Bill Gates and Melinda French Gates have at times referred to the foundation they established together as their “fourth child.” If over the next two years they can’t find a way to work together following their planned divorce, Mr. Gates will get full custody.
That was one of the most important takeaways from a series of announcements about the future of the world’s largest charitable foundation made on Wednesday by its chief executive, Mark Suzman, overshadowing an injection of $15 billion in resources that will be added to the $50 billion previously amassed in its endowment over two decades.
“They have agreed that if after two years either one of them decides that they cannot continue to work together, Melinda will resign as co-chair and trustee,” Mr. Suzman said in a message on Wednesday to employees of the Bill and Melinda Gates Foundation. If that happened, he added, Ms. French Gates “would receive personal resources from Bill for her philanthropic work” separate from the foundation’s endowment.
The money at stake underscores the strange mix of public significance — in global health, poverty reduction and gender equality, among other important areas — and private affairs that attends any move made by the first couple of philanthropy, even after the announcement of their split. The foundation plans to add trustees outside their close circle, a step toward better governance that philanthropy experts had urged for years.
announced their divorce in May, Mr. Gates and Ms. French Gates noted the importance of the work done by the foundation they had built and said they “continue to share a belief in that mission.” In the announcement on Wednesday, each echoed those sentiments.
“These new resources and the evolution of the foundation’s governance will sustain this ambitious mission and vital work for years to come,” Mr. Gates said in a statement.
Ms. French Gates emphasized the importance of expanding the board. “These governance changes bring more diverse perspectives and experience to the foundation’s leadership,” she said in a statement. “I believe deeply in the foundation’s mission and remain fully committed as co-chair to its work.”
In the immediate aftermath of the divorce announcement, it was unclear how they would share control of the institution. Wednesday’s announcement indicated that if they cannot work out their differences, it is the Microsoft co-founder Mr. Gates who will maintain control, as he essentially buys his ex-wife out of the foundation.
Mr. Suzman said he did not know how much Ms. French Gates would get if it came to that. But any payout would most likely be significant.
Ms. French Gates’s name since the divorce was announced. She pursues her own priorities through a separate organization known as Pivotal Ventures. Mr. Gates also has his own group, Gates Ventures.
Less than a year ago, the Gates Foundation was run by Mr. Gates, Ms. French Gates, his father and one of his closest friends, the billionaire investor Warren E. Buffett. It was a remarkable concentration of power for one of the most influential institutions in the world, a $50 billion private foundation that works in every corner of the globe.
The restructuring announced Wednesday could begin the process of making the Gates Foundation more responsive to the people its mission aims to help and loosen the grip on the reins that its founders have held for more than two decades.
“We’re trying to do this in a very careful and deliberate manner, thinking for the long term,” Mr. Suzman said in an interview.
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In a larger sense, the planned changes at the Gates Foundation reflect the tensions within philanthropy as a whole — between the wishes of the wealthy, powerful donors who provide the millions and even billions of dollars and the nonprofits using those funds to feed, shelter and treat those in need.
“The problems with the governance predated the separation and divorce just as those problems are an issue with all family foundations,” said Rob Reich, co-director of the Center on Philanthropy and Civil Society at Stanford.
Two former senior Gates Foundation officials called for an expanded board in an article a few weeks after the divorce announcement, including “a chair who is not the foundation’s C.E.O., founder or a founder’s family member.”
“Given that founders receive a substantial tax benefit for their donations, the assets the board oversees should be regarded as belonging to the public, with the board being held accountable to a fiduciary standard of care,” wrote Alex Friedman, the former chief financial officer, and Julie Sunderland, the former director of the foundation’s Strategic Investment Fund.
The Gates Foundation is trying to fight Covid-19, eradicate polio and reshape the struggle for gender equality, even as its two co-chairs extricate themselves from a 27-year marriage. The foundation has more than 1,700 employees and makes grants in countries around the world. Since 2000, the foundation has made grants totaling more than $55 billion, much of it from Mr. Gates and Ms. French Gates, but tens of billions also came from Mr. Buffett, the chief executive of Berkshire Hathaway.
Yet, in significant ways, the future of such an influential institution, one that touches the lives of millions of people through its grant recipients, is being decided in a separation agreement between two billionaires.
Mr. Buffett’s announcement last month that he was stepping down as the third trustee of the foundation made clear that the divorce had set significant changes in motion. Mr. Suzman promised at the time that governance changes would be announced this month, with many observers anticipating that a new slate of independent trustees would be revealed.
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Details on what that might look like remained few on Wednesday, with neither names of candidates for the board of trustees nor even the ultimate number of new trustees released. Mr. Gates and Ms. French Gates will approve changes to the foundation’s governance structures by the end of the year and the new trustees will be announced in January, according to the statement.
At the center of the impending changes stands Mr. Suzman, a 14-year veteran of the Gates Foundation, who was named chief executive just as the spread of Covid-19 in the United States was becoming apparent. Born in South Africa, the Harvard- and Oxford-educated Mr. Suzman served as a correspondent for The Financial Times in London, South Africa and Washington before going to work at the United Nations. He joined the foundation in 2007 to work on global development policy before claiming the top post last year.
Mr. Suzman said in an interview that he had heard that Mr. Gates and Ms. French Gates would be divorcing only about 24 hours before the news was announced. He said they had started talking about possible governance changes “almost right away” after that.
