On Nov. 5, former President Donald Trump won the keys to the White House yet again. His first term in office was characterized by welfare cuts, tariffs and disastrous policies relating to the “hoax” that most of the world calls climate change. As for the contents of his second term? Anyone’s guess. As the United…
President-elect Donald Trump has made a flurry of picks for his cabinet and other high-ranking administration positions following his election victory, as per a Reuters report.
Once thought of as an aerial tool used for action photography and surveying land, drones are now working their way into the agricultural industry. John Zalauf, from Beatrice, Nebraska, has been a farmer for 30 years.”I use ground equipment. I use aerial with an airplane application, and now, this year, we’ve added a drone to that,” Zalauf said.Zalauf said some farmers are skeptical of full-scale crop dusting, but now, there is something new — sprayers attached to drones.”The acreage owners come out and watched, and they were very impressed and happy with the job that it did,” Zalauf said. “As far as a sprayer goes, you’re looking at upwards of three-quarters of a million or better for a new one. These are under $100,000 just to get started,” Andrew Kreikemeier, one of three co-founders of Infinity Precision Ag, said.Zalauf hired him this past harvest season to help with drone spraying and surveying. “When I brought the adjuster in, we knew where to go in the field to really get an accurate adjustment of the damage out there. And it was, it was very beneficial to do that,” Zalauf said.While it may sound like science fiction, Dirk Charlson, who focuses on digital ag at the University of Nebraska-Lincoln, said drones are the future.”I really do see in 10 years that the spray drone may replace a lot of the application just because of safety, labor and cost-effectiveness,” Charlson said. He said spray drones are a new phenomenon in Nebraska. After a drone conference this past August in Lincoln, a survey showed that 70% of attendees were using spray drones or showed interest in wanting to learn.”Most of my work now is trying to answer questions and doing education related to spray drones,” Charlson said.This year, drone manufacturer Hylio became the first in the United States to secure Federal Aviation Administration approval for swarming drones that weigh more than 55 pounds.”Drone swarming is when you pair two or three of these drones in tandem, working off of one controller, and you can cover a lot more acres in a setting,” Kreikemeier said.And there are other applications for drones. This summer, Zalauf’s farm was hit by windstorms. Kreikemeier used a technique called mapping to determine where on the property wind gusts had caused damage.
BEATRICE, Neb. — Once thought of as an aerial tool used for action photography and surveying land, drones are now working their way into the agricultural industry. John Zalauf, from Beatrice, Nebraska, has been a farmer for 30 years.
With another tough school budget season and higher school property taxes looming, the question of whether a merger between the Montpelier Roxbury Public School (MRPS) district and the Washington Central Unified Union district that operates U-32 Middle and High School could save taxpayers money is getting more attention, school officials say. But the potential tax savings, if any, won’t be known for some time, and any merger — if it occurs — would be years away.
“I think there is interest on both sides to talk about and figure out what that means and what the options are,” MRPS board chair Jim Murphy, speaking about a merger, told The Bridge in October. “It is getting talked about more as our financial and demographic challenges become increasingly real.”
The districts would have to form an exploratory study committee pursuant to state law on merging districts, Murphy said. It is possible this could happen later this school year, he said.
Washington Central School Board chair Flor Diaz Smith said she is interested in starting merger discussions “as soon as possible,” but recognized that both boards are currently wrapped up in budget decisions.
“Even if we start in January, studying a merger could take two years,” she said.
Merger advocates say combining the two districts could have academic advantages, such as the ability to offer more AP classes or a richer arts curriculum. On the other hand, only half as many students could play on varsity teams, critics note. But it is the finances of a potential merger that will likely play a dominant role in determining whether it happens.
Challenging Property Tax Picture
School property taxes are likely to jump again in both districts in 2025. The early word from the state Tax Department is that school property taxes will be going up 10% to 15% next year, on average. The state will offer a formal projection around Dec. 1.
Washington Central faces an especially challenging budget. An initial draft of the budget shows that inflationary pressures will push the district’s local education spending baseline budget up by 12.5% next year without any changes, according to Superintendent Steven Dellinger-Pate.
