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What If the Point of Foreign Assistance Was to End Foreign Assistance?
By Jacqueline Huh
August 31, 2026

Beneath the partisan debate on foreign assistance lies a remarkable consensus. Whether motivated by humanitarian obligation, national security, or economic opportunity, both Democrats and Republicans have long agreed that American support should advance the interests of the United States and the American people.

And yet the American people, whose taxes fund this work, have rarely been given a clear account of what their money concretely achieves and how they benefit. That gap between effort and explanation is one reason foreign assistance has been so easy to caricature and so hard to defend. The most basic question has also been the least consistently answered.

What does success actually look like?

The American people have been told how much foreign assistance costs and how many projects it funds. Too little attention has been paid to what those investments are supposed to produce over time. If American support is an investment made on behalf of the American people, then success cannot be defined by how much is spent or even by what is delivered. It must be defined by whether countries become capable of doing more for themselves and relying less on foreign assistance over time.

For decades, foreign assistance has been judged primarily by what it delivers, not what it leaves behind. A disease surveillance system may report impressive testing numbers while remaining indefinitely dependent on external technical support. A school is counted as built whether or not teachers are hired, students attend, or local authorities can maintain it after the project ends. These are real achievements, often lifesaving and lifechanging – but they answer only one question. What was delivered? They do not answer the more important one. What became unnecessary?

The real measure of success is whether countries become more capable of governing themselves, financing their own priorities, responding to crises, and sustaining progress after foreign assistance declines or ends. That shift in definition changes everything.

But success cannot be measured the same way across every form of foreign assistance and every country. Different objectives require different standards. One reason the debate has become so confused is that these distinct purposes are too often treated as though they were the same.

Emergency assistance answers to natural disasters, conflicts, and other crises. Its purpose is to save lives and relieve suffering. Food aid, for instance, is grown on American farms and carried on American ships before it reaches people in crisis abroad.

Recovery assistance restores basic security and essential public services after conflict or government collapse. Its purpose is to stabilize conditions long enough for reconstruction to take hold. The rebuilding, for instance, is led by American engineering firms and equipped with American-made machinery, from generators to water-treatment systems, before countries can govern, generate power, and rebuild themselves again.

Development assistance builds the institutions, systems, and workforce capacity that allow countries to govern themselves, fund their own priorities, and manage their own crises. Its purpose is to end long-term dependence on American support and to build more stable governments, more capable contributors to regional and global security, and more reliable trading partners. Development assistance is the rarest and most difficult of the three, and, on occasion, it has worked completely.

That is not an abstract aspiration. It has already happened.

After the Korean War, South Korea depended heavily on foreign assistance. But rather than remaining a permanent recipient, it invested in effective public institutions, education, and an export-oriented economy with a strong industrial policy. In 2009, South Korea became the first former aid recipient to join the OECD’s Development Assistance Committee as a donor nation.

Today, South Korea is one of the United States’ largest trading partners, with over $200 billion in annual two-way trade. Its firms manufacture semiconductors, batteries, and automobiles in the United States. During the COVID-19 pandemic, it rapidly scaled diagnostic testing capacity and, by April 2020, was exporting tests to more than 100 countries, including the United States. A South Korea that once depended on foreign assistance became one that strengthens the United States’ security and prosperity.

That is what success looks like. Not a dependency well managed. A dependency ended. Less of the same help, less often, for less long.

Each type of foreign assistance requires different tools, different timelines, and different definitions of success. Confusing them is one reason American support so often disappoints. Emergency assistance is judged as if it should build institutions. Recovery assistance is judged as if it should end dependence for good. But it is development assistance, more than any other category, where long-term success is ultimately decided, and where the greatest opportunities lie for the United States and the American people.

Too often, incentives reward continuation rather than progress toward independence. Development assistance can operate for years without demonstrating that governments are becoming more capable of performing core functions independently. Organizations are rewarded for delivering activities efficiently, not for making themselves unnecessary. Legislatures and boards demand results within political cycles, even though institutional capability is built over generations.

This is a problem of structure, not intention. Experts have spent years advancing ideas like local ownership, capacity building, and sustainability. But good intentions do not change what gets measured. And what gets measured is what gets rewarded.

Development assistance is routinely renewed even if it fails to demonstrate increasing local capability. Implementing organizations that produce dependency are rarely distinguished from those that produce independence. A system that cannot tell the two apart will reliably reproduce both.

