Richmond City Council on Monday selected RVA Entertainment Holdings LLC — a joint venture between Urban One Inc. and Churchill Downs Inc. — as the city’s preferred casino operator, one of several administrative steps the city must take before a mulligan casino referendum lands on ballots in November, asking voters to reconsider allowing the proposed $562.5 million ONE Casino + Resort to be built in Richmond.
Council members also voted to execute a host community agreement between the city and RVA Entertainment Holdings, as well as a community support agreement between the city, developer RVA Entertainment Holdings and Richmond VA Management LLC (the entity that would manage the casino). The latter agreement would fulfill a negotiated payout of $25.5 million to the city from the developer if the referendum passes this year, as well as a $1 million bonus payment from the developer to the city upon closing of the resort casino’s financing.
The three items were approved in Monday’s consent agenda.
After the General Assembly voted in 2019 to allow casinos in five economically challenged cities statewide, voters in Bristol, Danville, Norfolk and Portsmouth approved casinos in their localities in 2020 referendums. Now, casinos are operating in Bristol, Danville and Portsmouth, with another under development in Norfolk.
However, Richmond voters rejected the proposed ONE Casino + Resort in November 2021 by a 1,200-vote margin.
The wording of the state law legalizing casinos did not bar a second referendum after the first one failed, allowing a second bite of the apple in Richmond. But Petersburg officials, including state Sen. Joe Morrissey, were hoping to bring Cordish Cos.’ proposed casino to their city and unsuccessfully tried to pass legislation that would have given them a casino referendum instead of Richmond. That bill’s failure cleared the way for Richmond voters to take a do-over casino vote this fall.
Most of the particulars of the proposed casino are the same as they were two years ago, although Churchill Downs is now involved after having purchased Peninsula Pacific Entertainment LLC (P2E) for $2.75 billion last fall. P2E was part of the 2021 proposal for the ONE Casino + Resort with Silver Spring, Maryland-based Urban One, a media company that operates 55 radio stations and the TV One cable network. The parent company of Churchill Downs racetrack in Louisville, Kentucky, Churchill Downs also owns the Colonial Downs Racetrack in New Kent County and six Rosie’s Gaming Emporiums in Virginia, as well as several casinos nationwide.
According to Richmond Economic Development Director Leonard Sledge, the ONE Casino + Resort, which would include a 250-room hotel and radio, TV and film production studios and soundstages, would be built on a 97-acre site on the city’s South Side on property owned by Altria Group Inc. off Interstate 95, just as proposed in the 2021 referendum. The city anticipates 1,300 jobs would be directly created by the casino, which would generate $30 million in projected annual local tax revenue, Sledge says. In his presentation at last week’s Richmond City Council Organizational Development Standing Committee, Sledge said that the temporary Hard Rock Hotel & Casino Bristol brought in $7.9 million in tax revenue since it opened in July 2022, and the Rivers Casino in Portsmouth, has yielded $4.7 million in tax revenue since its January opening.
Urban One Inc. CEO Alfred Liggins III and Joseph Quinn, chief counsel for Churchill Downs, both spoke at the June 5 committee meeting to encourage city councilors to give the project another chance — a formality, given that six out of nine council members are serving as patrons for the ordinances, along with Mayor Levar Stoney.
The board’s organizational committee voted June 5 to recommend approval of the three pieces of legislation, although one council member, Katherine Jordan, who also opposed the casino in 2021, voted against it both at the committee meeting last week and the full council meeting Monday.
Several supporters of a second referendum — chiefly local union members advocating for more jobs — spoke during the public hearing segment of the committee meeting, but only one casino opponent spoke, noting that the city’s voters had already made their feelings known in the first vote in 2021.
City Councilor Reva Trammell, a steadfast casino booster, said, “It’s a referendum. Yes, we have the right to have another one.”
Following Monday’s votes, the council will next petition Richmond Circuit Court to place the referendum on November ballots.
The University of Mary Washington named a new College of Business dean, Filiz Tabak, who will start July 10 at the Fredericksburg university, in an announcement this week. She comes from Towson University in Maryland, where she was acting associate dean of its College of Business & Economics most recently.
Tabak succeeds interim Dean Ken Machande, who led the business college’s AACSB International accreditation effort in 2018 during his first stint as interim dean. He has served as the college’s associate dean since 2012. UMW progressed from offering business degrees to establishing the college of business in 2010.