He said he was in regular contact with both. “I’m having three-way conversations with them,” Mr. Suzman said. “We’re having regular three-way email exchanges and other discussions.”
He noted that the hands-on leadership of Mr. Gates and Ms. French Gates meant the changes will take some time to enact.
“The degree and depth of engagement of our co-chairs and trustees goes significantly beyond what a traditional board does and how it does it,” he said in the interview. “So we’ll need some time to think through how we balance that with the people we bring on board.”
Mr. Suzman will work with Connie Collingsworth, the foundation’s chief operating officer and chief legal officer, to handle the process. The final decisions on both the new trustees and the changes to the foundation’s governance documents will be made by Mr. Gates and Ms. French Gates. It is a reminder that, at least for now, power remains concentrated in the former couple.
Ms. Madoff and others pushing for change see a growing gap between reputation-burnishing promises of money and distributions to people who need it. The Giving Pledge, which was started by Bill Gates, Melinda French Gates and their friend and collaborator Warren E. Buffett, gave billionaires a space where they could announce their intention to give away half their fortunes or more, often to great acclaim. But it provides no mechanism to monitor or ensure the giving actually happens.
Earlier this year, the Chronicle of Philanthropy ranked Jeffrey P. Bezos, the founder of Amazon, as the top philanthropist of 2020 because he committed $10 billion to his Bezos Earth Fund to fight climate change. But he had handed out less than one-tenth of that, $791 million, to working nonprofits like the Environmental Defense Fund and Natural Resources Defense Council.
Charitable giving has remained relatively steady for decades, clocking in at roughly 2 percent of disposable income per year, give or take a few tenths of a percent. In 1991, the year that Fidelity began to offer donor-advised funds, just 5 percent of giving went to foundations and DAFs. By 2019, the most recent year available, that figure had risen to 28 percent.
It was January 2020 when that small group gathered at the offices of the nonprofit consulting firm the Bridgespan Group in Manhattan for a wonky brainstorming session about the state of philanthropy. The group included foundation leaders, former congressional staff members, former senior Internal Revenue Service officials and a key constituency in any effort to change how billionaires give away their money: billionaires.
One of the organizers was John D. Arnold. Once a trader at Enron, the Houston energy company that infamously collapsed in 2001, Mr. Arnold later ran his own hedge fund, which made him one of the youngest billionaires in the United States.
Ms. Madoff, another leader of the initiative, has written a book, “Immortality and the Law,” about the growing legal power of dead people in America and has applied her knowledge of estate taxes and inheritance law to the rising field of philanthropy.
The group focused on the fact that most of the laws governing philanthropy were half a century old, dating back to 1969.
This article was produced in partnership with the Pulitzer Center’s Rainforest Investigations Network.
RIO DE JANEIRO — Facing strong international condemnation over the destruction of the Amazon, President Jair Bolsonaro’s government came up with a strategy: It offered companies the chance to “adopt” a patch of rainforest.
But the plan — which invites companies to contribute money to help preserve the forest — has been marred by disorganization and met with skepticism by critics, who see it as an effort to “green wash” the Bolsonaro administration’s poor record on the environment.
It also hasn’t found many takers.
The program was announced in February, as the Biden administration made clear that it expected Brazil to reverse some of the forest loss and dismantling of environmental protections that marked Mr. Bolsonaro’s first two years in office.
the Adopt-a-Park program would accomplish two of the Bolsonaro administration’s goals: redeem Brazil’s tarnished environmental image, which industry leaders have feared could shut them out of international markets, and outsource the costs of conservation at a time of tightening budgets.
“Many of these companies, investment funds that signed letters demonstrating their concern about the Amazon,” said Ricardo Salles, the minister of the environment, “now have in Adopt a Park a concrete, very simple and efficient possibility of transforming their statements into action.”
The government offered 132 federal reserves in the Amazon for sponsorship. So far, only three foreign companies — the grocery chain Carrefour, Coca-Cola and Heineken — and five Brazilian corporations have enrolled. Their donations total just over $1 million — a tiny fraction of the $600 million that Mr. Salles aspires to raise.
Protected Areas of the Amazon program has raised tens of millions of dollars from governments and companies for protected areas in the Amazon.
Through the Adopt-a-Park program, sponsoring companies pay at least $9.5 per hectare of the reserve’s area per year. To sponsor the biggest park costs almost $35 million annually, while the smallest go for $23,000 a year.
Once sponsorship deals are finalized, companies donate goods and services — which could include vehicles or a fire brigade — to the Chico Mendes Institute office in each reserve.
July to share responsibility for protecting the Amazon with nongovernment actors. As protests over fires in the Amazon rainforest intensified, he challenged the actor Leonardo DiCaprio, one of the government’s most prominent critics, to sponsor a reserve.
“Are you going to put your money where your mouth is?” Mr. Salles wrote on Twitter in September.
Beyond proposing the park-adoption program before the climate change summit convened by the Biden administration last month, Brazil’s government seems to have done little to improve its environmental policies.
At the summit, Mr. Bolsonaro vowed to allocate more money to environmental protection agencies. But the very next day the government did the opposite, signing into law a budget that further slashed funding for the agencies.
And federal lawmakers are considering a bill that would make it easier for companies to get environmental permits for new farming, mining and infrastructure ventures.
“Is receiving donations as they are proposing going to compensate for all that?” asked Natalie Unterstell, a climate policy expert who has been tracking the program. “No. It’s a palliative measure.”