Accountability is not a constraint on effectiveness. It is the condition for it. Countries start from different baselines, and the time it takes to build lasting capability will vary accordingly – some will need support for years longer than others. But implementing organizations should still be able to demonstrate, within defined time horizons appropriate to that starting point, that the countries they support are becoming more capable of performing core functions independently. Where that trajectory is absent, development assistance should be redesigned or ended, not simply continued.

Framing success in this way would not diminish humanitarian values. It would strengthen them. Countries that govern themselves effectively, finance their own priorities, and manage their own crises are better able to protect their citizens long after foreign assistance ends. They are also more stable partners, more capable contributors to regional and global security, and more reliable trading partners.

This is not a choice between charity and national interest. It is where they increasingly converge.

Foreign assistance will never disappear, nor should it. Earthquakes, pandemics, conflicts, and other shocks will continue to overwhelm even the most capable governments. Emergency and recovery assistance will remain essential tools of American leadership and engagement.

But development assistance should have different ambitions.

The argument is, in the end, a simple one. The goal of foreign assistance should not be how much is delivered, but what it leaves behind: capable governments, contributors to regional and global security, and reliable trading partners. Whatever form American support takes going forward, in whatever institutions, under whatever name, that is the outcome worth designing, funding, and measuring for. Not to keep it going. To make it unnecessary.

Jacqueline Huh is Head of External Affairs & Strategic Initiatives at the Stop TB Partnership. For more than a decade, she has led the design, development, and deployment of transformative public-private initiatives and partnerships across global health and development, working across civil society and community, local partners, governments, academia and research, the private sector, multilateral institutions, and donors to bring new approaches from idea to execution. The views expressed are her own.

What If the Point of Foreign Assistance Was to End Foreign Assistance?
By Jacqueline Huh
August 31, 2026

Beneath the partisan debate on foreign assistance lies a remarkable consensus. Whether motivated by humanitarian obligation, national security, or economic opportunity, both Democrats and Republicans have long agreed that American support should advance the interests of the United States and the American people.

And yet the American people, whose taxes fund this work, have rarely been given a clear account of what their money concretely achieves and how they benefit. That gap between effort and explanation is one reason foreign assistance has been so easy to caricature and so hard to defend. The most basic question has also been the least consistently answered.

What does success actually look like?

The American people have been told how much foreign assistance costs and how many projects it funds. Too little attention has been paid to what those investments are supposed to produce over time. If American support is an investment made on behalf of the American people, then success cannot be defined by how much is spent or even by what is delivered. It must be defined by whether countries become capable of doing more for themselves and relying less on foreign assistance over time.

For decades, foreign assistance has been judged primarily by what it delivers, not what it leaves behind. A disease surveillance system may report impressive testing numbers while remaining indefinitely dependent on external technical support. A school is counted as built whether or not teachers are hired, students attend, or local authorities can maintain it after the project ends. These are real achievements, often lifesaving and lifechanging – but they answer only one question. What was delivered? They do not answer the more important one. What became unnecessary?

The real measure of success is whether countries become more capable of governing themselves, financing their own priorities, responding to crises, and sustaining progress after foreign assistance declines or ends. That shift in definition changes everything.

But success cannot be measured the same way across every form of foreign assistance and every country. Different objectives require different standards. One reason the debate has become so confused is that these distinct purposes are too often treated as though they were the same.

Emergency assistance answers to natural disasters, conflicts, and other crises. Its purpose is to save lives and relieve suffering. Food aid, for instance, is grown on American farms and carried on American ships before it reaches people in crisis abroad.

Recovery assistance restores basic security and essential public services after conflict or government collapse. Its purpose is to stabilize conditions long enough for reconstruction to take hold. The rebuilding, for instance, is led by American engineering firms and equipped with American-made machinery, from generators to water-treatment systems, before countries can govern, generate power, and rebuild themselves again.

Development assistance builds the institutions, systems, and workforce capacity that allow countries to govern themselves, fund their own priorities, and manage their own crises. Its purpose is to end long-term dependence on American support and to build more stable governments, more capable contributors to regional and global security, and more reliable trading partners. Development assistance is the rarest and most difficult of the three, and, on occasion, it has worked completely.

That is not an abstract aspiration. It has already happened.

