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2025-01-10   

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THEOPHILUS Adeleke Akinyele, officer of the order of Niger (OON) and Bobajiro of Ibadanland, was both an exemplary personality and a model public servant. This biographical statement is significant in administrative archiving of the trajectory of the Nigerian administrative history, and this is not just because biographies and autobiographies of eminent public servants and administrators fill some crucial gaps in political and administrative histories of any state. More than this, the biographical statement I began with constitutes a narrative entry point into not only the understanding of what administrative scholars are calling the golden age of Nigeria’s public service system, but also a leeway into understanding how the present rot and decline in the system could be arrested through a thoroughgoing institutional reform that is both backward and forward looking. Pa Akinyele served humanity all his life. He was an administrator and a fine gentleman. After completing a most exemplary career as a public servant in the old western state and Oyo State, he then served as the registrar at the Obafemi Awolowo University before finally transiting through retirement into consultancy services and then the organized private sector. This distinguished career, and the lessons he learnt as a public servant were collected into his 2002 magnus opus, Beyond Pushing Files. The title alone speaks to the core of what is involved in the recuperation and revitalization of the institutional integrity of the public service in contemporary Nigeria. The nodal strength of the autobiography is that it embodies a contextual exemplification of the historical trajectory of evolutionary insights that led to our understanding of what an effective, efficient and competent public service is. And how we can begin to rethink reinventing it. Public administration has come a long way. Indeed, it predates the idea of the modern state because it consisted of a body of government officials who are in charge of ensuring the continuity of the administrative mechanism. With the ancient pharaonic society, it was this administrative necessity that facilitated the management of tax collection, the building of the pyramid and the navigation of the River Nile. But what was just a scribal necessity for those who work for the pharaohs, began to achieve the status of a tenured and salaried profession that mediated the famous Roman infrastructures, especially the aqueducts and highways. After the French Revolution of 1789, the loyalty of the civil servants shifted from emperors and monarchs to the state as an administrative unit. These historical developments fed into Max Weber’s theoretical formulation of the shapes and processes of administrative system, especially starting from the Prussian governance and military command structure. This was the basis of his development of the Weberian bureaucratic model. Government all across the world are defined by three complementary functions: the policy, regulatory and service delivery functions. And these functions are backstopped by an efficient public administration and bureaucratic machinery. It is this efficient system that translates government policies into concrete and tangible development outcomes and dividends that positively affect the well-being of the citizens. However, the operationalization of the public service system in Nigeria comes with both a boon and a bane. On the one hand, the most significant challenge that faced the transplantation of the bureaucratic model to Nigeria, after independence, is that as a migrated structure that emerged within a specific sociocultural context, the civil service system — and the state system as an administrative unit in general — was implanted without the full complement of its underlying value framework that would have grounded its efficiency and effectiveness. When the amalgamation of the Northern and Southern protectorates happened in 1914, the state system was established to facilitate the extractive objective of colonialism. And so, the system could not be grounded in the value foundation deriving from the cultural lifeworlds of the people and societies that make up precolonial Nigeria. The deconstruction of the value foundation of the administrative system becomes even more complicated because public administration experts and scholars all across Africa also failed to harness their expertise in ensuring the reconstruction of the value basis of the public institution in the values and traditions that would have instigated their resilience in assimilating the many sociocultural and political shocks they were bound to confront. And so, the bureaucratic model eventually turned out to be a mere instrument for political intervention and extractive exploitation rather than a tool for real development of the colonies. On the other hand, however, the pioneer Nigerian public servants inherited fully the founding values and virtues which Weber made the core of the managerial model of public administration, and which the British administrative system further grounded in the Victorian ideals and moral codes founded on gentlemanliness and the imperatives of truthfulness, personal responsibility, and public accountability. These values and moral codes easily translate into an institutional morality in terms of an acute sense of duty and work ethic, noblesse oblige, deferred gratification, and integrity of service. There was also significantly a philosophical underpinning that connects the relationship between the self and service which led to the fascination with knowledge and honor as the key components of professionalism. Talents, competence and hard work combined with moral rectitude, godliness and personal discipline to determine success, well-being and career fulfilment. This moral code and