In recognition of Mental Health Awareness Month, AEG’s LA Galaxy partnered with the Kids Mental Health Foundation, with support from Purina, students from Ambler Avenue Elementary to Dignity Health Sports Park on Wednesday, May 20th for an immersive youth-focused mental health experience.

The program featured a conversation with LA Galaxy defender Chris Rindov alongside a licensed mental health professional. Together they created an open dialogue for students, addressing topics such as managing expectations, coping with pressure, and maintaining emotional balance both on and off the field.

By sharing his own experiences as a professional athlete, Rindov helped demystify mental health challenges, reinforcing that seeking support and building healthy habits are critical to success at every stage of life.

Following the discussion, students participated in hands-on activities designed to promote mindfulness and stress management. These included guided body scan exercise and small-group breakout sessions, and interactive sessions where participants developed personalized stress management plans. Students also created kindness cards for their peers, reinforcing themes of connection as an essential component of mental wellbeing.

“We’re proud to create a space where young people feel supported and empowered to talk about their mental health,” said Mariah Rodriguez, Manager, Community Relations and LA Galaxy Foundation. “By bringing together partners, players and students, we can help normalize these conversations and provide tools that make a lasting impact.”

The event underscores the LA Galaxy Foundation’s ongoing commitment to advancing youth mental health through meaningful community engagement. By leveraging the influence of professional athletes and trusted partners, the program aims to normalize conversations around mental health and equip young people with practical tools to navigate challenges with confidence.

The Kids Mental Health Foundation plays a vital role in this effort, working to improve the mental well-being of children by providing accessible resources, educational programs, and research-backed tools for families, educators, and communities. To learn more about the organization, click here.

NEW YORK, June 3, 2026 /3BL/ – Governance & Accountability Institute (G&A), a leading sustainability consulting and research firm, has issued a resource paper to help tech suppliers meet the climate and clean energy expectations of their customers. The new resource is available through G&A’s research hub.

Large technology companies such as Microsoft have set ambitious goals for reducing greenhouse gas (GHG) emissions, which require drastically reducing emissions in their supply chains. To drive progress, Microsoft’s data systems differentiate suppliers based on emissions performance. MSFT’s peers Apple, Google, and Meta also outline specific supplier requirements to help achieve their respective climate targets.

G&A’s analysts have identified major types of climate requirements that large tech companies have issued to their suppliers, and the associated industry standard. These include:

  • Providing GHG inventories: Suppliers are expected to publicly disclose annual Scopes 1, 2, and sometimes Scope 3 emissions. Google and others ask for disclosure to include energy consumption as well.
  • Achieving GHG reduction: Suppliers need to follow an emissions reduction goal, in some cases in line with one set by the customer – like Microsoft’s requirement to reduce emissions by 55% by 2030 for the suppliers’ production associated with MSFT.
  • Switching to clean energy: Tech customers are asking their suppliers to ensure only clean energy is used in producing their goods and services. Apple has instructed major manufacturing and logistics partners to decarbonize their entire Apple footprint by 2030, including all Scope 1 and Scope 2 emissions associated with Apple production.

The new publication provides a recommended roadmap to help tech suppliers meet these expectations and avoid common pitfalls.

“Scope 3 emissions generally comprise 70-90% of a company’s carbon footprint, but for large tech companies the percentage is even higher, with Microsoft at over 97%,” said Louis D. Coppola, CEO & Co-Founder at G&A Institute. “Even as large tech companies navigate their own evolving climate strategies, their supply chain requirements and deadlines remain firmly in place — and Scope 3 is one of the most powerful levers they have left to pull.”

Coppola also encouraged companies aiming to introduce themselves as suppliers or strengthen their current position: “Suppliers that can meet customer expectations for emissions reduction and clean energy transitions are well positioned as stand-out partners for big tech companies seeking to lead on climate action and clean energy.”

This year marks a deadline for Meta’s emissions-heavy suppliers to set a science-aligned GHG reduction target, closely followed by clean energy deadlines in 2029 (Google) and 2030 (Microsoft) as well as Microsoft’s 55% emissions reduction goal. With these timelines now upon us or coming up quickly, suppliers should act now.