After the Korean War, South Korea depended heavily on foreign assistance. But rather than remaining a permanent recipient, it invested in effective public institutions, education, and an export-oriented economy with a strong industrial policy. In 2009, South Korea became the first former aid recipient to join the OECD’s Development Assistance Committee as a donor nation.

Today, South Korea is one of the United States’ largest trading partners, with over $200 billion in annual two-way trade. Its firms manufacture semiconductors, batteries, and automobiles in the United States. During the COVID-19 pandemic, it rapidly scaled diagnostic testing capacity and, by April 2020, was exporting tests to more than 100 countries, including the United States. A South Korea that once depended on foreign assistance became one that strengthens the United States’ security and prosperity.

That is what success looks like. Not a dependency well managed. A dependency ended. Less of the same help, less often, for less long.

Each type of foreign assistance requires different tools, different timelines, and different definitions of success. Confusing them is one reason American support so often disappoints. Emergency assistance is judged as if it should build institutions. Recovery assistance is judged as if it should end dependence for good. But it is development assistance, more than any other category, where long-term success is ultimately decided, and where the greatest opportunities lie for the United States and the American people.

Too often, incentives reward continuation rather than progress toward independence. Development assistance can operate for years without demonstrating that governments are becoming more capable of performing core functions independently. Organizations are rewarded for delivering activities efficiently, not for making themselves unnecessary. Legislatures and boards demand results within political cycles, even though institutional capability is built over generations.

This is a problem of structure, not intention. Experts have spent years advancing ideas like local ownership, capacity building, and sustainability. But good intentions do not change what gets measured. And what gets measured is what gets rewarded.

Development assistance is routinely renewed even if it fails to demonstrate increasing local capability. Implementing organizations that produce dependency are rarely distinguished from those that produce independence. A system that cannot tell the two apart will reliably reproduce both.

Accountability is not a constraint on effectiveness. It is the condition for it. Countries start from different baselines, and the time it takes to build lasting capability will vary accordingly – some will need support for years longer than others. But implementing organizations should still be able to demonstrate, within defined time horizons appropriate to that starting point, that the countries they support are becoming more capable of performing core functions independently. Where that trajectory is absent, development assistance should be redesigned or ended, not simply continued.

Framing success in this way would not diminish humanitarian values. It would strengthen them. Countries that govern themselves effectively, finance their own priorities, and manage their own crises are better able to protect their citizens long after foreign assistance ends. They are also more stable partners, more capable contributors to regional and global security, and more reliable trading partners.

This is not a choice between charity and national interest. It is where they increasingly converge.

Foreign assistance will never disappear, nor should it. Earthquakes, pandemics, conflicts, and other shocks will continue to overwhelm even the most capable governments. Emergency and recovery assistance will remain essential tools of American leadership and engagement.

But development assistance should have different ambitions.

The argument is, in the end, a simple one. The goal of foreign assistance should not be how much is delivered, but what it leaves behind: capable governments, contributors to regional and global security, and reliable trading partners. Whatever form American support takes going forward, in whatever institutions, under whatever name, that is the outcome worth designing, funding, and measuring for. Not to keep it going. To make it unnecessary.

Jacqueline Huh is Head of External Affairs & Strategic Initiatives at the Stop TB Partnership. For more than a decade, she has led the design, development, and deployment of transformative public-private initiatives and partnerships across global health and development, working across civil society and community, local partners, governments, academia and research, the private sector, multilateral institutions, and donors to bring new approaches from idea to execution. The views expressed are her own.

August 31, 2026 /3BL/ – Ragan Communications will bring hundreds of communications professionals together Nov. 11-13 in Austin, Texas, for its Future of Communications Conference, a flagship event of Communications Week 2026.

Held at the Hyatt Regency Austin, the three-day conference will convene communications executives and professionals from across internal communications, public relations, corporate communications, marketing, employee communications, public affairs and related disciplines to examine the forces reshaping the profession and prepare for 2027.

This year’s program arrives at a pivotal moment for communicators. Artificial intelligence is moving rapidly from experimentation to everyday business operations. Organizations are navigating changing employee expectations, evolving media ecosystems, reputation risk, economic uncertainty and increased pressure to demonstrate the business value of communications.

The Future of Communications Conference is designed to help communicators turn those challenges into opportunities to lead.

