Tag: Philly First – newsroom

  • Penn’s $520 million renovation of David Rittenhouse Lab is one of Philly’s largest construction projects

    Penn’s $520 million renovation of David Rittenhouse Lab is one of Philly’s largest construction projects

    As real estate development in Philadelphia slows, the most expensive project on the horizon is a state-of-the-art laboratory and classroom building set to replace a mid-century structure that lacks central air-conditioning.

    The $520 million redevelopment of the David Rittenhouse Laboratory at 209 S. 33rd St. will raze two-thirds of the existing structure.

    A seven-story, 325,000-square-foot replacement, dubbed the Penn Discovery Commons, will be built in its place.

    The David Rittenhouse Laboratory has housed the math and the physics and astronomy departments since 1954. While the building has been the setting for multiple Nobel and Breakthrough Prize discoveries, university leaders now consider it outmoded.

    “Those young, amazing experimenters are doing their work in this terrible, dilapidated old building that’s just not fit for purpose,” said Mark Trodden, dean of the School of Arts & Sciences, who has had an office in the building for over 17 years.

    Penn has been considering replacing the existing Rittenhouse Lab building for 10 years, with the Daily Pennsylvanian first reporting on redevelopment plans in 2024. The new structure is designed by Los Angeles-based CO Architects, which is known for West Coast eds and meds designs, along with local partner Ewing Cole.

    The project comes amid a challenging time in higher education, as Penn and other universities have faced funding cuts from the Trump administration. Last year, the West Philadelphia Ivy League school instituted a hiring freeze and other economies as a result.

    Penn is still moving forward with a variety of major real estate projects from a new wrestling facility to a new theater addition to the Annenberg Center for Performing Arts.

    But the new Penn Discovery Commons — and its more than half-billion dollar price tag — is the largest single project in the university’s pipeline and for the city in the coming years.

    It eclipses the $450 million TerraPower Isotopes factory at the Bellwether District in South Philadelphia. The only larger project in Philadelphia is the Children’s Hospital of Philadelphia’s $2.5 billion new patient tower, which will be completed in 2028.

    Why a new building is needed

    David Rittenhouse Laboratory was built in phases, with the core constructed in 1954. It was Penn’s first new development on its main campus since the Great Depression and was seen as a sign of the university’s dedication to the city.

    The original redbrick 1954 building predates central air-conditioning and is cooled by window units.

    The redbrick portion of the existing building will be demolished.Jake Blumgart

    “It’s temperature control doesn’t work,” Trodden said. “The laboratories do not have the right structure or capabilities to do modern science. It’s just a very inhospitable place to work.”

    Penn looked into renovating this portion of the existing building, but it rivaled the cost of new construction. So the redbrick portion with the David Rittenhouse Labs’ current main entrance on 33rd Street will be demolished.

    “Many buildings built post World War II, particularly with government funding, were built relatively quickly, and they aren’t as durable,” said Mark Kocent, Penn’s university architect. “A lot of universities like us have these buildings from the 1950s and 1960s that were not well built.”

    An expansion followed in 1967, which features the space-age addition that fronts much of the block of Walnut Street between 33rd and 32nd Streets. It was designed by Carroll, Grisdale & Van Alen, a renowned modernist firm that also designed the Pennsylvania State Office Building at 1400 Spring Garden St.

    That over 80,000-square-foot portion of the David Rittenhouse Labs, built with cast-in-place concrete and brown brick, will remain and become part of the new Penn Discovery Commons.

    The 1967 expansion, seen here, will be incorporated into the new building.Jake Blumgart

    The decision to keep this architecturally distinct piece of the building will save money and reduce the project’s environmental impact.

    “The most sustainable building is an existing building, and so we evaluated this pretty carefully and [decided to preserve part of the existing building] both due to cost and sustainability and less time to tear everything down and rebuild,” Kocent said.

    Discovery Commons’ redesign also adds natural light and replaces confusing-to-navigate hallways. It will include features like a green roof, stormwater management, and increased energy efficiency.

    The new building will have 15% more research laboratory space than the current structure, and 57% more space devoted to classrooms and teaching labs.

    This interior rendering of the new building planned by Penn shows all the natural light that the new design will allow, in contrast with the existing David Rittenhouse Lab.CO Architects

    The university plans to add space for socializing outside the classroom, with the hope of fostering the kind of spontaneous interactions that spur creativity and collaboration.

    “There is this idea of scientists as the lone genius that sits in their lab or office and dreams up these wonderful ideas,” Trodden said. “Most of modern science looks nothing like that at all.”

    What’s now one floor of public space will become three stories, dubbed The Nexus, which will serve as the main entrance and a connection between the research and academic sections of the new building.

    Kocent, who trained under renowned Penn architecture professors Denise Scott Brown and Robert Venturi, says that encouraging socialization and unstructured interaction is in keeping with their ideas.

    “Denise would often say the next Nobel Prize wasn’t necessarily going to be figured out at the lab bench; it was going to be figured out at the coffee shop at the end of the hallway,” Kocent said.

    Faculty concerns about research disruption

    The seven-story Vagelos Laboratory for Energy Science and Technology just to the east, which features similar environmentally conscious design, opened in 2024. It is 112,500 square feet and cost $173.5 million to build (or $1,540 a square foot).

    Replacement of the Rittenhouse lab will cost $1,600 a square foot. Penn’s development team says that prices haven’t spiked dramatically — despite the current inflationary environment — because the preservation of the 1967-portion of the building is helping to manage costs.

    The cost is also held down because the Penn Discovery Commons contains a lot of classroom space, which is cheaper to build.

    The university plans to begin relocating the building’s tenants at the end of next year, with demolition beginning in spring 2028. Construction would take about three years, with the goal of Penn Discovery Commons being open by Sept. 1, 2031.

    A rendering of the new lab, looking to the northeast. None of the preserved Walnut Street-facing facade can be seen here.Co Architects

    The Daily Pennsylvanian reported earlier this year that some faculty based out of the David Rittenhouse Laboratory worry that relocating their lab space twice in four years could “decimate research.”

    Trodden says that he understands the faculty’s concerns and that the university is committed to taking care of their needs.

    “Everyone is rightly anxious about how this will work in practice,” he said, “but there’s a lot of thought going into it, and a lot of care being taken about individual people’s research needs, and the needs of departments.”

  • Amy’s Pastelillos won a partnership with the Sixers worth $250,000. Here’s what it’s doing

    Amy’s Pastelillos won a partnership with the Sixers worth $250,000. Here’s what it’s doing

    Every week, Amaryllis “Amy” Rivera-Nassar hand-shapes and deep-fries around 2,000 pastelillos at her Fishtown takeout joint, Amy’s Pastelillos.

