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Monday, April 27, 2026

Dems’ favorite podcaster, Hasan Piker, says stealing and murder are OK

 At the height of the 2020 riots, a book was published entitled “In Defense of Looting.” At the time I asked a bookshop in New York, which was prominently displaying the work, whether I could walk out with the book without paying. I was told not.

But a friend did download it and publish the work for free online before being served a copyright notice by the pro-looting book’s publisher.

Hasan Piker speaks onstage during Politicon 2018 at Los Angeles Convention Center on October 20, 2018 in Los Angeles, California.
Hasan Piker speaks onstage during Politicon 2018 at Los Angeles Convention Center on October 20, 2018, in Los Angeles, California.Getty Images for Politicon

Some of us had hoped that the madness of that summer had gone away. But this week we got a good reminder that for a part of the left the question of whether or not it is right to steal is still being mulled over.

The issue was raised on a New York Times podcast featuring the radical left’s current favorite podcast guest — Hasan Piker. For anyone unfamiliar with him, Piker is a nasty piece of work. He has claimed that this city deserved 9/11, has praised the terrorist group Hamas and happily describes himself as a Marxist.

In the 21st century it can safely be said that anyone who still calls themselves a “Marxist” is what we used to call “a slow learner.”

On the NYT podcast Piker and a writer from the New Yorker were asked to mull on such complex questions as whether it is OK to steal and whether it is OK to murder.

The answer to both of these questions appears to be “Yes.”

On the first question it turns out that there are certain stores which it is more moral to steal from than others. Piker and his fellow guest agreed that Whole Foods is especially OK to steal from. A small business is less OK to steal from. But listeners were never treated to an explanation of which shops might be on the borderline between being a place where you could help yourself to a five-finger-discount and those where you couldn’t.

That is because neither Piker nor the other people in the studio seemed to have a very stable set of ethics.

Not that they don’t think of themselves as highly ethical people. The NYT’s host — Nadja Spiegelman — moaned at one point that “It is so hard to live ethically in an unethical society.”

New Yorker writer Jia Tolentino chimed in that she frequently does things that are ethnically questionable. “Like getting iced coffee in a plastic cup. I find that to be a profoundly selfish, immoral, collectively destructive action.”

As apparently, is taking a commercial flight.

All of which makes something that the trio didn’t seem to find morally troubling all the more startling.

Because naturally where two or three radical leftists are gathered together there begins a conversation about Luigi Mangione.

The moral case against the man accused of killing the United Healthcare executive Brian Thompson is not hard. Mangione stands accused of murdering a 50-year old father of two on a street in the center of New York in cold blood.

The debate over whether that was a good thing to do should not be complicated. Not as complicated as iced coffee, for instance.

But the NYT crew felt otherwise. The host, Spiegelman, said that the killing of Brian Thompson felt to some people that “finally, someone can actually do something about health care.”

Though she did admit that it feels “scary” to be in a society where people can just kill each other.

Piker seemed to have no such quandaries. “Friedrich Engels,” he started, unpromisingly, “wrote about the concept of social murder.” He went on to claim that Brian Thompson “was engaging in a tremendous amount of social murder. The systematized forms of violence, the structural violence of poverty.” And so on.

Both Piker and Tolentino then went on to express their dismay that the Democrats hadn’t done more in the wake of Mangione’s actions to push “a unified message toward universal health care.”

In these statements and arguments sit the darkest assumptions imaginable.

One is the constant radical left belief that in order to get to their socialist utopia blood must necessarily be shed. Never the Marxist’s own blood, of course. But they are happy to wade through the blood of others, in the belief that violence is a sort of purifying fire on the way to utopia.

Worse is the assumption that while Mangione should be treated with care when it comes to moral condemnation, his victim should be afforded no such privilege. Thompson can be accused of “social violence.” But woe betide anyone who condemns Mangione for practicing actual violence.

This is a classic case of moral inversion. Where crimes become non-crimes and non-crimes are made into crimes.

If Piker does indeed know his Marx and Engels then he should know where all of this leads. In case he doesn’t, it might be worth reminding him and his friends.

The ideology which they praise was responsible in the 20th century alone for more deaths than any ideology in human history. Read the accounts of the Great Famine in Chairman Mao’s China alone and you will see what “systematized Marxism” actually looks like.

