Main Line Health appointed Anna Michelle Brandt president of its Lankenau Medical Center in Wynnewood, the nonprofit health system announced Monday.
Brandt mostly recently worked as chief operating officer at University Hospital, a 519-bed academic medical center in Newark, N.J., which Main Line’s new CEO Ed Jimenez led before taking over at Main Line.
The new Lankenau president also worked previously with Jimenez at UF Health Shands Hospital in Florida.
Brandt succeeds Katie Galbraith, who left Lankenau in September after about three years to lead New England Baptist Hospital in Boston.
Lankenau, a level 2 trauma center, sits in Lower Merion Township at the intersection of West Philadelphia and Montgomery and Delaware Counties.
Elizabeth Killough remembers the beginning of Media’s Fair Trade history as follows: She was sitting at her desk at UnTours, an unconventional Media-based travel company, next to her boss and UnTours founder Hal Taussig.
Taussig, sitting in his beloved rickety desk chair, began to share a vision with Killough: What if his hometown of Media could become a hub for Fair Trade, a global trading system that prioritizes quality products and fair wages for farmers in the developing world? What if Media’s shops and restaurants could stock products made and sold with equity and respect?
“I couldn’t even begin to imagine what that would be [like],” Killough remembers.
To humor Taussig, she googled “Fair Trade towns” (the internet was remarkably slow in the mid-2000s, so it took a few minutes to populate the results, she said). An email for Bruce Crowther, the father of Fair Trade in Garstang, England, popped up. Killough sent him a note. Despite the fact that it was 10 p.m. in England, Crowther wrote right back. He wanted to help make Taussig’s dream a reality.
In the months that followed, Taussig and Killough would help spearhead an effort to make Media the first Fair Trade town in the United States, a push that took the cooperation of local business owners, civic leaders, and borough council members. As Media marks 20 years of its Fair Trade Town status, Fair Trade products, and Taussig’s formidable footprint, can be found all over the Delaware County community.
State Street, near Olive Street, on Wednesday, June 4, 2025, in Media, Pa. Businesses that sell Fair Trade products dot Media’s main commercial artery, a sign of the enduring legacy of Hal Taussig and Media’s Fair Trade advocates.
What is Fair Trade?
Fair Trade is a global trading arrangement under which farmers are paid higher wages in exchange for assurances that they will use eco-friendly practices, ensure safe working conditions, and invest in their communities. The trading practice seeks to uplift producers in the developing world, where environmental exploitation and forced labor can be common in the agriculture business. Common Fair Trade products include coffee, chocolate, and bananas.
Fair Trade guarantees farmers can charge minimum prices for goods, acting as a safety net against market instability. Some Fair Trade suppliers receive a “premium fund,” or an additional sum of money put aside to invest in education, healthcare, infrastructure, or business improvement products in their communities. In exchange for economic security, Fair Trade producers must provide workers with reasonable work hours, safe working conditions, and maternity leave, and are barred from using child and forced labor.
Killough’s email to Crowther set off a monthslong campaign to make Media the United States’s first Fair Trade Town, a moniker now proudly displayed on “Welcome to Media” signs on the borough’s outskirts.
Taussig had been thinking about sustainability in the global economy for decadesbefore Media’s formal designation. In 1992, Taussig and his wife, Norma, founded UnTours, an unconventional “slow travel company” that helped people connect to faraway lands through community engagement and sustainable tourism practices. Friends described Taussig as unique and empathetic. He was famously averse to making a profit, sharing UnTours’ returns with customers, staff, and, later, the UnTours Foundation, which invests in sustainable business ventures.
Taussig, who died in 2016, was “a really sweet man that cared about the world a lot,” said Ira Josephs, the executive director of the Media Fair Trade Committee.
Taussig and Killough began meeting with a group of stakeholders who shared the goal of bringing Fair Trade to Media. At the time, there was no organization overseeing Fair Trade communities in the U.S., so the Media group decided to “self-declare” under the criteria used by Garstang, the first Fair Trade Town in the world. They needed to persuade a certain number of Media retailers to sell Fair Trade-certified items and ask local schools and businessesto use Fair Trade goods. The guidelines also required Media to establish a Fair Trade committee; have an elected body pass a resolution supporting Fair Trade; and promote media coverage and education around Fair Trade.
A number of stores in Media already carried Fair Trade products, and many of its churches and Quaker meetinghouses used Fair Trade coffee and sugar. The working group made a website and brought on board Monica Simpson, a borough council member who helped convince the governing body to pass a Fair Trade resolution. The borough council saw it as a way for “this local community to make an international connection,” Killough said.
Once all of the criteria were met, “we just self-declared that we were the first Fair Trade town,” Josephs said.
At the time, New York City and Los Angeles were working on their own Fair Trade proposals. Yet Media, a 5,000-resident borough in the heart of Delco, beat them to the punch.
“It was rebellious,” Josephs said.
On July 12, 2006, Media held a public ceremony unveiling its status as a Fair Trade town.
Many of Media’s businesses got on board.
When Tara and Brent Endicott, the owners of downtown Media’s Burlap & Bean, first got into the coffee business, they knew they wanted “to feel like we were making a difference,” Tara Endicott said.
All of the coffee sold at Burlap & Bean is Fair Trade-certified and organic, a decision the Endicotts made in 2006 when they opened their first location in nearby Newtown Square,inspired in part by Media’s Fair Trade push.
Though their coffee-industry friends told them they were crazy for stocking only Fair Trade products, which are more expensive and harder to source, the Fair Trade beans won over the coffee purveyors and their Media-area customers.
Signage that reads, America’s First Free Trade Town, Media, PA., Wednesday, June 4, 2025. This sign is at N. Providence Road where it crosses N. Monroe Street.
Fair Trade in Media, two decades later
Fair Trade lives on in the stores, restaurants, and coffee shops that dot Media’s bustling downtown.
All of the international products at Earth & State, a pottery and craft shop, are from Fair Trade groups. Bittersweet Kitchen, a pizza and brunch spot, serves Fair Trade hot chocolate and coffee. Mom-and-daughter-owned yarn shop Homesewn sells yarn from Fair Trade Federation members and other companies that follow Fair Trade principles. Even Trader Joe’s, located in Media’s old armory building, stocks Fair Trade coffee.