    Rivera-Nassar opened the bright pink storefront at 2001 Memphis St. in 2024 after spending years as the neighborhood’s “pastelillo lady,” selling the Puerto Rican turnovers — filled with classic chicken stew, guava BBQ pork, and truffled mushrooms, among others — via pop-ups. But 2026 is the year things really started to click.

    Amy’s landed a spot on The Inquirer’s The 76 at the end of 2025, and in February, the store saw a surge in business surrounding Bad Bunny’s Super Bowl LX performance.

    The only hitch: Rivera-Nassar says she’s running out of room to keep up. Her kitchen barely has enough space for two burners, two fries, a pair of fridges, and an oven.

    “It’s like a little tiny shoebox. We do so much with so little,” Rivera-Nassar said.

    Luckily, Rivera-Nassar now has a big team in her corner: This week, the Philadelphia 76ers and Bank of America announced that Amy’s Pastelillos won the Enrich Program competition, making the takeout shop an official Sixers partner for the upcoming NBA season.

    A spread of dishes including pastelillos at Amy’s Pastelillos, now an official partner of the Philadelphia 76ers for the 2026-27 NBA season.Monica Herndon / Staff Photographer

    The prize package is valued at approximately $250,000, and includes a year of marketing support, business consulting, and strategic networking from both Bank of America and the Sixers. As an official partner, Amy’s Pastelillos brand will be promoted to 76ers fans through a mix of TV, social media, and radio ads, plus appearances.

    The opportunity, Rivera-Nassar said, couldn’t have come at a better time.

    “I had been spending all year trying to secure support and funding for my business, and had been getting constant ‘nos,’” she said. “I just can’t believe that we won.”

    Amaryllis “Amy” Rivera-Nassar, owner of Amy’s Pastelillos, found out her business was an Enrich Program winner during Game 4 of the Sixers playoff series against the Boston Celtics at the Xfinity Mobile Arena.Courtesy Philadelphia 76ers

    Bank of America and the Sixers started the Enrich Program during the 2020-21 basketball season as a way to uplift small, local, and underrepresented business owners in and around Philly. Previous winners include East Falls coffee shop Thunder Mug Cafe and the late Charisse McGill’s Lokal Artisan Foods, the brand behind the popular French toast bites stands previously located at Spruce Street Harbor Park and the Christmas Village.

    The program is competitive: 175 businesses applied earlier this spring, a Sixers spokesperson said via email. After submitting an application detailing their growth plans, selected business owners must pitch Bank of America and Sixers executives. Enrich’s two other finalists, the Northern Liberties gift shop Laser Philly and the popular Kensington gelato shop Cloud Cups, also received $10,000 cash prizes.

    “Amy’s story stood out to us,” the Sixers spokesperson said. “Her vision extends beyond the restaurant itself — she is passionate about creating a space where Philadelphians can experience and connect with Puerto Rican culture and community. That combination of entrepreneurial growth [and] cultural purpose … made Amy’s journey one we were excited to support.”

    Amaryllis “Amy” Rivera-Nassar holds three pastelillos from the menu outside her restaurant, Amy’s Pastelillos. She estimates the storefront sells just under 2,000 Puerto Rican turnovers per week.Monica Herndon / Staff Photographer

    Rivera-Nassar attributes at least some of Amy’s lasting boom to the power of Bad Bunny’s halftime show, which catapulted Puerto Rican culture into the mainstream.

    “We did 700 pastelillos in two hours for just Super Bowl parties alone,” she said. “But the aftermath was super-exciting. A lot of people were like, ‘Oooh, Puerto Rican food’ and really wanted to explore the culture.”

    Rivera-Nassar believes the support from Bank of America and the added visibility from the Sixers can help Amy’s expand to a larger off-site prep kitchen — even if she can’t bear to leave her bright pink storefront.

    “I’m attached. It’s my baby,” she said, at the same time acknowledging that, space-wise, “we’ve hit our ceiling.”

    Amaryllis “Amy” Rivera-Nassar works in the kitchen at Amy’s Pastelillos. Now an Enrich Program winner, Rivera-Nassar is hoping to expand to a larger, off-site prep facility.Monica Herndon / Staff Photographer

    Rivera-Nassar is most excited to see her business’ name in lights inside the Xfinity Mobile Arena. She learned about winning the Enrich prize while sitting courtside with her 10-year-old daughter at Game 4 of the Sixers playoff series against the Boston Celtics.

    “I was already overwhelmed by the fact that Tyrese Maxey and [V.J.] Edgecomb were right in front of us. And then the Sixers reps came out and congratulated me,” Rivera-Nassar said. “I was floored.”

  • Jalen Hurts donated $600,000 for AC at Philadelphia’s largest high school

    Jalen Hurts donated $600,000 for AC at Philadelphia’s largest high school

    Jalen Hurts was watching morning TV three years ago when he saw something that stopped him in his tracks.

    “I was very blown away by school not being canceled for snow, not for a hurricane or tropical storm, but for lack of AC,” the Eagles star quarterback said Tuesday.

    So Hurts went about doing something to fix that.

    On Tuesday, he stood on Northeast High’s stage to announce his foundation was putting up $600,000 to air-condition the school’s auditorium.

    The timing was good: Although temperatures were in the high 60s when Hurts made his announcement, it was sweltering in the auditorium, with more than 1,000 students, teachers, and dignitaries in the room. Sweat ran down the faces of members of the marching band toting heavy instruments and cheerleaders in long-sleeved uniforms. Mayor Cherelle L. Parker cooled herself with a small personal fan.

    When Hurts watched that TV spot, about half of the district’s schools were not air-conditioned. Hurts’ largesse has helped get the number down, but 52 schools — about a quarter of district buildings — still lack air-conditioning.

    Hurts, on Tuesday, said he wanted to move the needle more for Philadelphia schools.

    “Let’s get it to zero,” Hurts said of the number of schools without air-conditioning. “I want to get it to zero.”

    Northeast High School watch from their classroom – with a window air conditioning unit – as Eagles quarterback Jalen Hurts leaves Tuesday, Sept. 15, 2026 following his appearance there to give the school $600k for an a new cooling system.Tom Gralish / Staff Photographer

    Asked why he was turning his attention to city schools, Hurts said he was influenced by his educator parents and the people who made a way for him.

    “It’s about service and showing up for those around you,” the quarterback said.

    Northeast High had window units cooling classrooms prior to Hurts’ announcement, but the auditorium, a hub of the school and the community, was tough to use in the spring and summer months, said Andrew Lukov, the school’s principal.

    “This changes everything for us,” Lukov said.

