A federal judge has ruled that a lawsuit accusing Bank of America of ignoring warning signs tied to Jeffrey Epstein’s sex trafficking can move forward, saying the claims are strong enough to be heard in court.

US District Judge Jed Rakoff said Wednesday that allegations the bank “recklessly disregarded” information about Epstein’s conduct were sufficient to allow a proposed class action lawsuit to proceed.

The decision explains his earlier January 29 ruling that lets alleged victims pursue two key claims against the bank.

The lawsuit accuses Bank of America of knowingly benefiting from Epstein’s sex trafficking and of obstructing enforcement of the federal Trafficking Victims Protection Act.

According to Reuters, the judge did not rule on whether the bank is guilty. Instead, he found that the claims deserve further review at trial, which is scheduled for May 11.

In a detailed 42-page opinion, Rakoff wrote that the plaintiff, identified as Jane Doe, “plainly alleges” that Bank of America provided non-routine banking services that helped Epstein.

According to the complaint, the bank allowed Doe to become a “premier” customer and move large amounts of money, despite allegedly having “every reason to know” Epstein was involved in the transfers and in sex crimes.

Judge: Bank of America ‘Turned Blind Eye’

Rakoff also said Doe plausibly claimed that the bank “turned a blind eye” to media reports about Epstein.

He pointed to questions about “the way large transfers passed in and out of an account allegedly owned by an impecunious young woman.”

The judge added that one bank employee, who previously worked with Epstein at other major banks, allegedly had “direct personal knowledge” of Epstein’s sex trafficking, which could expose Bank of America to civil liability, US News reported.

The lawsuit claims the bank continued doing business with Epstein until his arrest in July 2019 because profits were placed above protecting victims.

Epstein died the following month in a Manhattan jail cell while awaiting trial. His death was ruled a suicide by the city’s medical examiner.

Bank of America, based in Charlotte, North Carolina, said it looks forward to a full review of the facts.

The judge dismissed four other claims against the bank and threw out all claims in a similar lawsuit against Bank of New York Mellon.

In 2023, Epstein accusers reached settlements totaling $290 million with JPMorgan Chase and $75 million with Deutsche Bank. Neither bank admitted wrongdoing.

Originally published on vcpost.com

Spirit Airlines is moving forward with plans to auction 20 of its Airbus A320 and A321 aircraft as part of its ongoing bankruptcy restructuring.

The ultra-low-cost carrier filed for Chapter 11 protection for the second time in a year in August 2025, citing financial pressures and a need to realign its fleet with its updated commercial strategy.

In a court filing submitted Wednesday in New York, Spirit Aviation Holdings asked a US bankruptcy judge to approve bidding procedures for the sale.

The airline said shrinking its fleet would help lower maintenance, storage, and operating costs, while allowing the sale proceeds to pay down debt tied to the aircraft.

According to Reuters, CSDS Asset Management, an aviation asset manager, has emerged as the first bidder. The firm has offered approximately $533.5 million for the 20 planes.

If the court approves the auction process, Spirit will solicit competing offers starting at about $554 million. The auction and sale are scheduled for April.

Spirit Airlines Moves to Auction 20 Jets

A Spirit spokesperson emphasized the importance of the sale in stabilizing the airline’s finances, saying, “Selling these aircraft is critical to matching our fleet size with our redesigned commercial and network plan. It will help reduce costs while supporting our long-term recovery strategy.”

The airline has faced a challenging year, filing for bankruptcy twice amid rising operating costs and an evolving competitive landscape, ET reported.

By reducing its fleet, Spirit hopes to streamline operations and ensure that resources are focused on profitable routes.

The court filing notes that the sale proceeds will primarily be used to repay debt linked to the aircraft.

Judge approval of the bidding procedures would allow Spirit to move forward with soliciting higher bids and completing the auction, potentially improving the airline’s balance sheet and financial flexibility during bankruptcy.

Analysts say Spirit’s move could help it remain competitive among ultra-low-cost carriers while addressing its debt obligations.

Originally published on vcpost.com

Capitol City Residential Health Care operates at the practical edge of community-based behavioral support. The organization works with individuals who have complex developmental and behavioral needs and require stable residential care in community settings.

The organization’s work grew out of a simple observation. Most behavioral crises do not start with danger. They start with missed signals. A routine that no longer fits. A plan that stopped matching daily life. Capitol City Residential Health Care built its model around preventing those failures before they escalate.

Over time, the organization developed a reputation for working with higher-acuity individuals who are often considered difficult to place. Instead of relying on reactive interventions, the team focused on systems. Staffing consistency. Regular plan reviews. Clear routines. Early warning signs. Calm, predictable responses.

Their approach is grounded in operations rather than theory. Person-centred planning is treated as a living process, not a document. Plans are reviewed frequently and updated after any escalation. Small adjustments are tested and measured. What works stays. What does not is removed.

Capitol City Residential Health Care also places strong emphasis on staff stability. The organization reduced unnecessary paperwork and invested in practical training that helps teams recognise stress early and respond consistently.

Today, Capitol City Residential Health Care is recognized as a steady operator in a demanding sector. Its work demonstrates how prevention-first systems can reduce emergency interventions, improve daily stability, and support long-term community placements without relying on crisis-driven care.

A Conversation with Capitol City Residential Health Care

How did Capitol City Residential Health Care begin its work in community-based care?

The organization started with a narrow focus. Supporting individuals who struggled in traditional placements. Many had frequent behavioral escalations. Emergency calls were common. The early work showed that most crises followed patterns. They were not sudden events.

What did you notice first when working with higher-acuity individuals?

We noticed that behavior changed before it escalated. Sleep shifted. Routines broke. Staff responses varied. Plans stayed the same even when life changed. That mismatch caused stress.

How did that shape your operating model?

It pushed us toward prevention. We stopped asking how to manage crises and started asking how to stop them from forming. That changed everything. We focused on plan reviews, consistency, and early action.

Person-centred planning is central to your work. How do you define it?

It is not paperwork. It is a process. It means learning how someone experiences their day. What calms them. What overwhelms them. How they show stress. The plan changes when the person changes.

How often are plans reviewed in practice?

At least monthly. Always after an escalation. Waiting three or six months does not work. By then the damage is done.

Can you share an example of a small change that made a big difference?

One individual escalated every evening. Staff assumed the issue was the activity. A review showed dinner happened during a noisy shift change. We moved the handover. The escalation stopped within days.

What role does staff consistency play in outcomes?

It is critical. High turnover leads to missed signals. Familiar staff know when something feels off. We prioritise stable assignments whenever possible.

How do you train staff to support prevention?

Training is short and practical. How to slow speech. How to pause before responding. How to offer choice. We practise real scenarios, not theory.

Choice comes up often in your approach. Why does it matter?

Choice reduces power struggles. Two clear options lower stress. One demand raises resistance. We see this daily.

How do you measure success internally?

We track emergency calls, but we also track calm days. Early interventions. Plan updates. Fewer crises matter more than busy responses.

Have you ever declined placements?

Yes. If staffing ratios cannot meet the need, or if the environment cannot be stabilized safely, we decline. Safety comes first.

How has the organization evolved over time?

We became more structured. Early work relied on experience. Now we rely on systems. Systems scale better.

What challenges has the sector faced recently?

Staff burnout. Rising acuity. More noise and disruption in community settings. Those pressures make prevention even more important.

What keeps your work grounded?

Frontline feedback. Daily notes. Patterns. Reports matter, but behaviour tells the story first.

How would you describe your role in the wider industry?

We focus on showing that prevention works. Not as a theory, but as daily practice.