On Valentine’s Day, the Media Fair Trade Committee hosted its annual Fair Trade chocolate tasting. The committee also hosts an annual juggling contest with Fair Trade soccer balls at Dining Under the Stars.
Fair Trade’s future is not entirely certain.
Fair Trade groups have come under scrutiny in recent years for corporatizing a once mission-driven practice. It has been hard at times to get businesses to splurge on Fair Trade goods, first during the 2008 recession and then again during the pandemic, Killough said. As rents rise in Media, there is a “constant turnover of store owners and restaurateurs,” Killough added, making it an ongoing effort to keep Fair Trade practices alive.
“It’s going to continue to require a lot of work, a lot of commitment, and a lot of education,” she said.
Last year was “the worst year financially that we’ve ever had,” Tara Endicott of Burlap & Bean said. Despite having the highest customer counts in Burlap & Bean’s history, high coffee prices and tariffs left the Endicotts taking home meager profits at the end of the day. They have thought about opening up their business to non-Fair Trade coffee but have not yet, relying on the hope that economic conditions will improve.
Ultimately, Brent Endicott said, he and his wife are proud to be in Media and to be serving Fair Trade beans.
“We’re thrilled to be able to do our part to help Media stay a certified Fair Trade town,” he said.
This suburban content is produced with support from the Leslie Miller and Richard Worley Foundation and The Lenfest Institute for Journalism. Editorial content is created independently of the project donors. Gifts to support The Inquirer’s high-impact journalism can be made at inquirer.com/donate. A list of Lenfest Institute donors can be found at lenfestinstitute.org/supporters.
“Why would you not want to study the thing that lets you study,” said Schechtman-Taylor, a senior from New York City. “The brain, that’s our entire world.”
Neuroscience has become the most popular major on the highly selective liberal arts campus on Philadelphia’s Main Line, counting nearby Bryn Mawr College students who also take classes at Haverford. And it’s only been around since 2021 when the two colleges — which have had a minor in the discipline since 2013 — decided to administer the joint major.
At Haverford, there were 24 majors the year it started; now there are 60. Bryn Mawr saw similar growth and currently has 49. Enrollment in Haverford’s neuroscience classes including both Bryn Mawr and Haverford students grew from 154 in 2014 to nearly 800 last fall.
“We knew that neuroscience was going to be popular, but we did not anticipate this growth,” said Helen White, Haverford’s provost, who noted the school recently hired another neuroscience professor to accommodate more students.
The major’s popularity is also growing at schools around the Philadelphia region — and across the country. Students and professors say neuroscience is popular because it’s interdisciplinary, involving psychology, biology, and chemistry, and can lead to a variety of careers. It can also be personal, because it involves studying diseases like Alzheimer’s and Parkinson’s, which have no cures, and the treatment of strokes and traumatic brain injuries.
“I would say about 90% of my students are coming into my lab because they have someone in their family with one of these diseases,” said Rob Fairman, a Haverford biology professor whose research focuses on neuroscience.
Haverford senior Alina Schechtman-Taylor, 21, of New York City, works as a teacher assistant in professor Laura Been’s lab.
A growing major
In 2008, 110 colleges nationally offered neuroscience majors; now, it’s about 330, said Raddy Ramos, associate professor in the Department of Biomedical Sciences at the New York Institute of Technology. Ramos, who coauthored studies on the topic, said there were more than 2,000 neuroscience graduates in 2008; in 2019, that number had grown to more than 7,200.
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Pennsylvania is a hot spot, with 36 colleges having programs in 2022-23, Ramos said — more than than any other state.
Drexel University, which has had a minor since 2015, launched its undergraduate major in neuroscience in 2024.
“We have seen a 45% increase in applications over the last two years,” a university spokesperson said.
Pennsylvania State University in November announced it was launching two new undergraduate majors in neuroscience, one offered by the biology department and the other by the biobehavioral health department.
Students look for sections of rat brains that match the sections projected on the screen in a Haverford College lab.
Neuroscience has become especially popular among pre-med majors, school officials say. Otherpotential career paths include biotechnology, pharmacology, psychology, and neuroengineering, while somestudents go on to law school, business, or public policy.
“There’s a lot more awareness that mental health conditions are due to changes in the brain, and people want to understand that,” said Lisa Briand, associate professor and program director for Temple University’s neuroscience program.
At Temple, neuroscience has become the fourth largest of 30 majors in liberal arts, Briand said. The psychology department a few years ago changed its name to psychology and neuroscience, she said.
At the University of Pennsylvania a decade ago, 100 to 120 neuroscience majors graduated annually, said Lori Flanagan-Cato, associate professor of psychology and codirector of the undergraduate neuroscience program.
“Twice in the past 3 years we have had over 150,” she said.
Swarthmore College, a highly selective small liberal arts college, graduated 10 to 12 neuroscience majors a year about a decade ago, said Frank Durgin, professor of psychology who oversees the program.
“This year, we anticipate graduating 24 majors,” he said. “Next year, it’s 30.”
The college has added two professors in the last two years to accommodate growth, he said.
Why students study neuroscience
In a lab at Haverford one afternoon last month, 16 students in white lab coats poked with paintbrush tips at thin slices of rat brain in preservative fluid, preparing to stain them to look for which neurons were activated. Some of the rats received the drug Ritalin, commonly used for attention deficit disorder, while others did not. Students were trying to discern differences in their brains when they performed certain tasks, said Laura Been, associate professor of psychology and director of the bi-college neuroscience program.
A neuroscience student works with sections of rats’ brains in a lab at Haverford College.
“We can … try to learn something more about how this sort of drug treatment impacts the brain,” said Been, whose area of interest is behavioral neuroendocrinology, which looks at the relationship between hormones, the brain, and behavior.
Students in Been’s class had varied reasons for studying neuroscience.
Emily Black, visiting assistant professor of neuroscience at Haverford College, helps Savannah Shaw, 22, of Downingtown, during neuroscience lab work. “I really like the variety of the classes we can take in the major,” said Shaw, a senior who plans to go to medical school, possibly to become a neurologist. “You can go more the psychology route or go more biology.”
Sophia Lipari, 21, a junior from Jacksonville, Fla., whose father is a reproductive endocrinologist, is interested in hormones and the field of fertility.
Riley Fass, 20, a junior from Claremont, Calif., wants to be a special-education teacher. She already sees the connection between neuroscience and her job as a teacher’s assistant at a school where children have traumatic brain injuries and cerebral palsy.