    A beaming Parker, who made sure to lead the adoring Northeast crowd in an E-A-G-L-E-S chant, spelled correctly, led the crowd in giving Hurts a standing ovation.

    “Jalen, on behalf of the entire city of Philadelphia, we say thank you for your gift,” Parker said. “You will have an impact on more than the 3,400 students who attend this school on a daily basis. You’ve also done something even more important: You’ve used your time, your treasure, and your celebrity to assist a constituency who will never be able to walk in your shoes.”

    Eagles quarterback Jalen Hurts as he appears at a rally in the auditorium at Northeast High School Tuesday, Sept. 15, 2026 to give the school $600k for an air conditioning system. With him onstage in the auditorium Northeast principal Andrew Lukov, School Superintendent Tony B. Watlington, Sr. and Mayor Cherelle L. Parker.Tom Gralish / Staff Photographer

    It feels a little surreal that a major space in an important school lacks adequate climate control in the United States, said Mekhriyona Ilkhomova, a Northeast senior whose speech earned a broad smile and a hands-over-heart gesture from Hurts.

    Hurts’ donation matters, not just because of the money but because of who he is, said Ilkhomova, a standout student and athlete.

    “It reminds us students of what we can become,” she said, “and what we can give back after becoming.”

    The state of the cool

    District officials had promised the entire system would be air-conditioned by 2027; the system appears off track to reach that goal.

    While Northeast is getting an upgrade, 52 schools lack air-conditioning.

    When temperatures are forecast to hit 85 degrees or higher by noon, those 52 schools are dismissed early. If the weather forecast calls for temperatures of 85 or higher before 9 a.m., those schools are closed for in-person instruction and remote learning days are called.

    That means unequal experiences, with students in some schools not missing instructional time when it’s hot, and those in a quarter of schools subject to interrupted schedules.

    School Superintendent Tony B. Watlington, Sr. (right) greets Eagles quarterback Jalen Hurts as he appears at a rally in the auditorium at Northeast High School Tuesday, Sept. 15, 2026 to give the school $600k for an air conditioning system. At left is Kathryn Epps, president & CEO, The Fund for the School District of PhiladelphiaTom Gralish / Staff Photographer

    Four weeks into a new school year, Philadelphia has had two heat-interrupted days at the 52 schools.

    Cooling the remainder of the 52 schools is not as simple as buying air-conditioning units: Many old buildings lack adequate electrical systems to support whole-school cooling.

    Those projects are complicated.

    An HVAC project at Kensington High went awry this summer, triggering asbestos issues that forced students and staff to relocate for the rest of the calendar year.

  • Better communication skills and ethical use of AI: How NBME’s new CEO sees the future of medicine

    Better communication skills and ethical use of AI: How NBME’s new CEO sees the future of medicine

    The National Board of Medical Examiners has named Suzanne Anderson the next CEO of the Philadelphia-based nonprofit that develops exams for medical licensing.

    She will succeed Peter Katsufrakis, who has led the organization since 2017, the board announced Monday.

    Anderson, who starts in October, will help steer the organization as the skills and competencies needed to practice medicine evolve. The organization creates the United States Medical Licensing Examination and other tests for medical students and resident physicians.

    Anderson anticipates greater emphasis on communication skills, the ethical use of AI, and what happens outside of the clinic setting.

    “Without having these assessments that ensure that people are developing the skills that they need, we wouldn’t have as high-quality a workforce as what we want in healthcare,” Anderson said.

    Anderson most recently served as regional president of SSM Health Wisconsin, a not-for-profit health system. She has also been involved in the National Board of Medical Examiners for the last 20 years, chairing the board and volunteering on committees.

    The Inquirer spoke to Anderson about the future of medicine in an interview lightly edited for length and clarity.

    What is your vision as the incoming CEO?

    My entire career, I’ve been really focused on the patient experience, quality and safety, and effective operations. The priorities for NBME will be to continue to innovate — because things are changing so rapidly — in order to continue to meet the needs of health professionals.

    That’ll mean focusing on competencies in addition to medical knowledge. Things like critical reasoning, communication, professionalism, and other competencies ensure that we have high-quality healthcare professionals.

    How have the exams evolved?

    Communication skills, as an example, are something that NBME is focused on and has new assessments to address. The goal is to help people have better communication with their patients and families.

    There are specific components of communication skills, in terms of creating a connection to the individual that you’re communicating with and communicating clearly in language that everyone can understand. It’s empathy.

    Are there any other trends that you’re seeing in how future doctors are tested and trained?

    One obvious trend is how AI will inform the development and assessment of skills. NBME has focused a lot on how we can use AI to support the human actions involved in providing human-centric care, as well as on the ethical use of AI.

    When professionals are presented with information from AI, how do they evaluate it critically and ensure that they’re getting the right information to support particular circumstances? And then, also, how can NBME use AI to help streamline the examination development process?

    What does the future of medicine look like?

    The future of medicine is going to be highly collaborative, with health professionals across all disciplines working together to meet people’s needs. There’ll also be more focus on what happens in the home.

    How do we help professionals work with patients outside of the normal office setting or hospital setting? You see it on the consumer side with wearables and having much more information at your fingertips that can help support the care that’s provided to you in more formal settings.

    How do you feel about becoming the next CEO?

    It’s an organization that is already performing at a very high level, and I’m just excited to be able to continue to help advance the mission.

  • Ex-Philly Fed chair is back at Wharton and on a quest to save the world financial system

    Ex-Philly Fed chair is back at Wharton and on a quest to save the world financial system

    U.S. borrowing is at record levels, interest rates are up, and Social Security is running low on cash. Yet new Federal Reserve Chairman Kevin Warsh has offered investors little information on whether the Fed will boost interest rates and fight inflation, or cut rates to feed growth.

    As a past president of the Philadelphia Federal Reserve Bank, Patrick Harker sat in and sometimes voted at Fed Open Market Committee meetings that decided interest rate targets under Warsh’s predecessors from 2015 to 2025. He says it’s important for Fed leaders to speak clearly.

    An engineering Ph.D. who grew up in blue-collar Gloucester City, Harker spent the previous 15 years, first as dean of the Wharton business school at University of Pennsylvania, then as president of the University of Delaware, before he was chosen to run the Philly Fed by the search committee he headed after others declined the job.

    Harker finished his second five-year Fed term in June 2025 and reported back to Wharton the next day as a professor. He says he has been putting what he learned there to use.

    This interview has been edited for clarity and brevity.

    How did you align while you were with the Fed?

    People at the Fed asked: Was I a hawk, leaning toward higher rates to fight inflation? Or a dove, leaning toward lower rates to support jobs? I’m an eagle, loyal to this country. I’m for doing what the economy requires.

