Trade Associations
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Trade Associations
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PALTmed Welcomes CMS Proposal to Restore Payment Parity for Nursing Home Care
COLUMBIA, Maryland, July 16 -- Post-Acute and Long-Term Care Medical Association issued the following news:
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PALTmed Welcomes CMS Proposal to Restore Payment Parity for Nursing Home Care
Post-Acute and Long-Term Care Medical Association (PALTmed) welcomes the Centers for Medicare & Medicaid Services' (CMS) proposal in the CY 2027 Physician Fee Schedule proposed rule (CMS-1848-P) to restore practice expense parity for evaluation and management (E/M) visits in nursing facilities and skilled nursing facilities. The proposal would equalize payment for codes 99304-99316 across nursing home settings, ... Show Full Article COLUMBIA, Maryland, July 16 -- Post-Acute and Long-Term Care Medical Association issued the following news: * * * PALTmed Welcomes CMS Proposal to Restore Payment Parity for Nursing Home Care Post-Acute and Long-Term Care Medical Association (PALTmed) welcomes the Centers for Medicare & Medicaid Services' (CMS) proposal in the CY 2027 Physician Fee Schedule proposed rule (CMS-1848-P) to restore practice expense parity for evaluation and management (E/M) visits in nursing facilities and skilled nursing facilities. The proposal would equalize payment for codes 99304-99316 across nursing home settings,correcting a disparity that PALTmed has urged CMS to address since the CY 2026 practice expense redistribution took effect.
The existing payment differential has never reflected how care is actually delivered in nursing homes. The same clinician caring for the same resident in the same bed could be reimbursed at different rates simply because the resident's Medicare benefit status changed over the course of a few days.
Even more concerning, the lower payment applies to the patients who often require the most intensive care. Residents in a Medicare Part A stay are recovering from hospitalization, managing new or worsening medical conditions, and face the greatest risk of complications and avoidable hospitalization. Paying less for this level of care undervalues the complexity of the work and, over time, threatens access to clinicians in a specialty already challenged by workforce shortages.
"Every clinician who walks into a nursing facility brings the same training, clinical expertise, and practice expenses to the bedside, regardless of the residents in Medicare Part A status," said Leslie Eber, MD, CMD, FPALTC, president of PALTmed. "We appreciate that CMS listened to the concerns raised by PALTmed and our members, and we urge the agency to finalize this proposal. Nursing home residents are among Medicare's most medically complex patients, and they deserve access to clinicians who can continue providing the high-quality care they need."
PALTmed advocated for this change through formal comments, direct engagement with CMS, and grassroots efforts by members across the country who shared how the payment reduction affected their practices and the patients they serve. The association will submit comments supporting this proposal during the rule's public comment period and urges CMS to finalize this important correction.
* * *
About Post-Acute and Long-Term Care Medical Association (PALTmed)
Post-Acute and Long-Term Care Medical Association (PALTmed) is the only organization of its kind providing high-quality resources and education to the interdisciplinary team working in PALTC settings, including medical directors, attending physicians, nurse practitioners, physician associates, consultant pharmacists, and doctorly-prepared clinicians. PALTmed leads the way in empowering compassionate and skilled clinicians to deliver person-centered care in the post-acute and long-term care continuum.
Through its Certified Medical Director (CMD) credentialing program, PALTmed upholds excellence in medical leadership within PALTC. Committed to advancing high-quality, compassionate care, PALTmed fosters professional development, evidence-based clinical guidance, and advocacy to enhance outcomes for patients, residents, families, and healthcare teams.
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Original text here: https://paltmed.org/news-media/paltmed-welcomes-cms-proposal-restore-payment-parity-nursing-home-care
[Category: Medical]
* * *
PALTmed Welcomes CMS Proposal to Restore Payment Parity for Nursing Home Care
Post-Acute and Long-Term Care Medical Association (PALTmed) welcomes the Centers for Medicare & Medicaid Services' (CMS) proposal in the CY 2027 Physician Fee Schedule proposed rule (CMS-1848-P) to restore practice expense parity for evaluation and management (E/M) visits in nursing facilities and skilled nursing facilities. The proposal would equalize payment for codes 99304-99316 across nursing home settings, ... Show Full Article COLUMBIA, Maryland, July 16 -- Post-Acute and Long-Term Care Medical Association issued the following news: * * * PALTmed Welcomes CMS Proposal to Restore Payment Parity for Nursing Home Care Post-Acute and Long-Term Care Medical Association (PALTmed) welcomes the Centers for Medicare & Medicaid Services' (CMS) proposal in the CY 2027 Physician Fee Schedule proposed rule (CMS-1848-P) to restore practice expense parity for evaluation and management (E/M) visits in nursing facilities and skilled nursing facilities. The proposal would equalize payment for codes 99304-99316 across nursing home settings,correcting a disparity that PALTmed has urged CMS to address since the CY 2026 practice expense redistribution took effect.
The existing payment differential has never reflected how care is actually delivered in nursing homes. The same clinician caring for the same resident in the same bed could be reimbursed at different rates simply because the resident's Medicare benefit status changed over the course of a few days.
Even more concerning, the lower payment applies to the patients who often require the most intensive care. Residents in a Medicare Part A stay are recovering from hospitalization, managing new or worsening medical conditions, and face the greatest risk of complications and avoidable hospitalization. Paying less for this level of care undervalues the complexity of the work and, over time, threatens access to clinicians in a specialty already challenged by workforce shortages.
"Every clinician who walks into a nursing facility brings the same training, clinical expertise, and practice expenses to the bedside, regardless of the residents in Medicare Part A status," said Leslie Eber, MD, CMD, FPALTC, president of PALTmed. "We appreciate that CMS listened to the concerns raised by PALTmed and our members, and we urge the agency to finalize this proposal. Nursing home residents are among Medicare's most medically complex patients, and they deserve access to clinicians who can continue providing the high-quality care they need."
PALTmed advocated for this change through formal comments, direct engagement with CMS, and grassroots efforts by members across the country who shared how the payment reduction affected their practices and the patients they serve. The association will submit comments supporting this proposal during the rule's public comment period and urges CMS to finalize this important correction.
* * *
About Post-Acute and Long-Term Care Medical Association (PALTmed)
Post-Acute and Long-Term Care Medical Association (PALTmed) is the only organization of its kind providing high-quality resources and education to the interdisciplinary team working in PALTC settings, including medical directors, attending physicians, nurse practitioners, physician associates, consultant pharmacists, and doctorly-prepared clinicians. PALTmed leads the way in empowering compassionate and skilled clinicians to deliver person-centered care in the post-acute and long-term care continuum.
Through its Certified Medical Director (CMD) credentialing program, PALTmed upholds excellence in medical leadership within PALTC. Committed to advancing high-quality, compassionate care, PALTmed fosters professional development, evidence-based clinical guidance, and advocacy to enhance outcomes for patients, residents, families, and healthcare teams.
* * *
Original text here: https://paltmed.org/news-media/paltmed-welcomes-cms-proposal-restore-payment-parity-nursing-home-care
[Category: Medical]
New York Academy of Medicine: Public Comment on Proposed Revisions to 2 CFR Part 200
NEW YORK, July 16 -- The New York Academy of Medicine issued the following statement on July 14, 2026:
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Public Comment on Proposed Revisions to 2 CFR Part 200; Docket: OMB-2026-0034
Introduction
New York Academy of Medicine submits these comments in response to the Office of Management and Budget's proposed revisions to 2 CFR Part 200, published in the Federal Register on May 29, 2026.
Founded in 1847, New York Academy of Medicine has spent more than 175 years advancing health through scientific inquiry, scholarly publication, professional convening, and the translation of evidence into ... Show Full Article NEW YORK, July 16 -- The New York Academy of Medicine issued the following statement on July 14, 2026: * * * Public Comment on Proposed Revisions to 2 CFR Part 200; Docket: OMB-2026-0034 Introduction New York Academy of Medicine submits these comments in response to the Office of Management and Budget's proposed revisions to 2 CFR Part 200, published in the Federal Register on May 29, 2026. Founded in 1847, New York Academy of Medicine has spent more than 175 years advancing health through scientific inquiry, scholarly publication, professional convening, and the translation of evidence intopractice. New York Academy of Medicine is also the publisher of the Journal of Urban Health, a peer-reviewed scientific journal that serves as an international forum for research on urban population health. New York Academy of Medicine also convenes Fellows, researchers, clinicians, policymakers, and community leaders to address the most pressing health challenges of our time.
We appreciate the opportunity to comment on a proposal of significant consequence for the institutions, researchers, and communities that depend upon the federal research and public health enterprise.
We unhesitatingly support the proposal's stated objectives of transparency, accountability, and responsible stewardship of federal resources. At the same time, we are deeply concerned that several proposed revisions, if finalized as written, would weaken the foundational systems through which scientific knowledge is generated, evaluated, communicated, and translated into improvements in human health.
These comments focus on four areas in which New York Academy of Medicine has both direct institutional experience and a longstanding obligation to speak: the role of expert peer review, the conditions necessary for scientific exchange, the stability required for long-term public health investments, and the connection between evidence and practice.
Areas of Agreement
New York Academy of Medicine recognizes the importance of ensuring that public funds are used responsibly and that federal grant programs operate in a manner that is transparent, accountable, and focused on public benefit.
We support:
* Transparency in federal grantmaking, including clear notice of funding opportunities, public access to award information, and consistent application of eligibility criteria.
* Accountability for recipients of federal funds, including appropriate oversight, reporting, and audit requirements.
* Sustained efforts to prevent waste, fraud, and misuse of public resources.
* Clearly defined performance expectations and measurable outcomes that allow agencies, recipients, and the public to evaluate the impact of federal investments.
These principles reflect responsible stewardship of public resources and are consistent with the standards New York Academy of Medicine applies to its own programs. We encourage OMB to advance these objectives in ways that strengthen the federal grant enterprise without undermining the scientific and operational foundations on which it depends.
Recommendations
The United States has one of the most productive research systems in history. The federally supported research ecosystem, anchored by expert peer review, independent scientific inquiry, scholarly publication, and open scientific exchange, has produced generations of medical breakthroughs, improved health outcomes, strengthened American competitiveness, and fueled economic growth.
The returns are measurable. NIH research funding generated approximately $94 billion in economic activity nationwide in FY2025 and supported nearly 391,000 jobs across the country. According to analyses cited by NIH and United for Medical Research, every $1 invested in NIH-supported research generates more than $2.50 in economic activity. [8, 9]
Accountability and transparency are essential. But reforms should build upon a system that has consistently delivered scientific, economic, and public benefit, rather than weaken the mechanisms responsible for its success.
1. Preserve Expert Peer Review as the Foundation of Scientific Excellence
For more than eight decades, the federal research enterprise has been built on the principle that scientific quality is best evaluated by individuals with relevant scientific expertise. Peer review is the foundation upon which the credibility, rigor, and global leadership of American science rests.
The United States became the world's leading engine of biomedical innovation because funding decisions have historically been guided by scientific merit, expert evaluation, and competitive review. [10] Weakening that process risks eroding one of the nation's most successful public investments.