We don´t need to use terms like “social murder” to describe what Marxists spent the last century doing. What they did was simply murder. No “social” required.

As so often with radical leftists, we must all hope that they get nowhere near the sort of society they claim to be aiming for. Not least for their own sakes — because the revolution always reliably eats its own. But because they could not possibly enjoy the values they express being used on them.

After all, someone might glibly say that Hasan Piker and his Marxist friends have been responsible for tremendous amounts of “social murder.” So would it be OK for somebody to kill them? I would say obviously not. But someone else might think differently.

As ever, we must hope that these radicals never get the world they claim to be wishing for. Meantime, feel free to take any of their stuff, obviously.

https://nypost.com/2026/04/23/opinion/dems-favorite-podcaster-hasan-piker-says-stealing-and-murder-are-ok/

CorMedix positive Phase III ReSPECT topline results for allogeneic HSCT patients

 

CorMedix reports positive Phase III ReSPECT topline results as REZZAYO meets primary endpoint in prophylaxis for allogeneic HSCT patients

  • Trial evaluated REZZAYO for prophylaxis of invasive fungal diseases in allogeneic HSCT patients
  • CorMedix plans an sNDA submission to the FDA for REZZAYO in 2H26

14 health system rating downgrades

 Multiple hospitals and health systems have suffered downgrades to their financial ratings this year amid rising expenses, ongoing operating losses and challenging work environments.

Here are 14 hospitals and health systems that received credit rating downgrades from Fitch Ratings or Moody’s Investors Service in 2026:

Children’s Hospital Los Angeles’ credit rating was downgraded to “Ba2” from “Ba1” by Moody’s. The downgrade reflects the system’s challenged operations and weak liquidity, driven by its heavy reliance on state funding due to its significant Medicaid exposure, Moody’s said. 

Connecticut Children’s credit rating was downgraded to “A” from “A+” by Fitch. The Hartford-based system’s downgrade reflects an operating loss and weakened unrestricted liquidity in fiscal 2025, which ended Sept. 30, Fitch said. 

Dana-Farber Cancer Institute’s credit rating was downgraded to “A2” from “A1” by Moody’s. The downgrade reflects a significant increase in leverage and the anticipation that a portion of the Boston-based cancer institute’s liquidity will be allocated toward capital expenditures for the construction of a new hospital tower, Moody’s said. Dana-Farber Cancer Institute and Beth Israel Deaconess Medical Center on April 7 began construction on an estimated $1.68 billion cancer hospital in Boston. 

Emanate Health’s rating was downgraded to “A” from “A+” by Fitch. The downgrade reflects debt issuance and an operating loss in fiscal 2025 for the Covina, Calif.-based system, Fitch said. The slight operating loss in 2025 was driven by continued physician acquisitions and other growth investments. 

Fairfield Medical Center’s credit rating was downgraded to “B1” from “Ba3” by Moody’s. The downgrade reflects the Lancaster, Ohio-based hospital’s challenging financial performance and headwinds to material improvement, Moody’s said. The hospital signed a definitive agreement in September to be acquired by Columbus-based OhioHealth. Moody’s did not incorporate the potential acquisition into the rating due to uncertainty around the lengthy regulatory approval process and the hospital’s credit deterioration.

Hannibal (Mo.) Regional Healthcare System’s rating was downgraded to “BB+” from “BBB-” by Fitch. The downgrade reflects the system’s persistently weak operating performance and declining liquidity despite funding from the Federal Emergency Management Agency, Fitch said. 

HonorHealth’s credit rating was downgraded to “A” from “A+” by Fitch. The downgrade reflects the Scottsdale, Ariz.-based system’s higher-than-expected strategic spending and weaker operating results during the integration of assets it acquired from Dallas-based Steward Health Care in 2024, Fitch said. 

John Fitzgibbon Memorial Hospital’s credit rating was downgraded to “D” from “C” by Fitch. The downgrade stems from the Marshall, Mo.-based hospital’s failure to make required debt payments. Fitch withdrew the hospital’s issuer and bond ratings following the payment default. 

Mary Greeley Medical Center’s rating was downgraded to “A3” from “A2” by Moody’s. The downgrade is driven by the negative impact of the opening of an ASC joint venture between the hospital and an independent physician group, which will continue to significantly reduce hospital surgeries and materially impact operating revenue, Moody’s said. 