    I’m where the vast majority of Americans are: They’re sick of ideology. It gets us nowhere. It drives countries to ruin. That’s never been us.

    We are a pragmatic people. Let’s do reasonable stuff.

    Are you worried digital finance will spin out of control?

    My particular interest is around operational risks caused by technology. Those come in different flavors:

    • Concentration risk: Just a few key firms — Amazon, Microsoft — providing a lot of the financial infrastructure.
    • Model risk: Everyone using the same AI models. Some of my colleagues have found that if AI models set prices, they will collude [to illegally boost prices at consumers’ expense]. They will do the same with loans.
    • Fraud risk: Faster payments equals faster fraud.
    • Market risk, credit risk, and operational risk: We are looking down into the bowels of the systems moving the money and at cyber hygiene.
    Will hedge funds’ use of insurance companies to make risky private credit loans fuel the next financial crisis?

    If you pull one thread, will it start to fall apart? At the Fed, I was a bank supervisor. I worried about it. I still worry.

    It’s not big enough yet to threaten the system [as mortgage losses did in 2008]. But the ‘private’ asset risks eventually all filter back to the regulated institutions.

    I said that at a dinner of people in the private credit industry. They said, ‘We know what we are doing!’ They do; the first people in always know what they are doing.

    But there’s only so much talent. And now you have people on the fringe taking bigger and bigger risks. And again all hell will break loose, and everyone will have to deal with it. It will go beyond the skill set of the industry.

    At the Fed you wrote about radical changes in the workforce. Will AI kill jobs? Do we still need immigrants?

    You know Jevons Paradox? Technology puts people out of work, then becomes so cheap, demand for that technology explodes, and so do the jobs providing it.

    Will AI improve productivity? It better. Our birth rate is not replacing ourselves. Our immigration policy has flatlined.

    It’s the most basic rule of economics: If you want more output, you either get more workers, or better machines.

    I’m more worried that in the United States, we are really bad at helping people make transitions to new kinds of work. A kid will figure it out. But if you’re 40 or 50, what do we do with you? No one cares; you can understand their anger.

    Can Congress fix Social Security and the deficit?

    I’m less worried about Social Security because politicians know they can’t get reelected without solving the problem.

    With the deficit, they keep kicking the can down the road. It really depends on healthcare, a very large part of the U.S. budget. Economists are starting to talk about the Fed losing the ability to set rates [because it is too busy] keeping Treasury’s financing costs down. When debt gets too high, you can’t avert default.

    After the Supreme Court said the president can’t fire Fed officials, you wrote about the Fed’s ‘fragility’ on LinkedIn. How did readers respond?

    A lot of people want the Fed to be independent.

    Fed independence is not a slam dunk. And the Fed’s independence is only around monetary policy. Congress is free to change the bank regulations.

    So you have to earn that independence every day. And you have to defy the administration sometimes because it’s the right thing to do.

    I worry about the new chair [Kevin Warsh, who has promised to comment less than his predecessors]. The Fed needs to communicate more. Very clearly.

    In this country, we’ve all gone into our own herds, we don’t listen to the other side. But if there’s a vacuum in communications, someone else will fill it with their narrative instead of yours.

    You protect credibility the institution built over decades by explaining yourself.

    What can you make happen now that you’re back at Penn?

    I’m a tenured faculty member. I put together an MBA class. I’m publishing academic journal articles on fraud in payment systems. I had to dust off my quantitative brain.

    I’m director of academic engagement for Penn Washington. We work with faculty, bringing fact-based, objective content like Kent Smetters’ Penn Wharton Budget Project and Olivia Mitchell’s work on pensions and Social Security to Washington. They aren’t lobbying. They don’t tell anyone what to do. You want to do this; here’s what it costs.

    And I’m joining Itay Goldstein at the Wharton Future of Finance initiative.

    Patrick Harker outside the Wharton School, 2026.The Wharton School
    Billionaire investor Marc Rowan is at the center of your interests. He led a fight to change Penn’s leaders; he backed the Wharton Budget Project, and his Apollo led the private-equity charge into private-credit and insurance.

    What motivates him I’m not sure, but he loves this place. His father died when he was here, and the school stepped up with financial aid, he doesn’t forget that.

    What do you miss about the Fed?

    One of the great privileges of the Fed, when you go to the Open Market Committee, there’s no personal electronics. For two days you have nothing to do but seriously think about what everyone else is saying.

    Even if you disagree, it’s in a very professional way. To the public, Washington can look like a big food fight. But at places like the Fed, there are people seriously dedicated to their job.

    Are you worried for your grandchildren?

    There is hope. People worry everything’s gone nuts; we’re leaving the young people with a giant bill. And a political system that is seemingly broken.

    People peddling crazy ideas understand the brain very well: Push these panic buttons. But to quote [former President Richard] Nixon, there is a silent majority who want to have a better life. Not to fight culture wars.

  • Aramark forged a partnership with Penn Medicine for more affordable employee health benefits

    Aramark and the University of Pennsylvania Health System launched a partnership this year to offer the food service giant’s Philadelphia-area employees healthcare in a test of a new model for reducing costs.

    Aramark employees who choose the benefit option, called the Penn Medicine Premier Plan, face no deductibles and lower copays when they and their dependents use Penn doctors and facilities.

    The move by Aramark into what is called direct contracting comes as employers are contending with years of surging healthcare costs. It’s an example of experimentation designed to slow spending growth in spending and perhaps improve quality, experts said.

    “We certainly would like to save money on the model, but its primary focus is to make benefits more affordable” by getting lower prices than it would get by going through an insurer, said James Startare, Aramark’s vice president for benefits.

    The model is called direct contracting because Aramark negotiated prices and other terms of the contract directly with Penn, instead of relying on an insurer to negotiate prices.

    It’s Penn’s first such contract and the first large-scale direct contract in the Philadelphia region. Aramark talked with other systems in the area, but Penn emerged as the partner willing to enter into the experimental contract. Penn described the deal as a multiyear contract ultimately expected to roll over from year to year.

    Aramark didn’t provide details on savings, but its goal was to negotiate prices that are lower than those it would pay though a benefits administrator, such as Aetna.

    By eliminating deductibles that function as a barrier to care, the plan is expected to encourage primary care visits. This could reduce long-term costs by catching patients’ health problems early.

    For health systems like Penn, such contracts offer a chance to increase market share, streamline payments, and hone their ability to manage the health of a population.

    The Penn Medicine Premier Plan features no deductibles and lower copays when Aramark employees and their dependents use Penn doctors and facilities. Harold Brubaker / Staff

    Aramark’s move into direct contracting

    Penn is Aramark’s third major direct contracting partner.