Provisions of the proposed rule that materially diminish the central role of expert peer review in funding decisions raise serious concerns. As publisher of the Journal of Urban Health, representatives from New York Academy of Medicine administer peer review every day and understand directly the value it provides. Peer review enables qualified experts to identify scientific weaknesses, strengthen methodology, validate findings, and ensure that what is ultimately published meets the standards on which scientific progress depends.
Accountability and expert review are synergistic. Strong accountability is reinforced when funding decisions are grounded in transparent, expert evaluation of scientific merit.
New York Academy of Medicine urges OMB to:
* Preserve expert peer review as the primary determinant of scientific merit.
* Maintain clear separation between scientific evaluation and political or policy review functions.
* Ensure that oversight mechanisms reinforce scientific rigor rather than substitute for expert judgment.
Similar concerns regarding predictability, institutional planning, and grant administration have been discussed extensively by organizations representing research institutions, local governments, and nonprofit recipients of federal funding. [2,3,5,6]
2. Protect Scientific Exchange, Scholarly Communication, and Innovation
Scientific progress rarely occurs in isolation. Discovery advances through critique, replication, collaboration, publication, and convening. Conferences and scholarly journals are not ancillary activities; they are core infrastructure of the scientific enterprise.
Many of the nation's most important advances in medicine and public health emerged from collaborations that crossed institutions, disciplines, sectors, and national borders. Policies that discourage those interactions risk slowing innovation at precisely the moment global scientific competition is accelerating. [10] New York Academy of Medicine is also concerned by proposed changes that could limit support for publication costs associated with federally funded research. As the publisher of a peer-reviewed scientific journal, we believe such restrictions may create unintended barriers to scientific dissemination.
Provisions of the proposed rule that limit conference participation, constrain publication activity, restrict access to the scientific literature, or impede professional collaboration would undermine these essential functions of the scientific enterprise.
New York Academy of Medicine urges OMB to:
* Preserve allowability of conference participation and scientific convenings.
* Protect researchers' ability to publish findings in peer-reviewed journals.
* Avoid restrictions that disproportionately impede interdisciplinary or international scientific collaboration.
* Preserve allowability of reasonable publication expenses, including costs associated with the open-access dissemination of federally funded research.
* Affirm that scholarly communication is a legitimate and essential component of federally supported research.
3. Preserve Stability for Economic and Population Health Improvement
Research funding not only fuels scientific progress, it is also a workforce and economic development investment. Research institutions hire scientists, train future researchers, purchase equipment and services, and contribute to local economies in every state. Abrupt policy uncertainty can disrupt those functions long before any grant is formally terminated. NIH-supported research funding supported nearly 391,000 jobs nationally and generated more than $94 billion in economic output in FY2025 alone. [9]
Many of the most important advances in population health unfold over years and decades rather than over single budget cycles. Research, practice, and market advances in areas such as healthy aging, cancer treatment, chronic disease prevention, maternal and child
health, workforce development, environmental health, and health innovation depend on durable partnerships, long-term planning, and predictable funding environments.
Research institutions, and companies that benefit from basic and applied research, hire scientists and staff, enroll participants, train students, build community partnerships, and develop infrastructure on the basis of reasonable expectations that awarded grants will be honored over their stated periods of performance.
Provisions of the proposed rule that significantly expand the grounds for discretionary termination of awards risk introducing substantial uncertainty into long-term research and population health investments. Even when termination authorities are not exercised, the existence of broad discretionary termination standards can affect institutional planning, workforce stability, and the willingness of partners including the private sector to commit to sustained engagement.
New York Academy of Medicine supports clear and appropriate authorities for agencies to address noncompliance, misuse of funds, and demonstrable program failure. We are concerned, however, by provisions that go beyond these traditional grounds and create uncertainty for ongoing, multi-year scientific and population health work.
New York Academy of Medicine urges OMB to:
* Limit post-award termination authority to clearly defined and objective circumstances.
* Require written notice and an opportunity to cure or respond before termination.
* Protect previously awarded funding commitments except in cases of demonstrated noncompliance or misuse.
* Recognize the workforce, economic, and community impacts that abrupt grant disruptions create.
4. Preserve the Flow of Evidence into Policy and Practice
Federally funded research generates the greatest public value when its findings can be applied. Evidence improves health outcomes when it can inform the decisions of clinicians, public agencies, community organizations, policymakers at every level of government, and companies aiming to bring innovation to market.
New York Academy of Medicine has long served as a bridge between research, practice, and policy. Our work depends upon the ability of researchers, scholarly publications, and convenings to communicate findings to those who can act upon them.
Provisions of the proposed rule that limit the communication of research findings, restrict engagement between federally funded researchers and public agencies, or constrain the dissemination of evidence raise serious concerns. Such provisions risk weakening the essential connection between publicly funded research and the public benefit it is intended to produce.
We support appropriate distinctions among scientific communication, lobbying, and political activity. We are concerned, however, that the breadth of the proposed restrictions
could discourage researchers from sharing findings on matters of significant public consequence, including disease prevention, healthcare delivery, environmental health, and the wellbeing of communities.
New York Academy of Medicine urges OMB to ensure that final rules preserve the ability of federally funded researchers and institutions to communicate scientific findings to practitioners, public agencies, policymakers, and the health innovation sector in support of evidence-informed decision-making.
These concerns are consistent with positions advanced by leading organizations across the biomedical research, public health, and scientific advocacy communities regarding the importance of preserving scientific communication, research stability, and evidence-informed policymaking. [1][4][7]
Conclusion
New York Academy of Medicine supports the proposal's stated objectives of transparency, accountability, and responsible stewardship of federal resources. We share these goals and believe they are essential to maintaining public confidence in federally funded research and public service programs.
At the same time, we are deeply concerned by provisions of the proposed rule that would weaken expert peer review, impede scientific exchange and scholarly communication, create substantial uncertainty for long-term research and population health initiatives, or inhibit the translation of evidence into policy and practice.
The United States has built one of the world's most successful systems of scientific discovery and health improvement through sustained investment in independent inquiry, rigorous peer review, scholarly publication, interdisciplinary collaboration, and evidence-informed decision-making. The
success of this model is measurable. NIH-supported research generates billions of dollars in economic activity each year, supports hundreds of thousands of jobs nationwide, catalyzes private-sector innovation, and continues to produce advances that improve and extend lives. These systems are the foundations on which scientific progress, public health advancement, economic competitiveness, and societal benefit depend. [8, 9, 10, 11]
New York Academy of Medicine respectfully urges OMB to revise the proposed rule in a manner that strengthens accountability and transparency while preserving the essential systems through which scientific knowledge is created, evaluated, communicated, and applied for the benefit of the public.
Respectfully submitted,
Ann Kurth, PhD, CNM, MPH, President and Chief Executive Officer, New York Academy of Medicine
* * *
References
1. Dzau VJ, Yamamoto KR. Government-Funded Health and Biomedical Research Is Irreplaceable. National Academy of Medicine; August 18, 2025. https://nam.edu/perspectives/government-funded-health-and-biomedical-research-is-irreplaceable/
2. Association of American Medical Colleges. The impact of federal actions on academic medicine and the U.S. health care system. June 11, 2025. https://www.aamc.org/about-us/aamc-leads/impact-federal-actions-academic-medicine-and-us-health-care-system
3. Ropes & Gray LLP. OMB Proposed Revisions to the Uniform Guidance: Key Takeaways for Award Recipient Organizations. June 2, 2026. https://www.ropesgray.com/en/insights/alerts/2026/06/omb-proposed-revisions-to-the-uniform-guidance-key-takeaways-for-award-recipient-organizations
4. American Public Health Association. APHA v. NIH. April 2025. https://www.aclu.org/cases/apha-v-nih
5. National Association of Counties. OMB proposes major overhaul of federal grant rules. May 29, 2026. https://www.naco.org/news/omb-proposes-major-overhaul-federal-grant-rules
6. Debevoise & Plimpton LLP. OMB Proposes Significant Changes to Federal Grant Administration. June 3, 2026. https://www.debevoise.com/insights/publications/2026/06/omb-proposes-significant-changes-to-federal-grant
7. Research!America. OMB Proposed Rule Resources and Advocacy Materials. 2026. Research!America notes that the May 2026 OMB proposal would significantly change how federal grants and cooperative agreements are awarded, managed, and terminated across the federal government and encourages organizations to submit public comments on the proposal. Available at: Research!America. Accessed July 2026.
8. National Institutes of Health. Direct Economic Contributions. Updated April 18, 2025. Available at: https://www.nih.gov/about-nih/impact-nih-research/serving-society/direct-economic-contributions. Accessed July 2026.
9. United for Medical Research. 2026 Update: NIH's Role in Sustaining the U.S. Economy. March 2026. Available at: https://www.unitedformedicalresearch.org/annual-economic-report/. Accessed July 2026.
10. National Institutes of Health. Spurring Economic Growth. Updated April 18, 2025. Available at: https://www.nih.gov/about-nih/impact-nih-research/serving-society/spurring-economic-growth. Accessed July 2026.
11. National Institutes of Health. NIH Awards by Location and Organization (RePORT). FY2024 funding data. Available at: https://report.nih.gov/award/index.cfm?fy=2024. Accessed July 2026.
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Original text here: https://nyam.org/article/public-comment-on-proposed-revisions-to-2-cfr-part-200-docket-omb-2026-0034/
[Category: Medical]
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Public Comment on Proposed Revisions to 2 CFR Part 200; Docket: OMB-2026-0034
Introduction
New York Academy of Medicine submits these comments in response to the Office of Management and Budget's proposed revisions to 2 CFR Part 200, published in the Federal Register on May 29, 2026.
Founded in 1847, New York Academy of Medicine has spent more than 175 years advancing health through scientific inquiry, scholarly publication, professional convening, and the translation of evidence into ... Show Full Article NEW YORK, July 16 -- The New York Academy of Medicine issued the following statement on July 14, 2026: * * * Public Comment on Proposed Revisions to 2 CFR Part 200; Docket: OMB-2026-0034 Introduction New York Academy of Medicine submits these comments in response to the Office of Management and Budget's proposed revisions to 2 CFR Part 200, published in the Federal Register on May 29, 2026. Founded in 1847, New York Academy of Medicine has spent more than 175 years advancing health through scientific inquiry, scholarly publication, professional convening, and the translation of evidence intopractice. New York Academy of Medicine is also the publisher of the Journal of Urban Health, a peer-reviewed scientific journal that serves as an international forum for research on urban population health. New York Academy of Medicine also convenes Fellows, researchers, clinicians, policymakers, and community leaders to address the most pressing health challenges of our time.
We appreciate the opportunity to comment on a proposal of significant consequence for the institutions, researchers, and communities that depend upon the federal research and public health enterprise.
We unhesitatingly support the proposal's stated objectives of transparency, accountability, and responsible stewardship of federal resources. At the same time, we are deeply concerned that several proposed revisions, if finalized as written, would weaken the foundational systems through which scientific knowledge is generated, evaluated, communicated, and translated into improvements in human health.