Naples (Fla.) Comprehensive Health’s credit rating was downgraded to “BBB+” from “A-” by Fitch and to “Baa1” from “A3” by Moody’s. The downgrades reflect slower-than-expected margin improvement.  The system’s high leverage and ongoing capital needs also limit balance sheet flexibility, even with the system’s leading market position and strong philanthropy. 

Parkview Health’s credit rating was downgraded to “A1” from “Aa3” by Moody’s. The Fort Wayne, Ind.-based system’s downgrade reflects a lower level of normalized operating performance and increasing capital spending that will likely require additional borrowing, Moody’s said. 

Presbyterian Healthcare Services’ credit rating was downgraded to “AA-” from “AA” by Fitch. The downgrade reflects several years of weak operating performance at the Albuquerque, N.M.-based integrated health system, Fitch said. 

Oaklawn Hospital’s credit rating was downgraded to “BB+” from “BBB-” by Fitch. Through the first three quarters of fiscal 2026 — ended Dec. 31 — the Marshall, Mich.-based hospital recorded an operating loss of about $6.5 million, Fitch said. Financial pressures have been driven by losses in some service lines, payment issues stemming from rising denials and bad debt and more expensive external support for operations.

Washington Regional Medical Center’s credit rating was downgraded to “Ba1” from “Baa3” by Moody’s. The downgrade reflects the Fayetteville, Ark.-based system’s sustained operating losses and resulting liquidity pressure, Moody’s said.

https://www.beckershospitalreview.com/finance/14-health-system-rating-downgrades/

White House fires National Science Foundation’s board members: Report

 The White House recently dismissed the board members for the U.S. National Science Foundation, which funds a significant portion of research across colleges and universities, The New York Times reported April 25. 

Established in 1950, the National Science Foundation is a federal agency that accounts for about 25% of federally funded research at U.S. colleges and universities, according to its website. The organization’s board is composed of 25 members, who each serve six-year terms and are appointed by the president. Besides the board’s director, one-third of the board is appointed every two years. 

On April 24, President Donald Trump’s administration dismissed the entire board notifying them via email, according to the Times

Former board members told the outlet they are concerned about the federal government’s continued defunding of scientific research. 

A White House official told Becker’s the “National Science Foundation’s work continues uninterrupted.”

“The Supreme Court’s reasoning in U.S. v. Arthrex in 2021 raised constitutional questions about whether non-Senate confirmed appointees can exercise the authorities that Congress gave the National Science Board,” the official said. “We look forward to working with the Hill to update the statute and ensure the NSB can perform its duties as Congress intended.”

By citing U.S. v. Arthrex — a legal case regarding oversight of federal panel board members who are appointed by the president but not confirmed by the Senate — the White House seems to be questioning the legality of the National Science Board’s appointments, which are not Senate-confirmed. 

The U.S. National Science Foundation declined to comment, referring all questions to the White House. 

https://www.beckershospitalreview.com/quality/public-health/white-house-fires-national-science-foundations-board-members-report/

Epic CEO: AI can be ‘gamed’ in healthcare

 Epic founder and CEO Judy Faulkner cautions that AI can be manipulated, so the healthcare industry should cautiously monitor its evolution.

“Lots of things have been gamed lately. Capitalism has been gamed. Government has been gamed. I think AI we have to watch to make sure it doesn’t get gamed,” she told “Freakonomics Radio” for an April 24 episode. “If you want AI to say a certain something, you put it in repeatedly all over the place. It goes back to if you repeat something often enough, people will think it’s true. Well, AI will think it’s true.”

But the technology has enormous upsides, she said on the podcast, which is why Epic is dedicating so much research and development spending to AI. A big benefit: predicting disease. She said a customer recently told Epic that its AI sepsis detection tool cut its cases to zero, saving over 100 lives.

AI can also match like patients, improving the treatment of rare diseases. “If you are a very odd patient with problems that your doctor has never seen before and doesn’t know how to care for you, and has tried this and this and this and nothing’s really working, we can find the two other patients in the United States who are similar to you, and have the three caregivers be able to talk to each other so they can take better care of you,” Ms. Faulkner’s told the podcast’s host, Stephen Dubner.

In addition, the technology can scan massive amounts of anonymized EHR data to help clinicians with diagnostic decisions.