    Employers, even those like Aramark that are self-insured, typically rely on an insurer’s negotiated prices.

    With the new direct contract, an Aetna administrative unit still processes the claims for Aramark, and patients who go outside Penn for care use the Aetna network.

    Aramark launched its first such contract in 2024 in Dallas and expanded to Chicago last year, each time getting a strong employee enrollment, though it took two years in Chicago, Startare said.

    In the Philadelphia region, 35% of eligible employees (those who work 30-plus hours a week on average) have chosen the Penn plan, which took effect Jan. 1, Startare said. That amounts to 800 employees.

    Coincidentally, the health contract started at the same time as Aramark’s contract to manage food and other services at Penn Medicine facilities, but the two deals were not linked.

    Employees who were moving to Aramark with the food services contract were worried about losing their Penn benefits, said Megan Lieberman, a patient services manager at Chester County Hospital who was among those who became an Aramark employee.

    But the Penn Premier Plan was very similar to what they were used to. “It was definitely a huge relief to know that we got to hang on to those benefits,” Lieberman said.

    A separate contract covers pediatric services at Children’s Hospital of Philadelphia for Aramark employees and their families.

    Next year, Aramark plans to take direct contracting into central New Jersey, but did not name the system it’s using there.

    What’s in it for Penn

    The Aramark contract is an opportunity to focus on “chronic disease management, preventive care, cancer screenings, things like that” for a specific group of 1,400 patients who are motivated to stay within the Penn system, said Mark Angelo, Penn’s chief medical officer for population health.

    A key goal is to reduce the deductibles, copays, and prior authorizations that can slow access to preventive care. The model is designed to take care of people before they end up in high-cost places like the emergency department or hospital, Angelo said.

    Keeping more patients within Penn is expected to result in savings because of better care coordination and fewer repeated tests, Angelo said. Penn Premier plan members can seek care outside of Penn, but it will cost them more out-of-pocket.

    As it is, the typical Penn patient also uses other health systems for some services, said Roy Schwartz, Penn’s vice president for payer strategy.

    “Sometimes it’s the right choice, sometimes it can fragment their care,” Schwartz said. “There should be savings just simply coming from having integrated, coordinated care at a place like Penn.”

    Penn does not yet have much of its own data on Aramark employees, but indications from Aramark are that the plan’s members were using more Penn services in the first six months, Schwartz said. “It was not just patients who were using Penn anyway for pretty much everything.”

    Penn and Aramark officials plan to meet regularly to review results and consider modifications. “We’re hoping this works out well for everybody because we’d love to do some more of these,” Schwartz said.

    Momentum behind direct contracting

    Employers nationally have long contracted directly with doctors and health systems for specific procedures, like joint replacements, cancer care, and heart surgery. For years, they’ve also paid directly for primary care through on-site clinics.

    Aramark’s move to an all-encompassing healthcare plan with a single provider fits into a newer trend gaining momentum nationally. Investors have created platforms like Cost Plus Wellness, Mishe Health, Nomi, and Transcarent to help health systems implement direct contracts.

    Northwell Health, a major health system in New York and Connecticut, started a for-profit subsidiary called Northwell Direct and now has more than 70 contracts that cover more than 300,000 people.

    Northwell Direct’s biggest contract covers 100,000 building service workers in the New York area and their dependents. It took effect this year and is expected to save 20% in the first year.

    Big savings to start are not guaranteed.

    “They may not go into it with a lower cost, but they’re going to go into it with better access, better quality for their employees, and what they’re finding is eventually those lower costs will come,” said Jenny Goins, chief of staff at the National Alliance of Healthcare Purchaser Coalitions.

    The Washington nonprofit is putting together a direct contracting advisory council to help more employers to do what Aramark is doing, Goins said.

    The model is not expected to replace traditional coverage anytime soon in the Philadelphia region.

    “It is not for everyone, and it does take effort and coordination on the part of the employer,” said Tom Belmont, CEO of the Greater Philadelphia Business Coalition on Health. “Also, some health systems are ready for the discussion, while others are not.”

  • Meet the South Jersey business making food carts for Jersey Shore vendors and Disney World

    Meet the South Jersey business making food carts for Jersey Shore vendors and Disney World

    In a country-industrial stretch of Hammonton halfway between Philadelphia and Atlantic City sits a concrete-block maze of machine shops, where workers have built thousands of stainless-steel hot-sandwich and coffee carts and catering trucks.

    This is the one-story home of Custom Mobile Food Equipment, which for 74 years has built these customized portable kitchen-storefronts of varying sizes, and kept them on the road with extra helpings of customer support. They roll onto Jersey Shore boardwalks and Center City street corners, at weeklong public festivals and private events across America, and in fancy resorts and on military bases abroad.

    It’s a South Jersey fixture, with Camden roots and deep Philly ties.

    “We started small,” with hot dog carts cut to fit, not block, city sidewalks, said Custom vice president David Kyle. He said his family helped Philadelphia officials write the city’s street vendor ordinances, and made sure the carts fit.

    Custom has outlasted food fashions and changes in the ways workers lunch. Kyle said he’s confident the enterprise will outlast recent inflation, global competition, and import tariffs: “A lot of our business is repeat business, and the big names we go after,” he said during a tour of the plant. “People rely on us to turn out a product that will last.”

    From pony-cart produce to theme-park fixture

    Lehigh Valley-based Wild Bill’s Craft Beverage Co. serves its old-fashioned sodas from kegs mounted in Custom vehicles of several sizes. They sell drinks at crowded motorcycle rallies in Gettysburg and Sturgis, S.D., the Ohio State Fair, the Great State of Maine Air Show in Brunswick, San Diego Comic-Con, and Schuylkill regattas.

    “These are high-end, unique stands. We have 60 of them. We add a couple a year,” said Wild Bill’s chief executive, Mike Quilty. “One of our franchisees in Utah just drove one of Custom’s self-propelled Ford barrel wagons to Vancouver.”

    To make trips like that, the equipment has to be built well, Quilty said, noting Custom’s “unlimited support” for when technical issues arise, which doesn’t require buying a service contract.

    Custom’s late founder, William Sikora, developed the catering truck in the early 1950s as a kitchen on wheels installed on a Detroit-made chassis. Sikora as a grade-school kid in Camden had sold vegetables from a pony-drawn cart, then opened a grocery. He bought apartment buildings and diners, and became a top officer of First Peoples Bank.

    Walking room to room past heavy presses and cutters on the Hammonton shop floor, Sikora’s grandson Kyle said 40 workers build more than 100 pieces of equipment a year — food trucks, trailers, catering wagons, specialty equipment with kitchen-sized stoves, refrigerators, freezers.