imperatives were further undergirded by the understanding of the bureaucracy as a hierarchical organization functioning as a legal-rational system determined by rules, systems, processes and procedures. That organization is conceived as being neutral, efficient, precise, strict, reliable and very disciplined. All this is supposed to articulate the understanding of the bureaucracy as a vocational calling that those who must be recruited into it must see as honorable, spiritual and value-based institution that demands their intense commitment and loyalty. For Weber, honor is the sole key that ties a public servant to the dynamics of integrity in the workplace. An honorable public official sees to the execution of a policy to the best of her ability even if she disagrees with the policy choice. This is an honorable act because it demonstrates that the bureaucrat’s sense of duty and of service overrides his personal preferences. Honor also instigates the need for spirituality which is encompassed by the search for meaning and significance that is demonstrated through the public servant’s commitment, trust and dedication to the tenets of professional service. This implies that public service transcends any mechanical sense of transactional business that brings people to the workplace without transforming their well-being. Spirituality characterizes the public servant as a selfless person with a deep sense of deferred gratification that defined the priesthood in the Levitical Order. In the Old Testament, the tribe of Levi, out of all the other tribes of Israel, had to forfeit its inheritance in the promised land in order to be able to adequately consecrate itself to the service of God. The totality of these moral imperatives is what turns the public service into a value-based institution that not only molds the actions and attitudes of the public servants, but also encompasses the democratic codes that transform democratic governance. A public servant, within this preceding value framework, is defined by three cogent virtues. The first is the virtue of public spiritedness. A public servant is first a servant called into a deep and committed service to others that constitute the public. This makes him or her more than a careerist professional who is solely motivated by personal preferences and the imperatives of making a livelihood. Being a public servant means that one swears fealty to the common good and the public interest. The second administrative virtue that distinguishes the public servant is professionalism grounded on expertise and competence that are earned on meritocratic basis. While public-spiritedness provides the public servant with a broad sense of occupational responsibility as the custodian of the commonwealth, it is professionalism — the occupational framework of professional conduct —that arms the public servant with specialized skills and expertise to perform whatever functions will enable the realization of the objectives of state policy. The third and final administrative virtue is that of leadership. This encompasses public spiritedness and professionalism in ways that make the public servant more than a mere manager or administrator. This leadership virtue demands that the public servant becomes a transformational, rather than a transactional, change agent with a shared capacity that draws all relevant stakeholders into a framework of collective responsibility that makes the public service an effective and efficient mechanism for delivering public goods that activate democratic governance on behalf of the people and their well-being. All the preceding enables us to grasp the significance of the emergence of the Nigerian pioneers of the British public service. The need to achieve law and order in the colonies demanded that the British Colonial Office train a cadre of highly skilled, loyal and dedicated public servants to implement the demands of colonial administration. This led to the emergence of the administrative generalist cadre that eventually threw up the early bureaucratic pioneers, from Simeon Adebo to Jerome Udoji to Sule Katagum to Allison Ayida, and from Abdul Aziz Attah to Prince Solomon Akenzua to Francesca Emanuel to Tejumade Alakija to Theophilus Akinyele. These pioneers were saddled with the responsibility of ensuring that the nascent Nigerian state made good on its promise to the teeming Nigerians who believed that independence would bring betterment to them. From Adebo to Akinyele, the administrative pioneers had to sustain the core of the public service as value-based institutions through a commitment to the public service as an honorable vocation that demanded they give their all in making the Nigerian state work. A critical component of their value training derived from a model of politician-administrator collaboration that facilitates a relationship between the two for developmental progress. There are three models that account for this relationship. The first, legal or traditional model, involves the rare or ideal situation in which the minister/commissioner takes responsibility for policy making while the permanent secretary simply implements. The second model is the adversarial one—dramatized in the popular BBC sitcom, “Yes, Minister,” in which the minister and the public servant are in constant conflict over policy formulation and implementation. The third is the community model that sees both operating under a contractual obligation and therefore being mutually dependent on each other’s responsibilities. This third model might seem the most appropriate, but in reality, the relationship is a mix of the three models, with all the attendant tensions, conflicts and understanding. This is the best way I think one could see the famous Awolowo-Adebo partnership in the old western region, or the Gowon-super permanent secretary partnership during the Nigerian Civil War; a collaboration that benchmarked Nigeria’s