Every week,students at KIPP Infinity Middle School, in West Harlem, file into a large auditorium and take their places on the designated floor markings, making sure to stand six feet apart. Then they pull down their masks and fill sterile tubes with their spit.
The school’s teachers try to make the experience fun, running competitions to see who can fill their tube fastest and holding dance contests while students wait for their classmates to finish.
“It’s kind of enjoyable,” said Bradley Ramirez, a seventh grader at the school who likes math and Minecraft. “It’s way better than just sticking a stick up your nose.”
Bradley and his classmates are participants in a coronavirus testing pilot program created by the Mount Sinai Health System, the nonprofit Pershing Square Foundation and KIPP NYC, a network of 15 local charter schools. Since early March, the program has conducted more than 13,000 saliva-based tests of KIPP students, teachers and staff members, identifying several dozen cases of the virus.
planned to fully reopen schools, eliminating remote learning, in the fall.
“The way you keep a school safe, the way you make teachers feel comfortable with the reopening of schools, the way you make parents feel comfortable sending their kid, is you have a testing program,” said William A. Ackman, a hedge fund manager who founded the Pershing Square Foundation.
The testing program originated in December, when Mr. Ackman decided that he wanted to find a way to get New York City children back to school and approached Mount Sinai with a proposal: What if he provided funding for the hospital to build a laboratory that could process 100,000 coronavirus tests a day? The hope was that the lab could devote some of that capacity to corporate clients, such as businesses that wanted to test their employees, and use the revenue to fund wide-scale testing for New York City schoolchildren.
Mount Sinai quickly agreed. “We began on a concerted effort that people at Mount Sinai have really rallied around,” said Dr. David Reich, president and chief operating officer of Mount Sinai Hospital. “It’s just one of those projects where you never have to worry about people wanting to show up for your Zoom meeting — they’re all there, and they’re all smiling.”
saliva-based coronavirus tests. The gold standard diagnostic tests are known as P.C.R. tests, which can detect even minute amounts of the virus in biological specimens.During the early months of the pandemic, these tests generally required medical professionals to stick a swab deep into a patient’s nasopharynx, a procedure that can be deeply uncomfortable and put clinicians at risk.
Saliva-based P.C.R. tests, many scientists came to believe, would be safer and less invasive.They would also be much more suitable for young children than the deep, nasopharyngeal swabs. “A brain scoop, for a kid? Really? That’s a no-no,” said Dr. Alberto Paniz-Mondolfi, a pathologist at Mount Sinai who led development of the new saliva test.
As the partnership between Mount Sinai and Pershing Square began to take shape, Dr. Paniz-Mondolfi and his colleagues accelerated their work, validating their saliva test in 60 adult patients. But they knew that in the real world, children could not always be relied upon to follow clinical procedures to the letter.
“When we start getting this from the schools, we’re going to have pieces of pretzels, old gum floating in the saliva,” Dr. Paniz-Mondolfi said.
So Dr. Paniz-Mondolfi and his colleagues asked their own children to make a sacrifice for science: to snack on an array of junk food, including pizza and Oreos, and then spit into some testing tubes.Using these samples, the researchers confirmed that even if a student’s sample was contaminated with one of these foods, the tests should still work properly.
“This was practical science, designed by parents to get their kids back to school,” Dr. Paniz-Mondolfi said.
Then it was time to pilot the tests in a real school environment. In January, Mount Sinai connected with KIPP NYC, which had been offering remote instruction since last spring.But it was hoping to reopen its schools in March, and administrators knew they would need to do some kind of in-school virus testing.
“One of the biggest fears that we had was around what it would mean to keep students safe,” said Glenn Davis, the principal of KIPP Infinity Middle School.
Mount Sinai and KIPP NYC agreed to begin a pilot saliva-testing project at five schools. The testing program, which eventually grew to include nine KIPP schools, was free for the schools and mandatory for all students who opted to return to in-person learning. (Some families chose to continue with remote education.)
Students, teachers and staff members are tested once a week. Medical assistants from Mount Sinai supervise the saliva collection and pack the bar-coded tubes into coolers for transportation back to the laboratory. (The samples are currently being processed at an existing Mount Sinai lab, but will be sent to the new lab when it opens next month.)
During the pilot project, 99.2 percent test results were returned within 24 hours, Mount Sinai says.Students or staff members who test positive typically have to quarantine for 10 days.
If a student tests positive, Mount Sinai also offers to send a team of “swabbers” to his or her home to administer free coronavirus tests to their family members and close contacts.
“We’ve detected a few mini outbreaks in that fashion, and hopefully prevented them from spreading by virtue of this screening program in the schoolkids,” Dr. Reich said.
Between March 10, when the pilot project began, and May 9, Mount Sinai conducted 13,067 tests and identified 46 coronavirus cases, a positivity rate of 0.4 percent. There have been no false positives and no known false negatives,Mount Sinai says.
The Mount Sinai team has submitted the data to the Food and Drug Administration, hoping to receive an emergency use authorization for the test.
Later this week, Mount Sinai will submit a formal proposal to New York City to take its testing program to the city’s public schools when they reopen in the fall. Mount Sinai declined to disclose the terms of the proposal, including what it plans to charge schools for the tests, but says it hopes to attract commercial clients to help defray, or possibly even eliminate, costs for schools.