Across more than 30 keynotes, workshops, case studies, fireside chats, panels and peer discussions, attendees will explore practical strategies for AI adoption and governance, executive communications, corporate reputation, crisis communications, employee engagement, organizational change, Generative Engine Optimization (GEO), Answer Engine Optimization (AEO), measurement and strategic communications.

Attendees will learn from more than 50 senior communications leaders, executives and industry experts while connecting with hundreds of peers facing many of the same challenges inside their organizations.

A major addition to the 2026 experience is the Center for AI Strategy Summit on Nov. 11. Attendees selecting the AI Summit as their pre-conference experience will take part in candid discussions focused on moving AI adoption forward responsibly and effectively.

The Summit will explore where AI adoption is gaining traction, what is preventing broader use and trust, and how communications teams are moving from scattered experimentation to repeatable workflows. Attendees will see AI workflows and use cases being put into practice, examine governance and brand safety concerns and discuss emerging issues including agentic AI, synthetic content, legal risk and the role human judgment must continue to play.

Participants selecting the Center for AI Strategy Summit will also receive a complimentary annual membership in Ragan’s Center for AI Strategy.

Those choosing Ragan’s conference workshop experience on Nov. 11 can dive into additional hands-on learning around issues including deepfakes and synthetic media, crisis preparedness, AI-powered search, GEO and AEO, AI-fluent communications teams and maintaining authentic, high-quality content as AI accelerates production.

The conference continues Nov. 12-13 with dedicated internal and external communications tracks, general sessions, interactive discussions, networking experiences and opportunities to exchange ideas with speakers and fellow attendees.

The Future of Communications Conference takes place at the center of Communications Week, Nov. 9-13, an annual celebration that connects communications professionals, organizations and industry leaders through educational programs, networking and conversations about the future of the profession.

For communications professionals looking ahead to 2027, the Austin gathering offers an opportunity to step away from day-to-day demands, learn what other organizations are doing, build relationships with peers and return to work with practical strategies they can immediately put into action.

The next registration pricing deadline is Sept. 4.

3BL Media readers can use code 3BL to save an additional $500 on registration.

Learn more about Ragan’s Future of Communications Conference, explore the agenda and register at Ragan.com.

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When a natural disaster strikes, the immediate focus is often on human survival and rebuilding. But for communities like those in the Commonwealth of the Northern Mariana Islands (CNMI), pets are family, and their survival is tightly woven into the region’s overall recovery.

Following the devastating impact of Super Typhoon Sinlaku, thousands of animals were left vulnerable. FedEx proudly stepped up to deliver critical support where it was needed most, ensuring that life-saving supplies reached the ground when supply chains were broken.

The Aftermath of Super Typhoon Sinlaku

When Typhoon Sinlaku battered Saipan and neighboring islands, it left a trail of destruction. Widespread power outages, severe flooding, and disrupted supply chains meant that essential resources—including pet food and veterinary care—were suddenly cut off.

For a community that relies heavily on visiting veterinarians and local rescue groups, the situation was dire. Displaced and injured pets, as well as community animals, were in urgent need of nourishment and medical attention.

FedEx Delivers the Essentials

Recognizing that logistics can be the difference between life and death in a disaster zone, FedEx provided critical in-kind shipping of essential pet food to support the relief efforts.

By leveraging FedEx’s global network, the company successfully transported large donations of pet food from Hill’s Pet Nutrition and Open Farm directly to the ASPCA’s disaster response teams. This logistical support meant that while veterinary teams focused on complex surgeries and field rescues, they already had the heavy physical supplies needed to keep recovering animals nourished.

The Impact: Healing a Community

Because of this coordinated effort, the recovery results on the islands have been incredibly impactful. By providing prompt, in-kind shipping of high-quality pet food from Hill’s and Open Farm, FedEx, along with ASPCA and other supporters, successfully delivered life-saving care and nutrition to at least 1,100 pets, while completing over 2,000 veterinary and supply distribution services. Together, we did not just rebuild a supply chain; we brought vital relief and hope directly back to the families who needed it most.

At FedEx, we know that delivering for our communities means showing up when the unexpected happens. By supporting the ASPCA and local agencies in Saipan, FedEx isn’t just moving boxes of pet food—we are delivering hope, resilience, and a second chance for the most vulnerable members of the family.

Click here to learn about FedEx Cares, our global community engagement program.

KeyBank officially opened its new full-service branch in Black Diamond with a ribbon-cutting ceremony that brought together community leaders, local business owners, residents, and bank representatives. The new branch, located at 32500 Main Street, reflects the bank’s continued investment in one of King County’s fastest-growing communities.