glorious era of distinct public administration and governance achievements. The commitment to institution building in the public service that stood the administrative pioneers out as exemplary public servants include the following: (a) they were exemplary leaders in terms of the integrity they brought to service; (b) the establishment of the Public Service Commission was not just a gatekeeping mechanism to ensure meritocracy, but also a measure of integrity needed in the system; (c) Establishment control, among other internal management mechanisms, mediates the expansion of the size, scope and growth of the service; (d) the town-and-gown/policy-research collaboration facilitated a networked relationship between practitioners and academics in ways that ensured the continuing flow of ideas and innovative reflection about the optimal functioning of the system; (e) the work-life balance complemented the staff development initiatives through housing, pension and other social security schemes to facilitate performance and productivity; and (f) a developmental industrial relations ensured constant consultation that resulted in decent welfare package to improve the condition of service of the workforce. Unfortunately, all these distinct institutional mechanisms collapsed under the burden of a series of historical and administrative circumstances that consolidated a bureaucratic culture in the public service. Three significant trajectories of events jumpstarted the debilitating process of bureau-pathology in the Nigerian public service system. The first was the attempt to mediate the multiethnic nature of the Nigerian state in recruitment into the public service, and how this framework of representativeness collapsed every effort at achieving meritocracy. The second was the missed opportunity with reforming the entire system through the Udoji Commission report and its recommendation of a performance management system patterned along the imperatives of managerialism. The third and last was the massive purge of the public service in 1975 and the grounding of the culture of instant gratification that displaced that of deferred gratification. The reform efforts to undermine the virulent effect of bureau-pathology and its terrible consequences for performance and productivity have been varied. The cumulative effort was to transform the system away from the “I-am-directed” bureaucratic culture to a more performance-oriented managerial culture that will instill value and efficiency into the system. There was, for instance a reform to redefine the role of the state in ways that allow for institutional restructuring that makes public-private partnership and other alternative service delivery approaches possible. There were also significant modernization and digitization of core operations of the civil service to eliminate non-value adding processes and to eliminate silos operations, red tapes and other bureaucratic bottlenecks. There were reforms to reengineer the MDAs operating system to hold them to some form of performance accountability using new metrics different from the APER appraisal instruments. This is, so they would be able to deliver measurable outcomes. There was a series of culture change reforms to deepen the value foundation of the service, as well as reforms to resolve capacity deficits through workforce reprofiling and audit, professionalization of cadres, job evaluation rooted regrading and pay reform, systematic injection of staff skills, and the building of new skills within framework of the restoration of merit system and competency-based HRM. Read Also: 5 countries that don’t have airports What more needed to be done? To get the public service system in line with the expectation of featuring in the fourth and fifth industrial revolutions, the workforce needs to be re-professionalized within a framework to reform the many reforms. This is the first step in facilitating the emergence of a new breed of public managers competent enough to bring the system into the knowledge society. This is also connected with the need to beef up the IQ through deepening the core skills and competences in project management, data science, evidence-based decision-making, acquisition of legal and regulatory skills rooted in the knowledge of market dynamics, etc. The essence is to achieve the creation of a multidisciplinary elite cadre of senior executive service (SES) that leads the charge in the institutional transformation of the system. The public service requires a culture change programme that enables the putting in place of the right values enabled by significant frameworks of mental remodeling to help public servants think outside of the box. This will require value audit and cognitive redefinition to increase and improve staff capacity that enables the system to stay centered on leading change sustainably. This must be complemented by significant adjustments in the incentive structure and the entire system of motivation that manages redundancy through a redesign of the job evaluation framework that will instigate performance better. Internal control mechanisms need strengthening to ensure that the systems retain a sustained maintenance, continuous learning and relearning, incremental improvement and organizational resilience in a vulnerable, uncertain, complex and ambiguous (VUCA) environment. The public service needs to strengthen its policy-research nexus in ways that professionalize the planning and policy analysis function, deepen action and policy research, as well as achieve adequate talent and knowledge management. Lastly, strengthening the system to handle commercially-centered partnerships like the PPPs must go hand in hand with a larger vision of launching and managing a national productivity movement to reprofile national programmes and project management practices, create a new national waste reduction strategy and maintenance culture. The effort