Category: 3. Business

The Idaho Fish and Game Commission will hold the public hearing and business meeting at Idaho Fish and Game’s headquarters office at 600 South Walnut Street in Boise. A public hearing will begin on Jan. 14 at 7 p.m. MST at the same location. Those wishing to speak to the Commission during the public hearing will have a three-minute time limit, with additional comments accepted in writing. People can address the commission on any topic pertaining to Fish and Game matters.

The business meeting will resume at 8 a.m. MST on Jan. 15 at the same location. Public comments are not accepted during the business meeting, but it is open to the public and available via Zoom. 

See the full agenda and details for action items.

Video Conference Information

Individuals with disabilities may request meeting accommodations by contacting the Idaho Department of Fish and Game director’s office at 208-334-5159 or through the Idaho Relay Service at 1-800-377-2529 (TDD).

A State Climate Extremes Committee has verified a new record for seasonal snowfall for the state of New Jersey. The twist? It’s from the snow season of 1995–96 (July 1, 1995, to June 30, 1996), 30 years ago. How is this possible, and what information led to the record being re-evaluated? A new report just released by the State Climate Extreme Committee (SCEC) explains.

How Record-Keeping Changes

Weather records, just like science, are not static. As record-keeping and weather observation techniques improve and expand further into more areas, old information can be analyzed and evaluated in new ways. In the 30 years since the snow season of 1995–96, the internet has become an ever-present and accessible way of rapidly sharing data—more observing locations have been established and more stations have transitioned to gauge-based or automated weather observations, rather than manual.

The way weather extremes and climate records are evaluated has also changed. Thirty years ago, state climate records were only considered if they occurred at National Weather Service (NWS)-based stations (mostly airports and Cooperative Observing Program [COOP] stations). Now that better communication of weather data and standards occurs nearly constantly and technology allows for the easier verification of records, the records are open to more locations. The extreme 1997 Montague, New York snow event laid the groundwork for the National Climate Extremes Committee to evaluate statewide weather records with the help of local and regional NWS, state climatologists, and national weather data experts, and it was followed by the SCEC starting in 2006 with its extensive investigative process. 

A Unique Observation

At the time of the 1995–96 season, only official NWS or COOP stations were considered eligible to be evaluated for official state records. In the case of the new record location, however, the observer for the High Point Park station was already a practiced NWS COOP observer that kept excellent records at a nearby established COOP station.
 

The observer demonstrated dedication to daily snowfall reporting and precise documentation of both snowfall totals and measurement techniques, further encouraging the SCEC to accept the High Point Park total of 122.0 inches as the statewide record for New Jersey seasonal snowfall.

Winter of 1995–96

Even early, the snow season of 1995–96 was quite cold with a very active storm track, lending even more support to the record. The Blizzard of 1996 was an historic event on its own, but even in its absence, numerous weather records and snowfall observations indicate the snow season of 1995–96 was exceptionally active. 

Surrounding stations also corroborated high totals for most of the significant storms and for the seasonal totals. All counties in New Jersey observed at least 45 inches for the snow season, and many locations in the terrain of northwest New Jersey, northeast Pennsylvania, and southeast New York recorded seasonal totals over 100 inches. The 122.0 inches at High Point Park stands out, but is a credible total for the season when compared to other totals in the area with similar terrain and the unusually large number of winter storm systems that impacted the area.

A New (Old) Record

Finally, after much re-investigation, meteorological analysis and documentation, the 1995–96 snow season record was confirmed, just in time for the 30th anniversary of the record-breaking season. The official record verified by the SCEC is as follows:

• Location: High Point Park, New Jersey
• Site Type: National Weather Service Cooperative Weather Observing Station
• COOP Station ID: 28-3935
• Seasonal Snowfall Total Value: 122.0 inches
• Date: July 1, 1995–June 30, 1996
   

TransLink’s new five-year plan outlines 34 actions shaped by feedback, focused on reliability, convenience, and comfort

NEW WESTMINSTER, BC – Better real-time transit information, more reliable elevators and escalators, easier ways to report cleanliness issues, and continuing design work for Bus Rapid Transit are among the improvements TransLink is advancing through its new Customer Experience Action Plan.

The five-year plan outlines 34 actions shaped by customer feedback and focuses on making every transit trip easier and more comfortable. The actions are built around five priorities that customers identified : Operational Reliability, Communication, Frequency and Convenience, Safety and Security, and Comfort and Cleanliness.

“Customers have been clear about what matters most to them, and this plan is our commitment to act on that feedback,” says TransLink CEO Kevin Quinn. “From real-time information to accessibility, safety, and comfort, we’re focused on delivering practical improvements people can see, feel, and rely on every day.”