“G&A is available to help big tech suppliers and suppliers to other industries put in place programs to meet customer expectations,” said Coppola. “Companies that integrate climate practices into their core business strategy ensure continuous improvement and long-term competitiveness.”

About G&A Institute, Inc.
Founded in 2006, Governance & Accountability Institute (G&A) is a New York–based sustainability consulting and research firm with deep advisory experience supporting corporate leaders and investors in integrating sustainability into governance, risk, enterprise performance, and evolving regulatory and stakeholder expectations.

Backed by rigorous disclosure research and one of the industry’s most comprehensive benchmarking databases, we deliver insight that strengthens transparency, enhances competitiveness, and drives measurable return on investment.

G&A has published numerous research papers, issue briefs, and quick reference guides covering global sustainability reporting regulations and frameworks, including the CSRD, ISSB standards, and other emerging mandates.

For more information, visit G&A Institute.

Media Contact:
Louis D. Coppola
Governance & Accountability Institute, Inc.
Tel 646.430.8230 ext 14
Email: lcoppola@ga-institute.com

NEW YORK, June 3, 2026 /3BL/ – Governance & Accountability Institute (G&A), a leading sustainability consulting and research firm, has issued a resource paper to help tech suppliers meet the climate and clean energy expectations of their customers. The new resource is available through G&A’s research hub.

Large technology companies such as Microsoft have set ambitious goals for reducing greenhouse gas (GHG) emissions, which require drastically reducing emissions in their supply chains. To drive progress, Microsoft’s data systems differentiate suppliers based on emissions performance. MSFT’s peers Apple, Google, and Meta also outline specific supplier requirements to help achieve their respective climate targets.

G&A’s analysts have identified major types of climate requirements that large tech companies have issued to their suppliers, and the associated industry standard. These include:

  • Providing GHG inventories: Suppliers are expected to publicly disclose annual Scopes 1, 2, and sometimes Scope 3 emissions. Google and others ask for disclosure to include energy consumption as well.
  • Achieving GHG reduction: Suppliers need to follow an emissions reduction goal, in some cases in line with one set by the customer – like Microsoft’s requirement to reduce emissions by 55% by 2030 for the suppliers’ production associated with MSFT.
  • Switching to clean energy: Tech customers are asking their suppliers to ensure only clean energy is used in producing their goods and services. Apple has instructed major manufacturing and logistics partners to decarbonize their entire Apple footprint by 2030, including all Scope 1 and Scope 2 emissions associated with Apple production.

The new publication provides a recommended roadmap to help tech suppliers meet these expectations and avoid common pitfalls.

“Scope 3 emissions generally comprise 70-90% of a company’s carbon footprint, but for large tech companies the percentage is even higher, with Microsoft at over 97%,” said Louis D. Coppola, CEO & Co-Founder at G&A Institute. “Even as large tech companies navigate their own evolving climate strategies, their supply chain requirements and deadlines remain firmly in place — and Scope 3 is one of the most powerful levers they have left to pull.”

Coppola also encouraged companies aiming to introduce themselves as suppliers or strengthen their current position: “Suppliers that can meet customer expectations for emissions reduction and clean energy transitions are well positioned as stand-out partners for big tech companies seeking to lead on climate action and clean energy.”

This year marks a deadline for Meta’s emissions-heavy suppliers to set a science-aligned GHG reduction target, closely followed by clean energy deadlines in 2029 (Google) and 2030 (Microsoft) as well as Microsoft’s 55% emissions reduction goal. With these timelines now upon us or coming up quickly, suppliers should act now.

“G&A is available to help big tech suppliers and suppliers to other industries put in place programs to meet customer expectations,” said Coppola. “Companies that integrate climate practices into their core business strategy ensure continuous improvement and long-term competitiveness.”

About G&A Institute, Inc.
Founded in 2006, Governance & Accountability Institute (G&A) is a New York–based sustainability consulting and research firm with deep advisory experience supporting corporate leaders and investors in integrating sustainability into governance, risk, enterprise performance, and evolving regulatory and stakeholder expectations.