to transform the public service system into a world- class type requires a blueprint that, interestingly, had already been foreshadowed by the generation of Pa Theophilus Akinyele and their capacity to embody the values and virtues that distinguish a public service system as a worthy mechanism around which democratic governance flourishes. And that, I believe, is the legacy of that generation for current public administration in Nigeria. Prof. Olaopa is the Chairman, Federal Civil Service Commission, Abuja and Professor of Public Administration . [email protected] (Being Excerpt from the Guest Lecture Delivered at the 4th Theophilus & Elizabeth Akinyele Foundation Memorial Symposium held in Ibadan on Thursday, 21st of November, 2024) Get real-time news updates from Tribune Online! Follow us on WhatsApp for breaking news, exclusive stories and interviews, and much more. Join our WhatsApp Channel now

The policies, which begin in 2025, follow more than a year of study involving medicine, science, sport physiology and gender policy law. The updated policies would rule out eligibility for Hailey Davidson, who missed qualifying for the U.S. Women's Open this year by one shot and came up short in LPGA Q-school. Davidson, who turned 32 on Tuesday, began hormone treatments when she was in her early 20s in 2015 and in 2021 underwent gender-affirming surgery, which was required under the LPGA's previous gender policy. She had won this year on a Florida mini-tour called NXXT Golf until the circuit announced in March that players had to be assigned female at birth. “Can't say I didn't see this coming,” Davidson wrote Wednesday on an Instagram story. “Banned from the Epson and the LPGA. All the silence and people wanting to stay ‘neutral’ thanks for absolutely nothing. This happened because of all your silence.” By making it to the second stage of Q-school, Davidson would have had very limited status on the Epson Tour, the pathway to the LPGA. The LPGA and USGA say their policies were geared toward being inclusive of gender identities and expression while striving for equity in competition. The LPGA said its working group of experts advised that the effects of male puberty allowed for competitive advantages in golf compared with players who had not gone through puberty. Listen now and subscribe: Apple Podcasts | Google Podcasts | Spotify | RSS Feed | SoundStack | All Of Our Podcasts “Our policy is reflective of an extensive, science-based and inclusive approach,” said LPGA Commissioner Mollie Marcoux Samaan, who announced Monday that she is resigning in January. "The policy represents our continued commitment to ensuring that all feel welcome within our organization, while preserving the fairness and competitive equity of our elite competitions.” Mike Whan, the former LPGA commissioner and now CEO of the USGA, said it developed the updated policy independently and later discovered it was similar to those used by swimming, track and field, and other sports. “It starts with competitive fairness as the North star,” Whan said in a telephone interview. “We tried not to get into politics, or state by state or any of that stuff. We just simply said, ‘Where would somebody — at least medically today — where do we believe somebody would have a competitive advantage in the field?’ And we needed to draw a line. “We needed to be able to walk into any women's event and say with confidence that nobody here has a competitive advantage based on their gender. And this policy delivers that.” The “Competitive Fairness Gender Policy” for the USGA takes effect for the 2025 championship season that starts with the U.S. Women's Amateur Four-Ball on May 10-14. Qualifying began late this year, though there were no transgender players who took part. “Will that change in the years to come as medicine changes? Probably,” Whan said. “But I think today this stacks up.” The LPGA “Gender Policy for Competition Eligibility” would apply to the LPGA Tour, Epson Tour, Ladies European Tour and qualifying for the tours. Players assigned male at birth must prove they have not experienced any part of puberty beyond the first stage or after age 12, whichever comes first, and then meet limitation standards for testosterone levels. The LPGA begins its 75th season on Jan. 30 with the Tournament of Champions in Orlando, Florida.Charles Schwab Investment Management Inc. grew its holdings in shares of Verint Systems Inc. ( NASDAQ:VRNT – Free Report ) by 1.1% during the third quarter, according to its most recent Form 13F filing with the SEC. The firm owned 651,741 shares of the technology company’s stock after purchasing an additional 7,409 shares during the period. Charles Schwab Investment Management Inc. owned 1.05% of Verint Systems worth $16,509,000 as of its most recent SEC filing. Other institutional investors and hedge funds also recently modified their holdings of the company. Quarry LP raised its holdings in shares of Verint Systems by 160.9% during the second quarter. Quarry LP now owns 793 shares of the technology company’s stock worth $26,000 after purchasing an additional 489 shares during the period. Innealta Capital LLC bought a new position in shares of Verint Systems during the second quarter worth about $36,000. Migdal Insurance & Financial Holdings Ltd. bought a new position in shares of Verint Systems during the second quarter worth about $43,000. Ashton Thomas Private Wealth LLC bought a new position in shares of Verint Systems during the second quarter worth about $138,000. Finally, CWM LLC grew its position in shares of Verint Systems by 135.0% during the third quarter. CWM LLC now owns 5,660 shares of the technology company’s stock worth $143,000 after acquiring an additional 3,251 shares during the last quarter. 