These comments focus on four areas in which New York Academy of Medicine has both direct institutional experience and a longstanding obligation to speak: the role of expert peer review, the conditions necessary for scientific exchange, the stability required for long-term public health investments, and the connection between evidence and practice.
Areas of Agreement
New York Academy of Medicine recognizes the importance of ensuring that public funds are used responsibly and that federal grant programs operate in a manner that is transparent, accountable, and focused on public benefit.
We support:
* Transparency in federal grantmaking, including clear notice of funding opportunities, public access to award information, and consistent application of eligibility criteria.
* Accountability for recipients of federal funds, including appropriate oversight, reporting, and audit requirements.
* Sustained efforts to prevent waste, fraud, and misuse of public resources.
* Clearly defined performance expectations and measurable outcomes that allow agencies, recipients, and the public to evaluate the impact of federal investments.
These principles reflect responsible stewardship of public resources and are consistent with the standards New York Academy of Medicine applies to its own programs. We encourage OMB to advance these objectives in ways that strengthen the federal grant enterprise without undermining the scientific and operational foundations on which it depends.
Recommendations
The United States has one of the most productive research systems in history. The federally supported research ecosystem, anchored by expert peer review, independent scientific inquiry, scholarly publication, and open scientific exchange, has produced generations of medical breakthroughs, improved health outcomes, strengthened American competitiveness, and fueled economic growth.
The returns are measurable. NIH research funding generated approximately $94 billion in economic activity nationwide in FY2025 and supported nearly 391,000 jobs across the country. According to analyses cited by NIH and United for Medical Research, every $1 invested in NIH-supported research generates more than $2.50 in economic activity. [8, 9]
Accountability and transparency are essential. But reforms should build upon a system that has consistently delivered scientific, economic, and public benefit, rather than weaken the mechanisms responsible for its success.
1. Preserve Expert Peer Review as the Foundation of Scientific Excellence
For more than eight decades, the federal research enterprise has been built on the principle that scientific quality is best evaluated by individuals with relevant scientific expertise. Peer review is the foundation upon which the credibility, rigor, and global leadership of American science rests.
The United States became the world's leading engine of biomedical innovation because funding decisions have historically been guided by scientific merit, expert evaluation, and competitive review. [10] Weakening that process risks eroding one of the nation's most successful public investments.
Provisions of the proposed rule that materially diminish the central role of expert peer review in funding decisions raise serious concerns. As publisher of the Journal of Urban Health, representatives from New York Academy of Medicine administer peer review every day and understand directly the value it provides. Peer review enables qualified experts to identify scientific weaknesses, strengthen methodology, validate findings, and ensure that what is ultimately published meets the standards on which scientific progress depends.
Accountability and expert review are synergistic. Strong accountability is reinforced when funding decisions are grounded in transparent, expert evaluation of scientific merit.
New York Academy of Medicine urges OMB to:
* Preserve expert peer review as the primary determinant of scientific merit.
* Maintain clear separation between scientific evaluation and political or policy review functions.
* Ensure that oversight mechanisms reinforce scientific rigor rather than substitute for expert judgment.
Similar concerns regarding predictability, institutional planning, and grant administration have been discussed extensively by organizations representing research institutions, local governments, and nonprofit recipients of federal funding. [2,3,5,6]
2. Protect Scientific Exchange, Scholarly Communication, and Innovation
Scientific progress rarely occurs in isolation. Discovery advances through critique, replication, collaboration, publication, and convening. Conferences and scholarly journals are not ancillary activities; they are core infrastructure of the scientific enterprise.
Many of the nation's most important advances in medicine and public health emerged from collaborations that crossed institutions, disciplines, sectors, and national borders. Policies that discourage those interactions risk slowing innovation at precisely the moment global scientific competition is accelerating. [10] New York Academy of Medicine is also concerned by proposed changes that could limit support for publication costs associated with federally funded research. As the publisher of a peer-reviewed scientific journal, we believe such restrictions may create unintended barriers to scientific dissemination.
Provisions of the proposed rule that limit conference participation, constrain publication activity, restrict access to the scientific literature, or impede professional collaboration would undermine these essential functions of the scientific enterprise.
New York Academy of Medicine urges OMB to:
* Preserve allowability of conference participation and scientific convenings.
* Protect researchers' ability to publish findings in peer-reviewed journals.
* Avoid restrictions that disproportionately impede interdisciplinary or international scientific collaboration.
* Preserve allowability of reasonable publication expenses, including costs associated with the open-access dissemination of federally funded research.
* Affirm that scholarly communication is a legitimate and essential component of federally supported research.
3. Preserve Stability for Economic and Population Health Improvement
Research funding not only fuels scientific progress, it is also a workforce and economic development investment. Research institutions hire scientists, train future researchers, purchase equipment and services, and contribute to local economies in every state. Abrupt policy uncertainty can disrupt those functions long before any grant is formally terminated. NIH-supported research funding supported nearly 391,000 jobs nationally and generated more than $94 billion in economic output in FY2025 alone. [9]
Many of the most important advances in population health unfold over years and decades rather than over single budget cycles. Research, practice, and market advances in areas such as healthy aging, cancer treatment, chronic disease prevention, maternal and child
health, workforce development, environmental health, and health innovation depend on durable partnerships, long-term planning, and predictable funding environments.
Research institutions, and companies that benefit from basic and applied research, hire scientists and staff, enroll participants, train students, build community partnerships, and develop infrastructure on the basis of reasonable expectations that awarded grants will be honored over their stated periods of performance.
Provisions of the proposed rule that significantly expand the grounds for discretionary termination of awards risk introducing substantial uncertainty into long-term research and population health investments. Even when termination authorities are not exercised, the existence of broad discretionary termination standards can affect institutional planning, workforce stability, and the willingness of partners including the private sector to commit to sustained engagement.
New York Academy of Medicine supports clear and appropriate authorities for agencies to address noncompliance, misuse of funds, and demonstrable program failure. We are concerned, however, by provisions that go beyond these traditional grounds and create uncertainty for ongoing, multi-year scientific and population health work.
New York Academy of Medicine urges OMB to:
* Limit post-award termination authority to clearly defined and objective circumstances.
* Require written notice and an opportunity to cure or respond before termination.
* Protect previously awarded funding commitments except in cases of demonstrated noncompliance or misuse.
* Recognize the workforce, economic, and community impacts that abrupt grant disruptions create.
4. Preserve the Flow of Evidence into Policy and Practice
Federally funded research generates the greatest public value when its findings can be applied. Evidence improves health outcomes when it can inform the decisions of clinicians, public agencies, community organizations, policymakers at every level of government, and companies aiming to bring innovation to market.
New York Academy of Medicine has long served as a bridge between research, practice, and policy. Our work depends upon the ability of researchers, scholarly publications, and convenings to communicate findings to those who can act upon them.
Provisions of the proposed rule that limit the communication of research findings, restrict engagement between federally funded researchers and public agencies, or constrain the dissemination of evidence raise serious concerns. Such provisions risk weakening the essential connection between publicly funded research and the public benefit it is intended to produce.
We support appropriate distinctions among scientific communication, lobbying, and political activity. We are concerned, however, that the breadth of the proposed restrictions
could discourage researchers from sharing findings on matters of significant public consequence, including disease prevention, healthcare delivery, environmental health, and the wellbeing of communities.
New York Academy of Medicine urges OMB to ensure that final rules preserve the ability of federally funded researchers and institutions to communicate scientific findings to practitioners, public agencies, policymakers, and the health innovation sector in support of evidence-informed decision-making.
These concerns are consistent with positions advanced by leading organizations across the biomedical research, public health, and scientific advocacy communities regarding the importance of preserving scientific communication, research stability, and evidence-informed policymaking. [1][4][7]
Conclusion
New York Academy of Medicine supports the proposal's stated objectives of transparency, accountability, and responsible stewardship of federal resources. We share these goals and believe they are essential to maintaining public confidence in federally funded research and public service programs.
At the same time, we are deeply concerned by provisions of the proposed rule that would weaken expert peer review, impede scientific exchange and scholarly communication, create substantial uncertainty for long-term research and population health initiatives, or inhibit the translation of evidence into policy and practice.
The United States has built one of the world's most successful systems of scientific discovery and health improvement through sustained investment in independent inquiry, rigorous peer review, scholarly publication, interdisciplinary collaboration, and evidence-informed decision-making. The
success of this model is measurable. NIH-supported research generates billions of dollars in economic activity each year, supports hundreds of thousands of jobs nationwide, catalyzes private-sector innovation, and continues to produce advances that improve and extend lives. These systems are the foundations on which scientific progress, public health advancement, economic competitiveness, and societal benefit depend. [8, 9, 10, 11]
New York Academy of Medicine respectfully urges OMB to revise the proposed rule in a manner that strengthens accountability and transparency while preserving the essential systems through which scientific knowledge is created, evaluated, communicated, and applied for the benefit of the public.
Respectfully submitted,
Ann Kurth, PhD, CNM, MPH, President and Chief Executive Officer, New York Academy of Medicine
* * *
References
1. Dzau VJ, Yamamoto KR. Government-Funded Health and Biomedical Research Is Irreplaceable. National Academy of Medicine; August 18, 2025. https://nam.edu/perspectives/government-funded-health-and-biomedical-research-is-irreplaceable/
2. Association of American Medical Colleges. The impact of federal actions on academic medicine and the U.S. health care system. June 11, 2025. https://www.aamc.org/about-us/aamc-leads/impact-federal-actions-academic-medicine-and-us-health-care-system
3. Ropes & Gray LLP. OMB Proposed Revisions to the Uniform Guidance: Key Takeaways for Award Recipient Organizations. June 2, 2026. https://www.ropesgray.com/en/insights/alerts/2026/06/omb-proposed-revisions-to-the-uniform-guidance-key-takeaways-for-award-recipient-organizations
4. American Public Health Association. APHA v. NIH. April 2025. https://www.aclu.org/cases/apha-v-nih
5. National Association of Counties. OMB proposes major overhaul of federal grant rules. May 29, 2026. https://www.naco.org/news/omb-proposes-major-overhaul-federal-grant-rules
6. Debevoise & Plimpton LLP. OMB Proposes Significant Changes to Federal Grant Administration. June 3, 2026. https://www.debevoise.com/insights/publications/2026/06/omb-proposes-significant-changes-to-federal-grant
7. Research!America. OMB Proposed Rule Resources and Advocacy Materials. 2026. Research!America notes that the May 2026 OMB proposal would significantly change how federal grants and cooperative agreements are awarded, managed, and terminated across the federal government and encourages organizations to submit public comments on the proposal. Available at: Research!America. Accessed July 2026.
8. National Institutes of Health. Direct Economic Contributions. Updated April 18, 2025. Available at: https://www.nih.gov/about-nih/impact-nih-research/serving-society/direct-economic-contributions. Accessed July 2026.
9. United for Medical Research. 2026 Update: NIH's Role in Sustaining the U.S. Economy. March 2026. Available at: https://www.unitedformedicalresearch.org/annual-economic-report/. Accessed July 2026.