    “We’ve sold to Disney World and SeaWorld, Sesame Place, and U.S. bases in Japan,” Kyle said on a muggy midsummer morning as room fans, metal-forming machinery, and new-cart test motors whirred. “We have 18 projects going right now.”

    Custom built 32 commercial kitchens on caster wheels for Carnival Cruise Line’s Calypso Lagoon in the Bahamas, which opened last year, with rounded bull-nose counters instead of sharp industrial edges to accommodate peak work flow.

    Paul McIlvaine, an electrician, works on the interior of a Chickie & Pete’s food cart at Custom Mobile Food Equipment, in Hammonton, Tuesday, July 21, 2026.Vernon Ogrodnek / For The Inquirer

    How much does it cost to launch a kitchen cart?

    Today, Custom’s basic Model 525 carts retail for around $6,500. For that sum, plus storage, food, fuel, and licensing costs, “you’re in business serving food,” said Kyle.

    “It’s rewarding, you get to meet so many kinds of people,” he added.

    New catering trucks start at more than $125,000, like a high-end camper.

    All the carts and trucks are built from stainless steel sides, stamped with Custom’s distinctive elongated-diamond pattern over tubular steel framing. The company uses multiple steel suppliers, including Allegheny Ludlum Steel Corp. in Pittsburgh. It was harder to find domestic steel when the U.S. auto industry demand was stronger, Kyle said. But now materials costs are much higher, often in response to higher tariffs.

    “We try to use built-in-USA [materials], but some stuff you cannot get here,” Kyle said. Robertshaw Controls, for example, makes the only burner controls that fit Custom’s standards. They moved the operation to Mexico from Texas, so Custom now imports them.

    Cart metal is just one inflating cost vendors face, said Christian Subashi, second-generation owner of Loudogs hot-dog carts in Sea Isle City. Refrigerators were 50% cheaper before last year’s new tariffs, he said, and sausage prices have “gone through the roof.”

    Kyle said his company’s hot-dog cart price “has gone up $1,000 or $2,000 in 10 years,” lower than the general inflation rate. “We have to absorb some. It’s how you do business,” he said. He’s confident steel prices will stabilize eventually.

    The future of food carts

    The company has no plans to automate, Kyle said. “All our products are custom built — handmade and hand-fabricated. No two carts are exactly alike,” he said, noting that the company also retrofits and rehabs units as needed. “They can last forever.”

    “Our pricing is more, but it lasts longer than assembly-line stuff coming in from Mexico or China at low cost.”

    One once-robust market that has all but evaporated is carts for vendors who work construction sites. Custom employed over 100 during the building boom of the late 1990s. The company built a catering truck a day, on average, back then; now it’s closer to one a week.

    “Wawa and DoorDash are delivering deli trays to jobs sites now. And Wawa has built out so many stores in their area, guys can just leave the job and run to Wawa. So that business is down for us,” said Kyle.

    The focus now is on larger orders that can be built more efficiently. Plus it’s gotten harder, Kyle said, to hire skilled craftsmen.

    Local buyers of carts and trucks include Shore ice cream and water-ice vendors, as well as the food vendors that sell at breweries, thanks to the New Jersey’s restrictions on breweries serving food

    But Custom is also very much “a national brand,” said James Evans, who runs the food-truck division for Ocean City-based Manco & Manco Pizza, including eight Phillies stadium locations.

    Like Custom, Manco is a third-generation South Jersey business, and Evans said he wouldn’t have gone anywhere else to build stadium-ready trailers. The two firms cut a deal last February for Custom to build an initial “food truck you can drive, available for private parties, corporate functions, MLB events, anywhere we can take a truck.”

    The first was delivered in July, with four propane-fueled Baker’s Pride deck ovens “to cook our pizzas to Manco standards.”

    Custom faces a string of manufacturing challenges with any order, Kyle said.

    But from Manco’s perspective the passage of his project from plan to delivery “was seamless,” said Evans.

    “As we morph into their larger trucks, we will add wings and tenders,” he said. “If everything in business and life went that easy, it’d be great.”

  • Was the World Cup good for Philly’s economy? The early signs are in

    Was the World Cup good for Philly’s economy? The early signs are in

    Prior to the kickoff of the World Cup, the organizers of the city’s events projected the soccer tournament would bring $770 million to Pennsylvania in gross revenue.

    Yet, George Diemer, a sports economist at Temple University, said those in his field tend to be skeptical of pre-event projections. Organizers “have an incentive to blow the numbers up,” he said.

    Midway through the tournament, the Economy League of Greater Philadelphia estimated that $30 million to $90 million would actually stay in the city. The economists factored in metrics such as leakage, when a share of money spent goes to national organizations instead of staying local. The current analysis, done after the tourists have left, leans “toward the lower end of that range,” said Saloni Tandon, director of research and analytics at the Economy League, the region’s independent civic think tank.

    “Even if it goes up, it feels like our estimation is likely to stay in the tens of millions, rather than cross into the range of hundreds of millions,” said Tandon.

    The cleat-kicked dirt is still settling, and Tandon said conclusions will continue to change as more data comes to light. The city is looking for a consultant to craft a postmortem analysis on the year’s largest events’ economic impact.

    Here is what we know so far.

    Hotels and short-term rentals made more money

    Center City hotels made out well, as almost 410,000 fans from more than 190 countries flocked to Philadelphia to watch the six matches at Lincoln Financial Field.

    The Philadelphia Convention & Visitors Bureau data say on the dates of the six soccer Philadelphia matches, hotels saw a 50.3% increase in revenue compared to those same dates in 2025.

    Using that data, however, Tandon calculated that Center City hotel occupancy on the game days increased around 3% — modest gains. Much of that revenue increase was thanks to higher per-night pricing by the hotels due to the special event.

    A 3% occupancy increase doesn’t validate “a massive spike in terms of tourism,” Tandon said.

    Ethan Conner-Ross, executive vice president of consultancy firm Econsult Solutions Inc., noted that hotels may have lost some business to short-term rentals, with “people finding a different way to stay based on their needs,” he said.

    An Airbnb spokesperson said the World Cup was the biggest hosting event in the company’s history in all host cities.

    For short-term rentals in Philadelphia, revenue reached $38.3 million over the tournament window — up 25% from the same period last year, according to AirDNA, a research company that tracks the short-term rental market.

    But that gain was almost purely pricing — with $7.5 million of the $7.8 million increase coming from higher rates. Translation: hosts drove revenue by increasing prices rather than filling more nights. Occupancy dropped in 12 out of 16 host cities compared to the same period last year, including Philadelphia, as supply outpaced demand.

