-6912 [email protected] SOURCE Conexon Connect