Category: 3. Business

12/19/25

HAYS, Kan. – Fort Hays State University’s Department of Nursing is expanding opportunities for advanced practice nurses with its Doctor of Nursing Practice (MSN to DNP) pathway, an affordable, flexible, and highly personalized program designed to elevate clinical leaders and improve healthcare outcomes across communities.

The program is tailored for nurses who already hold a Master of Science in Nursing and serve in advanced practice roles such as Nurse Practitioners, Nurse Anesthetists, or Nurse Midwives. Students complete 30 credit hours (33 if they have not taken a graduate level statistics course), with coursework offered fully online.

MSN-to-DNP students are not required to come to campus but are invited to visit the FHSU campus to present their formal DNP project. The date coincides with graduation. In spite of being an online program, students work closely with faculty. There are times throughout the program when students are asked to participate in virtual synchronous activities. These are typically communicated at the beginning of each semester, allowing students to plan accordingly. In addition, faculty are available for virtual meetings throughout the semester.

A hallmark of FHSU’s MSN-to-DNP pathway is its emphasis on real-world application. Students complete a minimum of 600 project hours while developing and implementing an evidence-based quality improvement project that addresses a specific clinical or community health need. With a low 4:1 student-to-faculty ratio in project courses, participants receive individualized guidance from experienced faculty who are active practitioners and researchers.

“What really appeals to people about this program is that the focus is to improve outcomes for patients, to really make an impact on better patient care and outcomes through the quality improvement process,” said Dr. Michelle Van Der Wege, associate professor of Nursing and DNP program coordinator. “It helps you build leadership skills to effectively navigate change in healthcare.”

The program’s sequential course design ensures each class builds on the last, gradually guiding students toward a complete project proposal and final DNP project paper. This structured approach supports deep learning, reflective practice, and meaningful leadership development. Students gain expertise in data analysis, evidence-based decision-making, and system-level improvement, skills essential for advancing modern healthcare.

Van Der Wege said that the pathway is especially appealing for working clinicians. “If you are someone who is already a practicing nurse practitioner or CRNA, the program will help you build skills to make positive changes in healthcare. It puts knowledge into practice to find ways to help improve outcomes,” she said.

Ideal candidates for the program include advanced practice registered nurses seeking career advancement, working APRNs needing a flexible schedule, and clinicians committed to improving quality and safety in healthcare settings. Projects may be conducted in clinical or community environments, and students begin shaping their ideas early with support from faculty and local stakeholders.

Van Der Wege emphasized that FHSU’s faculty bring relevant, up-to-date expertise directly to students. “All of our faculty members have current or recent clinical practice, so we understand what is going on in the real world,” she said. “To maintain our licenses and certifications, we are required to have a considerable number of continuing education hours that help us keep in touch with what is happening in healthcare.”

Unlike traditional clinical programs, FHSU’s MSN to DNP pathway does not require preceptored clinical hours. Instead, students engage directly in leadership and quality improvement work, applying research to practice through immersive, hands-on initiatives.

FHSU remains committed to providing high-quality education at an affordable cost. The total estimated tuition for the MSN to DNP pathway is approximately $14,018.70, based on 30 required credit hours at the FHSU Online tuition rate. Tuition and fees are subject to annual approval by the Kansas Board of Regents.

Graduates of the program are prepared to lead change, influence clinical outcomes, and stay at the forefront of evolving evidence-based practice.

All students are accepted for a summer start. The next cohort begins in June 2026. Those who begin the MSN to DNP pathway in June 2026 will graduate in May 2028.

More information can be found at: https://www.fhsu.edu/programs/nursing-practice/msn-dnp

Barnsley Council is proud to announce that we’ve kept our Gold Award under the Defence Employer Recognition Scheme (ERS), showing our ongoing commitment to the Armed Forces Covenant and the local Armed Forces community. 

We first achieved ‘Gold’ status in 2020, and keeping this award proves that Barnsley Council continues to go above and beyond to support those who serve, those who have served and those who will serve in the future. 