An increase of this magnitude would subject Washington Central to the state’s recently revived “excess spending penalty,” which hits districts with double taxation above a certain spending level per student. To avoid the penalty, the district will have to cut $2.4 million, which would reduce the budget increase to 5.4%, Dellinger-Pate said.
The MRPS district is also facing a “tough” budget year, but it currently spends less per pupil than Washington Central and is not expected to hit the excess spending threshold, according to MRPS Superintendent Libby Bonesteel. “It is not a concern for us, unless the school board wants to add a whole lot to the budget,” she said.
According to a chart shown to the MRPS School Board Nov. 6, MRPS now spends $13,754 per weighted pupil, compared to $14,380 at Washington Central. Harwood spends even more, at $15,250, while Barre comes in at just $11,036. The statewide average is $12,881.
Declining Student Enrollment
Most Vermont school districts have been seeing their student enrollment drop for some time, with the exception of a few districts such as South Burlington. According to the state Department of Education, the number of K–12 students in Vermont fell nearly 14% from 2003 to 2013. Since the state funds schools based on the number of students a district has, weighted for various factors, sliding student counts have an adverse financial impact on those districts seeing declines.
In recent years, Washington Central’s total enrollment has dropped from 1,432 in the 2021–22 school year to 1,325 in 2025–26, a 7.5% decline, according to information provided by Dellinger-Pate. This does not include the tuition student count, which fell from 55 to 41 over the same time period.
The MRPS student count has not dropped as much, with district student enrollment falling 2% in the same time period, from 1,145 actual students to 1,124 this school year. The district experienced a small enrollment increase this year, partially because of an influx of Afghan students.
Looking ahead, a recent study of MRPS trends predicted the student count could drop by 30 students in the next three years and by 75 students over ten years. Superintendent Libby Bonesteel said the numbers are relatively stable compared to some districts, and noted that they do not include possible increases as a result of new housing construction in Montpelier.
Dellinger-Pate said that a projection of future enrollment is still being updated for Washington Central, but added that declines are expected to continue in the near future and then hit a low and stabilize. Falling student numbers are expected to be most notable at the U-32 Middle and High School, where the current count of 700 students could drop to 602 in the 2031–32 school year, according to a presentation to the Washington Central school board on Oct. 1.
Student counts in both systems could decline further when a planned new Central Vermont Career Center is constructed. The center, serving students in 18 sending towns in the region, could be in operation as early as 2029, if things advance as planned, according to Career Center Superintendent Jody Emerson.
Currently, only half the students who apply are admitted to the current career center at Spaulding High School, where the students attend from 8:30 to 12:30 “before returning to their sending school or wherever they are going,” Emerson said.
If a new center is built, more students can attend the career center, and they will go for a full day, which amounts to fewer students at Montpelier High School and U-32, she said. This year, 60 U-32 students and 28 Montpelier High students are attending the tech center. How the shift will affect funding “depends on the difference in tuition between their school and mine,” Emerson said.
The career center would like to build a new 150,000 square foot school on 20 acres. It is looking at several possible locations in Barre, Barre Town, Berlin, and East Montpelier, she said. Area voters could be asked to bond for the new building in March 2026.
Small Schools, Flooding Risks
Last year, MRPS decided to close its small elementary school in Roxbury to save money, but the Washington Central school board decided Oct. 1 to keep open its small elementary school in Worcester, which has 68 students, and in Calais, which has 87 students. Operating small schools is generally more expensive.
At that same meeting, one Washington Central school board member who supported closing the schools and favored merging with Montpelier, Zach Sullivan, said he thought the small schools could be an obstacle.
“If I was a school board member in Montpelier, I don’t know if I would vote [to join] another district that’s coming in with a bunch of tiny schools, unless I had the power to shut them down on day one,” he said.
If Washington Central’s challenges — higher per pupil spending than MRPS, a student count declining faster than that of MRPS, and its small schools — could make MRPS think twice about merging, there is another factor that deserves its own consideration: the Montpelier High School’s susceptibility to flooding.