“The topics we discuss — an injury here will result in this — I can actually see it in my students,” she said.
Iris Goxhaj (left), 21, of Northeast Philadelphia, and Riley Fass, 20, of Claremont, Calif., work with sections of rats’ brains in a lab at Haverford College.
Deeya Abrol’s interest was stoked when she worked with a child on the autism spectrum as a swim instructor. Abrol, 22, a senior from Los Gatos, Calif., plans to go to medical school.
Schechtman-Taylor meanwhile wants to pursue biomedical engineering and specifically developing medicines for the treatment of neurodegenerative disorders.
“I want to work on the treatment side,” she said.
Fairman, the Haverford biology professor, said a recent graduate’s mother had died of Huntington’s disease, meaning she has a 50% chance of getting it, he said. She worked in his lab and wanted to be involved in hisresearchon protein clumping in the brain and its effect on diseases such as Parkinson’s and Alzheimer’s.
Rob Fairman, a professor of biology at Haverford College, and student Liv Davis are testing the effects of natural products on animal models with neurodegenerative diseases.
Junior Liv Davis, 21, wanted to help find a cure for Parkinson’s, which struck her grandmother in 2020.
“She’s had two falls in the last year and a half because it’s progressed pretty quickly,” said Davis, of Lanoka Harbor, N.J. “It’s hard to see someone you love so much live with it, but it makes it all the more rewarding to work toward fixing it.”
Davis, who has worked in Fairman’s lab since her freshman year, tried to get into an introduction to neuroscience class early on. But there wasn’t room. She ended up majoring in biology, which she thinks probably would have happened anyway.
About half the students working in Fairman’s lab are neuroscience majors, he said.
Davis is currently studying the effect of a chemical on sleeping fruit flies that have been genetically modified to carry the protein associated with Parkinson’s.
Last summer, she received an inaugural research fellowship funded by Shamir Khan, a Haverford alumnus and psychologist who was diagnosed with early-onset Parkinson’s.
Her grandmother was glad she could continue the research, said Davis, who plans to become a doctor.
“She always jokes with me,” Davis said. “‘Give me a spoonful of that chemical, whatever it is. If you need a test subject, you let me know.’”
After John Michael Bontrager came home to Pennsylvania from Wall Street to start an advice firm for big investors, he located his company in Kennett Square, “America’s Mushroom Capital” and the most populous of the old factory and farming towns along Old Baltimore Pike in southern Chester County.
Bontrager and those who joined him prospered. In 2018, he stepped down as founding head of investment-risk adviser Chatham Financial, which now employs 850 at its campus just east of the square-mile borough of 7,500.
Now, he’s devoting himself to the redevelopment of Kennett Square and nearby towns.
Using his own fortune, donations, and state and local government funds, Bontrager and his allies have developed a string of projects — restaurants, hotels, and nonprofits — under the loose umbrella of his Square Roots Collective. Their affiliates have purchased 2% of the town’s houses to redevelop as rentals. Their goal: Make the area more attractive to college-educated young people, while also boosting the quality of life for longtime residents and working people.
In December, the borough council endorsed Bontrager’s “public, cultural, and social impact initiatives,” calling them “key to shaping the inclusive community.” They voted unanimously to ceremonially rename Birch Street, an industrial road Bontrager has visibly transformed, as “Bontrager Walk.”
Bontrager agreed to take questions at his Kennett Square office. His daughter, newly designated co-CEO Stephanie Almanza, and his chief of staff, Luke Zubrod, a Chatham Financial alumnus who serves on the borough planning commission, sat in.
The conversation has been edited for length and clarity.
Why did you start local projects while you were still building your company?
[I wanted] to convince people we wanted to hire, between the ages of 25 and 33, that Kennett is a reasonable place for them to live. How do we make this attractive for people to move here and to bring people who grew up here back?
Thirty years ago when I came here, it was a great community for families. But it was harder to convince singles and couples with no kids.
I read sociology, for example Chuck Marohn’s Confessions of a Recovering Engineer; Yoni Appelbaum’s Stuck about zoning; The Logic of Failure by a German neuroscientist [Dietrich Dorner].
The elements I came up with: A community is totally interconnected, people and organizations. All decisions have ripple effects. When communities focus only on solving the near term problem, it’s probably not going to be good.
For example, we have about 30% of Chester County “preserved.” Well, it’s great to have open space. But if you take a third of your land out of commission, without providing for housing, housing prices will go up dramatically. And taxes.
Mike Bontrager (center, in grey jacket) with family members (from left) Stephanie, Kymm, Luis, Cruz, Katherine, Mason, Mike, Dot, Lauren, and Willie.
How do you solve issues in concert?
Collaboration, trust, working together. A lot of elected officials are volunteers. It’s easier to focus on one issue at a time and react to the three or four people who show up at your meeting with pitchforks.
Of course you want a say over what happens in your neighborhood. But the consensus favors the status quo, the entrenched interest.
Not everyone loves what we’re doing. Luke, Stephanie, and myself have said, ‘Let’s understand people’s concerns. We’re neighbors.’ We listen; we have a lot of meetings.
What are the institutions you’ve set up?
The Square Roots Collective isour brand for all the activities. It includes Square Roots Community Initiative, a 501(c)4 nonprofit that’s the umbrella group. There’s our for-profit businesses; the profits go to support the nonprofits. We donated more than $1 million last year to nonprofits and projects in the area.
On Birch Street, there’s our offices, and the Creamery [converted from an old condensed-milk plant site], which we started as a beer garden in 2016, it’s now a restaurant, and Artelo, the art hotel.
We are also working on the Francis, an eight-room hotel in the middle of town. And we are opening a really cool cocktail bar, the Star and Lantern [referencing the Underground Railroad and the area’s abolitionist history] in 2027. And we are preparing Opus, a restaurant.
On the nonprofit side, there’s the Kennett Trails Alliance, a 14-mile loop. About half is open, and we have easements for most of the rest, not all. It connects some of the open spaces, the Brandywine Creek, Anson B. Nixon Park, the YMCA.
And there’s Voices Underground, an organization we initiated in partnership with Lincoln University and Longwood Gardens, elevating the stories of the Underground Railroad.
Artelo Hotel Kennett Square, which has works by local artists in each room. This is “Floating Free,” by Philadelphia artist Philip Adams.