Backed by rigorous disclosure research and one of the industry’s most comprehensive benchmarking databases, we deliver insight that strengthens transparency, enhances competitiveness, and drives measurable return on investment.

G&A has published numerous research papers, issue briefs, and quick reference guides covering global sustainability reporting regulations and frameworks, including the CSRD, ISSB standards, and other emerging mandates.

For more information, visit G&A Institute.

Media Contact:
Louis D. Coppola
Governance & Accountability Institute, Inc.
Tel 646.430.8230 ext 14
Email: lcoppola@ga-institute.com

The Ray’s approach to natural capital is rooted in treating the highway right-of-way (ROW) as a high-functioning asset. Last October marked the successful completion of the first year of their Sorghum Roadside Trials, a pilot project proving how specialized, resilient cereal crops can solve legacy infrastructure issues through biological engineering.

The selection of sorghum as a roadside pilot species is based on its dual capacity to function as a biological filter and a mechanical soil stabilizer. By establishing these biological assets along their testing corridors, they are demonstrating measurable advantages across three key areas:

Phytoremediation & Water Quality: Sorghum’s expansive root system acts as a natural subsurface filter, drawing vehicle-deposited heavy metals (such as lead and zinc) from the soil and locking them within the plant’s biomass before they can wash into local watersheds.

Subsurface Aeration & Slope Stabilization: Penetrating up to six feet deep, sorghum roots naturally break through heavily compacted roadside soil to improve stormwater absorption. This robust, interlocking root architecture anchors slopes far better than traditional turf grass, protecting the road’s physical foundation from erosion and washouts.

Operational Resilience & Maintenance Efficiency: Once established, dense sorghum stands naturally outcompete invasive weeds. This minimizes the need for chemical herbicides and reduces the frequency of mechanical mowing, lowering operational budgets while keeping maintenance crews safely off high-speed shoulders.

Scaling the Proof of Concept

Currently, The Ray is analyzing the technical data to determine how to scale this model across other districts. This research is a key part of their mission to deploy infrastructure that improves soil health, protects water quality, and delivers operational savings. As these biological assets continue to mature beneath the surface, they move closer to a transportation network that is self-healing, cost-effective, and built for long-term resilience.

Read the Technical Spotlight.

The Ray’s approach to natural capital is rooted in treating the highway right-of-way (ROW) as a high-functioning asset. Last October marked the successful completion of the first year of their Sorghum Roadside Trials, a pilot project proving how specialized, resilient cereal crops can solve legacy infrastructure issues through biological engineering.

The selection of sorghum as a roadside pilot species is based on its dual capacity to function as a biological filter and a mechanical soil stabilizer. By establishing these biological assets along their testing corridors, they are demonstrating measurable advantages across three key areas:

Phytoremediation & Water Quality: Sorghum’s expansive root system acts as a natural subsurface filter, drawing vehicle-deposited heavy metals (such as lead and zinc) from the soil and locking them within the plant’s biomass before they can wash into local watersheds.

Subsurface Aeration & Slope Stabilization: Penetrating up to six feet deep, sorghum roots naturally break through heavily compacted roadside soil to improve stormwater absorption. This robust, interlocking root architecture anchors slopes far better than traditional turf grass, protecting the road’s physical foundation from erosion and washouts.

Operational Resilience & Maintenance Efficiency: Once established, dense sorghum stands naturally outcompete invasive weeds. This minimizes the need for chemical herbicides and reduces the frequency of mechanical mowing, lowering operational budgets while keeping maintenance crews safely off high-speed shoulders.

Scaling the Proof of Concept

Currently, The Ray is analyzing the technical data to determine how to scale this model across other districts. This research is a key part of their mission to deploy infrastructure that improves soil health, protects water quality, and delivers operational savings. As these biological assets continue to mature beneath the surface, they move closer to a transportation network that is self-healing, cost-effective, and built for long-term resilience.

Read the Technical Spotlight.