The Gold Award is the highest level of recognition for organisations that actively support the Armed Forces community, including veterans, reservists, service leavers and their families. 

To keep this award, organisations must show strong support for reservists, help veterans find jobs and encourage other employers to sign up to the Armed Forces Covenant. 

Barnsley Council offers extra paid leave for reservists, promotes job opportunities for service leavers and makes sure our staff understand and support these commitments. 

This achievement reflects our promise to make sure members of the Armed Forces community are treated fairly and not disadvantaged compared to other citizens. 

From housing and healthcare to education and employment, Barnsley Council remains committed to providing the support and opportunities they deserve. 

Councillor Wendy Cain, Cabinet Spokesperson for Public Health and Communities, said: “I’m delighted that Barnsley Council has kept its Gold Award under the Defence Employer Recognition Scheme. 

“This is a fantastic achievement and shows our continued commitment to the Armed Forces Covenant. We are proud to support those who serve, those who have served and those who will serve in the future. 

“Our Armed Forces community plays a vital role in our society, and we will keep working to make sure they receive the recognition, respect and support they deserve.” 

Learn more about how we’re supporting our Armed Forces community by visiting barnsley.gov.uk/ArmedForces.

Madrid, 19 December 2025 — FTI Consulting, Inc. (NYSE: FCN) today announced the appointment of Diego Gago as a Managing Director in the Public Affairs practice within the firm’s Strategic Communications segment.

Mr. Gago, who is based in Madrid, brings deep expertise in public policy, sustainability transition and regulatory affairs gained through his work at the heart of legislative decision-making for more than a decade. His expertise spans climate action, energy and sustainable development, where he has shaped policy and guided complex legislative discussions and negotiations. As a former elected representative for a Spanish province and through his work as a consultant, Mr. Gago has a detailed understanding of government relations and corporate affairs in the private, public and social sectors. In his role at FTI Consulting, he will work with clients across all industries to advise on a range of regulatory, institutional and reputational matters.

“We are delighted to welcome Diego to the firm. He has a unique skillset that combines a first-hand understanding of policy, regulation and the legislative process for sustainability issues with impressive advisory experience in communications and strategy, all of which will be of huge benefit to our growing roster of clients,” said Carlos Ochoa, Head of Public Affairs in Spain at FTI Consulting. “His arrival also reflects our commitment to expand our public affairs capabilities and add senior talent to a team that continues to grow, enhancing how we support organisations facing complex political and regulatory challenges.”

Prior to joining FTI Consulting, Mr. Gago was Director of Political Strategy at beBartlet, a public affairs consultancy. Before this, he was a Member of Parliament for the province of Pontevedra, where he also served as a spokesperson for the Committee on Ecological Transition and Demographic Challenge and was the legislative lead for high-profile climate change laws, such as Spain’s recently passed Climate Change and Energy Transition Act and Sustainable Mobility Act. Previously, Mr. Gago was as a councillor for Vigo City Council in Spain. He currently serves as a Board Advisor to Legados, a non-profit climate change organisation.

Commenting on his appointment, Mr. Gago said, “Joining FTI Consulting at a time when it is investing in its public affairs capabilities is an exciting step in my career. I look forward to using my skills to help clients tackle complex sustainability transition issues and the organisational changes it requires.”

About FTI Consulting
FTI Consulting, Inc. is a leading global expert firm for organisations facing crisis and transformation, with more than 8,100 employees located in 32 countries and territories as of September 30, 2025. In certain jurisdictions, FTI Consulting’s services are provided through distinct legal entities that are separately capitalised and independently managed. The Company generated $3.70 billion in revenues during fiscal year 2024. More information can be found at www.fticonsulting.com.

FTI Consulting, Inc. 
200 Aldersgate
Aldersgate Street
London EC1A 4HD
+44 20 3727 1000

Investor Contact: Mollie Hawkes
+1.617.747.1791
mollie.hawkes@fticonsulting.com

Media Contact: Helen Obi
+44 20 7632 5071
helen.obi@fticonsulting.com

Source: FTI Consulting, Inc.