10. National Institutes of Health. Spurring Economic Growth. Updated April 18, 2025. Available at: https://www.nih.gov/about-nih/impact-nih-research/serving-society/spurring-economic-growth. Accessed July 2026.
11. National Institutes of Health. NIH Awards by Location and Organization (RePORT). FY2024 funding data. Available at: https://report.nih.gov/award/index.cfm?fy=2024. Accessed July 2026.
* * *
Original text here: https://nyam.org/article/public-comment-on-proposed-revisions-to-2-cfr-part-200-docket-omb-2026-0034/
[Category: Medical]
NACDS to Senate Armed Services Subcommittee: Strengthen the TRICARE Pharmacy Program Through Access, Choice, Transparency, and Accountability
ARLINGTON, Virginia, July 16 -- The National Association of Chain Drug Stores posted the following news release on July 15, 2026:
* * *
NACDS to Senate Armed Services Subcommittee: Strengthen the TRICARE Pharmacy Program Through Access, Choice, Transparency, and Accountability
NACDS urges Congress to preserve TRICARE pharmacy oversight provisions in the Fiscal Year 2027 NDAA.
-
The National Association of Chain Drug Stores (NACDS) has submitted a statement for the record to the U.S. Senate Committee on Armed Services Subcommittee on Personnel ahead of today's hearing on the TRICARE Pharmacy ... Show Full Article ARLINGTON, Virginia, July 16 -- The National Association of Chain Drug Stores posted the following news release on July 15, 2026: * * * NACDS to Senate Armed Services Subcommittee: Strengthen the TRICARE Pharmacy Program Through Access, Choice, Transparency, and Accountability NACDS urges Congress to preserve TRICARE pharmacy oversight provisions in the Fiscal Year 2027 NDAA. - The National Association of Chain Drug Stores (NACDS) has submitted a statement for the record to the U.S. Senate Committee on Armed Services Subcommittee on Personnel ahead of today's hearing on the TRICARE PharmacyProgram, urging Congress and the Department of Defense to strengthen beneficiary access, patient choice, competition, transparency, accountability, and long-term value for taxpayers as the Department prepares for the next generation of the TRICARE pharmacy contract.
NACDS said that opportunity is immediate, applauding the inclusion of TRICARE pharmacy oversight provisions in both the House and Senate versions of the Fiscal Year 2027 National Defense Authorization Act and encouraging Congress to preserve those provisions during conference negotiations. Limited visibility into the current pharmacy contract, NACDS said, has made it harder for Congress, the Department of Defense, beneficiaries, and pharmacy stakeholders to evaluate policy improvements that could strengthen access, choice, accountability, and value for military families and taxpayers.
"The TRICARE Pharmacy Program succeeds when it delivers what military families deserve: timely access to medications, meaningful choice among pharmacy options, transparent and accountable program administration, and responsible stewardship of taxpayer resources," said NACDS President and CEO Steven C. Anderson, FASAE, CAE, IOM. "Retail pharmacies are essential partners in achieving these objectives. They support medication access, adherence, continuity of care, beneficiary satisfaction, and military readiness."
The statement cites polling conducted by Morning Consult, and commissioned by NACDS, among TRICARE beneficiaries between April 8-17, 2026, which found:
* 82 percent support a proposal to allow TRICARE members to choose to fill brand-name prescriptions at local retail pharmacies or drugstores.
* 86 percent agree that it is important for TRICARE benefits to be accessed at local and private establishments.
* 71 percent believe that being able to access their prescriptions at local pharmacies would make filling prescriptions easier.
NACDS said the findings should be an important consideration in future program design, showing that TRICARE beneficiaries value the convenience, trust, face-to-face care, and same-day medication access that retail pharmacies provide. Future benefit design should preserve meaningful beneficiary choice, NACDS said, noting that retail pharmacies, mail order, and military treatment facilities each play important roles in the TRICARE pharmacy benefit. NACDS added that one important step would be restoring beneficiaries' ability to obtain covered brand-name maintenance medications through retail pharmacies.
"For military families, retirees, and survivors, timely access to medications is not merely a matter of convenience," Anderson said. "It is a core component of healthcare quality and beneficiary confidence."
As the Department of Defense considers the next generation of the TRICARE pharmacy contract, NACDS urged policymakers to strengthen the program through:
* Greater transparency throughout the pharmacy benefit, including contract performance, pharmacy reimbursement methodologies, network adequacy standards, pharmacy participation, beneficiary satisfaction metrics, pricing methodologies, audit findings, performance guarantees, and contractor accountability.
* Fair and sustainable pharmacy reimbursement, with methodologies that are transparent, predictable, and based on pharmacies' acquisition costs plus an appropriate professional dispensing fee.
* Promotion of competition throughout the pharmacy benefit, encouraging robust participation by retail pharmacies while preserving meaningful beneficiary choice.
* Modernization of the pharmacy benefit, recognizing the expanding clinical role of retail pharmacists and ensuring the benefit evolves alongside beneficiary expectations, advances in pharmacy practice, and the Department of Defense's long-term healthcare objectives.
NACDS added that greater transparency would strengthen Congressional oversight, improve procurement decisions, and help ensure that taxpayers receive maximum value from the pharmacy benefit -- and that sustainable reimbursement is essential to maintaining a robust nationwide retail pharmacy network and ensuring continued beneficiary access.
"Access, choice, transparency, accountability, competition, and taxpayer value are not competing priorities. Together, they define a stronger, more beneficiary-centered TRICARE Pharmacy Program," Anderson said. "NACDS is committed to working with Congress and the Department of Defense to build a stronger, more transparent, more sustainable, and more beneficiary-centered TRICARE Pharmacy Program for the future."
* * *
Original text here: https://www.nacds.org/nacds-to-senate-armed-services-subcommittee-strengthen-the-tricare-pharmacy-program-through-access-choice-transparency-and-accountability/
[Category: Business]
* * *
NACDS to Senate Armed Services Subcommittee: Strengthen the TRICARE Pharmacy Program Through Access, Choice, Transparency, and Accountability
NACDS urges Congress to preserve TRICARE pharmacy oversight provisions in the Fiscal Year 2027 NDAA.
-
The National Association of Chain Drug Stores (NACDS) has submitted a statement for the record to the U.S. Senate Committee on Armed Services Subcommittee on Personnel ahead of today's hearing on the TRICARE Pharmacy ... Show Full Article ARLINGTON, Virginia, July 16 -- The National Association of Chain Drug Stores posted the following news release on July 15, 2026: * * * NACDS to Senate Armed Services Subcommittee: Strengthen the TRICARE Pharmacy Program Through Access, Choice, Transparency, and Accountability NACDS urges Congress to preserve TRICARE pharmacy oversight provisions in the Fiscal Year 2027 NDAA. - The National Association of Chain Drug Stores (NACDS) has submitted a statement for the record to the U.S. Senate Committee on Armed Services Subcommittee on Personnel ahead of today's hearing on the TRICARE PharmacyProgram, urging Congress and the Department of Defense to strengthen beneficiary access, patient choice, competition, transparency, accountability, and long-term value for taxpayers as the Department prepares for the next generation of the TRICARE pharmacy contract.
NACDS said that opportunity is immediate, applauding the inclusion of TRICARE pharmacy oversight provisions in both the House and Senate versions of the Fiscal Year 2027 National Defense Authorization Act and encouraging Congress to preserve those provisions during conference negotiations. Limited visibility into the current pharmacy contract, NACDS said, has made it harder for Congress, the Department of Defense, beneficiaries, and pharmacy stakeholders to evaluate policy improvements that could strengthen access, choice, accountability, and value for military families and taxpayers.
"The TRICARE Pharmacy Program succeeds when it delivers what military families deserve: timely access to medications, meaningful choice among pharmacy options, transparent and accountable program administration, and responsible stewardship of taxpayer resources," said NACDS President and CEO Steven C. Anderson, FASAE, CAE, IOM. "Retail pharmacies are essential partners in achieving these objectives. They support medication access, adherence, continuity of care, beneficiary satisfaction, and military readiness."
The statement cites polling conducted by Morning Consult, and commissioned by NACDS, among TRICARE beneficiaries between April 8-17, 2026, which found:
* 82 percent support a proposal to allow TRICARE members to choose to fill brand-name prescriptions at local retail pharmacies or drugstores.
* 86 percent agree that it is important for TRICARE benefits to be accessed at local and private establishments.
* 71 percent believe that being able to access their prescriptions at local pharmacies would make filling prescriptions easier.
NACDS said the findings should be an important consideration in future program design, showing that TRICARE beneficiaries value the convenience, trust, face-to-face care, and same-day medication access that retail pharmacies provide. Future benefit design should preserve meaningful beneficiary choice, NACDS said, noting that retail pharmacies, mail order, and military treatment facilities each play important roles in the TRICARE pharmacy benefit. NACDS added that one important step would be restoring beneficiaries' ability to obtain covered brand-name maintenance medications through retail pharmacies.
"For military families, retirees, and survivors, timely access to medications is not merely a matter of convenience," Anderson said. "It is a core component of healthcare quality and beneficiary confidence."
As the Department of Defense considers the next generation of the TRICARE pharmacy contract, NACDS urged policymakers to strengthen the program through:
* Greater transparency throughout the pharmacy benefit, including contract performance, pharmacy reimbursement methodologies, network adequacy standards, pharmacy participation, beneficiary satisfaction metrics, pricing methodologies, audit findings, performance guarantees, and contractor accountability.
* Fair and sustainable pharmacy reimbursement, with methodologies that are transparent, predictable, and based on pharmacies' acquisition costs plus an appropriate professional dispensing fee.
* Promotion of competition throughout the pharmacy benefit, encouraging robust participation by retail pharmacies while preserving meaningful beneficiary choice.
* Modernization of the pharmacy benefit, recognizing the expanding clinical role of retail pharmacists and ensuring the benefit evolves alongside beneficiary expectations, advances in pharmacy practice, and the Department of Defense's long-term healthcare objectives.
NACDS added that greater transparency would strengthen Congressional oversight, improve procurement decisions, and help ensure that taxpayers receive maximum value from the pharmacy benefit -- and that sustainable reimbursement is essential to maintaining a robust nationwide retail pharmacy network and ensuring continued beneficiary access.
"Access, choice, transparency, accountability, competition, and taxpayer value are not competing priorities. Together, they define a stronger, more beneficiary-centered TRICARE Pharmacy Program," Anderson said. "NACDS is committed to working with Congress and the Department of Defense to build a stronger, more transparent, more sustainable, and more beneficiary-centered TRICARE Pharmacy Program for the future."
* * *
Original text here: https://www.nacds.org/nacds-to-senate-armed-services-subcommittee-strengthen-the-tricare-pharmacy-program-through-access-choice-transparency-and-accountability/
[Category: Business]
House Environment Subcommittee Advances ABA-Supported BUSES Act
WASHINGTON, July 16 [Category: Transportation] -- The American Bus Association issued the following news:
* * *
House Environment Subcommittee Advances ABA-Supported BUSES Act
Bipartisan bill advances with no recorded opposition.