Your groups own about 40 of the 2,000 or so houses in the borough. Is there a shortage of affordable rentals, given demand from mushroom farms and other industry?
Yes. What we have is tenant housing, market rate, including some we rent to area charitable and community groups [for their clients].
How did you decide to start Chatham in 1991?
When I was 13, I worked for an appliance repairman, John Schmucker. He was brilliant at fixing washers, dryers, dishwashers. But he was a disastrous business guy. He never collected. I saw building a business is very different from being smart and an expert.
My father was a Mennonite pastor in Christiana, Lancaster County. I went to Lancaster Mennonite School. I went to Wheaton College in Illinois. I was so naive; I had never met a real professional.
I would sign up for any kind of recruiter interview. I eventually went to see someone who worked for Chemical Bank [predecessor of JPMorgan Chase]. I got a job offer.
I joined this new unit selling these emerging derivatives — interest-rate swaps, currency and commodity hedging — to help clients manage the risks.
There were products that were inappropriate for most investors. Municipalities got in trouble buying things that didn’t need, where the banks took out a lot of money.
People needed advice. I loved helping clients, maybe it was a big company, or maybe an oil distributor in Queens who needed to hedge his fuel-pricing risk.
Why did you return to this area from New York?
My wife wanted to move back to our families. In August 1991, I bought a place in Cochranville. We had a satellite dish that brought in Telerate [a stock-tracking service], which was just a year old. That’s what made it possible to do this work anywhere. I started over the garage, me and my dog.
It turned out to be the best time to start a derivatives advisory business. There were a lot of properties available from [recently failed] savings-and-loans at cents on the dollar, and someone figured out a legal structure that allowed real estate investments trusts to go public. We did their hedging. Same with private equity.
I called a few of my old clients, Milton Cooper at Kimco Realty Trust, we helped him go public, he recommended us. We advised [mortgage-bonds pioneer Ethan Penner] on the first mortgage-backed securities. In 1994, I cold-called a young associate at a firm buying failed S&L loans. He hired us to hedge. That was Jon Gray, who worked his way up and is expected to be the next CEO of Blackstone.
We mastered hedge accounting. We had more derivative hedging experts than anyone. The Big Four accounting firms and their clients found we spoke their language.
By 2000, we had built a real business. We moved to Kennett because it was a larger town [and closer to Philadelphia and its airport].
How did you prepare your work to go on after you left, under your successor Matt Henry?
At Chatham, I wanted us to be internally owned, the people who are joining should reap rewards. I did not want any outside investors. [Employees own most of the stock, and elect top officers.]
I have been diagnosed with ALS, which is a pretty devastating diagnosis. I don’t how long I will be able to be actively involved. I still get to do purposeful work with people I love. Isn’t that what we all want? So I’m going to go until I can’t.
CEO Matt Henry of Chatham Financial center, just outside Kennett Square.
The Library Company of Philadelphia has lined up its next chief. Jessica Choppin Roney will take over the 295-year-old institution as soon as its merger with Temple University is approved by Philadelphia Orphans’ Court, leaders said this week.
Roney has existing ties to both Temple and the Library Company, as director of the program in early American economy and society at the Library Company and as an associate professor of history at Temple. She is also chair of the “integration council” that has been set up to help facilitate the amalgamation of the two groups.
“She’s been working very closely with us, so she was the obvious choice to take on the new role,” said current Library Company director John C. Van Horne, who will continue in his post until Roney takes over. Director and director-designate are already working together on the transition, he said.
Roney said this week that even with the merger, the Library Company’s mission won’t change.
“It continues to be a center of scholarly research and public-facing programming, so we’ve got work in history, in literature, science, and dance and music, and art, and on and on. That all continues and will grow and amplify with our relationship with Temple.”
The group, founded by Benjamin Franklin in 1731, owns more than 500,000 rare books, manuscripts, prints, photographs, works of art, ephemera, and other objects, mostly from the 17th through 19th centuries.
“It has always been America’s library, even before it was America,” Roney said.
The collection will continue to acquire new items, and will explore opportunities for Temple students to “make use of our collections in new ways,” she said.
Roney noted that even though the Library Company has often been powered by women — staff, trustees, shareholders, and donors — it has never had a woman at the helm.
“It’s exciting at a time of change that one of those changes is to have the first woman in charge,” she said.
Pedestrians passing the Library Company of Philadelphia in Center City, June 25, 2025.
Facing a string of projected operating deficits, the library began to explore merger opportunities with other groups in 2024. Talks with Temple became public this past June. The boards of both organizations have approved the deal, and in December Library Company shareholders voted 174 to 33 in favor of the merger.
A potential Orphans’ Court approval — which could take weeks to years to receive, said Van Horne — would end nearly three centuries of independence for the library, whose home is on Locust Street just east of Broad, where it will remain.
Roney started as director-designate Jan. 9, and was approved for the post by the Library Company board on Jan. 22, a Temple spokesperson said. Her appointment, however, was not publicly announced until it was included in a newsletter from the group this week. Van Horne said she was chosen without a search, and no other candidates were considered.
“We thought it would be good initially since we’re just getting this relationship off the ground to have a Temple faculty person as the first director [of the merged organization], and it was fortuitous that the early Americanist at Temple was on our payroll,” said Van Horne. “She already had a foot in both camps.”
Roney, 47, earned a bachelor’s degree from Swarthmore College, a master’s from the College of William and Mary, and a Ph.D. from Johns Hopkins University. It was at the Library Company that she conducted research for her first book, Governed by a Spirit of Opposition: The Origins of American Political Practice in Colonial Philadelphia.
Van Horne was director of the Library Company from 1985 until 2014, and then returned in 2024 to help manage its financial difficulties. He has been a strong proponent of the merger, as he was for Roney’s appointment.
“She’s energetic, imaginative, and she has ideas about what we can do with Temple and others,” he said. “I’m very hopeful for the future. I think she’s going to be terrific, and I wasn’t so hopeful for the future a year ago.”
When two of Philadelphia’s most trusted institutions come together, the impact can extend far beyond the field and well outside hospital walls. This February, Jefferson Health and the Philadelphia Eagles announced a landmark new chapter in their long-standing partnership. The team’s training facility will be renamed the Jefferson Health Training Complex, anchoring a collaboration focused on community health, education, and long-term well-being across the region. For both organizations, the name represents a shared statement of purpose.