In the meantime, it is approaching other charter school organizations in the city about using its tests during their summer sessions and programs.
“We can’t just sit there when this lab goes live in June and say, ‘OK, we’re waiting for September,’” Dr. Reich said. “Before the fall, we need to be doing a lot of tests.” The lab will initially have the capacity to run 25,000 tests a day, with the ability to scale up to 100,000 if there is sufficient interest.
For its part, KIPP NYC plans to expand the program to all of its schools in the fall, although the testing frequency may change, said Efrain Guerrero, managing director of operations for KIPP NYC. “I think parents see it and staff see it as just an additional safety measure that they appreciate,” he said. “For us it’s a no-brainer to continue to test at some frequency.”
Olga Ramirez, Bradley’s mother, had not initially wanted him to return to in-person learning. “I was very afraid at first,” she said. But Bradley, who desperately wanted to go back to school, managed to convince her, with the help of an informational video about the Mount Sinai testing program.
Ms. Ramirez now thinks that returning to school was the right decision. Bradley’s virus tests have all come back negative, and his grades are up since returning to in-person learning.
“I’ve seen his grades improve quite a lot, and I feel that my son is in good hands,” she said. She’s not alone, she added. “There’s so many mothers who are feeling the way I do.”
give up day-to-day duties at the private equity giant, after clashing with his fellow founders over the departure of Leon Black as the firm’s chief executive.
The departure of Mr. Harris, 56, comes months after he argued that Mr. Black should step down immediately following Apollo’s investigation into his ties to Jeffrey Epstein, the late financier and registered sex offender. Mr. Harris was overruled by the other two members of Apollo’s executive committee, the firm’s other founders, Mr. Black and Marc Rowan.
Mr. Harris served as one of Apollo’s most visible and hands-on managers, but instead of succeeding Mr. Black as chief executive, he lost out to Mr. Rowan, who had announced last year that he was taking a “semi-sabbatical” from the firm.
In March, however, Mr. Black — who had agreed to step down as chief executive in July, while remaining chairman — unexpectedly gave up all his duties. Mr. Black, at the time, cited health reasons and continuing media coverage of his dealings with Mr. Epstein.
But by then, Mr. Harris was seen as having less of a leadership role at the firm. It was Mr. Rowan who engineered Apollo’s takeover of Athene, a big insurance and lending affiliate that is expected to bolster the firm’s investing power.
Mr. Harris was not on Apollo’s quarterly earnings call with analysts earlier this month, an absence noted by a participant on the call, which fueled speculation that his role at Apollo had diminished since Mr. Rowan’s ascension.
Mr. Harris had wanted Mr. Black to make a complete break with Apollo after a law firm hired by Apollo’s board had found Mr. Black paid $158 million in fees to Mr. Epstein and lent him another $30 million in recent years. Mr. Harris was concerned that institutional investors in Apollo funds might be troubled by the law firm’s findings, even though the report concluded Mr. Black had paid Mr. Epstein for legitimate tax planning advice and had done nothing improper.
Apollo’s stock, which had lagged its competitors while the law firm investigated the matter, has risen about 20 percent since Mr. Black said he was resigning as chairman.
The board of Apollo hired the outside law firm to conduct review following a report in October in The New York Times of Mr. Black’s business and social dealings with Mr. Epstein, who died in federal custody in August 2019 while awaiting trial on sex trafficking charges.
Mr. Harris will officially step down after Apollo completes the Athene deal, which is expected to be completed early next year. He will remain a member of the firm’s board and its executive committee. Mr. Harris, like Mr. Black, is one of Apollo’s largest shareholders.
He is expected to focus on an array of other business interests, including his co-ownership of several professional sports franchises — including the Philadelphia 76ers basketball team and the New Jersey Devils hockey team — and his family office. He is also expected to focus more on philanthropy.
“I have become increasingly involved in these areas and knew that one day they would become my primary pursuit,” Mr. Harris wrote in an internal memorandum reviewed by The Times.
Mr. Harris, whose net worth is estimated at just of $5 billion, recently bought a $32 million mansion in Miami.
Stocks on Wall Street edged higher on Thursday, rebounding slightly from three consecutive days of selling.
The S&P 500 rose 0.3 percent in early trading. The index had dropped 1.4 percent through the close on Wednesday, after falling by the same amount the week before.
Concerns about rapid economic growth fueling inflation, as well as rising coronavirus cases in some parts of the world, have undermined recent optimism about the global economic recovery from the pandemic.
On Wednesday, minutes of the latest Federal Reserve policy meeting showed several officials thought that “at some point in upcoming meetings” they could begin to discuss tapering the bank’s bond-buying program. Investors have speculated the central bank would have to do so as price increases accelerated. The same day, data showed Britain’s annual inflation rate doubled to 1.5 percent in April.
European stock indexes were higher on Thursday. The Stoxx Europe 600 rose 0.8 percent as gains in health care and industrial stocks outweighed a fall in energy company shares. The FTSE 100 in Britain rose about half a percent.
Bitcoin was trading just below $40,000 on Thursday morning after a volatile day on Wednesday when the price plunged to below $32,000.
Ethereum, another major cryptocurrency, also recovered some of its losses from Wednesday, when it fell about 20 percent.
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Oatly, the oat-based milk substitute, priced its shares at $17 each for its initial public offering, the company said on Wednesday, valuing it at about $10 billion. Oatly is expected to begin trading on Thursday with the ticker symbol “OTLY.”