Published by Las Vegas Sands on May 7, 2026

Las Vegas Sands (NYSE: LVS) has been recognized on the Dow Jones Best-in-Class World and North America 2026 indices, maintaining its position on both lists since 2020. Sands China Ltd., the company’s Asian subsidiary, was named to the Dow Jones Best-in-Class World and Asia Pacific 2026 indices, continuing its inclusion on both lists since 2022.

Out of 16 companies invited to participate in the Casino and Gaming category, Sands and Sands China are the only two companies included on the Dow Jones Best-in-Class World index this year. Sands is the only company in the Casino and Gaming category listed on the North America index, and Sands China is one of only two companies in the Casino and Gaming category listed on the Asia Pacific index.

The Dow Jones Best-in-Class World Index comprises global sustainability leaders as identified by S&P Global through the Corporate Sustainability Assessment (CSA). It represents the top 10% of the largest 2,500 companies in the S&P Global Broad Market Index (BMI) based on long-term economic, environmental and social criteria. The Dow Jones Best-in-Class North America and Asia Pacific indices represent the top 20% of the 600 largest North American companies and the top 20% of the 600 largest companies in the Asia-Pacific developed region in the S&P Global BMI based on the same criteria.

“Our continued inclusion among this prestigious group of companies underscores our commitment to advancing a robust and disciplined environmental, social and governance program that is embedded with rigor, accountability and transparency,” Katarina Tesarova, senior vice president and chief sustainability officer, said. “Our placements also demonstrate the ESG leadership position we hold in the hospitality and gaming industry, which is driven by our People, Communities and Planet corporate responsibility pillars.”

Under the People pillar of its corporate responsibility program, Sands surpassed its 2021-2025 ambition of investing $200 million in workforce development programs, with more than $270 million spent at the end of 2025. Sands also exceeded its Communities pillar target of contributing 250,000 Team Member volunteer hours between 2021-2025, with more than 290,000 hours amassed by the close of 2025.

In out-performing its 2021-2025 Planet pillar ambition, Sands reduced its scope 1 and 2 emissions by 54% at the end 2025 from a 2018 base year, exceeding both its Science Based Targets initiative-validated 17.5% reduction target as well as its 1.5°C-aligned 30% reduction target.

Sands has leveraged the CSA along with a number of external benchmarks and industry standards to shape its corporate responsibility programs and targets, which helped the company gain recognition on the Dow Jones Best-in-Class indices as well as other corporate responsibility rankings. Sands also was included on Fortune’s World’s Most Admired Companies 2026 list, Newsweek’s 2026 America’s Most Responsible Companies and 2026 America’s Greenest Companies lists, and CDP’s 2025 A-List for Climate Change.

The Dow Jones Best-in-Class index family, including the Dow Jones Best-in-Class World Index (DJ BIC World), was originally launched in 1999 as the pioneering series of global sustainability best-in-class benchmarks available in the market and is comprised of global, regional and country benchmarks. The S&P Global CSA covers 12,000 companies globally and is an annual evaluation of corporate sustainability practices. It benchmarks performance on a wide range of industry-specific economic, environmental, and social criteria that are relevant to the growing number of sustainability-focused investors and expected to be financially relevant to corporate success.

To learn more about Sands’ ESG initiatives, read its latest ESG report here: https://www.sands.com/resources/reports/.

About Sands (NYSE: LVS)

Sands is the leading global developer and operator of integrated resorts. The company’s iconic properties drive valuable leisure and business tourism and deliver significant economic benefits, sustained job creation, financial opportunities for local businesses and community investment to help make its host regions ideal places to live, work and visit.

Sands’ portfolio of properties includes Marina Bay Sands® in Singapore and The Venetian® Macao, The Londoner Macao®, The Parisian® Macao, The Plaza® Macao and Four Seasons® Hotel Macao, and Sands® Macao in Macao SAR, China, through majority ownership in Sands China Ltd.

Dedicated to being a leader in corporate responsibility, Sands is anchored by the core tenets of serving people, communities and the planet. The company’s ESG leadership has led to inclusion on the Dow Jones Best-in-Class Indices for World and North America, as well as Fortune’s list of the World’s Most Admired Companies. To learn more, visit www.sands.com.