“Our mission is rooted in our core values: to put people first, pursue excellence, and do what’s right,” Joseph G. Cacchione, MD, the CEO of Jefferson, said. “By aligning with an organization that shares our commitment to excellence, teamwork, and community impact, we’re creating new opportunities to elevate health education, expand prevention efforts, and inspire people across the region to engage with their own well-being. This partnership amplifies our ability to meet people where they are, while staying grounded in the values that define Jefferson as a not-for-profit anchor institution.”
The renaming of the Eagles training facility is only one recent example of Jefferson’s ongoing commitment to the Philly community. Over the years, the health system has advanced health education and workforce development initiatives designed to expand access to care beyond traditional clinical settings.
In 2023, for instance, Jefferson launched its Community Health Worker Academy, a 13-month training and workforce development program that prepares new patient care professionals to support individuals and families within their own communities. Jefferson has also partnered with local venues, including faith-based organizations, to provide health services and outreach in places where people already gather, helping to reduce barriers to preventive care. To underscore this commitment, Jefferson Health recently announced a new collaboration with the Hatfield Ice Center in Colmar, Pa., where it has provided health screenings and wellness programming. The iconic rink will now be known as Jefferson Health Arenas at Hatfield Ice.
In 2025, Jefferson partnered with Enon Tabernacle Baptist Church for a Black Maternal Health Community Baby Shower. The event offered health screenings, diabetes education, maternity care support, childbirth education, and more.
Recently, the system also partnered with the Cherry Hill, N.J., mayor’s office on its “Healthier Together” wellness campaign, a community‑focused effort aimed at improving health through education, screenings, and active living. In 2026, Jefferson hosted the “Champion Your Health” event at Jefferson Cherry Hill Hospital, created in collaboration with Mayor David Fleisher. The event offered engaging, family‑friendly demonstrations such as CPR practice, fitness sessions, and healthy cooking, all designed to empower residents with practical tools for better living.
As part of the “Healthier Together” partnership, Jefferson Health also plays a central role in supporting the mayor’s monthly Wellness Walks, a community tradition that encourages people of all ages to stay active. Jefferson clinicians contribute to the campaign by providing blood pressure and glucose screenings, as well as by leading educational sessions on mental wellness, resilience, and setting healthy intentions.
Overall, the “Healthier Together” initiative reflects a shared commitment to giving New Jersey residents accessible, preventive health resources. By combining education, movement, and nutrition guidance, the partnership seeks to strengthen community well‑being and promote a balanced, active lifestyle.
A Cornerstone Investment in Community Health
The Jefferson Health Training Complex will serve as the physical and symbolic cornerstone of its Eagles partnership, a home for elite athletic performance. The naming reinforces Jefferson’s role as a regional and national leader of health, education, workforce development, and research — the $17 billion enterprise includes more than 30 hospitals and 700 care sites across Pennsylvania and New Jersey, a health plan, and a leading academic institution that employs more than 65,000 people.
For the Eagles, the partnership reflects a decades-long commitment to using the sport of football as a force for good, a value long championed by the organization’s ownership. Its impact is ensured by Jefferson’s broad reach and the institutions’ shared connection to the same communities. Jefferson has been one of the Eagles longest-running relationships. Over the years, that partnership has fueled many community initiatives, which have supported breast cancer, autism research, and other causes.
Reaching Communities Where They Are
Jefferson’s community health efforts currently span the full range of programs for the public, including healthy food access, workforce development, and mobile cancer screenings. Other initiatives like JeffCARES empower members of the Jefferson community to take action to address critical social needs, foster engagement, and make a meaningful impact in our diverse neighborhoods and communities through partnerships with local non-profits.
“We’ve seen extraordinary results from programs like our Community Health Worker Academy, a program that creates pathways into health care careers and measurably improves patient outcomes,” Cacchione said.
In October 2025, JeffCARES partnered with the Malcolm Jenkins Foundation to organize Get Ready Fest in Philadelphia. The community event provided 800 families with groceries, health screenings, and employment resources.
The Community Health Worker Academy, which recently became the first in the United States to earn CHW accreditation from the Utilization Review Accreditation Committee (URAC), trains trusted local residents to serve as health advocates in their own neighborhoods, helping to bridge the gap between communities and access to care. “Our partnership with the Eagles strengthens those efforts,” Cacchione said.
What distinguishes the expansion of this partnership between Jefferson and the Eagles is this explicit focus on providing care to their communities outside of traditional health settings. Instead, the partners are offering educational resources and more at gathering places like Eagles games.
Through programs like Crucial Catch, the NFL and the American Cancer Society’s campaign to fight cancer through early detection, the partnership has provided health care workers at the stadium and recognized cancer survivors during halftime events. Jefferson’s mobile cancer screening vans have also appeared at games, offering screening education and information, proving their slogan: “Driven to Improve Lives.”
“The credibility and visibility the Eagles bring helps us reach individuals who may be hesitant to engage with traditional health care settings,” Nick Ragone, the Jefferson executive vice president and chief marketing officer, said. “When the Eagles encourage fans to prioritize their health, it opens doors we couldn’t open alone.”
“That’s exactly the kind of partnership we want to build on,” Cacchione said. “Meeting people where they are, using trusted voices to break down barriers, and ultimately saving lives through early detection and prevention.”
A Legacy of Philanthropy and Purpose
The partnership also aligns naturally with the Eagles’ long track record of philanthropy. After purchasing the team in 1994, Jeffrey Lurie and his family built robust community impact platforms, including the Eagles Youth Partnership, the Eagles Eye Mobile, and the Go Green initiative, one of the first comprehensive sustainability efforts in professional sports.
The Eagles’ commitment to health-related causes is most visible in the Eagles Autism Foundation, launched by Lurie in 2017 and inspired by his younger brother, who was diagnosed with the condition as a child. The foundation has raised more than $40 million to support autism research and services, directing funds to institutions like Jefferson.
Baligh Yehia, president of Jefferson Health, and Danielle Klingerman, an oncology nurse at Jefferson Einstein Montgomery, celebrate the NFL’s Crucial Catch initiative and honor cancer survivors during an on-field ceremony at a 2025 Eagles game.