Utkarsh Amitabh says he definitely wasn’t in the market for a new job in January 2025, when data labeling startup micro1 approached him about joining its network of human experts who help companies train artificial intelligence models.

The U.K.-based, 34-year-old entrepreneur already had a busy schedule as an author, university lecturer, founder and CEO of global mentorship and careers platform Network Capital, and student working toward a Ph.D. at the University of Oxford’s Saïd Business School. He also had a newborn at home, he tells CNBC Make It.

Ultimately, Amitabh agreed to take on the added role, admitting that “intellectual curiosity drew me in,” he says. The prospect of training enterprise AI models felt like a perfect fit with his own background in “business strategy, financial modeling and tech,” he adds.

Indeed, micro1 says it recruits experts with deep knowledge across a wide landscape of specialties, from doctors and lawyers to engineers. A self-described “deep generalist,” Amitabh certainly seems to fit the bill.

He has an undergraduate degree in mechanical engineering, a master’s degree in moral philosophy, and spent more than six years working on business development for Microsoft in a role that focused on cloud computing and AI partnerships. His past writing includes a book on “the side-hustle revolution” and a master’s thesis on how AI will affect the nature of achievement. 

The opportunity with micro1 seemed like a “natural” fit, says Amitabh. He also appreciated the flexibility of the part-time, freelance role — he works, on average, roughly 3.5 hours each night, typically after his 1-year-old daughter goes to bed, he says. 

“This didn’t seem like an add-on, but something that I could use to further my interests in a limited number of hours a week,” Amitabh says.

Amitabh now earns $200 per hour for his work training AI models for micro1, based on a pay stub viewed by CNBC Make It, and a company spokesman confirmed that Amitabh has earned nearly $300,000, including project completion bonuses, for his work dating back to January.

At the same time, Amitabh says that “money was less of a motivator” than the role’s overlap with his own personal and professional interests, especially considering that he already had a livable income from his other jobs, he says. Still, he considers “fair pay to be a core value,” he says, adding that he found the compensation to be “respectable” for work that requires significant expertise.

‘You need to have immense attention to detail’

Founded in 2022, micro1 has built a network of more than 2 million experts who work on training AI models for clients such as large AI labs, including Microsoft, and Fortune 100 businesses developing their own large language models for their respective workforces, according to TechCrunch. Micro1 was most recently valued at $500 million and counts larger startups like Mercor and ScaleAI among its competitors.

That network of experts like Amitabh forms the “backbone of our data quality,” micro1’s chief marketing officer, Daniel Warner, said in a statement: “Today’s AI models have already absorbed most publicly available knowledge, and real progress now comes from domain experts who can challenge, refine and effectively outthink the model. The ‘human data’ generated by true experts is what enables us to deliver best-in-class results for leading AI labs and the Fortune 100.”

AI model training involves feeding massive amounts of information and scenarios into an algorithm to form a large data set. The model is then refined over time by testing it with prompts that ask the model to answer questions or propose solutions to problems — like asking an AI agent to track expenses, project growth and create a new budget for a business unit within a company, for example.

Many of the projects he works on are confidential and involve “looking at a complex business problem that a regular user, a business owner or an executive, might have, and then breaking down that problem into small parts,” Amitabh says.

Much like prompt engineering, this part of the job requires him to break down each problem into clear, specific language that “machines will understand” to ensure the model can return an accurate and relevant response, he adds. 

If there are errors in the model’s response, or it strays too far outside the parameters of the original question or problem, Amitabh works to identify where “a point got missed or subtlety got lost” and address it so the model’s data set can be adjusted and improved before testing it again. It’s a trial and error process that can take “several hours” per problem set, he says.

“You need to have immense attention to detail, and you have to often look out for mistakes that the human might make or a machine might make, and you discover more about the kinds of mistakes that exist by the process of immersing yourself in it,” Amitabh says.