Oil prices dropped. Futures on West Texas Intermediate, the U.S. benchmark, fell half a percent to $63.02 a barrel.
Initial claims for state jobless benefits fell again last week, continuing a fairly steady decline since the start of the year, the Labor Department reported Thursday.
The weekly figure was slightly under 455,000, a decline of 37,000 from the previous week and the lowest weekly total since before the pandemic. New claims for Pandemic Unemployment Assistance, a federally funded program for jobless freelancers, gig workers and others who do not ordinarily qualify for state benefits, totaled 95,000. The figures are not seasonally adjusted.
New state claims remain high by historical levels but are less than half the level recorded as recently as early January. The benefit filings, something of a proxy for layoffs, have receded as business return to fuller operations, particularly in hard-hit industries like leisure and hospitality.
More than 20 Republican-led states have said they will abandon federally funded emergency benefit programs in June or early July, saying the income is deterring recipients from seeking work as some employers complain of trouble filling jobs. Those programs include not only Pandemic Unemployment Assistance but also extended benefits for the long-term unemployed.
— Kevin McKenna
Ford unveiled an electric version of its popular F-150 pickup truck on Wednesday called the Lightning, signaling a shift in the auto industry’s electric vehicle push, which so far has been aimed at niche markets.
With an electric motor mounted on each of its axles, the vehicle will offer more torque — in effect, faster acceleration — than any previous F-150 and will be capable of towing up to 10,000 pounds, Neal E. Boudette reports for The New York Times. Its battery pack can put out 9.6 kilowatts of energy, making it able to power a home for about three days during an outage, according to Ford.
For contractors and other commercial truck users, the Lightning will be able to power electric saws, tools and lighting, potentially replacing or reducing the need for generators at work sites. It has up to 11 power outlets.
The truck is expected to go on sale next spring, with a starting price of $39,974 for a model that can travel 230 miles on a full charge. A version with a range of 300 miles starts at $59,974.
The truck’s base price is a few thousand dollars less than that of a Tesla Model 3 and even that of the company’s own Mustang Mach-E sport-utility vehicle. The total cost is lower still because buyers of Ford’s electric vehicles still qualify for the $7,500 federal tax credit available for the purchase of E.V.s. Some states such as California, New Jersey and New York offer additional rebates worth as much as $5,000.
The Alamo Drafthouse theater chain furloughed its 3,100 employees during the pandemic, declared bankruptcy in December, shut down three theaters as part of its restructuring plan and halted a planned project in Orlando. AMC Entertainment’s chief executive, Adam Aron, said this month that the chain had been “within months or weeks of running out of cash five different times between April 2020 and January 2021.”
Now, theaters are trying to assure people that the troubles are over, Nicole Sperling reports for The New York Times. That movies are coming back, with a vengeance, and moviegoing should soon return to normal.
“It’s magic, what we do,” Tim League, Alamo’s founder, said in a phone interview. He acknowledged that his company got dangerously close to running out of money in December before filing for Chapter 11 bankruptcy protection. “We’re in the business of creating the best possible viewing experience — to get lost in an amazing story and have heightened emotions around it. It’s amazing when it’s done right, and we’re in the business of doing it right. I know that people are craving a return to any kind of out-of-home experience, being with people and having a sense of rejoining the community.”
Some 70 percent of moviegoers are comfortable to returning to the theater, according to the exhibition research firm National Research Group. The box office for April hit $190 million, up 300 percent since February. That’s a welcome relief to the South African director Neill Blomkamp, whose new horror film “Demonic” from the indie outfit IFC will debut only in theaters at the end of August.
“This brings me joy,” he said in a video message. “I want people to be terrified in a darkened theater.”
This article is part of our latest special report on Museums, which focuses on reopening, reinvention and resilience.
When Brad Carney sketched the plan for a 15,000-square-foot ground mural in downtown Reno, Nev., he wove in design elements from the area’s railroading heritage, and pulled hues and motifs from nearby buildings and landscapes, including the state flower and the famed Reno Arch.
“I wanted to make it specific and unique to its place, so that this mural couldn’t exist anywhere else,” said Mr. Carney, an artist based in Philadelphia known for his playful, large scale and brightly colored public works.
“When I design murals,’’ he added, “I like to become a vessel for a community and a neighborhood, and not bring too much of myself until I find out what they’re looking for. The point of public art, to me, is the process of involving the community.”
16 small and midsize cities across the country where artists and local residents are taking to the streets — from crosswalks to underpasses — to add new color to old blacktop and pavement with eye-catching urban art as part of Bloomberg Philanthropies’ Asphalt Art Initiative. Grants of up to $25,000 are helping cities create and implement relatively low-cost public art projects to revitalize their streets and public spaces by making them more beautiful, more inviting and safer.
ReTRAC Plaza, a little used concrete and dirt space once covered in train tracks being developed as a hub for local events, Mr. Carney said, from music festivals and farmers’ markets to movie nights.
Kate D. Levin, who oversees arts programs for Bloomberg Philanthropies and was commissioner of the New York City Department of Cultural Affairs. And especially now, as cities reopen, “there’s a social cohesion goal that I think has only gotten more urgent,” she said. “Why not use projects like this to actually let people be involved, create a sense that public space belongs to everyone?”