Contacts:

Kristin Koca
Sands
702.923.9142
Kristin.Koca@sands.com

Published by Las Vegas Sands on May 7, 2026

Las Vegas Sands (NYSE: LVS) has been recognized on the Dow Jones Best-in-Class World and North America 2026 indices, maintaining its position on both lists since 2020. Sands China Ltd., the company’s Asian subsidiary, was named to the Dow Jones Best-in-Class World and Asia Pacific 2026 indices, continuing its inclusion on both lists since 2022.

Out of 16 companies invited to participate in the Casino and Gaming category, Sands and Sands China are the only two companies included on the Dow Jones Best-in-Class World index this year. Sands is the only company in the Casino and Gaming category listed on the North America index, and Sands China is one of only two companies in the Casino and Gaming category listed on the Asia Pacific index.

The Dow Jones Best-in-Class World Index comprises global sustainability leaders as identified by S&P Global through the Corporate Sustainability Assessment (CSA). It represents the top 10% of the largest 2,500 companies in the S&P Global Broad Market Index (BMI) based on long-term economic, environmental and social criteria. The Dow Jones Best-in-Class North America and Asia Pacific indices represent the top 20% of the 600 largest North American companies and the top 20% of the 600 largest companies in the Asia-Pacific developed region in the S&P Global BMI based on the same criteria.

“Our continued inclusion among this prestigious group of companies underscores our commitment to advancing a robust and disciplined environmental, social and governance program that is embedded with rigor, accountability and transparency,” Katarina Tesarova, senior vice president and chief sustainability officer, said. “Our placements also demonstrate the ESG leadership position we hold in the hospitality and gaming industry, which is driven by our People, Communities and Planet corporate responsibility pillars.”

Under the People pillar of its corporate responsibility program, Sands surpassed its 2021-2025 ambition of investing $200 million in workforce development programs, with more than $270 million spent at the end of 2025. Sands also exceeded its Communities pillar target of contributing 250,000 Team Member volunteer hours between 2021-2025, with more than 290,000 hours amassed by the close of 2025.

In out-performing its 2021-2025 Planet pillar ambition, Sands reduced its scope 1 and 2 emissions by 54% at the end 2025 from a 2018 base year, exceeding both its Science Based Targets initiative-validated 17.5% reduction target as well as its 1.5°C-aligned 30% reduction target.

Sands has leveraged the CSA along with a number of external benchmarks and industry standards to shape its corporate responsibility programs and targets, which helped the company gain recognition on the Dow Jones Best-in-Class indices as well as other corporate responsibility rankings. Sands also was included on Fortune’s World’s Most Admired Companies 2026 list, Newsweek’s 2026 America’s Most Responsible Companies and 2026 America’s Greenest Companies lists, and CDP’s 2025 A-List for Climate Change.

The Dow Jones Best-in-Class index family, including the Dow Jones Best-in-Class World Index (DJ BIC World), was originally launched in 1999 as the pioneering series of global sustainability best-in-class benchmarks available in the market and is comprised of global, regional and country benchmarks. The S&P Global CSA covers 12,000 companies globally and is an annual evaluation of corporate sustainability practices. It benchmarks performance on a wide range of industry-specific economic, environmental, and social criteria that are relevant to the growing number of sustainability-focused investors and expected to be financially relevant to corporate success.

To learn more about Sands’ ESG initiatives, read its latest ESG report here: https://www.sands.com/resources/reports/.

About Sands (NYSE: LVS)

Sands is the leading global developer and operator of integrated resorts. The company’s iconic properties drive valuable leisure and business tourism and deliver significant economic benefits, sustained job creation, financial opportunities for local businesses and community investment to help make its host regions ideal places to live, work and visit.

Sands’ portfolio of properties includes Marina Bay Sands® in Singapore and The Venetian® Macao, The Londoner Macao®, The Parisian® Macao, The Plaza® Macao and Four Seasons® Hotel Macao, and Sands® Macao in Macao SAR, China, through majority ownership in Sands China Ltd.