Tabak earned her bachelor’s and master’s degrees in environmental engineering and marine physics and chemistry at Istanbul Technical University and Istanbul University, respectively, and received an MBA from Turkey’s Bogazici University while working at Henkel AG & Co., the German multinational chemical and consumer goods company. Then, Tabak received her Ph.D. at Oklahoma State University’s College of Business Administration and became an assistant professor at Towson in 1995. She ultimately became a full professor and served as chair of the management department.
“I am excited about Dr. Tabak joining our leadership team,” UMW Provost Tim O’Donnell said in a statement. “She believes in our mission, is enthusiastic about our future, understands the important work that lies ahead and brings a range of knowledge, experience and a competitive drive that will benefit both the college and the larger university.”
Lynchburg’s assistant city manager, John Hughes IV, has been named executive vice president of operations at the Institute for Advanced Learning and Research in Danville, the institute announced Monday.
Hughes started in his new role Thursday. He reports directly to IALR President Telly Tucker and serves as the institute’s chief business and operations officer.
“I am thrilled to welcome Dr. Hughes to the Institute for Advanced Learning and Research team,” Tucker said in a statement. “As we continue to position Southern Virginia as a destination where all can live and thrive, I am confident Dr. Hughes’ leadership background, operations experience and creative approach to community building will help us ensure the exceptional quality and operational excellence our communities and employees deserve.”
A Lynchburg native, Hughes earned his doctorate in education and MBA from the University of Lynchburg, where he also received two bachelor’s degrees. As assistant city manager, he supervised several departments, including human services, the Lynchburg Public Library and Department of Parks and Recreation. Hughes previously worked as a foster care social worker and senior family services specialist before spending nearly a decade as the children’s services act coordinator for the city of Lynchburg.
Finding affordable health insurance has long been a difficulty for small business owners and employees.
Premiums may be affordable one year and could double the next. In 2020, Virginia’s average health insurance cost per person was $8,815, according to data from the Kaiser Family Foundation, and 36.1% of people polled reported that they did not seek mental health treatment because of cost. The average monthly cost of health insurance for small business owners is $547 per employee, which rises to $1,175 for family coverage, Kaiser reported in 2021.
The federal Affordable Care Act, passed in 2010, helped self-employed Americans negotiate affordable health policies, and in 2022, Virginia’s lawmakers passed legislation that aims to make similar strides for small businesses.
Small businesses with two to 50 employees will soon be able to join a self-funded health insurance consortium, or Multiple Employer Welfare Association (MEWA), through their local chamber of commerce or other business organization, such as the Virginia Farm Bureau. The ultimate aim is to lower the cost of insurance per person by creating a larger risk pool.
“I think this could be a game changer for small business,” says state Sen. Monty Mason, D-Williamsburg, one of the legislation’s sponsors. He predicts MEWAs will help small businesses attract more employees, noting that “80% of new jobs are offered by small businesses” in Virginia. “Other states that have these types of consortiums have seen premiums [go] down by 15% to 20%.”
According to state law, no one can be excluded from a MEWA based on preexisting health conditions, and insurance policies must cover emergency care, hospital stays, prescription drugs and other expenses typically covered by insurance. Any surplus revenue will be sunk back into the insurance plan at the end of the year, and associations must maintain a net worth of at least $4 million and deposit at least $50,000 of high-quality securities with the Virginia Department of the Treasury.
The first organization in the state expected to offer such a plan is the Virginia Chamber of Commerce, which is set to roll out its WiseChoice Healthcare Alliance this summer. Barry DuVal, the chamber’s president and CEO, says he anticipates about 3,000 people will join join in the first year — “similar to health coverage for a big company.” The only requirement for membership is that a business join a local chamber affiliated with the Virginia Chamber. Premiums will differ per business, DuVal notes.
The State Corporation Commission’s Bureau of Insurance will oversee the consortiums — as of May, the bureau had not yet received any applications for approval, but a spokesperson says it expects one soon from the Virginia Chamber. Any organization planning to create a MEWA must submit a three-year financial feasibility plan with enrollment projections, a methodology to determine premium rates, as well as a projection of balance sheets, cash flow statements showing capital expenditures, and purchase and sale of investments, the SCC says.
“We worked so closely with the Bureau of Insurance,” Mason says, “I think the structure is as sound as it can be.”
Mason’s first try at passing the legislation in 2019 was vetoed by Gov. Ralph Northam, who was concerned the bill would lower membership in the state insurance exchange.