Some initiatives identified to improve the customer experience include:

• Bus Rapid Transit (BRT)
  • Next phase of design for three BRT corridors, including Metrotown-North Shore, Langley-Haney Place, and King George Boulevard. BRT will provide fast, frequent, and reliable service by operating with dedicated bus lanes, transit signal priority at intersections, and weather-protected stations.
• SeaBus Terminal Upgrades
  • Modernizing SeaBus terminals for better customer flow, comfort, and convenience. This includes replacing aging operational equipment such as the loading bay doors, emergency exit ramps, and ventilation systems in the south terminal skywalk.
• Major Bikeway Network (MBN)
  • Expanding the region’s cycling network, connecting to transit hubs and regional destinations to create a safer, more connected system for active transportation.
• Elevator and Escalator Upgrades
  • Multiple projects underway to replace aging elevators on the Expo Line and escalators on the Millenium Line, improving accessibility, reducing maintenance downtime, and providing more modern, spacious facilities.
• Real-Time Information Improvements
  • Enhancing real-time transit information, including the speed and accuracy of service alerts so that customers can better plan their journey.
• Cleaning and Maintenance Text Line Expansion
  • Expanding TransLink’s Cleaning and Maintenance Text Line to include more SkyTrain stations and introducing this service at select bus loops and exchanges so riders can enjoy a more comfortable trip.
• Safe Spaces Program
  • Improving customer safety at transit hubs by working with frontline staff to identify problem areas and making practical improvements that make stations brighter and more welcoming.

The plan was developed through extensive research, including input from more than 1,000 customers, transit staff, key business stakeholders, and a review of best practices from across the industry.

TransLink’s previous Customer Experience Action Plan delivered or is actively working on 33 of the 37 initiatives that include a wide range of upgrades and improvements for customers. Including:

• The opening of the first public washroom at Metrotown Station.
• Creation of the Transit Volunteer Program, which has grown to 130 active community volunteers since launching in 2022.
• Launch of the R6 Rapid Bus in Surrey, which recorded more than 5.2 million boardings in 2024, and is now the sixth busiest bus route in the region.
• Contactless Interac Debit payment across buses and fare gates, making TransLink the first agency in Canada to fully integrate this payment option systemwide.

This announcement demonstrates TransLink’s commitment to ongoing improvement, also reflected in the upcoming extension of HandyDART service hours until 2 a.m., which will improve service availability for customers starting January 11.

More information:
2026-2030 Customer Experience Action Plan

Media contact:
TransLink Media Relations
E: media@translink.ca

 

PM Highlights Comprehensive Reforms for Prosperous India

NEW YORK (AP) — Warner Bros. again rejected a takeover bid from Paramount and told shareholders Wednesday to stick with a rival offer from Netflix.

Warner’s leadership has repeatedly rebuffed Skydance-owned Paramount’s overtures — and urged shareholders just weeks ago to back its the sale of its streaming and studio business to Netflix for $72 billion. Paramount, meanwhile, has made efforts to sweeten its $77.9 billion hostile offer for the entire company.

WATCH: Proposed Warner Bros. sale prompts concerns among Hollywood’s creative community

Warner Bros. Discovery said Wednesday that its board determined Paramount’s offer is not in the best interests of the company or its shareholders. It again recommended shareholders support the Netflix deal.

“Paramount’s offer continues to provide insufficient value, including terms such as an extraordinary amount of debt financing that create risks to close and lack of protections for our shareholders if a transaction is not completed,” Warner Bros. Discovery Chair Samuel Di Piazza Jr. said in a statement. In contrast, he added, the company’s agreement with Netflix “will offer superior value at greater levels of certainty.”

Paramount did not immediately respond to a request for comment. The company’s hostile bid is still on the table. Warner shareholders currently have until Jan. 21 to “tender” their shares.

Late last month, Paramount announced an “irrevocable personal guarantee” from Oracle founder Larry Ellison — who is the father of Paramount CEO David Ellison — to back $40.4 billion in equity financing for the company’s offer. Paramount also increased its promised payout to shareholders to $5.8 billion if the deal is blocked by regulators, matching Netflix’s breakup fee.

In its Wednesday letter to shareholders, Warner expressed concerns about a potential deal with Paramount. Warner said it essentially considers the offer a leveraged buyout, which includes a lot of debt, and also pointed to operating restrictions that it said were imposed by Paramount’s offer and could “hamper WBD’s ability to perform” throughout a transaction.

The battle for Warner and the value of each offer grows complicated because Netflix and Paramount want different things. Netflix’s proposed acquisition includes only Warner’s studio and streaming business, including its legacy TV and movie production arms and platforms like HBO Max. But Paramount wants the entire company — which, beyond studio and streaming, includes networks like CNN and Discovery.

If Netflix is successful, Warner’s news and cable operations would be spun off into their own company, under a previously-announced separation.

A merger with either company could take over a year to close — and will attract tremendous antitrust scrutiny along the way. Due to its size and potential impact, it will almost certainly trigger a review by the U.S. Justice Department, which could sue to block the transaction or request changes. Other countries and regulators overseas may also challenge the merger. And politics are expected to come into play under President Donald Trump, who has made unprecedented suggestions about his personal involvement on whether a deal will go through.

Trade groups across the entertainment industry have continued to sound the alarm about both deals.

In a statement addressed to a Congressional antitrust subcommittee on Wednesday, Cinema United — which represents more than 60,000 movie screens worldwide — reiterated it was “deeply concerned” that Netflix’s acquisition could harm both moviegoers and people who work in theaters, pointing to the streaming giant’s past reliance on its online platform. The group said its concerns were “no less serious” for Paramount’s bid — warning of consequences of further consolidation overall, which it said could result in job losses and less diversity in filmmaking.