Dedicated to being a leader in corporate responsibility, Sands is anchored by the core tenets of serving people, communities and the planet. The company’s ESG leadership has led to inclusion on the Dow Jones Best-in-Class Indices for World and North America, as well as Fortune’s list of the World’s Most Admired Companies. To learn more, visit www.sands.com.

Contacts:

Kristin Koca
Sands
702.923.9142
Kristin.Koca@sands.com

Verizon

By Meg St-Esprit

At a glance

  • AI chatbots are already built into apps kids use, making it important for parents to talk early about what they are, and what they’re not.
  • AI isn’t always accurate or reliable, and kids need to learn to question answers, check sources and avoid using chatbots to do their thinking or schoolwork.
  • The goal isn’t to avoid AI—it’s to guide how kids use it, using low-stakes questions, games and conversations to build critical thinking.

Any child with access to social media has likely experienced an artificial intelligence (AI) chatbot. Some well-known examples: Meta has an AI assistant that will show you how to change a tire or help you lose weight. Snapchat’s My AI buddy will explain a science topic in a simple way, or toss out some birthday gift ideas for a friend.

For most families, the first interactions with these AI chatbots in social media are pretty harmless—like asking a chatbot to write silly song lyrics. Children quickly realize, though, that they can use these chats to ask questions they’re too embarrassed to ask adults about, like depression. Or they might simply ask an AI chatbot to do their homework.

“The temptation to use artificial intelligence to do schoolwork is strong,” says Lynn Rogoff, an adjunct associate professor at the New York Institute of Technology who designs chatbots for educational purposes. Her AI chatbot characters are designed to give students factually accurate information about historical events—something she says is a positive use of AI for students. But she’s also aware that they struggle with drawing the line on how to use AI.

“You have to persuade them that it’s in their best interests to gain critical literacy skills rather than let AI do their work,” she says.

Is it time to have the AI chatbot discussion with your kids? If so, these questions can help you get the conversation started.

1. What is an AI chatbot?

Whether it’s a stand-alone app or a feature incorporated into social media, AI chatbots might seem like a digital buddy, but they’re not real people. Instead, they’re designed to answer questions and sound conversational. They can even crack a joke or two—but they don’t think or feel like a human does.

2. Is AI accurate?

AI chatbots can give incorrect information. Asking a question about an upcoming event could generate a suggestion related to something that happened in the past.

“[AI chatbots] may be pretty good at seeming real,” says Jessica Ghilani, Ph.D., associate professor of communication at the University of Pittsburgh. “But that isn’t the same as being accurate.” Experts say this is likely to improve over time, but it’s a reason for caution.

3. Does AI use reliable sources?

Chatbots are known for providing chunks of information without any indication of where the information came from. Even when AI chatbots list sources, sometimes those sources don’t exist (these are called “ghost sources”). At the very least, this means that any specific data or research provided by an AI chatbot needs to be verified, which means going to the original source to make sure the information is accurate.

4. How could we use AI for fun?

Jamie Davis Smith, a mom of four in Washington, D.C., says her family used an AI chatbot to plan a summer road trip, which was mostly accurate. As a journalist, she knows accuracy and sourcing are crucial skills for kids to learn. That’s why she highlights AI’s limitations, as well as its usefulness, when she talks to her kids about AI chatbots. And she uses these fun activities to help teach what AI can (and can’t) do.

Try this:

Ask low-stakes questions. Recently, Smith’s son asked her if barn owls actually live in barns. Not knowing the answer, they turned to an AI chatbot. (Spoiler alert: Barn owls do prefer to live in barns.) These types of low-stakes questions are a great way to familiarize children with the pros and cons of artificial intelligence, Smith says.

Play games with bots. Most of the popular AI chatbot tools have game features built in; playing 20 questions or trivia games is a great way to help kids understand how these tools respond, as well as a great way to highlight when they are wrong.

Ask a bot to tell jokes. Artificial intelligence isn’t only for research — these AI chatbots can be funny, too. Ask an AI chatbot or smart speaker to tell you a knock-knock joke. This is a great way for kids to learn how artificial intelligence can communicate with them while they also have a laugh with their parents.