-
The House Energy and Commerce Subcommittee on Environment has advanced the bipartisan Buses Utilizing Safety and Environmental Standards (BUSES) Act ( H.R. 9317 ), marking an important step toward establishing a commonsense national framework for the limited operational idling necessary to safely transport passengers aboard over-the-road buses. The legislation, ... Show Full Article WASHINGTON, July 16 [Category: Transportation] -- The American Bus Association issued the following news: * * * House Environment Subcommittee Advances ABA-Supported BUSES Act Bipartisan bill advances with no recorded opposition. - The House Energy and Commerce Subcommittee on Environment has advanced the bipartisan Buses Utilizing Safety and Environmental Standards (BUSES) Act ( H.R. 9317 ), marking an important step toward establishing a commonsense national framework for the limited operational idling necessary to safely transport passengers aboard over-the-road buses. The legislation,introduced by Representatives Nick Langworthy (R-N.Y.) and Josh Gottheimer (D-N.J.), was forwarded to the full Energy and Commerce Committee by voice vote, with no recorded opposition. The bill is expected to be considered by the full Committee before Congress departs for its August recess.
During the markup, Rep. Langworthy emphasized that buses do not idle simply for convenience, but because limited operation is often necessary to complete federally required safety inspections, maintain air-brake pressure, operate wheelchair lifts and other accessibility equipment, and protect passengers from extreme temperatures. "The rules governing these operators should reflect what actually takes place to operate a bus safely, not create unnecessary obstacles," Langworthy said.
Democratic committee leaders, including Subcommittee Ranking Member Paul Tonko (D-NY) and full Committee Ranking Member Frank Pallone (D-NJ), as well as Rep. Troy Carter (D-LA), raised concerns about air pollution and potential public-health impacts. ABA takes those concerns seriously and looks forward to continuing to provide information about the industry's modern emissions controls, fleet investments, and the limited safety and accessibility functions addressed by the bill.
ABA appreciates Chairman Gary Palmer, Representatives Langworthy and Gottheimer, and the members of the Subcommittee for advancing the legislation and will continue working with members on both sides of the aisle ahead of full Committee consideration.
***
Original text here: https://www.buses.org/news/house-environment-subcommittee-advances-aba-supported-buses-act/
* * *
House Environment Subcommittee Advances ABA-Supported BUSES Act
Bipartisan bill advances with no recorded opposition.
-
The House Energy and Commerce Subcommittee on Environment has advanced the bipartisan Buses Utilizing Safety and Environmental Standards (BUSES) Act ( H.R. 9317 ), marking an important step toward establishing a commonsense national framework for the limited operational idling necessary to safely transport passengers aboard over-the-road buses. The legislation, ... Show Full Article WASHINGTON, July 16 [Category: Transportation] -- The American Bus Association issued the following news: * * * House Environment Subcommittee Advances ABA-Supported BUSES Act Bipartisan bill advances with no recorded opposition. - The House Energy and Commerce Subcommittee on Environment has advanced the bipartisan Buses Utilizing Safety and Environmental Standards (BUSES) Act ( H.R. 9317 ), marking an important step toward establishing a commonsense national framework for the limited operational idling necessary to safely transport passengers aboard over-the-road buses. The legislation,introduced by Representatives Nick Langworthy (R-N.Y.) and Josh Gottheimer (D-N.J.), was forwarded to the full Energy and Commerce Committee by voice vote, with no recorded opposition. The bill is expected to be considered by the full Committee before Congress departs for its August recess.
During the markup, Rep. Langworthy emphasized that buses do not idle simply for convenience, but because limited operation is often necessary to complete federally required safety inspections, maintain air-brake pressure, operate wheelchair lifts and other accessibility equipment, and protect passengers from extreme temperatures. "The rules governing these operators should reflect what actually takes place to operate a bus safely, not create unnecessary obstacles," Langworthy said.
Democratic committee leaders, including Subcommittee Ranking Member Paul Tonko (D-NY) and full Committee Ranking Member Frank Pallone (D-NJ), as well as Rep. Troy Carter (D-LA), raised concerns about air pollution and potential public-health impacts. ABA takes those concerns seriously and looks forward to continuing to provide information about the industry's modern emissions controls, fleet investments, and the limited safety and accessibility functions addressed by the bill.
ABA appreciates Chairman Gary Palmer, Representatives Langworthy and Gottheimer, and the members of the Subcommittee for advancing the legislation and will continue working with members on both sides of the aisle ahead of full Committee consideration.
***
Original text here: https://www.buses.org/news/house-environment-subcommittee-advances-aba-supported-buses-act/
Entrepreneurs' Organization: How To Unveil Deception and Identify Fake Job Candidates in Real Time
ALEXANDRIA, Virginia, July 16 -- Entrepreneurs' Organization issued the following statement on July 15, 2026, by Colorado member Peggy Shell:
* * *
How To Unveil Deception and Identify Fake Job Candidates in Real Time
AI has transformed hiring fraud, making it easier than ever for fake candidates to infiltrate engineering and AI roles using deepfakes, proxy interviews, and stolen identities. Learn the warning signs, interview techniques, and verification steps that help recruiters separate genuine talent from sophisticated fraudsters.
Since I first wrote about the growing challenge of fake ... Show Full Article ALEXANDRIA, Virginia, July 16 -- Entrepreneurs' Organization issued the following statement on July 15, 2026, by Colorado member Peggy Shell: * * * How To Unveil Deception and Identify Fake Job Candidates in Real Time AI has transformed hiring fraud, making it easier than ever for fake candidates to infiltrate engineering and AI roles using deepfakes, proxy interviews, and stolen identities. Learn the warning signs, interview techniques, and verification steps that help recruiters separate genuine talent from sophisticated fraudsters. Since I first wrote about the growing challenge of fakecandidatesOff-site link. a few years ago, advances in AI and remote hiring have made it dramatically easier for bad actors to impersonate qualified candidates. The fake candidate problem didn't go away. It got smarter.
Today, hiring fraud in technical roles has become one of the most pressing risks in engineering hiring. The scale has grown, the tools are more convincing than ever, and the motivations range from individual financial fraud to state-sponsored infiltration.
In my strategic talent partner firm, we have had clients come to us because their highly experienced internal recruiters are struggling to fill AI and machine learning engineering roles. After taking over candidate pipelines that included fraudulent candidates the company did not know about, we have developed a sharp eye for the "tells" that can help you spot fraudulent candidates.
Since good recruiters, even very experienced ones, are getting fooled, we want to share what we know so you can avoid the costly missteps we have seen happen in real time.
Why Engineering Roles, and Why Now
You are unlikely to encounter this challenge when hiring a project manager or sales rep. Fraudulent candidates focus almost entirely on software engineering, particularly roles involving AI, machine learning, and cloud infrastructure. The reasons are straightforward: these positions are typically remote, removing the friction of in-person interactions that would quickly expose fraud; they offer access to sensitive systems, source code, and proprietary data; the pay is high, making even a brief engagement financially worthwhile; and a new laptop or equipment issued for a few interview sessions has its own value.
The motivations split into two categories. Some fraudsters want to get hired, collect a paycheck, and disappear. Others are far more serious: gaining a foothold to steal intellectual property or sensitive customer data.
In documented cases, the threat is geopolitical. U.S. authorities have prosecuted hundreds of cases involving North Korean state-sponsored workers using stolen American identities to infiltrate tech companies. According to CrowdStrike's 2025 Threat Hunting ReportOff-site link., the number of companies unknowingly caught up in one such scheme grew 220% in a single year. Mandiant's CTO has stated publicly that virtually every Fortune 500 company has received applications from these actors, and most CISOs have admitted to hiring at least one.
This is not just a Fortune 500 problem. It is happening at far smaller companies.
What to Look for Before the Interview
Fraud usually begins at the application stage, though fabricated profiles also appear in proactive sourcing. A few things worth scrutinizing:
* A resume that hits every qualification in your job description without a single imperfection. AI tools now generate and optimize resumes against job descriptions and applicant tracking systems.
* Suspiciously clean employment history through unusual periods, like the COVID era when most professionals had gaps or pivots, is another tell.
* A thin or inconsistent LinkedIn presence. A senior engineer with a decade of experience and no profile, or one with 500+ connections but no endorsements, no comments, and no mutual connections from companies where they claim to have worked, is missing the footprint real professionals leave behind.
* GitHub activity that does not hold up. Look at contribution history over time. A burst of recent commits on a years-old account often signals a purchased or borrowed profile. Pick a specific commit from six months ago and ask the candidate to walk through it in the interview. A fraudster cannot navigate a codebase they did not write.
* Reused AI-generated photos. A reverse image search on a profile picture sometimes turns up the same face across multiple fake identities. Always confirm that the LinkedIn photo matches the person on your video screen.
* Geographic inconsistencies. When one of our recruiters noticed a candidate's listed address in Santa Fe Springs, California, a simple question -- "Is that northern or southern California?" -- exposed the fraud instantly. The candidate had no idea.
Three Types of Interview Fraud
An eagle eye when screening candidates is one thing. The larger challenge is the video interview, where you need to be aware of three distinct types of fraud.
These fall under the realm of deepfake videos. Using inexpensive, widely available software, a fraudster can superimpose an AI-generated face over their own in real time, complete with lip-syncing and voice cloning. Detection is imperfect, but you can learn some of the tells:
1. Blurring or pixel distortion around the hairline, eyes that slide rather than move organically, or anything that feels visually off. Ask every candidate to wave a hand in front of their face and turn their head side to side. Real-time face mapping frequently glitches when the face moves in profile or something passes in front of it. Frame it as routine: "We do a quick security check at the start of all our video interviews." If the candidate suddenly experiences technical difficulties, pay attention.
2. Proxy interviews. The person on screen is real, but someone else is supplying the answers, off-camera or through an earpiece. Watch for audio that is perfectly clear while mouth movements lag slightly, excessive coughing or hand-covering to mask lip-sync gaps, or the sound of typing that does not match what the candidate's hands are doing. A consistent pause of three to five seconds before every answer, including simple icebreakers, is a strong signal someone is waiting on a prompt.
3. AI-assisted responses are the most common, yet hardest to catch. Software listens to the questions and generates answers fast enough for the candidate to read back. Their gaze drifts above or past the camera rather than toward it. Answers sound fluent but hollow, perfect jargon and clean structure but no human messiness. Interrupt their flow and you may see things fall apart.
How to Break the Pattern in Real Time
If something feels off, disruption is more effective than confrontation. Cut into a polished, long-winded answer with something unscripted: "Sorry to jump in, but on that project, who pushed back hardest on the idea, and what exactly did you say to them?" A real candidate pivots. A fraudulent one loses their place.
Ask for the messy version. AI handles "what" and "how" reasonably well. It struggles with the texture of actual experience. "Tell me about a day when everything went wrong. What was the very first thing you did?" or "What feedback from your manager did you disagree with?" Genuine candidates remember the specifics. Fraudulent candidates retreat to high-level language.