In July 2023, the school’s basement was flooded, although the first floor stayed dry. Bonesteel said the district has made some changes to the building, such as moving electrical panels up from the basement, but it cannot make the school flood proof without spending as much or more as it would cost to build a new school.
Last spring, a report from Burlington-based consultant TruexCullins suggested MRPS build a new school on higher ground nearby at a cost of $110 million. School board chair Murphy said the board has not discussed the proposal seriously since the presentation. Bonesteel said the district has had feedback that “a new high school is not something some people think the community can sustain.”
If a merger occurs, one commonly mentioned scenario is that all high school students would go to U-32 and middle school students could go to the current Montpelier High School. But would Washington Central want to get involved with a school subject to flooding or that might need replacement?
Of course, other merger scenarios that don’t include the Montpelier High School are possible, but Bonesteel noted they might involve moving school boundaries. For example, some Union Elementary School students could be shifted to another school, which some MRPS families might object to, she noted.
The merger question is a complex and controversial one and answering it will take time and community input. And the question could soon get even more complicated.
Dellinger-Pate said the Twinfield Union School, which serves Plainfield and Marshfield, has indicated they might like to be included in any merger discussions involving MRPS and Washington Central.
News Photo by Chip Somodevilla / Getty Images 24/7 Insights Two states voted in November 2024 to raise the minimum wage. Multiple other states are seeing increases in minimum wage beginning on January 1, 2025. At least one state will hold a referendum on raising the minimum wage in 2026. Also: Discover “The Next NVIDIA” …
BAKU, AZERBAIJAN — As nerves frayed and the clock ticked, negotiators from rich and poor nations were huddled in one room Saturday during overtime United Nations climate talks to try to hash out an elusive deal on money for developing countries to curb and adapt to climate change. But the rough draft of a proposal…
Nvidia CEO Jensen Huang emphasised the enduring importance of global cooperation in technology, even as the United States considers tightening export controls on advanced computing products under the incoming Trump administration. Speaking in Hong Kong on Saturday, Huang expressed confidence in the resilience of international scientific collaboration despite geopolitical challenges.“Open science in global collaboration, cooperation across math and science has been around for a very long time. It is the foundation of social advancement and scientific advancement,” Huang said during his visit to Hong Kong. He added, “Whatever happens, we’ll balance compliance with laws and policies while continuing to advance our technology and serve customers worldwide.”
The tech industry has been navigating stricter export curbs since the Trump administration’s first term, with policies citing national security concerns. These restrictions have impacted Nvidia, a global leader in chips powering artificial intelligence applications, forcing the company to adapt its product lineup for the Chinese market. Despite potential changes under the new administration, Huang remained optimistic about Nvidia’s ability to comply with regulations while fostering innovation.
Huang, who received an honorary doctorate in engineering from the Hong Kong University of Science and Technology (HKUST), also addressed concerns about the energy consumption of graphics processing units (GPUs), which are central to AI operations. He argued that the use of energy for AI is a worthwhile investment, particularly given AI’s potential to address global challenges.
“If the world uses more energy to power the AI factories of the world, we are a better world when that happens,” Huang said. He suggested deploying AI supercomputers near sustainable energy sources, off the traditional power grid, and in remote locations to minimise environmental impact.
Huang highlighted AI’s transformative capabilities, stating, “AI can discover new ways to store carbon dioxide, design innovative wind turbines, and create materials for electricity storage.” He added, “The goal of AI is not for training but for inference,” emphasising its practical applications in solving global problems.
Earlier in the day, Huang delivered a stirring commencement address to HKUST graduates, declaring, “The age of AI has started.” He described this era as a “new computing era that will impact every industry and every field of science.”
Encouraging the graduates, Huang, 61, reflected on the opportunities available today, saying, “The whole world is reset. You’re at the starting lines with everybody else. An industry is being reinvented.” He urged them to seize the tools available in the AI-driven era to tackle the greatest challenges of our time.