The goals are to support local working artists, community groups, businesses and government on collaborative infrastructure projects to make streets safer; to activate public space in ways that are “as robust and reflective of local identity and aspirations as possible,” Ms. Levin said; and to promote community engagement, “because a streetscape isn’t theoretical, it runs through people’s lives.”
Janette Sadik-Khan, a former commissioner of the New York City Department of Transportation and now transportation principal at Bloomberg Associates, the pro bono consulting arm of Bloomberg Philanthropies, which advises mayors around the world. “Streets make up more than 80 percent of a city’s public space, so they’re really the front yards for millions of Americans.”
Three cities began or completed installations in late 2020: Kansas City, Mo; Saginaw, Mich.; and Norfolk, Va. The remaining 13 are expected to finish their projects this year. Through mid-May, the cities have transformed a combined 26,000 square feet of streetscape with artwork and engaged more than 1,500 residents and 72 artists in the design and installation process.
minority artists who will design vinyl wraps for 25 utility boxes throughout downtown. Troy, N.Y. intends to beautify an underpass.
“So many U.S. cities have underpasses that, whatever the original intent, turned into real barriers, and divided neighborhoods in ways that often aren’t very positive,” Ms. Levin said, expressing hope that the art projects “can create a gateway instead of an impediment.”
Teal Thibaud, director of the Glass House Collective, a nonprofit that works in an underserved neighborhood in East Chattanooga, Tenn., said even small improvements could help spawn others, especially in an area that had received limited infrastructure investment in recent years.
The Bloomberg-funded mural, completed in April, helped beautify the area, and several grants from local foundations, which increased the overall project budget to $60,000, enhanced the area in other ways.
A new street park next to the asphalt mural that created a safe gathering space, fence art to slow traffic near the elementary school, and painted stencils on sidewalks to encourage school children and other residents to follow the safest local routes were among the projects, said Ms. Thibaud. “We’re starting to see it all work together.”
Kansas City, Mo., redesigned a busy, dangerous four-way intersection where cars rarely stopped for pedestrians, said DuRon Netsell, founder and principal of Street Smarts Design + Build, an urban design firm that focuses on walkable communities. “People were just flying through the intersection, significantly over the speed limit.”
Midtown KC Now, a nonprofit local community improvement organization.
Soon after installation, foot traffic increased, overall vehicle speeds declined by 45 percent, street crossing times for pedestrians were cut in half, noise level dropped by about 10 decibels and the share of pedestrians who said they felt safe crossing the intersection increased to 63 percent from 23, Mr. Netsell said.
Bloomberg Philanthropies and Bloomberg Associates issued the Asphalt Art Guide, a free manual with tips, checklists, and case studies of successful projects around the world to encourage more cities to develop visual art projects. In March, Bloomberg Philanthropies announced a second round of up to 20 grants, open to all U.S. cities.
“Safety doesn’t have to be mundane and boring,” Mr. Netsell said. “We’ve proven that we can make our intersections and streets much safer, but we can also make them really fun and vibrant. It’s something that all local communities can do.”
By the time Melinda French Gates decided to end her 27-year marriage, her husband was known globally as a software pioneer, a billionaire and a leading philanthropist.
But in some circles, Bill Gates had also developed a reputation for questionable conduct in work-related settings. That is attracting new scrutiny amid the breakup of one of the world’s richest, most powerful couples.
In 2018, Ms. French Gates wasn’t satisfied with her husband’s handling of a previously undisclosed sexual harassment claim against his longtime money manager, according to two people familiar with the matter. After Mr. Gates moved to settle the matter confidentially, Ms. French Gates insisted on an outside investigation. The money manager, Michael Larson, remains in his job.
On at least a few occasions, Mr. Gates pursued women who worked for him at Microsoft and the Bill and Melinda Gates Foundation, according to people with direct knowledge of his overtures. In meetings at the foundation, he was at times dismissive toward his wife, witnesses said.
public view, Ms. French Gates was unhappy. She hired divorce lawyers, setting in motion a process that culminated this month with the announcement that their marriage was ending.
a public appearance in 2016.
Long after they married in 1994, Mr. Gates would on occasion pursue women in the office.
In 2006, for example, he attended a presentation by a female Microsoft employee. Mr. Gates, who at the time was the company’s chairman, left the meeting and immediately emailed the woman to ask her out to dinner, according to two people familiar with the exchange.
“If this makes you uncomfortable, pretend it never happened,” Mr. Gates wrote in an email, according to a person who read it to The New York Times.
in a column in Time magazine announcing the pledge.
money manager, earning solid returns on the Gateses’ and the foundation’s combined $174 billion investment portfolio through a secretive operation called Cascade Investment. Cascade owned assets like stocks, bonds, hotels and vast tracts of farmland, and it also put the Gateses’ money in other investment vehicles. One was a venture capital firm called Rally Capital, which is in the same building that Cascade occupies in Kirkland, Wash.
Rally Capital had an ownership stake in a nearby bicycle shop. In 2017, the woman who managed the bike shop hired a lawyer, who wrote a letter to Mr. Gates and Ms. French Gates.
The letter said that Mr. Larson had been sexually harassing the manager of the bike shop, according to three people familiar with the claim. The letter said the woman had tried to handle the situation on her own, without success, and she asked the Gateses for help. If they didn’t resolve the situation, the letter said, she might pursue legal action.
The woman reached a settlement in 2018 in which she signed a nondisclosure agreement in exchange for a payment, the three people said.