94.95% of the stock is owned by institutional investors and hedge funds. Wall Street Analysts Forecast Growth Several research firms have recently commented on VRNT. Evercore ISI lowered their price target on shares of Verint Systems from $34.00 to $30.00 and set an “in-line” rating for the company in a research report on Thursday, September 5th. Wedbush reiterated an “outperform” rating and issued a $38.00 target price on shares of Verint Systems in a research report on Thursday, September 26th. Needham & Company LLC reiterated a “buy” rating and issued a $40.00 target price on shares of Verint Systems in a research report on Thursday. StockNews.com upgraded shares of Verint Systems from a “hold” rating to a “buy” rating in a research report on Thursday, September 5th. Finally, Jefferies Financial Group increased their target price on shares of Verint Systems from $28.00 to $34.00 and gave the company a “hold” rating in a research report on Friday. Three analysts have rated the stock with a hold rating and five have issued a buy rating to the stock. Based on data from MarketBeat.com, the stock presently has an average rating of “Moderate Buy” and an average price target of $35.67. Verint Systems Stock Performance NASDAQ:VRNT opened at $30.63 on Friday. Verint Systems Inc. has a twelve month low of $21.27 and a twelve month high of $38.17. The company has a current ratio of 1.41, a quick ratio of 1.36 and a debt-to-equity ratio of 0.49. The company has a 50-day moving average of $23.86 and a 200-day moving average of $28.86. The firm has a market cap of $1.90 billion, a price-to-earnings ratio of 32.59, a price-to-earnings-growth ratio of 1.10 and a beta of 1.28. Verint Systems ( NASDAQ:VRNT – Get Free Report ) last posted its quarterly earnings data on Wednesday, September 4th. The technology company reported $0.49 earnings per share for the quarter, missing the consensus estimate of $0.53 by ($0.04). Verint Systems had a net margin of 8.49% and a return on equity of 16.04%. The business had revenue of $210.17 million for the quarter, compared to the consensus estimate of $212.81 million. During the same quarter last year, the business posted $0.22 EPS. The business’s revenue for the quarter was up .0% on a year-over-year basis. Analysts forecast that Verint Systems Inc. will post 1.97 earnings per share for the current fiscal year. Insider Activity In other Verint Systems news, President Elan Moriah sold 7,160 shares of the company’s stock in a transaction dated Monday, September 16th. The shares were sold at an average price of $25.85, for a total transaction of $185,086.00. Following the completion of the sale, the president now directly owns 139,251 shares of the company’s stock, valued at approximately $3,599,638.35. This represents a 4.89 % decrease in their ownership of the stock. The transaction was disclosed in a filing with the Securities & Exchange Commission, which is available through this hyperlink . Also, CFO Grant A. Highlander sold 3,389 shares of the company’s stock in a transaction dated Monday, September 16th. The shares were sold at an average price of $25.85, for a total transaction of $87,605.65. Following the sale, the chief financial officer now directly owns 131,267 shares of the company’s stock, valued at $3,393,251.95. This represents a 2.52 % decrease in their ownership of the stock. The disclosure for this sale can be found here . In the last quarter, insiders sold 33,811 shares of company stock worth $874,014. Corporate insiders own 1.70% of the company’s stock. About Verint Systems ( Free Report ) Verint Systems Inc provides customer engagement solutions worldwide. It offers forecasting and scheduling, channels and routing, knowledge management, fraud and security solutions, quality and compliance, analytics and insights, real-time assistance, self-services, financial compliance, and voice pf the consumer solutions. Featured Articles Five stocks we like better than Verint Systems Asset Allocation: The Key to a Successful Portfolio. Are You Paying Attention to Yours? Fast-Growing Companies That Are Still Undervalued Best Stocks Under $5.00 Top Cybersecurity Stock Picks for 2025 How to Calculate Stock Profit Archer or Joby: Which Aviation Company Might Rise Fastest? Want to see what other hedge funds are holding VRNT? Visit HoldingsChannel.com to get the latest 13F filings and insider trades for Verint Systems Inc. ( NASDAQ:VRNT – Free Report ). Receive News & Ratings for Verint Systems Daily - Enter your email address below to receive a concise daily summary of the latest news and analysts' ratings for Verint Systems and related companies with MarketBeat.com's FREE daily email newsletter .PGA Tour Schedule

PORTLAND — Norway Savings Bank is pleased to announce three promotions in its senior leadership team. All three promotions are effective on Jan. 1, 2025. Melissa Rock of Bridgton has been promoted to senior vice president, marketing director. In her new position, Rock will oversee NSB’s marketing team and functions and play an integral role in NSB’s strategic initiatives, including brand development and digital technology implementation. She is a Certified Financial Marketing Professional who joined the bank in August 2017 as a VP & marketing communications officer responsible for public relations, marketing content, and corporate communications. In September 2023, Rock was promoted to VP, marketing director and named as the successor to Karen Hakala, SVP, marketing who will be retiring in July 2025. During the past seven years, she has led multiple bank initiatives and was named the bank’s 2022 Culture Champion. Rock graduated with honors from the New England School of Financial Studies in 2023 and is a graduate of Macalester College in St. Paul, Minnesota, with an economics major/journalism minor. In addition to her service at the bank, Rock serves as a board member and secretary for Loon Echo Land Trust in Bridgton and is on the advisory board for the North Conway-based Ham Charitable Foundation. Jennifer Cook of North Yarmouth has been promoted to executive vice president, head of