Ramesh Shah (center) and wife Kokilaben receive the Lifetime Achievement Award (right) from Ekal Advisor Subhash Gupta. Ekal USA founder Ramesh Shah receives Lifetime Achievement Award By Juhi Varma More than fifty years later, he has not only achieved his American Dream but has dedicated himself to helping Indian children and needy rural and tribal…
Harsh Vaidya, a seasoned Product Manager with expertise in SaaS cloud solutions and Agile methodologies | File Photo
In today’s rapidly evolving technological landscape, the role of technology in addressing social challenges is becoming increasingly significant. Harsh Vaidya, a seasoned Product Manager with expertise in SaaS cloud solutions and Agile methodologies, has been at the forefront of these developments. Specializing in large-scale projects that deliver societal benefits, Harsh’s work spans various industries, with a strong focus on creating platforms that facilitate access to essential services. One of his most impactful projects was the development of a custom Financial Aid Management System (FAMS) for the Arizona Department of Housing (ADOH), as part of a broader Homeowners Assistance Fund aimed at providing relief to homeowners during the economic hardships brought on by COVID-19. Understanding the Homeowner Assistance Fund (HAF) ProgramThe Financial Aid Management System (FAMS) was implemented as part of the U.S. Treasury’s Homeowner Assistance Fund (HAF) program. This federal initiative was designed to relieve homeowners across the United States who were struggling with financial hardships due to the pandemic. The goal of HAF was to prevent foreclosures and forbearances by providing targeted financial assistance to homeowners in need. Each state had its own responsible body to manage the program—in the case of Arizona, this role fell to the Arizona Department of Housing (ADOH).Harsh’s employer secured contracts to implement FAMS for multiple states, including Arizona. The system was customized to address the unique requirements of each state while adhering to the overarching guidelines set by the U.S. Treasury. Harsh played a pivotal role in managing the implementation of FAMS specifically for Arizona, tailoring the platform to meet ADOH’s operational needs while maintaining compliance with HAF regulations.
Leading with Vision and Collaboration
As the Product Manager for the Arizona-specific FAMS platform, Harsh led the overall product development, directing three Agile teams to execute a vision that was both ambitious and critical for the well-being of Arizona’s citizens. The project, a collaboration involving ADOH, the Governor’s office, and other key stakeholders, required meticulous planning and execution. Harsh’s leadership was central to ensuring the platform’s success, particularly in integrating third-party solutions and developing a sophisticated case management system.The complexity of the case management system was a defining feature of the project. With multiple financial aid programs available, citizens applied for varying amounts of assistance based on their unique situations. The system was built with a complex business rule engine to accurately adjudicate these cases, following the guidelines provided by the U.S. Treasury for HAF. The engine was further customized to align with ADOH’s specific requirements, ensuring that all applications were processed correctly and efficiently. Implementing Complex Case Management SystemsThe FAMS platform was designed to handle a variety of scenarios, from mortgage payment assistance to utility disconnects. This flexibility was made possible by the robust case management system, which included a series of complex rules and workflows to guide the adjudication process. For example, the system could differentiate between applicants seeking one-time mortgage assistance and those needing long-term utility payment support. This granular level of control was essential for ensuring that each applicant received the appropriate level of support.Additionally, the system featured a dynamic reporting dashboard that allowed ADOH administrators to monitor the status of applications, track fund disbursements, and generate reports for compliance purposes. Harsh’s oversight ensured that these functionalities were not only technically sound but also aligned with the strategic objectives of both ADOH and the broader HAF program. Enhancing User Experience Through Integration and AutomationOne of the major challenges of implementing FAMS was ensuring a seamless user experience, given the complexity of the application and adjudication process. To address this, Harsh led the integration of third-party solutions such as ID.me and SmartyStreets. ID.me was used to streamline the identity verification process, making it easier for users to authenticate their identities without lengthy manual procedures. Similarly, SmartyStreets was integrated to validate address data in real-time, reducing errors and ensuring that the platform could deliver aid efficiently to the right recipients.Harsh also played a crucial role in automating several aspects of the platform, reducing the manual workload for ADOH staff and allowing them to focus on higher-priority tasks. For instance, the system automatically flagged incomplete applications and sent follow-up reminders to users, significantly improving completion rates. These enhancements not only improved the overall efficiency of the platform but also contributed to