“We argue that it would not hurt the state exchange,” DuVal says. Northam’s successor, Gov. Glenn Youngkin, a Republican, said before taking office in January 2022 that he would sign a bill if it were passed again by the Virginia General Assembly. He did so at a ceremony last year.
Aside from stabilizing the cost of health insurance, DuVal says MEWAs will likely help boost membership in local chambers. Similar policies in other states have helped chambers grow, with health insurance consortiums including up to 40,000 members after a year or two in existence. Mason anticipates Virginia’s consortiums will include 10,000 to 20,000 people once they’ve existed for a couple of years.
“Ninety percent of Virginians work for small businesses,” DuVal notes. “The real benefit of this is to produce and promote a healthy Virginia. It also helps smaller businesses recruit. Now they can offer competitive health coverage for employees.”
Harvey L. Lindsay Jr., chairman of Harvey Lindsay Commercial Real Estate, died April 19 at the age of 93. In addition to his nearly 70-year career in real estate, Lindsay was a Korean War veteran, an active volunteer in Hampton Roads civic organizations and an early civil rights activist.
“Harvey was an eternal optimist and a true servant leader who believed in empowering individuals to take care of their neighbors,” says Robert M. King, one of Lindsay’s sons and now chairman and president of the Norfolk real estate firm, which was started by Harvey Lindsay Sr. “Throughout his career, my dad believed that what was good for people was good for business. His solid, unyielding values are embedded in the culture of our company.”
Lindsay, who served as a Marine lieutenant during the Korean War and was a University of Virginia alumnus, joined his father’s company in 1954 and became president of the firm in 1969. He continued as chairman until his death.
Over his career, Lindsay was part of many major projects, including Tidewater Community College and Military Circle Mall. Old Dominion University’s Harvey Lindsay School of Real Estate is named for him. In 2014, LEAD Hampton Roads named him First Citizen of Hampton Roads.
A desegregation advocate, Lindsay chaired a racially mixed committee that pushed to reopen Norfolk public schools, which had closed in 1958 instead of integrating. He later co-founded a precursor to the Urban League of Hampton Roads, serving as its president.
“At a time when taking a bold stance on race relations … was risky, Mr. Lindsay stood for what was right, demonstrating uncommon courage,” says Urban League President and CEO Gilbert T. Bland. “Hampton Roads is a stronger, more inclusive community because of his efforts.”
In the mid-1990s, Diane and Paul Manning were thinking about moving from New Jersey with their three children. Like many families, they took many factors into consideration.
“One of the kids was really big-time into swimming, so we needed a place that had a good swim team,” Diane says. Also, “I always prefer a college town because it has more of a beat to it, [is] more interesting, [has] more things to do, and Virginia is gorgeous.”
But a third consideration was their children’s health, she adds. One child had Stargardt disease, a genetic eye ailment, and two had type 1 diabetes. “So, we needed good medical facilities.”
Charlottesville fit the bill, and the Mannings moved south. In 1997, Paul Manning founded Gordonsville-based PBM Products, which became the world’s largest privately owned infant formula and baby food business. In 2010, he sold the company to Perrigo Company plc for an estimated $808 million and set up PBM Capital, a health care-focused private equity firm that invests in pharmaceutical and life sciences startups.
Nearly 30 years later, the couple are now among the University of Virginia’s biggest private donors. Their $100 million gift in January will help launch the Manning Institute of Biotechnology, a $300 million project that’s expected to make Central Virginia a biotech hub in the next decade.
The institute’s primary goal will be to develop targeted treatments for diseases that either have no cure or involve therapies that make life hard on patients, such as chemotherapy and radiation. In short, the Mannings hope to fund a medical revolution that will lead to longer, healthier lives.
“When we launch, we will be best in class globally for biotech, because we’ll be the new, shiny penny,” Paul Manning says. “Three years from now, we’ll be on the cutting edge. We’re expecting that biotech, large pharma, will come in and set up satellite facilities here to take advantage of this ecosystem that’ll be here in Charlottesville.”
And yet, the impetus for this grand idea started at home.
“We’re very definitely motivated in the science direction because of having kids with issues, and we decided early on … that was our goal: to try to make a change in those diseases and, obviously, just moving technology forward in medicine. For us, it was a pretty, pretty easy decision,” Diane Manning says.