The bottom line

Artificial intelligence tools require supervision and guidance. Smith is cautiously having fun with these new tools even as she worries about kids using them to cut corners or even plagiarize work.

“It’s important to start talking with your kids about how to use them responsibly, and their limitations,” Smith says. “And start now if you haven’t done so already.”

About the author:

Meg St-Esprit, M.Ed., is a journalist who writes about education, parenting, tech and travel. With a background in counseling and development, she offers insights to help parents make informed decisions for their kids. St-Esprit lives in Pittsburgh with her husband, four kids and too many pets.

The author has been compensated by Verizon for this article.

For more tips and guidance from the experts, visit Parenting in a Digital World.

Verizon

By Meg St-Esprit

At a glance

  • AI chatbots are already built into apps kids use, making it important for parents to talk early about what they are, and what they’re not.
  • AI isn’t always accurate or reliable, and kids need to learn to question answers, check sources and avoid using chatbots to do their thinking or schoolwork.
  • The goal isn’t to avoid AI—it’s to guide how kids use it, using low-stakes questions, games and conversations to build critical thinking.

Any child with access to social media has likely experienced an artificial intelligence (AI) chatbot. Some well-known examples: Meta has an AI assistant that will show you how to change a tire or help you lose weight. Snapchat’s My AI buddy will explain a science topic in a simple way, or toss out some birthday gift ideas for a friend.

For most families, the first interactions with these AI chatbots in social media are pretty harmless—like asking a chatbot to write silly song lyrics. Children quickly realize, though, that they can use these chats to ask questions they’re too embarrassed to ask adults about, like depression. Or they might simply ask an AI chatbot to do their homework.

“The temptation to use artificial intelligence to do schoolwork is strong,” says Lynn Rogoff, an adjunct associate professor at the New York Institute of Technology who designs chatbots for educational purposes. Her AI chatbot characters are designed to give students factually accurate information about historical events—something she says is a positive use of AI for students. But she’s also aware that they struggle with drawing the line on how to use AI.

“You have to persuade them that it’s in their best interests to gain critical literacy skills rather than let AI do their work,” she says.

Is it time to have the AI chatbot discussion with your kids? If so, these questions can help you get the conversation started.

1. What is an AI chatbot?

Whether it’s a stand-alone app or a feature incorporated into social media, AI chatbots might seem like a digital buddy, but they’re not real people. Instead, they’re designed to answer questions and sound conversational. They can even crack a joke or two—but they don’t think or feel like a human does.

2. Is AI accurate?

AI chatbots can give incorrect information. Asking a question about an upcoming event could generate a suggestion related to something that happened in the past.

“[AI chatbots] may be pretty good at seeming real,” says Jessica Ghilani, Ph.D., associate professor of communication at the University of Pittsburgh. “But that isn’t the same as being accurate.” Experts say this is likely to improve over time, but it’s a reason for caution.

3. Does AI use reliable sources?

Chatbots are known for providing chunks of information without any indication of where the information came from. Even when AI chatbots list sources, sometimes those sources don’t exist (these are called “ghost sources”). At the very least, this means that any specific data or research provided by an AI chatbot needs to be verified, which means going to the original source to make sure the information is accurate.

4. How could we use AI for fun?

Jamie Davis Smith, a mom of four in Washington, D.C., says her family used an AI chatbot to plan a summer road trip, which was mostly accurate. As a journalist, she knows accuracy and sourcing are crucial skills for kids to learn. That’s why she highlights AI’s limitations, as well as its usefulness, when she talks to her kids about AI chatbots. And she uses these fun activities to help teach what AI can (and can’t) do.

Try this:

Ask low-stakes questions. Recently, Smith’s son asked her if barn owls actually live in barns. Not knowing the answer, they turned to an AI chatbot. (Spoiler alert: Barn owls do prefer to live in barns.) These types of low-stakes questions are a great way to familiarize children with the pros and cons of artificial intelligence, Smith says.