The job is “intellectually quite demanding,” particularly because the AI models are constantly learning and improving, requiring even experts like Amitabh to level up their own knowledge base and creative thinking skills, he says. 

“The ultimate goal is actually really energizing,” he adds. “You’re seeing whether the machine and human, the way this engagement is happening, [can] level up the output for problems that you asked and other kinds of problems that might be related to it.”

AI and jobs: ‘The trillion-dollar question’

Amid the rise of AI at work, a concern for employees across most industries is whether the advancing technology will eventually make human workers obsolete, or at least significantly transform their roles. So, does Amitabh worry that lending his own expertise to train AI models now could mean fewer career opportunities for himself, or others with similar backgrounds, in the future?

“This is the trillion-dollar question,” he says, noting that people typically fall into the camp of “techno-optimists or techno-pessimists” when it comes to how they view the impending AI revolution and its effects on the labor market. “I like to think of myself somewhere between a techno-optimist and a techno-realist,” he adds.

Amitabh concedes that there are sure to be “growing-up pains” as more companies implement AI tools in their workers’ day-to-day activities, likely resulting in the elimination of a significant number of jobs — an effect that human resources leaders say is already beginning to happen.

However, he is also in the optimistic camp that expects AI to eventually create more jobs to help offset those losses. For instance, a January 2025 analysis from the World Economic Forum predicted that AI will be a disruptive, but ultimately beneficial, force on the global labor market that will result in nearly 80 million net job gains by 2030.

Ultimately, Amitabh says he takes a more philosophical outlook: He is confident that knowledge, both in humans and machines, is not a “finite” resource, and that humans and machines will always have a symbiotic relationship where advancement for both will require perpetual collaboration. 

“It’s also possible that this AI fear collectively empowers us to learn better, upskill ourselves and frame questions differently about ourselves,” he says, adding: “So I’m not concerned about the [idea of] AI Doom entirely, because I think it does far more good than bad.”

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Market Notice 

  
At its September 2025 meeting, the MPC voted to reduce the stock of gilts held in the APF by £70 billion over the period from October 2025 to September 2026, to a total of £488 billion. 

The Bank set out in the consolidated APF gilt sales Market Notice published on 1 September 2022 that it would publish a quarterly schedule for the sales of gilts held in the APF for monetary policy purposes. The details and schedule for the Q1 2026 sales of such gilts are set out in this Market Notice, which covers the period from 12 January 2026 to the week commencing 16 March 2026.  

The Bank set out in the 15 December 2023 Market Notice that it would set a schedule of auctions in order to continue to reduce the stock of gilts held in the APF as evenly as possible across maturity sectors, measured in initial proceeds terms. The maturity sectors are defined as gilts with a residual maturity of between: 3-7 years (short), 7-20 years (medium) and over 20 years (long).  

As set out in the 18 September 2025 Market Notice, for the year starting Q4 2025, the Bank will aim to sell fewer long maturity sector gilts than gilts at other maturities, to better reflect demand conditions.  

Accordingly, in Q1 2026, the Bank will sell short maturity sector bonds across two auctions of £800 million, medium maturity sector bonds across two auctions of £775 million, and long maturity sector bonds across one auction of £675 million. Further details are outlined in the tables below.  

Other than as amended in this Market Notice, the detailed operational parameters and participation requirements set out previously will apply to these gilt sales. 

The Bank will continue to monitor the impact of its gilt sales programme on market conditions, and reserves the right to amend its schedule, including the gilts to be sold and the size of its auctions, or any other aspect of its approach at its sole discretion.  

The Bank expects to announce the sales schedule for Q2 2026 at 4.30pm on 20 March 2026. 

Table 1: APF gilt sales auction calendar – January to March 2026

Auction date	Maturity sector	Auction size
Monday 12 January	Short	£800mn
Monday 26 January	Long	£675mn
Monday 09 February	Medium	£775mn
Monday 09 March	Medium	£775mn
Monday 16 March	Short	£800mn

The table below indicates the number of auctions that the Bank expects to hold in each of the following quarters over the next nine months. The number and size of auctions needed to meet the MPC’s target in future quarters may change, depending on the movement in gilt prices and the realised distribution of sales throughout the year, and therefore the numbers below should be understood as strictly indicative. 