“Diane’s right, because we had a defined mission. It was given to us because of the kids,” Paul adds. “It’s not as glamorous as other types of philanthropy where you fund a theater, or you fund an art program. Not that that’s not important, but for us, health was critical for people.”
Life experience
The Mannings are like many significant philanthropists in that their gifts stem from personal experience or passions. For example, last year, a former Virginia Commonwealth University liver disease specialist, Dr. Todd Stravitz, donated $104 million to VCU to establish a liver research institute. This year, a former chemist, Irene Piscopo Rodgers, left $30 million to her alma mater, the University of Mary Washington, to support scientific research and scholarships. The list goes on.
One way in which the Mannings stand out from other benefactors is the fact that they didn’t graduate from or work for U.Va., although they have built powerful ties to the university since moving to the Charlottesville area in the 1990s.
A University of Massachusetts Amherst graduate, Paul Manning and his wife, Diane, have contributed more than $6 million toward diabetes and COVID-19 research at U.Va. They started funding diabetes research more than two decades ago, Paul Manning says.
“It was probably in the early 2000s, because the baby formula company took off in small-town America and Gordonsville,” he recalls. “I guess as we started growing that business, certainly [U.Va.’s] development people knew about us. We were interested in funding science. We met lots of the diabetic community here.”
Over the years, he served on several UVA Health and university committees and boards, including the President’s Advisory Committee.
And in May 2020, U.Va. announced a $1 million gift from the Mannings to establish the Manning Fund for COVID-19 Research, which was used to fast-track research on expanding testing and developing therapies and vaccines for the coronavirus, which was then still a new threat.
Melur “Ram” Ramasubramanian, U.Va.’s vice president for research, remembers the first days of the pandemic, before vaccines were available, and the relief he felt after the Mannings’ gift was announced. “We had nothing. We had no mass testing available yet. [Paul Manning] talked about testing possible treatments [and] wanted to reopen society.”
After receiving 52 COVID-related proposals, U.Va. awarded funding to nine projects. Some of those Manning-funded projects include a collaboration between Dr. Steven Zeichner of UVA Health and Virginia Tech’s Dr. Xiang-Jin Meng to develop a COVID-19 vaccine that would likely cost $1 per shot. For another project, U.Va. faculty members Dr. Kenneth Brayman and Dr. Bill Petri identified three possible therapies for treating acute and long COVID.
As with the biotech institute, Manning’s emphasis in the COVID fund was translational research — moving possible treatments past the idea stage into clinical trials and, ultimately, commercial production.
“He’s incredibly knowledgeable and incredibly well-connected,” Ramasubramanian says of Manning. “His own company invests in these types of technology anyway.”
Targeted treatments
Through his work in backing health care startups since 2010, Paul Manning says, he’s learned that cellular medicine is the key to treatments for many different medical conditions, including those that currently lack a cure.
For example, with diabetes, “it’s taken 25 years to get to this point. … They’ll be able to implant cells in the body that will make insulin. They’ll be able to manipulate these cells to be able to not be attacked by the immune system. That research is going on now,” Manning says, pointing to a Harvard researcher’s work with stem cells that can be changed to islet cells that produce insulin, which helps control the level of glucose in a patient’s blood.
“The first few patients … did extremely well, and now they are going into a bigger study with a major pharma company in order to use that cellular medicine to fix diabetes,” he notes. “My guess is that genetics is 80%, 90% of the reason people come down with diseases, including cancers and Alzheimer’s [and] ALS — even, I think, depression and other mental illnesses are all genetics. I think we’re getting closer to finding out why.”
The idea for the institute arose in mid-2021. “Diane and I wanted to do a major philanthropic project that is impactful,” Manning explains. “We’ve done a lot of things here, incrementally. We’ve put millions of dollars into incremental research at U.Va. and other places in order to move this cellular science forward, but … sometimes in order to be able to have an impact, you have to make a large investment.”
But also, he and U.Va.’s leaders wanted to persuade state legislators to include $50 million in their 2022-24 budget for the project. They succeeded in that, although it took about 20 visits to Richmond during the 2022 General Assembly session.
“Massachusetts and North Carolina and Maryland have invested billions of dollars in next-generation medicine, and Virginia needed to do that,” Manning says. “Meeting the legislators, having to educate them why this is important to the state and why it’s important to their constituents was necessary, but it was a lot of work.”
Ultimately, U.Va. pledged $150 million toward the project as well.