a better user experience, making it easier for citizens to navigate the complex aid application process. Delivering Tangible Benefits to SocietyThe impact of the FAMS platform on Arizona’s citizens was profound. By the time the platform was fully operational, it had processed thousands of applications, helping countless residents avoid foreclosure and maintain their homes during an economically challenging period. The platform’s success was not just a technical achievement—it was a testament to the power of technology in driving social change and improving people’s lives.Moreover, the system’s ability to handle complex cases, automate routine processes, and provide real-time reporting set a new standard for how financial aid management systems should operate. Harsh’s role in this success cannot be overstated. His strategic vision, combined with his hands-on leadership, ensured that the platform delivered on its promise to support those in need. Navigating the Challenges of Cross-Functional CollaborationThe successful delivery of the FAMS platform required close collaboration between multiple stakeholders, including state officials, technology partners, and community organizations. Harsh facilitated Joint Application Design (JAD) sessions to bring together the ADOH, the client partner, and housing agencies to identify pain points and refine the platform’s features. These sessions were instrumental in shortening development cycles by approximately 25% and increasing the accuracy of release dates by around 20%, ensuring that the platform met the needs of its users effectively.This emphasis on cross-functional collaboration was a key factor in overcoming the many challenges that arose during the project. From navigating regulatory complexities to balancing the needs of different stakeholders, Harsh’s ability to foster open communication and drive consensus was critical to the platform’s success. Recognition and Future PotentialThe success of the FAMS platform has had a ripple effect beyond Arizona. As Harsh and his team continue to implement this solution in other states, the lessons learned and best practices developed by Harsh and his team will serve as a blueprint for future deployments. The project’s impact has been recognized both within the company and by its external partners, highlighting the importance of combining technical innovation with a deep understanding of social needs.Leveraging AI and Machine Learning for Enhanced Aid DistributionBuilding upon his research in AI-driven predictive modeling and bias reduction in financial software systems, Harsh has been exploring ways to enhance the FAMS platform through artificial intelligence integration. His 2024 paper on “The Impact of AI Integration on Efficiency and Performance in Financial Software Development” provides insights into how machine learning algorithms can be implemented to improve the accuracy of aid distribution and reduce processing times. By applying similar principles to those outlined in his work on “AI-Driven Multi-Modal Demand Forecasting,” the platforms like these could potentially incorporate predictive analytics to anticipate spikes in aid applications and automatically adjust resource allocation accordingly. This forward-thinking approach aligns with his published research on reducing bias in predictive models, ensuring that automated systems maintain fairness and equity in financial aid distribution.Future Technology Roadmap and Cloud IntegrationDrawing from his expertise in cloud computing platforms, as demonstrated in his 2020 publication on “Effectiveness and Future Trend of Cloud Computing Platforms,” Harsh envisions a more scalable and resilient version of FAMS that leverages distributed cloud architecture. This aligns with his recent work on “The Impact of Emerging Technologies on Conceptualizing and Delivering New Business Offerings” (2024), which explores how blockchain and IoT technologies could be integrated into financial aid systems to enhance security and transparency. The potential implementation of blockchain technology could provide an immutable audit trail for aid disbursement, while IoT integration could streamline the verification process for property-related claims. These technological advancements, combined with his research on managed ETL platforms for improving data integration efficiency, point toward a future where financial aid management systems can operate with greater automation, security, and responsiveness to community needs.About Harsh VaidyaHarsh Vaidya’s journey in product management is characterized by a passion for leveraging technology to solve complex problems and drive positive change. With a strong background in SaaS cloud solutions and Agile project management, Harsh has consistently delivered innovative solutions that meet both business and societal needs. His work on the FAMS platform is just one example of how he blends strategic vision with hands-on leadership to achieve impactful results. Harsh’s career is driven by a commitment to creating products that not only fulfill market demands but also contribute to the greater good. Looking ahead, he aims to continue leading projects that make a tangible difference in people’s lives, inspiring others in the industry to consider the social impact of the products they develop. His dedication to leveraging technology for social good sets him apart as a leader in the field of product management.
Date
11/23/2024 6:41:43 AM