Request a live screen share. Ask the candidate to open a blank document and sketch an architecture or pull up a repo they mentioned and walk through a specific function. This is where proxy and AI-assisted fraud is hardest to sustain. Sudden permissions issues or internet lag the moment you ask to see their screen is a red flag.
If you suspect fraud, do not tip your hand during the call. Document what you observe and confirm afterward.
Build Layers of Protection
No single step catches everything. The goal is to make fraud progressively harder to sustain by deploying the following steps:
* Tell candidates before the interview that cameras are required throughout and that a brief security check happens at the start. Fraudsters sometimes withdraw before you even meet them.
* Require government-issued ID through a secure channel before late-stage interviews, and compare it to the live video. This step alone stops a significant portion of fraud.
* Use live technical assessments with screen sharing rather than take-home work. Watching someone think and troubleshoot in real time is extremely difficult to fake.
* Verify references by finding the company's main number independently rather than using contact information the candidate provides. Ask questions only someone who worked with them could answer.
* Pay attention to digital backgrounds. A virtual background on its own is not suspicious. Combined with other flags, it is worth noting.
* Require at least one in-person touchpoint. Simply stating that your process includes an in-person step causes many fake candidates to withdraw on their own.
* Trust the discomfort. Experienced recruiters consistently describe a specific feeling when something is off: answers that are stiff, a resume that seems too perfect, a reluctance to go deeper on any topic. That instinct is real. An extra verification step costs far less than a bad hire, or a security breach.
Why a Recruiting Partner Changes This
Even skilled internal recruiters are struggling with fraudsters, and not because they lack ability. Catching fraud requires pattern recognition built across hundreds of candidate interactions. When you only hire a handful of engineers a year, you don't see enough to calibrate those instincts.
At my company, our team has been building and refining fraud-detection protocols for high-risk technical roles, including the field playbook that informed much of this article. When clients have come to us mid-search, unsure about candidates already in their pipeline, we have been able to identify what they could not quite name.
In the age of AI, the human judgmentOff-site link. at the center of great recruiting has never mattered more.
* * *
Contributed by Peggy Shell, an EO Colorado member who is the founder and CEO of Creative AlignmentsOff-site link., a strategic talent partner firm that helps purpose-led businesses build high-performing teams.
* * *
Original text here: https://eonetwork.org/blog/how-to-unveil-deception-and-identify-fake-job-candidates-in-real-time/
[Category: Business]
* * *
How To Unveil Deception and Identify Fake Job Candidates in Real Time
AI has transformed hiring fraud, making it easier than ever for fake candidates to infiltrate engineering and AI roles using deepfakes, proxy interviews, and stolen identities. Learn the warning signs, interview techniques, and verification steps that help recruiters separate genuine talent from sophisticated fraudsters.
Since I first wrote about the growing challenge of fake ... Show Full Article ALEXANDRIA, Virginia, July 16 -- Entrepreneurs' Organization issued the following statement on July 15, 2026, by Colorado member Peggy Shell: * * * How To Unveil Deception and Identify Fake Job Candidates in Real Time AI has transformed hiring fraud, making it easier than ever for fake candidates to infiltrate engineering and AI roles using deepfakes, proxy interviews, and stolen identities. Learn the warning signs, interview techniques, and verification steps that help recruiters separate genuine talent from sophisticated fraudsters. Since I first wrote about the growing challenge of fakecandidatesOff-site link. a few years ago, advances in AI and remote hiring have made it dramatically easier for bad actors to impersonate qualified candidates. The fake candidate problem didn't go away. It got smarter.
Today, hiring fraud in technical roles has become one of the most pressing risks in engineering hiring. The scale has grown, the tools are more convincing than ever, and the motivations range from individual financial fraud to state-sponsored infiltration.
In my strategic talent partner firm, we have had clients come to us because their highly experienced internal recruiters are struggling to fill AI and machine learning engineering roles. After taking over candidate pipelines that included fraudulent candidates the company did not know about, we have developed a sharp eye for the "tells" that can help you spot fraudulent candidates.
Since good recruiters, even very experienced ones, are getting fooled, we want to share what we know so you can avoid the costly missteps we have seen happen in real time.
Why Engineering Roles, and Why Now
You are unlikely to encounter this challenge when hiring a project manager or sales rep. Fraudulent candidates focus almost entirely on software engineering, particularly roles involving AI, machine learning, and cloud infrastructure. The reasons are straightforward: these positions are typically remote, removing the friction of in-person interactions that would quickly expose fraud; they offer access to sensitive systems, source code, and proprietary data; the pay is high, making even a brief engagement financially worthwhile; and a new laptop or equipment issued for a few interview sessions has its own value.
The motivations split into two categories. Some fraudsters want to get hired, collect a paycheck, and disappear. Others are far more serious: gaining a foothold to steal intellectual property or sensitive customer data.
In documented cases, the threat is geopolitical. U.S. authorities have prosecuted hundreds of cases involving North Korean state-sponsored workers using stolen American identities to infiltrate tech companies. According to CrowdStrike's 2025 Threat Hunting ReportOff-site link., the number of companies unknowingly caught up in one such scheme grew 220% in a single year. Mandiant's CTO has stated publicly that virtually every Fortune 500 company has received applications from these actors, and most CISOs have admitted to hiring at least one.
This is not just a Fortune 500 problem. It is happening at far smaller companies.
What to Look for Before the Interview
Fraud usually begins at the application stage, though fabricated profiles also appear in proactive sourcing. A few things worth scrutinizing:
* A resume that hits every qualification in your job description without a single imperfection. AI tools now generate and optimize resumes against job descriptions and applicant tracking systems.
* Suspiciously clean employment history through unusual periods, like the COVID era when most professionals had gaps or pivots, is another tell.
* A thin or inconsistent LinkedIn presence. A senior engineer with a decade of experience and no profile, or one with 500+ connections but no endorsements, no comments, and no mutual connections from companies where they claim to have worked, is missing the footprint real professionals leave behind.
* GitHub activity that does not hold up. Look at contribution history over time. A burst of recent commits on a years-old account often signals a purchased or borrowed profile. Pick a specific commit from six months ago and ask the candidate to walk through it in the interview. A fraudster cannot navigate a codebase they did not write.
* Reused AI-generated photos. A reverse image search on a profile picture sometimes turns up the same face across multiple fake identities. Always confirm that the LinkedIn photo matches the person on your video screen.
* Geographic inconsistencies. When one of our recruiters noticed a candidate's listed address in Santa Fe Springs, California, a simple question -- "Is that northern or southern California?" -- exposed the fraud instantly. The candidate had no idea.
Three Types of Interview Fraud
An eagle eye when screening candidates is one thing. The larger challenge is the video interview, where you need to be aware of three distinct types of fraud.
These fall under the realm of deepfake videos. Using inexpensive, widely available software, a fraudster can superimpose an AI-generated face over their own in real time, complete with lip-syncing and voice cloning. Detection is imperfect, but you can learn some of the tells:
1. Blurring or pixel distortion around the hairline, eyes that slide rather than move organically, or anything that feels visually off. Ask every candidate to wave a hand in front of their face and turn their head side to side. Real-time face mapping frequently glitches when the face moves in profile or something passes in front of it. Frame it as routine: "We do a quick security check at the start of all our video interviews." If the candidate suddenly experiences technical difficulties, pay attention.
2. Proxy interviews. The person on screen is real, but someone else is supplying the answers, off-camera or through an earpiece. Watch for audio that is perfectly clear while mouth movements lag slightly, excessive coughing or hand-covering to mask lip-sync gaps, or the sound of typing that does not match what the candidate's hands are doing. A consistent pause of three to five seconds before every answer, including simple icebreakers, is a strong signal someone is waiting on a prompt.
3. AI-assisted responses are the most common, yet hardest to catch. Software listens to the questions and generates answers fast enough for the candidate to read back. Their gaze drifts above or past the camera rather than toward it. Answers sound fluent but hollow, perfect jargon and clean structure but no human messiness. Interrupt their flow and you may see things fall apart.
How to Break the Pattern in Real Time
If something feels off, disruption is more effective than confrontation. Cut into a polished, long-winded answer with something unscripted: "Sorry to jump in, but on that project, who pushed back hardest on the idea, and what exactly did you say to them?" A real candidate pivots. A fraudulent one loses their place.
Ask for the messy version. AI handles "what" and "how" reasonably well. It struggles with the texture of actual experience. "Tell me about a day when everything went wrong. What was the very first thing you did?" or "What feedback from your manager did you disagree with?" Genuine candidates remember the specifics. Fraudulent candidates retreat to high-level language.
Request a live screen share. Ask the candidate to open a blank document and sketch an architecture or pull up a repo they mentioned and walk through a specific function. This is where proxy and AI-assisted fraud is hardest to sustain. Sudden permissions issues or internet lag the moment you ask to see their screen is a red flag.
If you suspect fraud, do not tip your hand during the call. Document what you observe and confirm afterward.
Build Layers of Protection
No single step catches everything. The goal is to make fraud progressively harder to sustain by deploying the following steps:
* Tell candidates before the interview that cameras are required throughout and that a brief security check happens at the start. Fraudsters sometimes withdraw before you even meet them.
* Require government-issued ID through a secure channel before late-stage interviews, and compare it to the live video. This step alone stops a significant portion of fraud.
* Use live technical assessments with screen sharing rather than take-home work. Watching someone think and troubleshoot in real time is extremely difficult to fake.
* Verify references by finding the company's main number independently rather than using contact information the candidate provides. Ask questions only someone who worked with them could answer.
* Pay attention to digital backgrounds. A virtual background on its own is not suspicious. Combined with other flags, it is worth noting.
* Require at least one in-person touchpoint. Simply stating that your process includes an in-person step causes many fake candidates to withdraw on their own.
* Trust the discomfort. Experienced recruiters consistently describe a specific feeling when something is off: answers that are stiff, a resume that seems too perfect, a reluctance to go deeper on any topic. That instinct is real. An extra verification step costs far less than a bad hire, or a security breach.
Why a Recruiting Partner Changes This
Even skilled internal recruiters are struggling with fraudsters, and not because they lack ability. Catching fraud requires pattern recognition built across hundreds of candidate interactions. When you only hire a handful of engineers a year, you don't see enough to calibrate those instincts.
At my company, our team has been building and refining fraud-detection protocols for high-risk technical roles, including the field playbook that informed much of this article. When clients have come to us mid-search, unsure about candidates already in their pipeline, we have been able to identify what they could not quite name.
In the age of AI, the human judgmentOff-site link. at the center of great recruiting has never mattered more.
* * *
Contributed by Peggy Shell, an EO Colorado member who is the founder and CEO of Creative AlignmentsOff-site link., a strategic talent partner firm that helps purpose-led businesses build high-performing teams.