Play games with bots. Most of the popular AI chatbot tools have game features built in; playing 20 questions or trivia games is a great way to help kids understand how these tools respond, as well as a great way to highlight when they are wrong.

Ask a bot to tell jokes. Artificial intelligence isn’t only for research — these AI chatbots can be funny, too. Ask an AI chatbot or smart speaker to tell you a knock-knock joke. This is a great way for kids to learn how artificial intelligence can communicate with them while they also have a laugh with their parents.

The bottom line

Artificial intelligence tools require supervision and guidance. Smith is cautiously having fun with these new tools even as she worries about kids using them to cut corners or even plagiarize work.

“It’s important to start talking with your kids about how to use them responsibly, and their limitations,” Smith says. “And start now if you haven’t done so already.”

About the author:

Meg St-Esprit, M.Ed., is a journalist who writes about education, parenting, tech and travel. With a background in counseling and development, she offers insights to help parents make informed decisions for their kids. St-Esprit lives in Pittsburgh with her husband, four kids and too many pets.

The author has been compensated by Verizon for this article.

For more tips and guidance from the experts, visit Parenting in a Digital World.

Originally published on CVS Health Company Newsroom

Key points

  • Timely access to behavioral health care remains imperative because delays can worsen symptoms and increase the risk of crisis
  • It’s essential to measure access as patients actually experience it, which remains a challenge in behavioral health
  • Pairing timely access with more standardized outcomes measurement helps create a more accountable, effective behavioral health system

Why access and outcomes must evolve together in mental health care

Mental health care in the United States is at a critical moment. Nearly one in four adults experiences a mental health condition each year, yet many still struggle to access care when they need it. As demand for behavioral health services continues to rise, the focus is shifting—from whether access exists to how the care is being delivered and whether or not it leads to meaningful improvement.

“Access isn’t just an operational concern,” says Dr. Taft Parsons III, Chief Psychiatric Officer at CVS Health. “It’s a clinical determinant of outcomes. It leads to delays in care, symptom escalation, higher acuity and greater risk of crisis.”

Why timely access is a clinical quality

Across the behavioral health system, access to care remains uneven, especially for some of the most at risk and underrepresented communities. And while workforce shortages continue to present a gap between current capacity what’s needed to serve the community, it has gotten better. However, the workforce is dynamic, and access on paper or in a directory can fluctuate rapidly and can feel very different to patients in reality. “It’s critical to maintain a large network of providers, and we must also consider how patients are navigating to those providers, and the different needs they have,” said Dr. Parsons. “These needs include not only their clinical presentation, but also their ability to get to care – whether it’s access to transportation, or other unmet social needs.”

Access alone isn’t enough

While timely access is critical, it is only part of the equation. Historically, mental health care has lagged other areas of medicine in how quality and effectiveness are measured. Claims data can show that care was used, but it offers limited insight into whether symptoms are improving or treatment is actually helping. Overall mental health care has lagged with fragmented documentation and uneven or limited EHR adoption, which has stalled progress towards better measurement. Evaluating quality in behavioral health requires going beyond visit counts to understand outcomes and meaningful change over time.

“We need to continue to use the clinically grounded tools we do have available such as the PHQ‑9 and GAD‑7, which track changes in depression and anxiety symptoms before and after treatment, while also keeping any eye on how evolving technology and data can help us better understand how treatment is impacting our patients,” Dr. Parsons said. An outcomes‑based view that includes, but goes beyond, claims data helps clinicians and health systems better understand effectiveness across populations and continuously improve the quality of care delivered.

Why pre and post measurement matters

  • Tracks symptom change—not just engagement
  • Supports measurement-based care
  • Enables population-level quality improvement
  • Integrating access and outcomes

When timely access to care is paired with outcomes‑based measurement, behavioral health systems become more accountable and responsive. Patients connect to care sooner and gain clearer paths to improvement. Clinicians receive feedback that supports continuous quality improvement. And the overall system benefits from more clarity, better allocation of resources and improved long-term outcomes.

“When patients can access care quickly—and when we measure whether that care works—we move closer to a behavioral health system that delivers on its promise for everyone,” said Dr. Parsons.

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