trust & wealth management. Cook began her career at Norway Savings Bank in 2005 as a vice president and trust officer in the Asset Management Group. She was promoted to senior vice president and senior trust & investment officer in 2015, assuming complete oversight of the team when her predecessor retired. Cook is a graduate of the University of Maine with a bachelor of science in marketing and the Cannon Financial Institute Personal Trust Graduate Program. She has held her designation as a Certified Trust and Fiduciary Advisor since 1997. Widely respected in the industry, Cook has served as chair of the Maine Bankers Trust Committee over several years. Outside of the bank, Cook is active in the community and is a past board member of the Alzheimer’s Association of Maine as well as a former chair and current board member of 75 State Street, a non-profit and large residential retirement center in Portland. She is also a member of the Maine Estate Planning Council. Rick Flagg of Scarborough has been promoted to executive vice president, senior commercial banking officer. Flagg will continue to oversee all commercial lending functions, including business development and portfolio management, while working in conjunction with commercial credit with regard to asset quality. Flagg joined Norway Savings Bank in 2001 as vice president, commercial lender and, in 2009, was promoted to regional vice president, team leader, overseeing NSB’s commercial lending team in the Greater Portland market. In 2018, he graduated from the prestigious Graduate School of Banking at Colorado, one of the nation’s premier banking schools. In 2020, Flagg was promoted to senior vice president, senior commercial banking officer. Over the years, he has consistently provided strong leadership to NSB’s culture, having served on many bank initiatives and as a mentor in the GROW program that matches mentor and mentee across NSB. Flagg currently serves as a member of MEREDA’s board of directors. Flagg attended the University of Maine in Orono, graduating with a bachelor of arts in economics. “These are well-deserved promotions. Each has embraced the Norway Savings Bank culture by demonstrating leadership, positivity, support for their fellow teammates, and a consistent drive towards high achievement,” said Dan Walsh, president and CEO of Norway Savings. “We’re grateful for the value and contributions they bring as team members and who they are as people.” More articles from the BDNEL SEGUNDO — Lamar Jackson is the kind of quarterback who has troubled the Chargers. Aw, who are we kidding? He’s the kind of quarterback who troubles everyone in the NFL. He’s a passer. He’s a runner. He’s a playmaker. He’s a destroyer of defenses. “He’s one of one,” Chargers defensive coordinator Jesse Minter said Friday. Minter also called Jackson “the most electric quarterback in the history of the National Football League.” Jackson will be the Chargers’ problem this week, when they host the Baltimore Ravens on Monday night at SoFi Stadium. Jackson is another in a string of standout quarterbacks the Chargers will face during what is without question the toughest, most challenging part of their 2024 schedule. The Chargers rallied past Joe Burrow and the Cincinnati Bengals on Sunday night, pulling out a 34-27 victory on a last-minute drive led by Justin Herbert. Now, here comes Jackson, followed quickly by Kirk Cousins of the Atlanta Falcons, followed quickly by Patrick Mahomes of the Kansas City Chiefs. No rest for the weary. No question, Burrow, Jackson, Cousins and Mahomes could wear out a defensive coordinator, causing him to lose sleep. In fact, it’s already happened, as Minter admitted last week while preparing to face Burrow, who led the NFL in passing yardage going into the game, and still does. Jackson (2,876 yards) is second to Burrow (3,028) going into Week 12. Jackson (25) is also second to Burrow (27) in touchdown passes. Jackson (nine) is second to Jared Goff of the Detroit Lions (9.2) in yards per passing attempt. Jackson leads the NFL in passer rating (117.3). No one has passed and run for as many yards as Jackson (3,460). “It’s an ultimate challenge,” Minter said. The Chargers have struggled to contain players with a similar mix of skills to Jackson, including Mahomes, Justin Fields of the Pittsburgh Steelers and Bo Nix of the Denver Broncos. Jackson does it better than the others, and that’s what keeps Minter up late at night, worrying about how to contain the uncontainable. “We’ve played against different types of guys, guys who do different things well,” Minter said. “(Jackson) does everything well. The second you overcommit to where you’re going to have all these eyes on him to run, he’ll throw the ball over your head. There’s no one you can compare him to, he’s one of one.” Plus, Jackson isn’t all the Chargers must worry about Monday. Jackson serves as something akin to a basketball point guard, distributing the football as he sees fit, whether it’s handing it off to bruising running back Derrick Henry, the NFL’s leading rusher with 1,185 yards and 13 touchdowns, or throwing it to wide receiver Zay Flowers or tight end Mark Andrews. Related Articles The Ravens are first in the NFL in net yards per game (430.1) and yards from scrimmage per play (8.64). They are second in points per game (30.4) and net rushing yards per game (177.3). They are third in net passing yards per game (252.8). They also are first in red-zone touchdown percentage (77.8%). The Ravens are 7-4, second in the AFC North. The Chargers are 7-3, second in the AFC West. “The ultimate red-zone weapon because every play can be so many different things,” Minter said of Jackson’s versatility. “High, high level of respect for him, how he works. Just a challenge. You can run to the challenge. You can run from the challenge. We’re going to run to the challenge, meet it head on, put our best stuff out there and see what happens.”