While Mr. Gates thought that brought the matter to an end, Ms. French Gates was not satisfied with the outcome, two of the people said. She called for a law firm to conduct an independent review of the woman’s allegations, and of Cascade’s culture. Mr. Larson was put on leave while the investigation was underway, but he was eventually reinstated. (It is unclear whether the investigation exonerated Mr. Larson.) He remains in charge of Cascade.
published an article detailing Mr. Gates’s relationship with Mr. Epstein. The article reported that the two men had spent time together on multiple occasions, flying on Mr. Epstein’s private jet and attending a late-night gathering at his Manhattan townhouse. “His lifestyle is very different and kind of intriguing although it would not work for me,” Mr. Gates emailed colleagues in 2011, after he first met Mr. Epstein.
(Ms. Arnold, the spokeswoman for Mr. Gates, said at the time that he regretted the relationship with Mr. Epstein. She said that Mr. Gates had been unaware that the plane belonged to Mr. Epstein and that Mr. Gates had been referring to the unique décor of Mr. Epstein’s home.)
The Times article included details about Mr. Gates’s interactions with Mr. Epstein that Ms. French Gates had not previously known, according to people familiar with the matter. Soon after its publication she began consulting with divorce lawyers and other advisers who would help the couple divide their assets, one of the people said. The Wall Street Journal previously reported the timing of her lawyers’ hiring.
The revelations in The Times were especially upsetting to Ms. French Gates because she had previously voiced her discomfort with her husband associating with Mr. Epstein, who died by suicide in federal custody in 2019, shortly after being charged with sex trafficking of girls. Ms. French Gates expressed her unease in the fall of 2013 after she and Mr. Gates had dinner with Mr. Epstein at his townhouse, according to people briefed on the dinner and its aftermath. (The incident was reported earlier by The Daily Beast.)
For years, Mr. Gates continued to go to dinners and meetings at Mr. Epstein’s home, where Mr. Epstein usually surrounded himself with young and attractive women, said two people who were there and two others who were told about the gatherings.
Ms. Arnold said Mr. Gates never socialized or attended parties with Mr. Epstein, and she denied that young and attractive women participated at their meetings. “Bill only met with Epstein to discuss philanthropy,” Ms. Arnold said.
On at least one occasion, Mr. Gates remarked in Mr. Epstein’s presence that he was unhappy in his marriage, according to people who heard the comments.
Leon Black, the head of Apollo Investments who had a multifaceted business and personal relationship with Mr. Epstein, according to two people familiar with the meeting. The meeting was held at Apollo’s New York offices.
It is unclear whether Ms. French Gates was aware of the latest meetings with Mr. Epstein. A person who recently spoke to her said that “she decided that it was best for her to leave her marriage as she moved into the next phase of her life.”
The fortune of Bill Gates and Melinda French Gates exceeds the size of Morocco’s annual economy, combines the value of Ford, Twitter and Marriott International and is triple the endowment of Harvard. While few know how their wealth will be divided in the divorce, one thing is clear: breaking it up can’t be easy.
Mr. Gates built one of the great fortunes in human history when he founded Microsoft in 1975 with Paul Allen. The Gateses’ net worth is estimated to be more than $124 billion, and includes assets as varied as trophy real estate, public company stocks and rare artifacts.
There’s a big stake in the luxury Four Seasons hotel chain. There are hundreds of thousands of acres of farmland and ranch land, including Buffalo Bill’s historic Wyoming ranch. There are billions of dollars’ worth of shares in companies like AutoNation and Waste Management. There’s a beachfront mansion in Southern California. And one of Leonardo da Vinci’s notebooks.
“The amount of money and the diversity of assets that are involved in this divorce boggles the imagination,” said David Aronson, a lawyer who has represented wealthy clients in divorce cases. “There have rarely been cases that are even close to this in size.”
2019 divorce between the Amazon founder Jeff Bezos and his now ex-wife, the novelist and philanthropist MacKenzie Scott, was bigger. Mr. Bezos had an estimated fortune of $137 billion, though mostly in Amazon stock, and Ms. Scott kept 4 percent of Amazon’s shares, worth $36 billion at the time.
But Mr. Gates has for decades been diversifying his holdings; he owns just 1.3 percent of Microsoft. Instead, his stock portfolio includes stakes in dozens of publicly traded companies. He is the largest private owner of farmland in the country, according to The Land Report. In addition to the Four Seasons, he has stakes in other luxury hotels and a company that caters to private jet owners. His real estate portfolio includes one of the largest houses in the country and several equestrian facilities. He owns stakes in a clean energy investment fund and a nuclear energy start-up.
Forbes, or $146 billion, according to the research firm Wealth-X. Including the Gates Foundation’s endowment and the Gates personal fortune, Cascade most likely oversees assets that put it on par or beyond some of the world’s biggest hedge funds in size.
Mr. Larson operates Cascade with an obsessive level of secrecy, going to great lengths to cloak the firm’s transactions so that they can’t easily be traced back to the Gateses. In a 1999 interview with Fortune magazine, Mr. Larson said he chose the name “Cascade” because it was a generic-sounding name in the Pacific Northwest.
that questions about the future of the Gates Foundation immediately arose following news of the divorce. The foundation directs billions to 135 countries to help fight poverty and disease. As of 2019, it had given away nearly $55 billion. (In 2006, Mr. Buffett pledged $31 billion of his fortune to the Gates Foundation, greatly increasing its grant making.)