Dr. Craig Kent, UVA Health’s CEO and U.Va.’s executive vice president for health affairs, says that the biotech institute, which the university expects to open in 2027, will employ about 100 researchers and their core staffs, and, in addition to between 30,000 and 40,000 square feet of lab space, the institute will include a biomanufacturing center to produce treatments and medications in-house. Currently, U.Va.’s manufacturing space is just 7,500 square feet and is used to produce treatments for type 1 diabetes and Parkinson’s disease.
Ramasubramanian says that five years ago, when he was hired by U.Va., “I wasn’t thinking about translational research. The focus was on the need for wet lab space.” But now, as one of six university leaders who have hired an architect and are tasked with “moving this project to completion,” Ramasubramanian says, he realizes that the institute will help create jobs and give U.Va. the ability to produce drugs on a much greater scale.
“The vision is that we will have faculty and scientists working in the lab,” he says. “Clinical trials from other companies would take place there, also people scaling up innovations. It’s going to attract like a magnet.”
As for the Mannings, “they could have chosen anywhere,” Ramasubramanian says. “Their passion for Virginia came through.”
The personal side
Paul and Diane Manning have a funny story about how they met nearly 40 years ago. “We met on a street corner,” Diane says with a laugh — clearly, it’s a story they’ve told more than a few times.
“We met in Washington, D.C.,” Paul adds. “I was going to work one Saturday morning, and Diane was going to nursing school there, anesthesia school. I was driving up towards work, and I saw her standing there early Saturday morning, near Adams Morgan at a little music festival. I pulled the car over, and I walked across the street and introduced myself.”
“A little different than the average,” Diane notes.
After marrying, the couple settled in central New Jersey, where Paul Manning was involved in pharmaceutical manufacturing, and they had three children. In 1996, they moved to the Charlottesville area, and in addition to building PBM Products, they got involved with several nonprofits, including the local Boys & Girls Clubs chapter, food banks and the Paramount Theater.
Living in the countryside of eastern Albemarle County, the Mannings are starting a winery, raising horses and enjoying spending time with their grandchildren. Their daughter temporarily lives in Barcelona, and one son lives in Manhattan, but they come back to Virginia for visits, and their other son lives locally. Diane Manning and a friend also recently finished hiking the Appalachian Trail in sections — 2,200 miles total.
“We would go anywhere from 10 days if we were in Virginia and the weather looked great,” she says. “Twenty-eight days was the longest we went out.”
The couple also is fond of deep-sea fishing.
It’s clear that the Mannings enjoy the fun side of life, but as for their legacy, they have major ambitions for medical research.
“There’s five or six diseases we would like to cure,” Paul says. “Certainly, diabetes and genetic blindness, but also ALS and Alzheimer’s, and try to have people be able to have cancer as a chronic [disease] or to cure that. That’s the kind of thing this institute should help with.”
Other philanthropic gifts
Virginia’s other major philanthropic gifts in the past year came from familiar sources — if not to the public at large, then definitely at the institutions receiving the donations.
Longtime University of Richmond donors Carole and Marcus Weinstein, both UR alumni, gave $25 million in March to the private university to establish a learning center in their name at Boatwright Memorial Library. It’s the school’s second largest private donation.
The learning center will help support students academically through tutoring and programs focused on writing and public speaking, explains Martha Callaghan, UR’s vice president of advancement.
“This is intended for all students, not just those who are struggling,” Callaghan says. Also, the center will make use of underused space in the library, which is no longer the hub of activity it was in pre-internet days.
As for the Weinsteins, who started commercial real estate company Weinstein Properties in Henrico County decades ago, “this is the biggest gift they’ve ever made, but they’ve been generous, steadfast and now transformational donors at Richmond,” Callaghan says.
Similarly, the late Irene Rodgers, a 1959 graduate of what was then known as Mary Washington College of the University of Virginia, was a longtime supporter of her alma mater — making her first $50 donation in 1980. Over the next 40 years, she donated $9 million and bequeathed $30 million in her will. Rodgers died last year at age 84.
The gift is the university’s largest single donation by far, says President Troy Paino. A Bronx native who majored in chemistry at the Fredericksburg college and then earned her master’s degree in chemistry at the University of Michigan, Rodgers was a chemist and electron microscopist, spending four decades as a consultant to FEI Co., a subsidiary of Thermo Fisher Scientific Inc.