“As the team’s Official Health System Partner, Jefferson Health will collaborate with us on year-round community initiatives, focusing on health education and screenings, preventive care awareness, and engagement programs aligned with many of the team’s key priorities, such as the Eagles Autism Foundation and the annual ‛Crucial Catch: Intercept Cancer’ game,” Don Smolenski, the president of the Eagles, said. “Jefferson is an ideal partner because they share our core belief that a sports organization is a force for good far beyond the playing field,” he said.
“The long-standing partnership between the Eagles and Jefferson Health has been built on a shared commitment to the region we serve,” Smolenski said. “This [new] multi-year extension marks a defining moment in our partnership, one that will now call the Jefferson Health Training Complex home to the Philadelphia Eagles.”
Building Healthier Futures Together
In 2024, Jefferson invested $1.8 billion in community benefits, in addition to providing 10 million patient visits, while expanding programs that address social determinants of health. “By working with the Eagles, we’re able to take those initiatives out into the community with even greater visibility and reach,” Cacchione said. “It strengthens our ability to improve long-term health outcomes and ensure every community has access to the resources they need to thrive.”
“I hope it sends the message that health is something to be proactive about, not something to wait on,” Cacchione said. “Whether you’re a young athlete, a parent, or simply a fan, taking care of your health today builds a stronger future. This partnership is a reminder that prevention matters, that early action saves lives, and that Jefferson and the Eagles are united in supporting the well-being of every person in our region.”
Lucy Danziger is a journalist, an author, and the former editor-in-chief of Self Magazine, Women’s Sports & Fitness, and The Beet.
Philadelphia is a happening place. No, I’m not referring to the winning sports teams or the great restaurants. I’m talking about the economy. For the first time in generations, Philadelphia’s economy is among the nation’s strongest.
Among the 25 largest metropolitan areas in the country with populations of more than 3 million, Philly enjoyed the strongest job growth last year. Soak that in for a second. Our hometown’s economy grew faster than those of high-flying cities such as Atlanta, Dallas, Denver, and Phoenix.
To be transparent, Philadelphia’s economy looks good, in part, because the nation’s economy is struggling to create jobs. Since so-called Liberation Day in April, when President Donald Trump announced massive tariffs on all our trading partners, many nervous businesses stopped hiring, and job growth has come to a standstill.
Some industries are actually suffering serious job losses, especially those on the front lines of the global trade war, including manufacturing, agriculture, transportation, and distribution. These are big industries in many parts of the South and Midwest, but not in Philadelphia.
Federal government jobs have also been hit hard by the Trump administration’s workforce cuts, which began soon after he took office a year ago. Of course, the broader Washington, D.C., area has struggled with these job losses. These positions were also important to many communities across the country, but less so in Philadelphia.
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Eds and meds
In fact, Philadelphia’s economy is fortunate to be powered by education and healthcare — eds and meds — the only industries consistently adding to payrolls nationwide. The largest employers in the region are world-class institutions of higher education and healthcare providers, including the University of Pennsylvania, Thomas Jefferson University, the Children’s Hospital of Philadelphia, and Temple University.
Employers in eds and meds are especially attractive, as demand for the services they provide is fueled by the insatiable need for highly educated workers in the age of artificial intelligence, and the inexorable aging of the population. Baby boomers have aged into their 60s and 70s and will require high-quality healthcare for years to come. And since healthcare is largely delivered in person, it is less vulnerable to losing jobs to AI.
These large institutions employ workers of all skill levels. There are highly trained physicians, nurses, and researchers, as well as middle-skilled technicians and administrators, and lesser-skilled maintenance workers. An entire economy can be built on eds and meds, and that’s Philadelphia.
The Philadelphia region also has the good fortune of being home to successful companies across a diverse range of industries. Examples include the media giant Comcast, the financial services powerhouse Vanguard, the global software company SAP, and the technology giant Siemens.
Cost of living
It isn’t cheap to live and work in Philadelphia, but it is highly affordable when compared to neighboring New York and D.C. For example, the typical-priced home in Philadelphia costs about $400,000, which is almost four times the typical household income. In D.C., houses typically cost close to $600,000, or 5.5 times income, and New York house prices exceed $1 million, or 10 times income.
I could go on, but I’m beginning to sound like a Chamber of Commerce, and Philadelphia certainly has big challenges. The nation’s universities and research centers are facing large budget cuts and heightened federal scrutiny. This is a huge shift from the financial largess from D.C. they’ve come to rely on.
Challenges and what’s ahead
Poverty and all the attendant social ills, like crime and drug use, are also long-standing problems in the city. Although the poverty rate has dipped a bit recently, close to one-fifth of the city’s residents live below the poverty line, a disturbing stat. Of the nation’s big cities, only Houston has a higher rate.
The high poverty rate is the result of a complicated brew of factors, but the severe shortage of rental housing for lower- and middle-income residents is one of them. Putting up more homes is a priority for the city’s mayor, and with good reason.
The city’s high wage tax remains a barrier to even stronger growth. It is encouraging that it has declined since peaking more than 40 years ago, but it remains prohibitively high, hindering the city’s efforts to attract workers back into its office towers. The lower-taxed suburban Pennsylvania counties are the key beneficiaries.
It won’t be easy for Philadelphia to consistently remain among the nation’s best-performing economies. We need to support our institutions of higher education and healthcare, work to address poverty, and make it more affordable to live and work here. If we do, we have a good chance of always being in the mix. Kind of like our Eagles.
Construction is often a family business. Mike Lloyd, as a Harvard Law graduate, former Wall Street trader, past counsel for Uber and Chevron, and a native of south Louisiana, had a first-class outsider’s resume when he arrived at Malvern-based IMC Construction, one of the mid-Atlantic’s largest general contractors.
But Lloyd is family, too: In 2017, engaged to the boss’ daughter, he took over as IMC’s general counsel, and moved onto a new career path that added his professional and personal skills to IMC’s career construction managers.
Since 2023 he’s been president and the firm’s controlling owner. On his watch, IMC revenue has risen more than 70%, to $600 million, and it has added offices and clients in New Jersey and Delaware, with more planned. The firm, founded in 1976, now employs 300, plus dozens of subcontracted crews at any given time.
Senior managers of IMC Construction, 2025. CEO Mike Lloyd is third from right; his predecessor, IMC chairman and Lloyd’s father-in-law Robert Cottone, is third from left.