Since he stepped down from day-to-day operations at Microsoft in 2008, Mr. Gates has devoted much of his time to the foundation. He also runs Gates Ventures, a firm that invests in companies working on climate change and other issues. Over the decades, Mr. Gates shed the image of a ruthless tech executive battling the United States government on antitrust to be viewed as a global do-gooder. And he appears to be keenly aware of the stark contrast between the scale of his wealth and his role as a philanthropist. “I’ve been disproportionately rewarded for the work I’ve done — while many others who work just as hard struggle to get by,” he acknowledged in a year-end blog post from 2019.
told The New York Times last year. “There’s just none.”
Bake sales on Instagram. Online fund-raisers involving Hollywood celebrities. Pledges of aid from companies like Mastercard and Google. A middle-of-the-night flight by a FedExcargo plane transporting thousands of oxygen concentrators and masks.
India’s devastating surge in Covid-19 cases has galvanized corporations, nonprofit organizations and individuals in the United States into raising millions of dollars and sending medical supplies to the nation of 1.4 billion.
But a sweeping change to India’s decades-old law governing foreign donations is choking off foreign aid just when the country needs it desperately. The amendment, passed by the government of Prime Minister Narendra Modi in September with little warning, limits international charities that donate to local nonprofits.
The effect is far-reaching. Almost overnight, the amendment gutted a reliable source of funding for tens of thousands of nongovernmental organizations, or N.G.O.s, that were already stretched thin by the pandemic. It prompted international charities to cut back giving that supported local efforts — and supplemented the government’s work — in fields such as health, education and gender.
more than 22 million infections and over 236,000 deaths, but experts say the toll is severely undercounted. Medical oxygen is in short supply. Hospitals are turning away patients. Only a tiny fraction of the population has been vaccinated. Mr. Modi’s government has come under increasing criticism inside and outside the country over its handling of the second wave.
Nongovernmental organizations help provide basic health services in India, picking up the slack in a country where government spending in that area totals 1.2 percent of gross domestic product. The United States spends close to 18 percent on health care. When the pandemic first surged in India, in March 2020, Mr. Modi asked NGOs to help provide supplies and protective gear and to spread the message on social distancing.
At the same time, India’s relationship with NGOs — a catchall term for the roughly three million nonprofits working across the country, including religious, educational and advocacy groups — has occasionally been fraught.
about a quarter of India’s NGO funding — roughly $2.2 billion — came from foreign donors, according to Bain & Co., the consulting firm. The September amendment, which was met with a backlash from India’s vocal community of activists, changed the landscape drastically.
Understand the Covid Crisis in India
“It came into existence so quickly that there was not the kind of public input or eyes on it that could tell you why it came into existence,” said Ted Hart, the chief executive of Charities Aid Foundation of America, an Alexandria, Va., nonprofit. “It was a shock.”
transport supplies to India free of cost.
The Indian diaspora of about four million people in the United States has swung into action. Some have given money to online platforms such as GiveIndia that route money to Indian nonprofits set up to receive foreign contributions.
It took just a few days for Indiaspora, a nonprofit community of mainly Indian-American donors, to raised around $5 million, including $1.6 million through an online fund-raiser in Hollywood.
“The approach we’ve taken is that the house is burning,” said Indiaspora’s founder, M.R. Rangaswami, a Silicon Valley investor and entrepreneur who lost his sister to Covid-19 in India. But his group is stepping carefully in giving that money away. It decided to stick with a small group of well-established nonprofits to which to direct its funding.
“The way we’re handling our giving is that we’re making sure that the organizations are F.C.R.A. compliant,” Mr. Rangaswami said.
Nicholas Kulish and Karan Deep Singh contributed reporting.
“It was a constant tension point of the foundation. It was Warren who limited it, but Bill’s appetite is always, ‘We should do this, we should do this.’ Teams end up with this massive to-do list,” the former executive said.
Mr. Buffett acknowledged in an interview with The Times last year that he opposed institutional bloat. “That’s the one piece of advice I don’t shut up on, ever, because it’s the natural tendency of every organization,” he said.
Employees at the foundation often have to wear multiple hats to keep up with the demands. For instance, one staff member, Anita Zaidi, serves in the highly technical role of director of vaccine development and surveillance but also serves as president for gender equality.
Mr. Gates famously gave a TED Talk in 2015 warning about the global threat posed by contagious respiratory viruses. The foundation was packed with top talent working on developing new vaccines. It did not, however, have a single person out of roughly 1,600 staff members devoted full time to pandemics before the Covid-19 outbreak began.
For all the workarounds with contract employees and consultants, there was only so much bandwidth, and the decision was made not to have a dedicated team working on the matter. Instead the foundation threw its weight behind the Coalition for Epidemic Preparedness Innovations, which helped develop vaccines to combat outbreaks.
When the pandemic struck, the foundation put its resources and expertise to work. It has dedicated $1.75 billion to combating the pandemic so far and played a key role in shaping the global response.
Even without the divorce, the foundation was in the midst of change. Mr. Buffett, the third trustee, turns 91 this summer. Mr. Gates’s father, Bill Gates Sr., who was co-chair and a guiding hand at the foundation, died this past September. Some observers have wondered if the couple’s three children could get involved soon. The elder two are already in college and medical school. Others have raised the possibility that this is the moment to loosen the family’s grip and install a board drawn from professionals outside the inner circle.