    Fans wait outside SEPTA’s NRG Station near the stadium following Ivory Coast’s victory over Ecuador on Sunday, June 14, 2026.Michelle Myers

    How SEPTA, PHL, and rideshare handled more travelers

    Hosting a large sports event can strain local infrastructure as tourists crowd public transit and other services, leaving high costs of building infrastructure or congestion for locals.

    Diemer pointed out that it took Montreal 30 years to pay off its debt from hosting the 1976 Olympics.

    Since the six World Cup matches in Philly were spaced out over June and July, Diemer said that helped diffuse the costs.

    “I think it was successful,” said Diemer of the decision to ”spread out the games so it won’t be overloading the local infrastructure.”

    SEPTA, for example, saw manageable bumps in ridership over the summer. On June 19, the day of the Brazil vs. Haiti match, SEPTA recorded the second-highest event ridership ever on the B line. (The first was after the Eagles won the NFC Championship in January 2025.)

    Travelers took advantage of public transit to get to and from the airport, as well. On the two days sandwiching a match, ridership on the Airport Regional Rail line typically increased at least 20%.

    At Philadelphia International Airport (PHL), international arrivals were up 8.3% in June year-over-year.

    Spokesperson Heather Redfern said that in a usual summer, PHL is typically a big outbound and connecting market to other destinations. This summer, there were more inbound passengers coming to Philadelphia from countries playing games in the city. In addition, many travelers, notably Scottish fans and Czech fans, took advantage of unique nonstop routes through PHL on the way to games in other cities.

    “We focused on delivering an experience for those passengers that made them fond of Philadelphia and want to come back and visit,” said Redfern, “From this perspective, we are very happy.”

    Despite some rideshare restrictions surrounding the FIFA Fan Festival in Lemon Hill, Uber drivers transported tens of thousands of fans to and from the festival and the stadium complex, according to Jazmin Kay, head of public affairs for Pennsylvania at Uber.

    Prior to the tournament, Uber onboarded more drivers and maximized earning opportunities for them: one way was creating an event-rider surcharge near venues, with 100% of those surcharges paid directly to drivers.

    For Lyft, on days when Philadelphia hosted a World Cup game, rides to bars increased by 18% compared to their typical average on the same day of the week. On June 19, rides to bars were 49% above average.

    Soccer fans watch Ecuador take on the Ivory Coast during a World Cup soccer watch party at Brauhaus Schmitz on Sunday, June 14, 2026.Yong Kim / Staff Photographer

    Where soccer fans ate and drank

    Philly’s fan festival saw 575,304 attendees, and bars nearby, like the Black Taxi, saw greater foot traffic and a boost in sales.

    For other Philadelphia restaurants, outcomes seem more mixed.

    On four of the six World Cup game dates, local restaurants that use reservation site OpenTable saw an increase in seated diners, according to OpenTable data. The biggest gain was 22% on June 25, and of the two dates when reservations decreased, June 14 was the worst with a 44% decline.

    At Reading Terminal Market, soccer fans helped drive a 13% year-over-year increase in June foot traffic. On June 19, the market saw more than 30,000 customers, setting a five-year record for Friday visitation.

    “Our prepared food merchants — especially if you are in the pretzel, cheesesteak, pizza, or burger business — had a great month,” said Annie Allman, CEO of Reading Terminal Market.

    Still, Allman noted that there was a drop in the number of loyal local customers that shopped at the market’s butchers, fishmongers, and grocers, “as they chose to stay home to avoid the crowds.”

    A longer-term reputation boost for Philly?

    It’s tricky to untangle the effects of the World Cup from tourism spending driven by other coinciding large events, such as the July Fourth celebrations for America’s 250th birthday.

    Additionally, not all impacts will be observed within the short period of the tournament. Some benefits, like an improvement of Philly’s reputation or publicity on an international stage, could be realized later on.

    “But it’s definitely in a mix of assets that affect how people think about Philadelphia,” Conner-Ross said, “and that contributes to those decisions that happen down the line.”

  • Bayada Home Health Care’s new CEO Bryony Winn wants to provide higher levels of care at home

    Bayada Home Health Care’s new CEO Bryony Winn wants to provide higher levels of care at home

    Bryony Winn became the CEO of Pennsauken-based Bayada Home Health Care in March after a career at two big Blue Cross health insurers and at the consulting firm McKinsey & Co.

    Those experiences, she says, prepared her to take the reins at one of the nation’s largest home health companies at a time when Bayada is wants to increase the intensity of its home care offerings — and get insurers to pay for it.

    “Hospitals are full,” and patients want to be at home, said Winn in an interview this month at Bayada’s headquarters in Pennsauken.

    The company, whose founder Mark Baiada converted it to a nonprofit in 2019, operates in 22 states and five additional countries, employs 44,000 people, and had $2.2 billion in revenue last year.

    Winn, Bayada’s first non-family CEO, grew up in Zimbabwe and went to college in South Africa. “Being around so many challenges and so much opportunity every day in the developing world, I always had a sense that I wanted to do things that made lives healthier,” she said.

    When she came to the United States in 2009 to work as a consultant in Chicago, it struck her how specialized and disconnected healthcare is here. “In the developing world, there’s not enough trained people, so it’s a much more connected system around patients and humans,” she said.

    The Inquirer spoke with Winn about the importance of taking care of people at home as the nation’s healthcare providers come under increasing financial strain. Questions and answers have been lightly edited for length and clarity.

    How did your jobs at McKinsey and at Blue Cross of North Carolina and Elevance Health prepare you to lead one of the nation’s largest home healthcare companies?

    I learned a lot about the U.S. healthcare system and became more and more convinced that this lack of connection was driving unsustainable cost, and I still think it’s driving unsustainable cost. Pre-COVID, I used to say affordability is the greatest healthcare crisis of our time. Then COVID really was for a while, and I think we’re back to that now. The quality of care here is amazing if you have a really rare form of cancer. I’d prefer for it to be treated in some of the amazing institutions here than anywhere else in the world. But if you are just a typical person, and especially an aging person here with two or three chronic conditions, you are pushed from pillar to post across a system who doesn’t ever see you as a human being.

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    What do you think you can accomplish at Bayada, which was founded more than 50 years ago, to address that connectivity issue?

    What I can bring to it is really understanding the place of home health in the entire healthcare ecosystem. This is the place where clients and patients want to be; they want to be in their homes. And so the question I’m asking is not what are the kinds of conditions that should be addressed at home, but rather flip that on its head and say, what are the kinds of capabilities you need in the home to be able to address things for clients who want to be there?

    What’s happening now that makes it so important to solve this problem?