Jobs that IMC built or rebuilt in recent years includePenn and Jefferson medical projects, Prologis warehouses in Marcus Hook, the Morgan Lewis tower at 2222 Market St., new plants for Merck, Solenis and other biotech companies, apartments at the Granite Run Mall, the Promenade at Upper Dublin, the King of Prussia Town Center, and more than 100 other area sites.
Lloyd recently spoke with The Inquirer at IMC’s Chester County headquarters and on a tour of its nearby Great Valley Apartments complex, for developer Greystar. The conversation has been edited for clarity and length.
How did you get this mid-career opening into the construction business?
Rob Cottone [his predecessor as IMC CEO] recognizedhe needed support to help the organization grow across the Mid-Atlantic.
This business is hand-to-hand combat every day. Every day is different.
What I bring to the table is my broad skill set. I’ve worked in finance. I’ve worked in law. I’ve worked in mergers and acquisitions, with big and small companies. I’m comfortable with financial companies, whether for IMC’s own work, or to help the building owners get comfortable with the construction lenders.
I don’t pretend to know things I don’t. We build a team of specialists who complement each other.
What’s an example?
Phil Ritter, a senior project manager, had the idea of creating a Special Projects division for jobs worth $5 million and under. You use a different pool of contractors, and a faster operating model, but you get the benefit of working for a large, efficient organization.
I worked on the business plan, and in 2020 he started it, with maybe a million dollars in revenue that year. In three years, we were doing $30 million. We had a tremendous success doing small projects for Penn Medicine and Jefferson and others.
Many companies would not have put a top project executive in charge of a new business. It costs overhead while working on a business plan. But that’s how we invest in people.
We opened in 2022 in Edison, N.J., with four employees. We are now 37 there, of our 300 total, with $210 million in projected revenue for 2026. Our biggest job is the Crossings at Brick Church in East Orange, a transit-oriented multifamily development for Triangle Equities.
Are those smaller projects non-union?
The labor is driven by the clients’ demands. As a general contractor, we are a merit shop [using both union and non-union contractors]. Our jobs are often 100% union, not always.
Sometimes we do jobs for a lump-sum price, sometimes open-book, guaranteed-maximum, the approach pioneered by Buck Williams [who founded IMC in 1976]. It takes a lot of working with the owners.
Mike Lloyd, CEO of IMC Construction, in the company’s Malvern headquarters, in January. Behind him are renderings and photos of some of IMC’s recent projects.
You’re building a lot of apartments lately?
We see a tremendous amount of suburban apartment demand.
A lot of these are places where people can avoid going to the city, when you can have a nice dinner and do some retail shopping close to work, close to home. You have that in King of Prussia, you are getting it in the Great Valley, you will see more of it at the Navy Yard, and in Ardmore.
We recently broke ground at 100 Lancaster in Ardmore for Radnor Property Group, and the Great Valley Apartments we’re building for Greystar. You have a demographic of millennials who are finally getting married and moving out of the city as they have kids.
We survived COVID by completing over six million square feet of warehouses. We have turned over nearly 5,000 apartment units since the year before I joined, which should make IMC one of the largest apartment builders in the Philadelphia region. We have turned over 1,700 senior-living units over the past five years, which makes IMC the largest builder of senior living units [around Philadelphia.]
Has office construction peaked?
I don’t know that offices have peaked. I’m actually bullish on office construction. We’re completing our rebuild of 680 Swedesford Rd. [in Wayne], for example. Employers want to get their people back together. There’s benefits for collaboration and connection.
But they want higher-quality space. More light and amenities. They want a kind of ecosystem, like you see at the Navy Yard, where Ensemble is investing in life sciences. They have labs, offices, apartments, and amenities.
At the King of Prussia Town Center, the retail draws people in, and they’re building offices around it. You see a similar trend in the Great Valley. Historically there was this corporate office campus, now there are restaurants, hotels, apartments all around.
Is biotech construction stalled?
We are part of a $100 million lab project in Delaware. We did Penn’s Center of Healthcare and Technology in Center City. We built the Radnor outpatient center —it’s a model. We built their facility in Chesterbrook. And the hospitals are still building.
After years of industry support for underrepresented contractors, are you feeling whiplash due to President Donald Trump’s reaction to DEI?
We are now one of the largest minority-owned contractors [in the country]. We don’t distinguish ourselves by being a minority contractor; we aspire to be the leading general contractor in the Mid-Atlantic region by leveraging technology in unique ways and creating solutions to serve our clients’ needs.
We happen to be a minority-owned company. I personally care about expanding opportunities. We have broadened the subcontractor pool and awarded $1 billion of subcontracts to minority- and women-owned businesses.
We have not felt much backlash or reversal. Many owners still feel committed to expanding the contractor pool. In the current administration it may need to be structured differently.
Will your kids make this a family business?
Our children are young. My daughter has already told me she wants to build her own house, and I can live in it if one day we were working together.
Federal and private grants totaling nearly $29 million were announced Wednesday for conservation projects within the Delaware River Watershed, including a South Philadelphia wetlands park, a water trail in Camden County, and support of the Lights Out Philly program to keep birds from crashing into buildings.
The money comes from nearly $12.5 million in grants to the Delaware Watershed Conservation Fund from the National Fish and Wildlife Foundation (NFWF) and the U.S. Fish and Wildlife Service. An additional $17 million comes in matching funds from nonprofits such as thePhiladelphia-based William Penn Foundation.
The total is about $9 million less than last year’s grant awards of $38 million. A representative for the two federal agencies did not state a reason for the decline.
However, the reduction comes as many federal grants have been cut or reduced by President DonaldTrump’s administration.
What’s being funded?
In all, the new funds will flow to 30 conservation projects, including local trail creations, stream restorations, shoreline enhancements, and wildlife habitat improvements. The money will go toward planning, hiring for, and construction of projects in Pennsylvania, New Jersey, Delaware, and New York.
Jeff Trandahl, executive director and CEO of NFWF, said the projects “demonstrate the impact that public-private partnerships can have at a landscape scale and will help ensure a healthier and cleaner future for the Delaware River watershed and the communities and species that depend on it.”
The watershed is within a densely populated corridor but remains 50% forested. Four hundred miles of it is classified as a National Wild and Scenic River, largely undeveloped but accessible for recreation.
The grants cover a wide range of projects.