* * *
Original text here: https://eonetwork.org/blog/how-to-unveil-deception-and-identify-fake-job-candidates-in-real-time/
[Category: Business]
Electric Power Supply Association CEO Snitchler Issues Statement on Competitive Investment Underway in PJM Region as Auction Prices Again Reflect Growing Electric Demand
WASHINGTON, July 16 -- The Electric Power Supply Association issued the following statement on July 14, 2026, by CEO Todd Snitchler:
* * *
Competitive Investment Underway in PJM Region as Auction Prices Again Reflect Growing Electric Demand
EPSA Statement on PJM Capacity Auction Results for DY 2028/29
-
The Electric Power Supply Association (EPSA) today issued the following statement from President and CEO Todd Snitchler on the results of PJM Interconnection's Base Residual Auction for the 2028/2029 Delivery Year. EPSA represents competitive power suppliers with about 100,000 MW of electric ... Show Full Article WASHINGTON, July 16 -- The Electric Power Supply Association issued the following statement on July 14, 2026, by CEO Todd Snitchler: * * * Competitive Investment Underway in PJM Region as Auction Prices Again Reflect Growing Electric Demand EPSA Statement on PJM Capacity Auction Results for DY 2028/29 - The Electric Power Supply Association (EPSA) today issued the following statement from President and CEO Todd Snitchler on the results of PJM Interconnection's Base Residual Auction for the 2028/2029 Delivery Year. EPSA represents competitive power suppliers with about 100,000 MW of electricgeneration resources in PJM.
"Today's auction results continue to reflect a power system rapidly adapting to a new era of electricity demand. As AI, advanced manufacturing, data centers, and electrification drive significant load growth, maintaining reliability will require continued investment in generating resources. This increase in demand has resulted in increased capacity market prices from recent year over year historic lows that discouraged investment in power supply.
"Competitive power suppliers are already responding - new supply is coming; the issue now is to address getting it connected to the system as quickly as possible. Following the price increase in PJM's July 2024 capacity auction, generators have announced, restarted, expanded, or advanced tens of gigawatts of generation projects across the PJM region, while investing billions of dollars of private capital to strengthen grid reliability and expand electricity supply. Such investments, whether new capacity or uprates, require years to be completed - irrespective of who is undertaking the project, whether it be a vertically integrated utility or competitive power supplier, due to factors such as supply chain backlogs and lengthy permitting and siting processes.
"Now, job #1 is turning our members' investment into additional supply. Continued progress on improving and accelerating permitting and siting processes, interconnection, load forecasting, policies that encourage investor certainty and development, and market reforms will help bring new resources online faster while protecting consumers from unnecessary costs.
"To be clear: any calls to allow utilities to bypass competitive markets and use non-bypassable charges imposed on captive customer bills to finance new generation should be met with great skepticism. Preserving and improving competitive wholesale markets - and keeping the risks of new generation construction with shareholders and investors - remains the best way to attract private investment, strengthen reliability, protect ratepayers, and power America's growing economy. As we review these auction results in greater detail, EPSA remains focused on advancing solutions."
Ongoing Market Response
A significant market response to growing electricity demand is already underway.
* Competitive generators have announced or added tens of gigawatts of capacity in the PJM region alone since mid-2024.
* Since 2020, PJM has processed more than 300 gigawatts of generation projects, resulting in 103 gigawatts securing signed interconnection agreements.
* EPSA member companies are optimizing and expanding existing resources through uprates, fuel conversions, hybridizations, and reactivations that can expedite getting new generation online in a shorter time frame and at a lower cost than building a new power plant.
* 811 projects representing approximately 220 gigawatts of potential new generation entered PJM's latest interconnection cycle, underscoring continued private-sector investment in the resources needed to meet future demand.
* More than 130 GW of power expressed interest in contracting directly with large load consumers such as data centers to build new generation in response to PJM's April Request for Information.
* * *
About PJM's Capacity Market
The PJM capacity market is designed to secure sufficient electricity resources three years in advance to maintain grid reliability. The auction provides a forward-looking market signal reflecting future supply and demand conditions rather than current system performance. While the BRA is an important reflection of market conditions, it is not the final determination of resource adequacy before a delivery year. PJM also conducts Incremental Auctions that serve as an important "safety valve," ensuring that new projects in the development pipeline can still be leveraged to maintain grid reliability - projects which may not have been ready or allowed to clear the initial auction due to timing. (Read more: https://epsa.org/wp-content/uploads/2025/12/P3-BRA_One-Pager-1.pdf.)
Capacity prices represent only a portion of overall consumer electric bills and are in line with the past decade when adjusted for inflation. Over that same period, significant increases to utility spending on transmission and distribution infrastructure has been the leading driver of higher electricity bills, along with other charges related to state policy choices passed on to consumers as part of their utility bill.
The auction comes as the electric sector responds to the first sustained period of significant demand growth in decades. This is accompanied by rising construction costs and timelines to build new power generation. Competitive power suppliers continue to invest across a diverse portfolio of resources, including new natural gas generation, nuclear uprates, plant life extensions, energy storage, and facility expansions. PJM, FERC, and policymakers have also advanced reforms intended to accelerate interconnection, improve planning, and reduce barriers to bringing new generation online.
Read more in EPSA's pre-auction results explainer (https://epsa.org/what-to-watch-in-pjms-upcoming-capacity-auction/).
* * *
The Electric Power Supply Association (EPSA) is the national trade association representing America's competitive power suppliers. EPSA members provide more than 225,000 MW of reliable and competitively priced electricity from environmentally responsible facilities using a diverse mix of fuels and technologies including natural gas, wind, solar, hydropower, geothermal, storage, biomass, and coal. EPSA seeks to bring the benefits of competition to all power customers.
* * *
Original text here: https://epsa.org/competitive-investment-underway-in-pjm-region-as-auction-prices-again-reflect-growing-electric-demand/
[Category: Energy]
* * *
Competitive Investment Underway in PJM Region as Auction Prices Again Reflect Growing Electric Demand
EPSA Statement on PJM Capacity Auction Results for DY 2028/29
-
The Electric Power Supply Association (EPSA) today issued the following statement from President and CEO Todd Snitchler on the results of PJM Interconnection's Base Residual Auction for the 2028/2029 Delivery Year. EPSA represents competitive power suppliers with about 100,000 MW of electric ... Show Full Article WASHINGTON, July 16 -- The Electric Power Supply Association issued the following statement on July 14, 2026, by CEO Todd Snitchler: * * * Competitive Investment Underway in PJM Region as Auction Prices Again Reflect Growing Electric Demand EPSA Statement on PJM Capacity Auction Results for DY 2028/29 - The Electric Power Supply Association (EPSA) today issued the following statement from President and CEO Todd Snitchler on the results of PJM Interconnection's Base Residual Auction for the 2028/2029 Delivery Year. EPSA represents competitive power suppliers with about 100,000 MW of electricgeneration resources in PJM.
"Today's auction results continue to reflect a power system rapidly adapting to a new era of electricity demand. As AI, advanced manufacturing, data centers, and electrification drive significant load growth, maintaining reliability will require continued investment in generating resources. This increase in demand has resulted in increased capacity market prices from recent year over year historic lows that discouraged investment in power supply.
"Competitive power suppliers are already responding - new supply is coming; the issue now is to address getting it connected to the system as quickly as possible. Following the price increase in PJM's July 2024 capacity auction, generators have announced, restarted, expanded, or advanced tens of gigawatts of generation projects across the PJM region, while investing billions of dollars of private capital to strengthen grid reliability and expand electricity supply. Such investments, whether new capacity or uprates, require years to be completed - irrespective of who is undertaking the project, whether it be a vertically integrated utility or competitive power supplier, due to factors such as supply chain backlogs and lengthy permitting and siting processes.
"Now, job #1 is turning our members' investment into additional supply. Continued progress on improving and accelerating permitting and siting processes, interconnection, load forecasting, policies that encourage investor certainty and development, and market reforms will help bring new resources online faster while protecting consumers from unnecessary costs.
"To be clear: any calls to allow utilities to bypass competitive markets and use non-bypassable charges imposed on captive customer bills to finance new generation should be met with great skepticism. Preserving and improving competitive wholesale markets - and keeping the risks of new generation construction with shareholders and investors - remains the best way to attract private investment, strengthen reliability, protect ratepayers, and power America's growing economy. As we review these auction results in greater detail, EPSA remains focused on advancing solutions."
Ongoing Market Response
A significant market response to growing electricity demand is already underway.
* Competitive generators have announced or added tens of gigawatts of capacity in the PJM region alone since mid-2024.
* Since 2020, PJM has processed more than 300 gigawatts of generation projects, resulting in 103 gigawatts securing signed interconnection agreements.
* EPSA member companies are optimizing and expanding existing resources through uprates, fuel conversions, hybridizations, and reactivations that can expedite getting new generation online in a shorter time frame and at a lower cost than building a new power plant.
* 811 projects representing approximately 220 gigawatts of potential new generation entered PJM's latest interconnection cycle, underscoring continued private-sector investment in the resources needed to meet future demand.
* More than 130 GW of power expressed interest in contracting directly with large load consumers such as data centers to build new generation in response to PJM's April Request for Information.
* * *
About PJM's Capacity Market
The PJM capacity market is designed to secure sufficient electricity resources three years in advance to maintain grid reliability. The auction provides a forward-looking market signal reflecting future supply and demand conditions rather than current system performance. While the BRA is an important reflection of market conditions, it is not the final determination of resource adequacy before a delivery year. PJM also conducts Incremental Auctions that serve as an important "safety valve," ensuring that new projects in the development pipeline can still be leveraged to maintain grid reliability - projects which may not have been ready or allowed to clear the initial auction due to timing. (Read more: https://epsa.org/wp-content/uploads/2025/12/P3-BRA_One-Pager-1.pdf.)
Capacity prices represent only a portion of overall consumer electric bills and are in line with the past decade when adjusted for inflation. Over that same period, significant increases to utility spending on transmission and distribution infrastructure has been the leading driver of higher electricity bills, along with other charges related to state policy choices passed on to consumers as part of their utility bill.
The auction comes as the electric sector responds to the first sustained period of significant demand growth in decades. This is accompanied by rising construction costs and timelines to build new power generation. Competitive power suppliers continue to invest across a diverse portfolio of resources, including new natural gas generation, nuclear uprates, plant life extensions, energy storage, and facility expansions. PJM, FERC, and policymakers have also advanced reforms intended to accelerate interconnection, improve planning, and reduce barriers to bringing new generation online.
Read more in EPSA's pre-auction results explainer (https://epsa.org/what-to-watch-in-pjms-upcoming-capacity-auction/).
* * *
The Electric Power Supply Association (EPSA) is the national trade association representing America's competitive power suppliers. EPSA members provide more than 225,000 MW of reliable and competitively priced electricity from environmentally responsible facilities using a diverse mix of fuels and technologies including natural gas, wind, solar, hydropower, geothermal, storage, biomass, and coal. EPSA seeks to bring the benefits of competition to all power customers.