As part of the celebration, KeyBank announced two community donations totaling $20,000. The Black Diamond Historical Society and the Black Diamond Community Center each received $10,000 grants to support their ongoing efforts to preserve local history and strengthen community connections.

“Black Diamond is growing and thriving, and we look forward to becoming an integral part of this community,” said Brian Marlow, KeyBank’s Washington State market president. He said the new location underscores the bank’s commitment to serving local residents, businesses, and community organizations.

The branch features modern banking technology, including interactive touch-screen monitors designed to enhance client experience. Customers also have access to drive-thru banking lanes, a drive-up ATM, and free parking. Longtime banker Anna Ripich will lead the branch as manager.

Ripich said the office was designed to provide a more personal and consultative approach to banking while giving clients convenient access to a full range of financial products and services. In addition to helping individuals and families meet their financial goals, the branch will support local businesses and homebuyers throughout the region.

The opening comes as Black Diamond continues to experience significant residential and commercial growth, attracting new families and businesses to the area. KeyBank leaders said the new branch positions the bank to meet the evolving financial needs of the expanding community while strengthening its local presence in Washington.

CFMA: # 260819-4878628

 

Demonstrating its ongoing commitment to strengthening local communities, AEG, the world’s leading sports and live entertainment company, partnered with the Koreatown Youth and Community Center (KYCC) to mobilize more than 30 employee volunteers for a neighborhood beautification and graffiti removal project in Los Angeles’ Koreatown district.

Held on Aug. 26, the volunteer initiative focused on removing graffiti from public spaces surrounding Seoul International Park and neighboring corridors, helping create cleaner, safer and more welcoming environments for residents, families and local businesses. Working alongside KYCC staff, AEG volunteers received training before participating in hands-on cleanup efforts that directly supported the nonprofit organization’s ongoing community revitalization programs

The volunteer project was supported by AEG Global Partnerships’ Inclusion Council (GPIC), an employee-led group focused on fostering a more inclusive, connected and equitable culture across the organization. Through volunteer opportunities like the KYCC beautification project, GPIC empowers employees to contribute to meaningful causes while supporting stronger, more connected communities.

The effort underscores the important role corporate volunteers can play in supporting local quality-of-life initiatives. According to KYCC, prompt graffiti removal helps deter repeat vandalism while fostering a greater sense of community ownership and neighborhood pride. Through partnerships like this, organizations can contribute to creating public spaces where communities can thrive.

“Strong communities are built through collaboration,” said Brynne Kuntz, Sr. Director of Creative Design, AEG Global Partnerships. “By partnering with organizations like KYCC, our employees have the opportunity to make a meaningful impact in neighborhoods where we live and work while supporting efforts that promote civic pride and community well-being.”

The volunteer project is part of AEG’s broader corporate social responsibility strategy focused on community engagement, employee volunteerism and investing in programs that create lasting local impact. The event also builds upon AEG’s longstanding partnership with KYCC, which has brought together employees and community members over the years to support neighborhood improvement projects and expand opportunities for residents across Los Angeles.

As businesses increasingly seek ways to engage employees in purpose-driven initiatives, partnerships between corporate volunteers and community-based organizations continue to demonstrate how collective action can help address local challenges while creating stronger, more connected neighborhoods.

Below is a recap of an article published by The New Stack 

GoDaddy is making domain management easier for developers by bringing core domain services directly into the tools and workflows they already use. The Developer Platform enables customers to search for and purchase domains, manage DNS, configure registrations, handle renewals and redirects, and automate other domain tasks through APIs and a command-line interface—reducing the need to move between development environments and traditional registrar dashboards.

The Developer Platform from GoDaddy is designed to support modern development practices, including Infrastructure as Code, CI/CD workflows and AI-assisted development. By making domain management programmable, GoDaddy helps developers move more efficiently from building an application to establishing its online presence, whether they are managing a single domain or thousands.

Security and control are also central to the experience. GoDaddy has built safeguards into automated domain purchases, including pricing protections, duplicate-purchase prevention and approval mechanisms that help ensure customers remain in control when actions are initiated programmatically or by AI agents. Scoped permissions further allow developers to limit what automated tools can access and do.