Alisyn Camerota , whose steadying presence on air helped make her a prominent face of CNN during the first Trump administration, is leaving the Warner Bros. Discovery -backed outlet, she disclosed via social media on Sunday. “Big News, Everyone! — today is my last day on CNN. Tune in at 4:50p (et) for my sign off. Keep it here for updates!” she posted on Instagram. Camerota joined CNN in 2014 after a long stint at Fox News Channel. She served more than six years as a co-anchor on “New Day,” a flagship morning program that a previous management team led by former CNN chief Jeff Zucker had hoped would be more competitive not only with MSNBC’s “Morning Joe,” but mainstay morning-news programs on broadcast TV, such as NBC’s “Today” and ABC’s “Good Morning America.” Her exit comes as CNN and corporate parent Warner Bros. Discovery are said to be contemplating more job cuts as the news outlet grapples with assigning more resources to digital content under current CEO Mark Thompson. Camerota worked alongside Chris Cuomo, who developed a more aggressive and avuncular presence than morning TV had utilized in the past, but which captured attention as CNN covered Trump. Camerota became known for her ability not only to hold tough interviews with newsmakers, but to show empathy on screen in equal measure when situations required it. “I think people are tuning in to us to see people held to account. People do like it when we hold their feet to the fire,” Camerota told Variety of her time on “New Day” i n 2019. Sometimes, we have to interrupt people if they are blathering on with their talking points, but even then, our viewers expect us to get in there and stop the nonsense. I don’t wrestle with it” She has written two books during her time at CNN. Her debut novel, “Amanda Wakes Up,” was set at a large TV-news operation, and her 2024 memoir, “Combat Love,” told the harrowing story of an unstable upbringing. She has not been seen on screen frequently in recent months. Her husband, Tim Lewis, died in July after a battle with pancreatic cancer, and Camerota revealed in September that she had taken some time to care for him in his final months. But CNN has also seemed not do know what to do with her since she left “New Day,” which she left in 2021 . Since that time, Camerota has co-anchored hours in the afternoon, anchored shows in primetime as CNN tried to introduce new programming to its schedule and worked on special reports for the weekend series “The Whole Story.”

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Cassia Networks Releases the M1500 Enterprise-Grade Compact Bluetooth Gateway, Enhancing Enterprise Application Flexibility

Interchange Capital Partners LLC raised its holdings in shares of Amazon.com, Inc. ( NASDAQ:AMZN – Free Report ) by 3.0% in the 3rd quarter, according to the company in its most recent 13F filing with the Securities and Exchange Commission. The firm owned 24,778 shares of the e-commerce giant’s stock after acquiring an additional 728 shares during the period. Amazon.com makes up about 1.6% of Interchange Capital Partners LLC’s portfolio, making the stock its 9th biggest position. Interchange Capital Partners LLC’s holdings in Amazon.com were worth $4,618,000 as of its most recent SEC filing. Other institutional investors and hedge funds have also bought and sold shares of the company. PayPay Securities Corp lifted its stake in Amazon.com by 64.6% during the 2nd quarter. PayPay Securities Corp now owns 163 shares of the e-commerce giant’s stock valued at $32,000 after acquiring an additional 64 shares during the period. Hoese & Co LLP acquired a new stake in Amazon.com during the 3rd quarter valued at approximately $37,000. Bull Oak Capital LLC acquired a new stake in Amazon.com during the 3rd quarter valued at approximately $45,000. Christopher J. Hasenberg Inc increased its holdings in shares of Amazon.com by 650.0% during the 2nd quarter. Christopher J. Hasenberg Inc now owns 300 shares of the e-commerce giant’s stock valued at $58,000 after purchasing an additional 260 shares in the last quarter. Finally, Values First Advisors Inc. purchased a new position in shares of Amazon.com during the 3rd quarter valued at approximately $56,000. 72.20% of the stock is currently owned by institutional investors and hedge funds. Amazon.com Trading Up 2.9 % NASDAQ AMZN opened at $227.03 on Friday. The firm’s 50-day moving average is $197.39 and its two-hundred day moving average is $188.12. Amazon.com, Inc. has a 12 month low of $143.64 and a 12 month high of $227.15. The company has a debt-to-equity ratio of 0.21, a current ratio of 1.09 and a quick ratio of 0.87. The stock has a market capitalization of $2.39 trillion, a P/E ratio of 48.61, a PEG ratio of 1.46 and a beta of 1.16. Insiders Place Their Bets In other Amazon.com news, CEO Douglas J. Herrington sold 3,500 shares of the business’s stock in a transaction dated Monday, December 2nd. The shares were sold at an average price of $210.00, for a total transaction of $735,000.00. Following the sale, the chief executive officer now directly owns 524,567 shares in the company, valued at $110,159,070. This represents a 0.66 % decrease in their ownership of the stock. The sale was disclosed in a document filed with the Securities & Exchange Commission, which is available at the SEC website . Also, Director Daniel P. Huttenlocher sold 1,237 shares of the business’s stock in a transaction dated Tuesday, November 19th. The stock was sold at an average price of $199.06, for a total transaction of $246,237.22. Following