* * *
Original text here: https://epsa.org/competitive-investment-underway-in-pjm-region-as-auction-prices-again-reflect-growing-electric-demand/
[Category: Energy]
American Supply Association Issues Commentary: From Leadership Development to Business Impact - How an MDM Capstone Helped APR Supply Co. Strengthen Sales Performance
ITASCA, Illinois, July 16 [Category: Industrial Materials] -- The American Supply Association issued the following commentary by Vice President of Education and Training Taylor Albano:
* * *
From Leadership Development to Business Impact: How an MDM Capstone Helped APR Supply Co. Strengthen Sales Performance
Leadership development delivers its greatest value when participants apply what they are learning to a meaningful challenge within their own organization.
That connection between learning and application is at the heart of ASA's Master of Distribution Management (MDM) program. During the ... Show Full Article ITASCA, Illinois, July 16 [Category: Industrial Materials] -- The American Supply Association issued the following commentary by Vice President of Education and Training Taylor Albano: * * * From Leadership Development to Business Impact: How an MDM Capstone Helped APR Supply Co. Strengthen Sales Performance Leadership development delivers its greatest value when participants apply what they are learning to a meaningful challenge within their own organization. That connection between learning and application is at the heart of ASA's Master of Distribution Management (MDM) program. During the12-month experience, participants strengthen capabilities such as strategic thinking, change management, communication and decision-making, then apply those skills through a capstone project focused on a real business opportunity.
For John Crognale, Region Branch Leader at APR Supply Co. and a 2025 MDM graduate, that opportunity centered on the future of sales.
Through his capstone project, The Future of Sales: Embracing AI as a Catalyst for Sales Excellence, Crognale explored how artificial intelligence and stronger sales intelligence could help APR's outside sales team become more proactive, consistent and effective in managing customer relationships.
This was not simply an academic exercise. The project addressed a real organizational priority and was designed to produce measurable business results.
Identifying the Opportunity
APR Supply Co., a distributor of HVAC, plumbing and hydronic products, wanted to improve how its outside sales representatives managed their customer portfolios.
The company's existing customer relationship management system did not provide the visibility or behavior change APR needed. Sales representatives were often responding to incoming demand rather than proactively identifying at-risk accounts, lapsed customers or growth opportunities.
APR also saw inconsistency in how managers coached their teams. Without a shared view of sales activity, coaching often relied on individual management styles, personal observations or fragmented information.
The company needed a clearer way to identify customers requiring attention, uncover recoverable revenue and help managers coach more consistently. These were not only technology questions. They involved leadership, communication, accountability and organizational change, making the initiative a strong fit for an MDM capstone.
Connecting MDM Learning to Strategy
Crognale represented the sales side of the project, helping ensure the solution reflected how managers and sales representatives actually worked in the field.
As he progressed through MDM, he also considered the initiative through a broader leadership lens. Rather than viewing AI as simply a data tool, he explored how it could reduce administrative work, improve productivity, strengthen coaching and help salespeople focus more intentionally on customer engagement.
This reflects a central purpose of the MDM capstone. Participants must do more than identify a problem and recommend a solution. They consider how an initiative supports company strategy, affects employees, measures success and requires leadership to achieve lasting adoption.
APR ultimately implemented an AI-supported sales intelligence platform to make customer risks and opportunities more visible and actionable.
Leading Through Change
Implementation took approximately nine to 12 months and was completed in phases. APR began with platform configuration and data alignment, followed by manager training, dashboard development and sales representative adoption.
Rather than treating the launch as a single technology conversion, APR incorporated the platform into weekly management routines, sales discussions and coaching conversations.
This approach allowed Crognale to apply several MDM core competencies. Successful adoption required change management, strategic thinking, communication and emotional intelligence. Leaders needed to clearly explain the purpose of the platform, understand employee concerns, build support and reinforce new expectations.
Some experienced sales professionals worried the technology could be used as a surveillance or disciplinary tool. APR addressed those concerns by positioning it as a visibility and coaching resource. Managers were involved early, expectations were made more transparent and training emphasized how the platform could help representatives better manage their accounts and achieve their goals.
The project reinforced an important MDM leadership principle: successful innovation requires more than selecting the right tool. Leaders must engage the people affected by the change, communicate its value and reinforce the behaviors needed to produce results.
Delivering Measurable Results
Within the first year, APR experienced a 70% increase in sales tool adoption across the company.
That change was accompanied by a 13% increase in outside sales revenue over the prior-year period. APR also reported more consistent manager coaching, stronger visibility into at-risk accounts and a measurable reduction in customer lapse rates within actively managed portfolios.
Beyond the immediate results, the initiative created a scalable framework for proactive account management. Branch managers gained a shared, data-informed language for discussing performance, while sales representatives received clearer expectations and stronger tools for managing customer relationships.
Demonstrating the Value of MDM
APR's experience illustrates the value of application-based leadership development.
MDM participants do not complete hypothetical assignments disconnected from their work. They identify a meaningful business challenge, collaborate with company leadership and a mentor, establish measurable goals and develop an initiative capable of creating organizational value.
Capstone projects may focus on sales, operations, safety, inventory, employee development or customer service, but they often require the same leadership capabilities: securing support, communicating a vision, managing resistance, measuring progress and turning an idea into action.
Crognale's project demonstrates how those capabilities can help an organization implement emerging technology effectively. The value did not come from AI alone. It came from connecting technology with a defined business need, reliable data, engaged managers and intentional leadership.
APR Supply Co.'s experience shows what can happen when leadership development is tied to a real business opportunity. Through his MDM capstone, Crognale strengthened his own leadership capabilities while helping APR advance a strategic sales initiative with measurable results.
That is the broader impact of MDM: developing leaders while creating meaningful value for their companies and the wholesale-distribution industry.
***
Original text here: https://www.asa.net/News/News/from-leadership-development-to-business-impact-how-an-mdm-capstone-helped-apr-supply-co-strengthen-sales-performance
* * *
From Leadership Development to Business Impact: How an MDM Capstone Helped APR Supply Co. Strengthen Sales Performance
Leadership development delivers its greatest value when participants apply what they are learning to a meaningful challenge within their own organization.
That connection between learning and application is at the heart of ASA's Master of Distribution Management (MDM) program. During the ... Show Full Article ITASCA, Illinois, July 16 [Category: Industrial Materials] -- The American Supply Association issued the following commentary by Vice President of Education and Training Taylor Albano: * * * From Leadership Development to Business Impact: How an MDM Capstone Helped APR Supply Co. Strengthen Sales Performance Leadership development delivers its greatest value when participants apply what they are learning to a meaningful challenge within their own organization. That connection between learning and application is at the heart of ASA's Master of Distribution Management (MDM) program. During the12-month experience, participants strengthen capabilities such as strategic thinking, change management, communication and decision-making, then apply those skills through a capstone project focused on a real business opportunity.
For John Crognale, Region Branch Leader at APR Supply Co. and a 2025 MDM graduate, that opportunity centered on the future of sales.
Through his capstone project, The Future of Sales: Embracing AI as a Catalyst for Sales Excellence, Crognale explored how artificial intelligence and stronger sales intelligence could help APR's outside sales team become more proactive, consistent and effective in managing customer relationships.
This was not simply an academic exercise. The project addressed a real organizational priority and was designed to produce measurable business results.
Identifying the Opportunity
APR Supply Co., a distributor of HVAC, plumbing and hydronic products, wanted to improve how its outside sales representatives managed their customer portfolios.
The company's existing customer relationship management system did not provide the visibility or behavior change APR needed. Sales representatives were often responding to incoming demand rather than proactively identifying at-risk accounts, lapsed customers or growth opportunities.
APR also saw inconsistency in how managers coached their teams. Without a shared view of sales activity, coaching often relied on individual management styles, personal observations or fragmented information.
The company needed a clearer way to identify customers requiring attention, uncover recoverable revenue and help managers coach more consistently. These were not only technology questions. They involved leadership, communication, accountability and organizational change, making the initiative a strong fit for an MDM capstone.
Connecting MDM Learning to Strategy
Crognale represented the sales side of the project, helping ensure the solution reflected how managers and sales representatives actually worked in the field.
As he progressed through MDM, he also considered the initiative through a broader leadership lens. Rather than viewing AI as simply a data tool, he explored how it could reduce administrative work, improve productivity, strengthen coaching and help salespeople focus more intentionally on customer engagement.
This reflects a central purpose of the MDM capstone. Participants must do more than identify a problem and recommend a solution. They consider how an initiative supports company strategy, affects employees, measures success and requires leadership to achieve lasting adoption.
APR ultimately implemented an AI-supported sales intelligence platform to make customer risks and opportunities more visible and actionable.
Leading Through Change
Implementation took approximately nine to 12 months and was completed in phases. APR began with platform configuration and data alignment, followed by manager training, dashboard development and sales representative adoption.
Rather than treating the launch as a single technology conversion, APR incorporated the platform into weekly management routines, sales discussions and coaching conversations.
This approach allowed Crognale to apply several MDM core competencies. Successful adoption required change management, strategic thinking, communication and emotional intelligence. Leaders needed to clearly explain the purpose of the platform, understand employee concerns, build support and reinforce new expectations.
Some experienced sales professionals worried the technology could be used as a surveillance or disciplinary tool. APR addressed those concerns by positioning it as a visibility and coaching resource. Managers were involved early, expectations were made more transparent and training emphasized how the platform could help representatives better manage their accounts and achieve their goals.
The project reinforced an important MDM leadership principle: successful innovation requires more than selecting the right tool. Leaders must engage the people affected by the change, communicate its value and reinforce the behaviors needed to produce results.
Delivering Measurable Results
Within the first year, APR experienced a 70% increase in sales tool adoption across the company.
That change was accompanied by a 13% increase in outside sales revenue over the prior-year period. APR also reported more consistent manager coaching, stronger visibility into at-risk accounts and a measurable reduction in customer lapse rates within actively managed portfolios.
Beyond the immediate results, the initiative created a scalable framework for proactive account management. Branch managers gained a shared, data-informed language for discussing performance, while sales representatives received clearer expectations and stronger tools for managing customer relationships.
Demonstrating the Value of MDM
APR's experience illustrates the value of application-based leadership development.
MDM participants do not complete hypothetical assignments disconnected from their work. They identify a meaningful business challenge, collaborate with company leadership and a mentor, establish measurable goals and develop an initiative capable of creating organizational value.
Capstone projects may focus on sales, operations, safety, inventory, employee development or customer service, but they often require the same leadership capabilities: securing support, communicating a vision, managing resistance, measuring progress and turning an idea into action.
Crognale's project demonstrates how those capabilities can help an organization implement emerging technology effectively. The value did not come from AI alone. It came from connecting technology with a defined business need, reliable data, engaged managers and intentional leadership.
APR Supply Co.'s experience shows what can happen when leadership development is tied to a real business opportunity. Through his MDM capstone, Crognale strengthened his own leadership capabilities while helping APR advance a strategic sales initiative with measurable results.
That is the broader impact of MDM: developing leaders while creating meaningful value for their companies and the wholesale-distribution industry.
***
Original text here: https://www.asa.net/News/News/from-leadership-development-to-business-impact-how-an-mdm-capstone-helped-apr-supply-co-strengthen-sales-performance