For customers, the Developer Platform represents a more streamlined way to manage an essential part of their digital infrastructure. Instead of treating domains as a separate administrative task, developers can incorporate domain registration and management into the same workflows they use to build, deploy and operate applications. GoDaddy is extending its role beyond domain registration to provide developers with flexible, secure tools that can help reduce friction, accelerate launches and simplify managing domains at scale.

Click to read the full article from The New Stack.

To learn more about GoDaddy, visit www.godaddy.com.

Key takeaways

• AI reduces chart production from hours to minutes
• Human analysts remain central to quality assurance
• RAVe achieves over 99.99% first-time-right accuracy
• The technology is expanding beyond maritime mapping

When most people think about maps, they think about directions on their phone. But the U.S. Navy and other commercial vessels rely on charts and maps to show exactly what is in the vast ocean.

It’s a matter of critical safety: a navigation error at the wrong location means a collision at sea or running aground. And the volume of that maritime data is growing faster than any team can maintain. 

“If you can’t trust the intelligence, you’re going into a mission blind. Our data is made up of tens of thousands of different data points that are necessary to safely navigate. If the locations of any obstructions [are] off or we miss features entirely, it could spell disaster for the Navy.”

Nick Cooper, Quality Assurance Manager, Leidos

In the second episode of Outcomes Unlocked, Leidos explores how artificial intelligence is changing that work.

The tool at the center of the story is RAVe — short for Raster Automation to Vector. RAVe is AI-enabled geospatial intelligence (GEOINT) software that reads complex imagery, such as nautical charts, and converts it into geo-referenced data for the maritime safety of navigation mission. Traditionally, analysts transcribed these massive datasets by hand, manually identifying and attributing tens of thousands of features and data points on a single chart. This was painstaking, repetitive work — the kind that takes a heavy cognitive toll. When you are reviewing tens of thousands of soundings, there is only so much time before something critical could be missed. 

Why AI is essential for modern geospatial intelligence

This was never just a workflow problem. The world geographically is always changing, and the volume of geospatial data is vast, often unverifiable and challenging to review with the naked eye. Yet military commanders and the Intelligence Community (IC) analysts who support them need data they can trust, and they need it quickly. Solving that at a global scale is exactly where AI and automation come in.

“The problem right now is [mapping and analyzing the data] takes too long, it’s too expensive, it’s monotonous, it’s repetitive in nature… the time it takes to take something process it and get it out to the warfighter is unacceptable in today’s standards.”

Scot Shiflett, Director, Geospatial Innovation Center, Leidos

AI-powered geospatial intelligence results

The transformation, by the numbers:

• ~50% reduction in touch labor — work that was unattainable through manual production 
• Over “four nines” (99.99%) accuracy, first-time-right, using automation 
• What once took up to 40 hours now takes minutes 

Leidos set out to automate the most repetitive part of that work – training AI to read charts and convert their features into validated vector data. When the team ran their first chart through the RAVe software, they were blown away – not just by the speed, but also by the accuracy.

Realizing this could be done at scale was the moment they knew it could change the way the work gets done.   

How AI helps geospatial analysts work faster and smarter

Just as important as the speed is what RAVe frees analysts to do.

Instead of manually clicking through tens of thousands of features, they can focus on the higher-value analysis that drew them to the work in the first place. Analysts take pride in work that is finally focused on judgement rather than the mundane. And that human judgment is not going away. AI gives analysts a powerful tool to have in their arsenal, but the data delivered to the customer will always depend on human discernment — that part will never be replaced. 

What’s next for AI-powered maritime mapping and navigation

RAVe is only the beginning. The team is already extending it beyond maritime charts toward validation against real-world imagery — electro-optical and infrared data from satellites, aerial photography and point-cloud data — and toward broader geospatial applications across aeronautical and geographic missions.

The world is moving at an incredible pace, but so is our ability to understand it. And in the end, this work exists for one reason: to deliver accurate, current data that helps service members navigate safely and return home.

“What excites me about this technology is it’s allowing the human to be the most efficient version of themselves to produce the best product faster than we’ve ever done before, higher quality than we’ve ever produced before and at a speed that has been unimaginable until now.”

Scot Shiflett, Director, Geospatial Innovation Center, Leidos

Explore how Leidos supports the intelligence community

We’re excited to share that, for the first time, Everpure has been named on the 2026 PEOPLE® Companies That Care list! 