For example, $498,800 will go toward reducing migratory bird collisions into buildings throughout the Delaware Watershed, which includes Philadelphia and New Jersey. The project of the Wildlife Management Institute, along with Bird Safe Philly, will identify and retrofit buildings to be bird-friendly, inform the public about built-environment hazards, and how to mitigate them.
Leigh Altadonna, coordinator for Bird Safe Philly, a collaborative of five organizations, welcomed the grant.
“These funds will reinforce Bird Safe Philly’s continuing work with nature centers, libraries, arboretums and other buildings as part of our mission to mitigate bird collisions with glass,” Altadonna said.
She said money would go toward educating the public about howto make their homes and communities bird-friendly.
Bird Safe Philly coordinates with owners of the city’s skyscrapers to turn off or dim lights, which can attract birds during the spring and fall migration seasons.
A sample of grants with total federal and private funding
Pennsylvania
$650,000 for South Philadelphia Wetlands Park II, a project of the Delaware River Waterfront Corp. The money will go toward completing needed documentation for the park located just south of the base of Tasker Street through Pier 70. The goal is to restore wetland habitat and increase public access to piers and berths, add a kayak launch and a natural pier park, and restore two acres of forested upland, meadow and wetlands.
$2 million for stream channel restoration in the south branch of French Creek, a project of the French and Pickering Creeks Conservation Trust. The stream channel and surrounding wetland will be improved as a habitat for brook trout and bog turtle, restore 6.7 acres of riparian buffer, and more than 13 acres of surrounding wetland and flood plain.
$900,400 to reintroduce wild brook trout in restored agricultural watersheds in Chester County, a project of the Stroud Water Research Center, which will monitor the re-establishment effort and implement agricultural best management practices to give trout the best chance of recovery.
New Jersey
$3.5 million for horseshoe crab and shorebird habitat at the Kimbles Beach and Bay Cove area in Cape May Court House, a project of the American Littoral Society. The money will go toward restoring one mile of critical habitat along the Delaware Bay, by placing 49,000 tons of sand to stabilize the beach, reverse coastal erosion, and protect the shoreline.
$1.2 million for restoration and recreational projects on the Cooper River Water Trail, which is spearheaded by the Upstream Alliance. The money will go toward engaging 3,000 community members through hands-on recreational programming, hiring local youth, and promoting public access on the new trail in Camden County. It will include paddling and fishing programs for the community and create a Friends of the Cooper River Water Trail group.
$487,400 for ecological restoration and wildlife habitat improvements at Swede Run Fields in Moorestown, Burlington County, for a project by the township to eradicate invasive species and establish native plant communities within the wetlands, riparian forest, and upland meadow buffers.
Philadelphia is a city of neighborhoods, and at the heart of every neighborhood is a school. Schools are where our children learn, where families gather, and where communities take shape. When our schools thrive, Philadelphia thrives.
That is why the Philadelphia School District’s recently announced Facilities Master Plan is so important — not just for students and educators, but for the future of our entire city.
This plan is about more than bricks and mortar. It is about opportunity. It is about ensuring every child, in every zip code, has access to high-quality academic programs, safe and modern learning environments, and the extracurricular experiences that help young people discover their talents and chart their paths forward.
For too long, inequities in school facilities have mirrored broader inequities across our city. Some students learn in buildings that limit what they can access — advanced coursework, arts and music programs, athletics, career and technical education, and modern technology — while others have more opportunities simply because of where they live. That is not acceptable, and it is not sustainable.
Mayor Cherelle L. Parker and Superintendent Tony B. Watlington Sr. on Temple University’s campus in December 2024. Inequities in school facilities are unacceptable, the pair write.
The Facilities Master Plan directly confronts these challenges. It takes a thoughtful, data-driven approach to aligning school buildings with student needs, enrollment trends, and program quality. The goal is clear: to expand access to strong academic offerings and enriching extracurricular programs across neighborhoods, while making smarter use of resources and improving learning conditions citywide.
Ninety percent of impacted students will be reassigned to schools with comparable or better academic outcomes, and 100% of impacted students will be reassigned to schools with comparable or better academic outcomes and/or comparable or better building conditions.
When students have access to well-equipped schools with robust programs, outcomes improve. Graduation rates rise. Attendance improves. Students are better prepared for college, careers, and civic life. These are not abstract benefits — they translate into a stronger workforce, safer neighborhoods, and a more vibrant local economy.
The impact extends well beyond the classroom. Modernized and rightsized school facilities can anchor neighborhood revitalization. They attract families, support local businesses, and create hubs for community use — from recreation and arts to adult education and workforce training. Investments in schools are investments in communities.
This plan also reflects a commitment to partnership and transparency. It is grounded in community engagement and recognizes that schools do not exist in isolation. The city of Philadelphia and the school district are working together to ensure that planning decisions consider housing, transportation, economic development, and public safety — because when we coordinate our efforts, everyone benefits.
One of us, Mayor Parker, has made clear that creating a safer, cleaner, and greener city with access to economic opportunity for all is critically important to the success of our young people. Strong schools are foundational to that vision.
The other one of us, Superintendent Watlington, has, over the past three years, led a series of sweeping improvements in the district: student attendance, teacher attendance, graduation rates, and test scores in grades four through eight have all increased. During the same period, dropout rates have decreased by more than half.
The Facilities Master Plan brings these priorities together in a way that will drive even stronger and faster progress in an ambitious and responsible manner.
Change is never easy, and conversations about school facilities can be deeply personal. Families care about their schools because schools are part of their identity.
That is why continued engagement and listening will remain central as the plan moves forward. The school district and the city are committed to working with students, families, educators, and community members every step of the way.
Superintendent Tony B. Watlington Sr. joins Mayor Cherelle L. Parker at a City Hall news conference in August 2024.
What unites us is a shared belief that Philadelphia’s children deserve the best we can offer — and that the city’s future depends on how well we prepare them today.
This Facilities Master Plan is a long-term investment in equity, excellence, and opportunity. It is a commitment to making sure that no matter what zip code a child grows up in in Philadelphia, they have access to high-quality education and enriching experiences that open doors and expand horizons.
By building better schools, we are building a stronger Philadelphia — for this generation and the next.
Tony B. Watlington Sr. is the superintendent of the Philadelphia School District. Cherelle L. Parker is the 100th mayor of Philadelphia.