Table 2: Indicative number of auctions for future quarters

Period	Maturity sector
	Short	Medium	Long
Apr-Jun 2026	2	2	1
Jul-Sep 2026	3	2	0

 

 

There are thousands of activities available across the City of Mississauga in our community centres, libraries and other facilities. Knowing the names of the locations can help you find activities near you.

Activities can be filtered by when (date), where (location), who (age), activities (activity type) and the number of open spots you need. You can combine filtering with search for activity names or keywords.

Filtering and searching will limit the results you see so you can find exactly what you’re looking for. To get accurate results, only use one activity at a time in search.

The “Reset all” link at the end of the available filters resets the filters to show you every available activity. This allows you to start over if you aren’t getting results you want or want to look for a different activity.

Regional Tariff Response Initiative investment will enable Core Design to double manufacturing capacity and grow sales in reliable domestic and international markets

December 19, 2025 – Leduc, Alberta – PrairiesCan

Tariffs and shifting global trade conditions are creating uncertainty for Canadian businesses, particularly for manufacturers that rely on export markets. To build a stronger, more resilient economy, Canada has to move beyond its reliance on a single trading partner and reach new markets, at home and abroad.

Today, the Honourable Eleanor Olszewski, Minister of Emergency Management and Community Resilience and Minister responsible for Prairies Economic Development Canada (PrairiesCan) announced a federal investment of $1 million for Core Design Ltd. (Core Design) to adapt to new market realities for their custom steel downhole completion products.

PrairiesCan’s investment will enable Core Design to purchase specialized machinery that doubles the manufacturing capacity of their high-performance steel-made downhole tools and thermal solutions used in oil and gas sector operations. This increased capacity will make it possible for Core Design to fulfill larger custom steel manufacturing projects within Canada and help expand sales in South America.

Like many other Canadian exports, Core Design’s steel products are impacted by tariffs from the United States and other international markets. The Government of Canada has launched specific targeted measures, including the Regional Tariff Response Initiative, to boost the competitiveness of the Canadian steel industry and to unlock over $1 billion in new domestic demand for Canadian steel. The government also launched a new $1 billion investment for the steel and lumber industries, ensuring Canadian producers can compete and grow at home.

Innovative Prairie businesses, like Core Design, are adapting quickly to new trade realities. The Government of Canada is proud to support companies that demonstrate meaningful action to diversify markets, create local jobs, and reinforce Canada’s economic security.

Today, the Federal Trade Commission took its latest enforcement action to free American workers from labor practices that limit wage and job growth by ordering building services contractor Adamas Amenity Services LLC (Adamas) and its affiliated businesses to cease their enforcement of no-hire agreements.

Adamas used anticompetitive no-hire agreements that restrict building owners and management companies across New Jersey and New York City from directly hiring workers employed by Adamas without a significant penalty, according to the FTC’s complaint. For Adamas employees, which are mainly low-wage workers performing janitorial, front desk, security and other services, these no-hire agreements limit their ability to negotiate higher wages, better benefits, and improved working conditions, the FTC’s complaint alleges.

To resolve the FTC’s complaint, Adamas is required to immediately cease enforcing all existing no-hire agreements under a proposed FTC order.

“American workers have a right to pursue job opportunities that offer them higher pay and better benefits. Yet anticompetitive no-hire agreements, just like the ones Adamas uses, prevent workers from realizing their full earning potential,” said Daniel Guarnera, Director of the FTC’s Bureau of Competition. “The Trump-Vance FTC took action today against Adamas and will continue to take enforcement action to protect workers from harmful labor practices that lower paychecks and limit opportunities.”