    For two decades in healthcare, we’ve been talking about people aging into Medicare. Ten thousand people a day aging into Medicare. Now 10,000 people a day are 20 years older. They’re aging into 85 every day. Because it’s not a change in insurance, it doesn’t generate the same conversation. But it’s a huge change in health status. We now have all of these seniors with two or three chronic conditions, and with a decent chunk of life expectancy still. The delivery system really needs to shift in how we care for these folks.

    What has to change?

    One thing that’s needed is a collection of multiple services in the home. Very rarely do you need just skilled nursing. You need skilled nursing and a home health aide and potentially wound care. That requires care management, a much more connected ecosystem, versus what is today much more a siloed set of services. The second thing is we just need more intense care at home. We have done this quite successfully, and we’re doing it even more now around NICU babies [in partnership with Children’s Hospital of Philadelphia and insurers Highmark and Independence Blue Cross].

    Bryony Winn, who became Bayada’s CEO in March, said her background in health insurance will help the nonprofit expand by finding ways to get paid for new services.Bayada Home Health Care
    Do you see Bayada playing a broader role in health systems’ hospital at home programs?

    I do. We can serve higher-intensity patients at home with more complex care needs, and we do a lot of this today. We’re just not really paid for it, or it’s not the service that we’re meant to provide. So it’s really, how can we more sustainably do this high-intensity work at home? That’s a shift for us. Our clients want it. Wound care at home is hard. It’s one of the biggest reasons for readmission back into the hospital after post-acute discharge. How we can build really strong clinically evidence-based wound care capabilities is one of the big pieces that we’re looking at in this elderly population.

    Providing more intensive care has higher costs. How do you convince insurers to pay more, especially given the prevalence of Medicare and Medicaid in home health?

    There is not a ton of wiggle room, but this is where my background helps. I’ve worked on the payer side for a long time. They truly care about affordability and quality as well, and so it’s really working together to say how does what we need for our caregivers, clinicians, and ultimately clients map with what you can afford, and how do we build this together? I’m not sure home health has ever had those conversations as intently as we need to have them now. It’s a very fragmented industry. Hospitals have been having these more strategic conversations with health insurers for decades.

    Editor’s note: The caption with the main photograph has been updated to correct the name of the person Winn is speaking with. It’s Lillian Floyd, a nurse with Bayada’s Camden County Visits unit.

  • Penn launches $18 million facility to advance RNA technology’s role in health, agriculture

    Penn launches $18 million facility to advance RNA technology’s role in health, agriculture

    Inside Philadelphia’s new RNA manufacturing hub, scientists are working to create vaccines for fish, precision pesticides, and treatments to protect plants from extreme heat.

    The recently launched biofoundry at the University of Pennsylvania aims to expand biotechnological capabilities in the United States, funded by an $18 million federal grant. The National Science Foundation has invested in five such facilities nationally, each focused on a specific biological material.

    The term foundry traditionally refers to a factory where metal is melted and shaped into desired forms. Expanding the concept, Penn’s NSF AIRFoundry now offers a one-stop facility for designing and building RNA technology.

    All products under development involve ribonucleic acid, or RNA, a key molecule in living cells. Some consider it the cousin of the better-known molecule, DNA. Both can carry the genetic instructions for life.

    The facility opened in March at One uCity Square in University City. It builds upon Penn’s success with the 2023 Nobel Prize-winning development of an mRNA platform that led to the first COVID-19 vaccine.

    “We need to democratize this technology,” said Daeyeon Lee, a Penn professor of chemical and biomolecular engineering who serves as the foundry’s director.

    Penn Engineering professor George Pappas speaks with Sen. Dave McCormick about the AIRFoundry.Kayla Yup / Staff

    AIRFoundry stands for Artificial Intelligence-driven RNA BioFoundry. Scientists hope AI will help them automate aspects of the design and manufacturing process, serving as a resource for researchers and commercial companies across the world.

    Penn’s mRNA work has continued to advance, even as Health and Human Services Secretary Robert F. Kennedy Jr. last year slashed $500 million designated for mRNA vaccine development.

    A longtime anti-vaccine activist, Kennedy has claimed the technology is unsafe and ineffective, despite scientific evidence finding the vaccines to be highly safe and beneficial.

    Now the foundry seeks to expand RNA’s applications in healthcare, agriculture and beyond.

    Lee compared the technology to a hammer — good for certain things, but not everything.

    “Our students and postdocs that get trained right now are going to be sort of the first generation of people to think about RNA as a tool for whatever problem they’re trying to solve,” Lee said.

    An AIRFoundry scientist describes her work in the facility.Kayla Yup / Staff

    A foundry for RNA

    In the mRNA COVID-19 vaccines, injected mRNA provides the instructions for cells to build a harmless fragment of the viral protein. That trains the body to recognize and fight a future infection.

    Compared to traditional vaccines that use live or inactivated pathogens, mRNA vaccines can be produced more rapidly — useful in a pandemic.

    One of the Nobel laureates behind that effort, Penn scientist Drew Weissman, has operated a smaller scale version of the facility, mainly to make mRNA for his lab and collaborators. The foundry’s launch marked an expansion beyond Penn.

    Its sterile instruments and busy lab benches were on display last month as students and faculty walked through the manufacturing process.

    “It takes special facilities and skills to make RNA and associated materials,” Lee said.

    Owen Land, an engineer at Infinifluidics (a Penn spinout), spoke about a device used to automate part of the process of creating liquid nanoparticles (a delivery vehicle for RNA).Kayla Yup / Staff

    So far, Penn’s facility has operated on a “fee-for-service” basis, where collaborators request a specific RNA technology and the foundry builds it.

    But its scientists hope to incorporate AI to help with synthesizing all the current knowledge, best practices and databases.

    They also want to reach a point where users can come to the physical facility and use the instruments themselves.

    Sen. McCormick toured the AIRFoundry in May.Kayla Yup / Staff

    The federal grant, which started in September 2024, supports the foundry for six years. Lee hopes it will eventually become self-sustaining through the services they provide.

    Projects underway include working on vaccines to keep fish healthy.

    Another collaborator is developing ways to deliver RNA into plants to benefit the agriculture industry. For example, designing RNA molecules that carry instructions for producing a heat shock protein could protect plants from high temperatures. The plant would produce the protein and theoretically have greater resilience against extreme heat.

    The molecule degrades over time, making its effects temporary. So if used during the summer months, the RNA could be gone by the time harvest rolls around.

    This transient quality could also make RNA useful for pest control, in lieu of chemical-based pesticides, Lee said.

    “We want to interact with everyone that’s interested in using RNA technology,” he said.