“We may say the 32,500 patients very similar to your patient, 55% of the time this was the diagnosis given, the diagnosis you gave was used 0.2% of the time,” Ms. Faulkner said. “It’s not telling the physician to change anything, but it is giving the physician an alert that others have made different decisions, so the physician can decide if he or she is right or if he or she is wrong.”

https://www.beckershospitalreview.com/healthcare-information-technology/innovation/judy-faulkner-warns-ai-can-be-gamed-in-healthcare/

Health system governance is falling behind

 Nonprofit health system boards are governing larger, more complex enterprises than ever before, but a report published April 27 by The Governance Institute — part of NRC Health — argues that governance capability has not kept pace with that reality.

The report draws on survey data, public health spending figures and field experience to examine the question: Does the current governance model fit the operating reality of modern health systems? The answer, according to the report, is no, and the gap is widening.

Eight takeaways from the report:

1. A shrinking number of boards now oversee a massive share of hospital capacity. The nonprofit and state/local government hospital sector — comprising about 3,900 hospitals — is governed by approximately 1,500 fiduciary boards, with an estimated 22,500 total board seats. Those boards collectively oversee about $900 billion in net patient revenue and roughly 80% of all U.S. hospital admissions. The report notes that concentration changes the character of governance risk: When authority is this concentrated, weak board design and poor decision making travel farther and faster across the system.

2. Board development is front-loaded and then largely abandoned. Most hospitals and health systems invest heavily in formal orientation for new board members — introductory meetings, governance overviews, facility tours, etc. — and then develop things significantly. However, only 32% of boards require continuing education for board service, according to the report. Nearly one-third have not used a board assessment tool in the prior three years, and individual board member evaluations remain rare. The report describes this pattern as treating governance as a charitable, community-service role rather than a built capability.

3. About 70% of boards have no continuing education requirement. Healthcare is among the most regulated, operationally complex industries in the country, with layered financing, third-party payment, shifting demand dynamics, and a mix of public obligations and faith-based missions that introduce decision criteria well beyond financial performance. Even experienced leaders from other sectors require meaningful ramp-up, but that cannot end at orientation, according to the report. 

4. Less than 0.01% of hospital patient revenue is invested in board development. In large public companies and financial-services organizations, board service is a compensated, performance-governed role, with directors recruited from national talent pools and supported by formal onboarding, annual evaluation and ongoing education — compensation commonly exceeding $200,000 annually. Nonprofit health system boards, which oversee similarly complex enterprises, remain predominantly volunteer-based with comparatively minimal investment in governance infrastructure.

5. AI is advancing faster than the boards responsible for governing it. The integration of AI into clinical, operational and administrative decision making is creating new governance responsibilities for oversight, validation and accountability. The report flags that in many organizations, these AI capabilities are advancing faster than boards can effectively govern them, adding another layer of complexity to an already strained governance model.

6. Multi-board structures are creating signal failure across health systems. As health systems have grown through mergers and acquisitions, they have assembled cd for enterprise governance. While more systems formally define how authority is allocated between system and local boards, fewer report that those definitions are widely understood and consistently applied. This can lead to duplicative agendas, slower escalation of critical issues and growing confusion within management about where ultimate decision-making authority resides.

7. Financial performance — at the expense of integrated decision making — has become governance’s default language. Under pressure, boards tend to gravitate toward what is most measurable and easiest to defend. The report argues that the principle of “no margin, no mission” becomes distorted when financial performance shifts from enabler to objective. Modern nonprofit healthcare decisions are rarely finance-only; they span quality, workforce, strategy, risk, digital transformation and mission simultaneously. A board that reviews each domain in isolation rather than weighing them together is not equipped for the decisions it now faces, according to the report. 

8. Architectural redesign versus incremental improvement. The Governance Institute frames its response around a three-level maturity model: Intentional governance, which focuses on clearly defined roles and authority; integrated governance, which emphasizes cross-domain decision making in a single discussion; and enterprise governance, which ensures authority, decision rights, and accountability are coordinated across multiple boards and geographies.

Click here to access the full report.

https://www.beckershospitalreview.com/hospital-management-administration/health-system-governance-is-falling-behind-8-things-to-know/

Universal Health Services Q1 2026 adjusted EPS $5.62 and revenue $4.495B beat

 

Universal Health Services Q1 2026 adjusted EPS $5.62 and revenue $4.495B beat consensus estimates

  • Revenue grew mid-to-high single digits year over year across both acute and behavioral health segments