The $30 million bequest is targeted toward UMW’s undergraduate research program for students majoring in biology, chemistry, physics, environmental sciences, computer science and math, as well as four scholarships that provide full rides to out-of-state students for up to four years. Rodgers previously funded eight Alvey scholarships, which are named for the late Edward Alvey Jr., a historian and Mary Washington dean.
“One of the things Irene was committed to was bringing out-of-state students to the school,” Paino says, as well as being “very committed to women in the sciences.”
Her $30 million gift, he adds, establishes a “significant endowment for research in the sciences. Something we value and promote here is access to our faculty and allowing students to conduct in-depth research with our faculty.”
Shreya Murali, a Mary Washington senior from Henrico County majoring in biochemistry, received funding through one of Rodgers’ earlier gifts that helped her pursue research on stomach acid drugs as a method for killing cancer cells.
With the funding, she was able to present her project at an American Chemical Society conference in March in Indianapolis, as well as purchase testing supplies.
“It’s been amazing,” says Murali, who’s been accepted to U.Va.’s public health master’s degree program. “It’s given me the opportunity to pursue my love of research. I didn’t think it was possible until this past year.”
There’s another reason why Rodgers’ $30 million donation is special.
Although Mary Washington went coed more than 50 years ago, it has a longer history as an all-women’s institution, dating back to its founding in 1908 as the State Normal and Industrial School for Women in Fredericksburg. Women’s wages still lag behind those of white men in the United States, and even an alumna with the resources to make major gifts might be married to a man who wants to donate to his own institution, causing “split loyalties,” Paino says.
“But alums are showing a significant interest,” he adds. “They see the impact at Mary Washington, as opposed to larger schools. We believe that a transformational gift should help us, particularly students in the sciences. We’ve already heard from some students that this has tipped their [college] decision in our favor.”
Pharrell Williams’ Something in the Water made a splashy comeback to Virginia Beach from April 28-30, although wind and rain delayed the music festival’s start, and lightning and a tornado watch canceled the entire last day. Organizers promised attendees a one-third refund for tickets, which sold for $125 to $600.
Williams, a Virginia Beach native, multi-Platinum-selling recording artist and men’s creative director for Louis Vuitton, said via Instagram, “Next year we will shift the dates because this rain ain’t playing, but we will be!”
Hotel occupancy at the Oceanfront was between 70% and 90% April 28 and 29, says John Zirkle Jr., president of the Virginia Beach Hotel Association, although many visitors left early Sunday after the festival’s final day was canceled.
Nevertheless, food vendors saw long lines. “People paid too much for these tickets to skip it for a little rain,” Andy McGinley, owner of Richmond-based Momma’s BBQ, said during the weather delay on the festival’s first day. On the evening of April 30, after the concert had been canceled, an EF-3 tornado damaged 50 to 100 homes in the Great Neck area, about seven miles northwest of the concert area.
Final attendance and economic impact totals were not available by Virginia Business’ mid-May deadline. In 2019, the debut SITW festival sold 35,000 tickets and garnered $24 million in revenue for Hampton Roads.
Norfolk International Airport saw an uptick in the week ahead of the festival, tallying about 14,000 passengers on April 27, notes Executive Director Mark Perryman.
The festival also presented an opportunity for Virginia Beach economic development officials to woo business to the city. The city government purchased about 35 VIP passes from festival organizers at a pre-negotiated rate to give to economic development prospects. The economic deals represented by those prospects could add up to a potential $1.6 billion in new investment and 6,500 jobs, according to Taylor Adams, deputy city manager and director of economic development.
Other activities around SITW included A Seat at the Table, a benefit for the Urban League of Hampton Roads, which creates business opportunities for local minority-owned companies. It was held at the Virginia Museum of Contemporary Art in Virginia Beach.
A Seat at the Table “was sold out, with over 500 attendees — a diverse gathering of ages, ethnicities and professional interests,” says Gilbert Bland, president and CEO of the Urban League.
The maddening thing is, the person in accounting did exactly what they were supposed to do after receiving an email purportedly from their chief financial officer asking them to transfer tens of thousands of dollars to a different account.
“They called the CFO to make sure the email was accurate,” got the OK and made the transfer, says Dillon Behr, a cyber and executive liability broker at Falls Church-based Risk Placement Services Inc. (RPS), a wholesale insurance company. But it was actually the hacker on the phone, using an artificial intelligence-powered program that mimicked the CFO’s voice.
The scam worked.