the sale, the director now owns 24,912 shares in the company, valued at $4,958,982.72. This trade represents a 4.73 % decrease in their ownership of the stock. The disclosure for this sale can be found here . Insiders have sold 6,030,183 shares of company stock worth $1,252,883,795 over the last three months. Company insiders own 10.80% of the company’s stock. Analyst Ratings Changes Several equities analysts have recently weighed in on the stock. Wedbush lifted their target price on shares of Amazon.com from $225.00 to $250.00 and gave the company an “outperform” rating in a report on Friday, November 1st. Cantor Fitzgerald reaffirmed an “overweight” rating and set a $230.00 target price on shares of Amazon.com in a report on Monday, October 7th. Pivotal Research assumed coverage on shares of Amazon.com in a report on Friday, October 11th. They set a “buy” rating and a $260.00 target price for the company. Wells Fargo & Company reaffirmed an “equal weight” rating and set a $197.00 target price on shares of Amazon.com in a report on Wednesday, November 20th. Finally, Stifel Nicolaus lifted their target price on shares of Amazon.com from $224.00 to $245.00 and gave the company a “buy” rating in a report on Friday, November 1st. Two research analysts have rated the stock with a hold rating, forty-one have given a buy rating and one has issued a strong buy rating to the stock. According to data from MarketBeat.com, the stock currently has a consensus rating of “Moderate Buy” and a consensus price target of $236.20. Get Our Latest Analysis on Amazon.com Amazon.com Profile ( Free Report ) Amazon.com, Inc engages in the retail sale of consumer products, advertising, and subscriptions service through online and physical stores in North America and internationally. The company operates through three segments: North America, International, and Amazon Web Services (AWS). It also manufactures and sells electronic devices, including Kindle, Fire tablets, Fire TVs, Echo, Ring, Blink, and eero; and develops and produces media content. Featured Articles Five stocks we like better than Amazon.com 3 Grocery Stocks That Are Proving They Are Still Essential Fast-Growing Companies That Are Still Undervalued The 3 Best Fintech Stocks to Buy Now Top Cybersecurity Stock Picks for 2025 Why Are These Companies Considered Blue Chips? Archer or Joby: Which Aviation Company Might Rise Fastest? Receive News & Ratings for Amazon.com Daily - Enter your email address below to receive a concise daily summary of the latest news and analysts' ratings for Amazon.com and related companies with MarketBeat.com's FREE daily email newsletter .A provincial mining industry leader says B.C. could end up profiting from trade tensions between China and the United States over critical minerals. Michael Goehring, president and chief executive officer of the Mining Association of British Columbia, said Wednesday, (Dec. 4), that China's decision to ban exports of certain critical minerals and rare earths to the United States demonstrates why it is "vital" for Canada and the U.S. to reduce their dependence on authoritarian regimes for critical mineral supplies and mineral processing. "British Columbians can play a key role in providing the critical minerals the U.S. and our other allies need in the years to come," Goehring said. "B.C. has, or produces, 16 of the 50 minerals the United States has identified as being critical to the nation’s economic and national security. In fact, seven per cent of B.C.’s exports to the US in 2022 were critical minerals and metals, including aluminum, germanium, gallium, indium, lead and zinc." China announced Tuesday, (Dec. 3), that it would immediately ban sales of gallium and germanium among other minerals to the United States following the U.S.'s decision to limit Chinese access to American-made digital technology. China is world's leading supplier of many minerals used in technologies deemed critical in fields like transportation, communication and alternative energy, all of which have a military and security dimension. Chinese efforts to use its dominance in these materials as leverage have not gone unnoticed, as several western jurisdictions have sought out alternative suppliers, including Canada. "In fact, Canada and the U.S. initiated the Joint Action Plan on Critical Minerals Collaboration in 2020 under President Trump to reduce our vulnerability," Goehring said." China’s export ban highlights the need to accelerate our efforts through the Joint Action Plan to grow a resilient North American critical mineral supply chain and advance our mutual economic, defense and security objectives." Whether Goehring's appeal will resonate among decision-makers on either side of the U.S-Canada border is a different question given the prospect of trade tensions with Trump returning to the White House next month. With 17 new critical mineral projects under development, Britisch Columbia can make what Goehring called "a meaningful contribution to North America’s future" while creating jobs for workers, stability for resource communities and shared prosperity throughout B.C. "But these benefits can only be realized if we modernize and expedite the mine permitting and approval process," he said. "(We) are in a race and we need to act quickly. Ongoing permitting delays and uncertainty needlessly drive away investment and lead to deferred or unrealized economic benefits. We need mine permitting to be a competitive advantage for our province."

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