This recognition reflects our employees’ commitment to making a meaningful impact through Pure Good, our social impact program. From employee giving and volunteering to strategic grants supporting communities, the environment, and workforce development, we’re proud of how our people bring our values to life.

Thank you to our employees for making this recognition possible—and for continuing to shape what’s next.

See the full list here.

The completed 25,000-square-foot Elwood site expansion bolsters Elanco’s monoclonal antibody (mAb) production; supports delivery of next-generation pipeline

INDIANAPOLIS, August 31, 2026 /3BL/ – Elanco Animal Health Incorporated (NYSE: ELAN) announced the on-time completion of a 25,000-square-foot manufacturing expansion of its Elwood, Kansas manufacturing site. As one of only two animal health companies with mAb solutions on the market today, the expansion further strengthens Elanco’s leadership in the biologics space.

“When we announced the expansion two years ago, we recognized that executing the most exciting pipeline in Elanco’s history required a manufacturing footprint capable of matching our innovation ambition,” said Grace McArdle, Executive Vice President, Manufacturing and Quality. “The expanded monoclonal antibody capacity ensures that as Elanco continues to pioneer breakthroughs in animal health, we are ready to meet pet owner and veterinarian demand with a safe and reliable supply. It also brings high demand, impactful jobs to the region. We appreciate the commitment of the State of Kansas, Doniphan County and the City of Elwood to help pets live longer, healthier, more active lives.”

The company recently announced the phased launch of Befrena™ (tirnovetmab), a new anti-IL-31 mAb injection for treatment of canine allergic and atopic dermatitis. In addition to Befrena, Elanco’s first mAb product, Trutect™ (formerly Canine Parvovirus Monoclonal Antibody), received full approval in 2025 as the first and only approved therapeutic solution for canine parvovirus. Both products are currently manufactured at Elanco’s Elwood facility.

“Pets are integral and central to our lives and Elanco’s charge is clear to keep innovating to make life better for animals,” said Jeff Simmons, President and CEO. “With customer demand for Befrena two times above expectations, this expansion was key in ramping capacity to meet demand as we anticipate reaching unconstrained levels in early 2027. Our R&D and manufacturing engine is stronger than ever to deliver a consistent flow of high impact innovation to meet higher pet owner expectation of care now and into the next decade.”

This expansion comes at a pivotal time when pet owners’ expectations for care are higher than ever. According to Elanco’s latest survey of 1,409 U.S. pet owners conducted earlier this year, even with rising costs across spending categories, including higher gas prices, pet health and wellness remain top priorities as a protected budget itemⁱ. This prioritization reflects a growing demand for comprehensive portfolios and innovative solutions, such as monoclonal antibodies, that can enhance the quality of life for pets.

“Today’s milestone reinforces Elanco’s commitment to going beyond to deliver differentiated, high impact innovation in key therapeutic areas,” said Dr. Ellen de Brabander, Executive Vice President, Research, Development and Regulatory Affairs. “As we continue to draw insights from monoclonal advancements in human health, we believe that antibody-based therapies have untapped potential in animal health. With the expansion of our Elwood manufacturing site, we are now better positioned to scale the future of our innovation portfolio.”

In addition to increasing production capacity of the manufacturing site by more than four times with upstream and downstream processing equipment, this $120 million investment also includes: a new pilot plant to accelerate process development and deliver the materials needed for clinical testing, a new quality control laboratory and additional support spaces. Another $30 million investment is planned through 2028 to include additional warehousing, for a total investment of $150 million. Design-build firm Burns & McDonnell, headquartered in Kansas City, Mo., led the expansion project as the primary provider of integrated design and construction services.

ABOUT ELANCO

Elanco Animal Health Incorporated (NYSE: ELAN) is a global leader in animal health dedicated to innovating and delivering products and services to prevent and treat disease in farm animals and pets, creating value for farmers, pet owners, veterinarians, stakeholders and society as a whole. With 70 years of animal health heritage, we are committed to breaking boundaries and going beyond to help our customers improve the health of animals in their care, while also making a meaningful impact on our local and global communities. At Elanco, we are driven by our vision of Food and Companionship Enriching Life and our purpose – all to Go Beyond for Animals, Customers, Society and Our People. Learn more at www.elanco.com.

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Media Contact

McKenna Shuler
+1.317.348.3165
mckenna.shuler@elancoah.com

Investor Contact

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+1.765.740.0314
tiffany.kanaga@elancoah.com