Behr keeps up with the latest examples of cybercrime like this from news and industry sources because chances are good that, with the speed of advances in AI, one of his clients could soon encounter a sophisticated scam like this, he says.
After all, workers in all professional fields regularly encounter emails carrying attachments or links that can compromise security codes or other sensitive information. Even if it’s just a small amount of money stolen, it creates headaches for companies — and work for insurers.
Claims that result from compromised email are usually less than $50,000 apiece, says Chris Carey, administrator of VAcorp, a Roanoke-based insurance company whose clients are local government agencies in Virginia — cities, counties, towns and school divisions. In 2013, it began offering cyber insurance.
Less frequent but much more costly are ransomware events, in which a hacker ties up a customer’s systems or threatens to release bank account info, Social Security numbers or other private data on the dark web if a ransom isn’t paid. When something like that happens, the claim is likely to be closer to $150,000, Carey says, and VAcorp has to call on contractors to deal with computer forensics and others to deal with public relations. Although Carey’s clients are mainly municipal government agencies, the risks are similar for businesses.
“At organizations that didn’t have the best security in place, ransomware was hitting them hard,” says Alyson Rossi, senior vice president and executive professional practice leader at the Richmond office of Marsh McLennan Agency, a national insurance brokerage. “Sophistication of attacks was much greater.” Also, ransomware has shut down workplaces for 20 days or longer at a time. That can result in significant losses for some businesses, she notes.
A pandemic of hacking
Rossi says that although firms began offering cyber liability insurance in the late 1990s, there was a “seismic shift” in the frequency of cyberattacks in 2020, after many offices went virtual because of the pandemic.
All of a sudden, millions of employees were accessing databases remotely, and a lot of businesses were hosting their own data without secure encryption or multifactor authentication practices, leaving information more vulnerable to hackers.
And plenty of people were just not up to speed on basic security practices for a remote workforce, at least not at the start of the pandemic.
According to the FBI’s Internet Crime Complaint Center, the number of cybercrimes reported rose from 467,361 in 2019, costing victims $3.5 billion, to 791,790 reports in 2020, at a loss of $4.2 billion. Last year, the number of complaints was 800,944, and the amount of total losses rose to $10.3 billion.
Phishing was by far the most-reported type of cybercrime from 2020 to 2022, the FBI reports, and Virginia had the 12th most cybercrime victims in the nation last year, with 11,882 people reporting crimes to the FBI at a total loss of $205.4 million.
In January, wireless network T-Mobile was the victim of a cyberattack that exposed the personal data of about 37 million customers. A month later, hackers hit T-Mobile again, compromising data on more than 800 customers. Last year, IBM reported that the average cost of a data breach at U.S. companies was $9.44 million — a price that can include legal fees, lost revenue, ransom payments, audit fees and other costs.
Behr, who earned his master’s degree in security studies at Georgetown University in 2012 and began working in cybersecurity at Discover Financial Services in 2015, says that although some industries — financial and health care institutions in particular — were earlier adopters of cyber insurance, it took months of scary headlines or even a cyberattack at work for other companies to get the point.
Today, Rossi says, cyber insurance for any company “is not a nice-to-have. That’s a must-have.”
According to RPS’ 2023 cyber market outlook, 19% of its cyber claims in the first eight months of 2022 were from manufacturing companies and 12% from construction firms. That’s because those industries have larger business interruption risks than other kinds of businesses, the document says.
“A large manufacturer making widgets all day — you don’t think you have exposure to a data breach,” Behr explains. “But if you have a data breach that locks up your system, and you can’t make your widgets all day … you have to get IT forensics in there to see what happened. You could be down days or weeks, and that could potentially cost millions of dollars.”
What’s next in cybercrime
Although more businesses are aware of cybersecurity concerns than three years ago, there’s still education needed, insurers say.
“I think there are people out there who do not carry cyber insurance because they think they’re too small, and it doesn’t matter,” says Lisa Harmon, chief operating officer of Independent Insurance Agents of Virginia, which writes cyber insurance policies for other insurance agencies. “There are hackers who sit in coffee shops all day long and sit there and think of ways to hack. They’re getting more creative about it.”
A lot of factors change, including the modes of attack and which industries are under fire. Geopolitical events also can play a role, as countries with grievances against the United States — such as Russia, China or North Korea — support hackers attacking U.S. companies, Behr says.