Under Chairman Andrew N. Ferguson, the FTC has made it a priority to investigate and prosecute deceptive, unfair, and anticompetitive labor-market practices that harm workers. These actions have included recent action in Gateway Services, Inc., which stopped the enforcement of nearly 1,800 noncompete agreements, issuing a call for the public to identify anticompetitive noncompetes, and launching a cross-agency Joint Labor Task Force.

The FTC, which worked closely with the New Jersey Attorney General’s office throughout the investigation, alleges Adamas’ no-hire agreements also prevent building owners and management companies from indirectly hiring Adamas’ employees through any competing building service contractor. As a result, Adamas employees suffer hardship if the building where they work changes management because the no-hire agreement forces them to leave their jobs in some circumstances, the FTC’s complaint alleges.

Adamas’ no-hire agreements also limit the ability of building owners to seek or accept bids from any of Adamas’ competitors due to the chance of losing long-serving employees. This restricts the ability and incentive for any Adamas competitors to make investments and meet customer demand for increased quantity, quality, and variety of building services, according to the FTC’s complaint.

Under the proposed consent order, Adamas is subject to additional conditions which include that it must:

• Provide written notice to customers subject to a no-hire agreement within the last three years that the no-hire agreement restriction is null and void.
• Post clear and conspicuous notice that employees are not subject to no-hire agreements and may seek or accept a job with the building directly, or any company that wins the building’s business.

The Commission vote to issue the complaint and accept the proposed consent agreement for public comment was 2-0.

The public will have 30 days to submit comments on the proposed consent agreement package. Instructions for filing comments appear on the docket. Once processed, they will be posted on Regulations.gov.

NOTE: The Commission issues an administrative complaint when it has “reason to believe” that the law has been or is being violated, and it appears to the Commission that a proceeding is in the public interest. When the Commission issues a consent order on a final basis, it carries the force of law with respect to future actions.

Buckinghamshire Council is moving decisively to tackle the delays and day-to-day disruption residents experience from roadworks, with the introduction of a new Lane Rental Scheme that will keep people and businesses moving.

Following government approval, the council will introduce its own Lane Rental Scheme — Lane Rental: Streets Ahead — a major step to reduce disruption and improve journey reliability across the county. The scheme allows the council to charge up to £2,500 per day for works carried out on the busiest parts of the road network at peak times, encouraging companies to plan smarter, work together and finish jobs faster.

The scheme will apply to around 7.8% of Buckinghamshire’s network (approximately 500 roads and streets) and is expected to go live in spring 2026. It complements Buckinghamshire Highways’ existing permit scheme and is designed to drive industry-wide behavioural change.

Money raised will first cover the costs of running the scheme. Any additional funds will be ringfenced in the council’s Streets Ahead Investment Fund to reinvest directly into initiatives that reduce the disruption and adverse effects caused by roadworks, delivering visible benefits for residents.

What residents will see:

• Fewer roadworks at the busiest times and on the busiest routes
• Quicker completion of essential works through better coordination
• More reliable journey times and reduced congestion
• Smarter, collaborative planning between utilities and contractors

Leader of Buckinghamshire Council, Steven Broadbent, said:

“Residents tell us congestion and disruption are among the biggest frustrations when it comes to our roads. This scheme tackles that head-on. By incentivising smarter planning and off-peak working, it will cut delays, reduce queues and make journeys more reliable.

“Lane Rental: Streets Ahead puts the onus on utility companies to plan around people, not the other way round. It will cut delays and keep Buckinghamshire moving.”

Deputy Leader and Cabinet Member for Transport, Thomas Broom, added:

“Buckinghamshire Council has consistently pressed the government for stronger local powers to manage roadworks and minimise disruption. The approval of our Lane Rental Scheme marks real progress and puts Buckinghamshire on the front foot in tackling roadworks chaos.

“This scheme complements our permit scheme and will drive a step-change in how works are planned and delivered. By incentivising off-peak working and collaboration, we can minimise disruption and keep our roads safe and efficient for everyone.”

For more information about Lane Rental: Streets Ahead, view this YouTube video.