In May, Carey was seeing more email compromise attacks — the kind of scams he calls a “nuisance” — and fewer ransomware attacks, compared with the year before. Behr says his workload is about 25% to 33% phishing-related, and compromised emails are the largest category of attack.
Behr also is seeing more hackers gaining access to companies’ cyber insurance information and demanding full payouts. For example, Behr says, if a business has a policy that pays up to $2 million, that’s how much the attacker will demand.
Carey says he’s also keeping a close eye on AI platforms that can help hackers mimic executives’ writing styles or even their voices, as well as cryptocurrency and blockchains, all of which he views as underregulated technology that creates opportunities for hackers to exploit. Even the expansion of broadband internet access in Virginia’s rural areas brings risks, he says.
However, the federal government — especially its enforcement arms like the FBI and the Department of Homeland Security — is working “materially better” with state and local governments on cybersecurity efforts, Carey says. But it’s still the government, and takes several months at its fastest to set budgets and allocate funds toward solving new problems.
“The problem is, [cyberattacks are] always evolving,” Carey says. “We could change our cyber policy every 90 days and still not keep up.”
Richmond City Council voted unanimously May 8 to approve the $2.44 billion Diamond District project, which includes a replacement for the aging stadium that’s home to the Double-A Richmond Flying Squirrels baseball team.
The Diamond District’s first phase, expected to cost $627.6 million, includes a 9,000-capacity, $90 million-plus baseball stadium and a hotel with at least 180 rooms from a high-end brand, such as Hilton or Westin. The project also will include more than 3,000 rental and for-sale residential units, 935,000 square feet of office space, 195,000 square feet of retail and community space, and another hotel.
“This game-changer development will bring a high-quality baseball stadium, good-paying jobs, affordable housing, new small businesses, billions in investment, and green space,” Richmond Mayor Levar Stoney said in a statement.
As part of the agreement, the city transferred 61 acres of land to the Richmond Economic Development Authority for sale to development team RVA Diamond Partners LLC, which includes Richmond-based Thalhimer Realty Partners, Washington, D.C.-based Republic Properties Corp., Chicago-based Loop Capital Holdings LLC and San Diego venue developer JMI Sports.
Richmond is anticipating $118 million in financing for the stadium’s construction. The agreement sets $80 million as the minimum Community Development Authority (CDA) bond proceeds for the construction of the baseball stadium and public infrastructure, and the city will fund the first phase’s infrastructure with $23 million in Capital Improvement Plan General Obligation bonds.
Design work for the new stadium was scheduled to begin in May, with construction slated to start in August 2024 and finish by December 2025, and the Squirrels opening the spring 2026 season there — a year past a deadline previously set by Major League Baseball for all Minor League Baseball facilities to meet new standards. The Diamond, which opened in 1985, is considered too old to renovate and must be replaced.
The Squirrels are expected to sign off on the new stadium by July 1, the last hurdle remaining to keep the team in Richmond.
“City Council approval of the development agreement for the Diamond District is a big step in the continued revitalization of Richmond, one that the Squirrels are happy to be a part of,” Lou DiBella, president and managing partner of the Richmond Flying Squirrels, said in a statement. “We look forward to continued momentum with respect to the design and construction of our long-awaited home.”
Taylor V. Adams, Virginia Beach’s deputy city manager and director of economic development, confirmed Tuesday night he will be leaving Virginia Beach after eight years. He will become the next president and CEO of the Economic Development Authority of Western Nevada (EDAWN), he said Wednesday.
His last day is June 30.
Last summer, Adams was a finalist for the position of city manager in Salem, Oregon, a job that went to a Washington city administrator instead.
He began working for Virginia Beach in 2015 as a purchasing agent and was promoted to finance operations administrator before becoming interim director of economic development for the city in 2018. That year, his predecessor resigned amid an embezzlement scandal. In July 2019, he became the permanent director of economic development for the city and was named deputy city manager in 2021.
Before coming to Virginia Beach, Adams served as chief administrative officer and director of finance for Starkville, Mississippi, and worked for Mississippi State University, his alma mater, as purchasing manager. He also worked as a partner and operations officer for Benefits Concepts PA in Columbus, Mississippi, and as a business development officer and commercial credit analyst for the National Bank of Commerce.
According to Fox 11 in Reno, Adams was chosen by EDAWN’s board after a nationwide search that yielded more than 100 candidates. He will replace Mike Kazmierski, who is set to step down after 12 years on Aug. 1. EDAWN includes Reno, Sparks and Tahoe.
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