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Science costs money – research is guided by who funds it and why
Science costs money: Funding is essential for scientific research, shaping its direction and outcomes. Government and private investments drive both basic and applied research, leading to innovation and societal benefits, particularly in health.
Last Updated on October 12, 2025 by Daily News Staff
Ryan Summers, University of North Dakota
Science costs money – research is guided by who funds it and why
Scientists have always needed someone to help foot the bill for their work.
In the 19th century, for example, Charles Darwin made an expensive voyage to the southernmost tip of the Americas, visiting many other places en route, including his famous trek through the Galapagos Islands. The fossil evidence Darwin collected over his five-year journey eventually helped him to think about an infinite variety of species, both past and present.
The HMS Beagle and its crew traversed these places while testing clocks and drawing maps for the Royal Navy, and the voyage was funded by the British government. Darwin’s position as a naturalist aboard the ship was unpaid, but, fortunately, his family’s private assets were enough to cover his living expenses while he focused on his scientific work.
Today, government and private funding both remain important for scientific discoveries and translating knowledge into practical applications.
As a professor of science education, one of my goals while preparing future teachers is to introduce them to the characteristics of scientific knowledge and how it is developed. For decades, there has been a strong consensus in my field that educated citizens also need to know about the nature of the scientific enterprise. This includes understanding who pays for science, which can differ depending on the type of research, and why it matters.
Funding for science is more than just the amount of money. To a large extent, the organizations that fund research set the agenda, and different funders have different priorities. It can also be hard to see the downstream benefits of scientific research, but they typically outweigh the upfront costs.
Basic research leads to new knowledge
Basic research, also called fundamental research, involves systematic study aimed at acquiring new knowledge. Scientists often pursue research that falls into this category without specific applications or commercial objectives in mind.
Of course, it costs money to follow where curiosity leads; scientists need funding to pursue questions about the natural and material world.
About 40% of basic research in the U.S. has been federally funded in recent years. The government makes this investment because basic research is the foundation of long-term innovation, economic growth and societal well-being.
Funding for basic research is distributed by the federal government through several agencies and institutes. For more than a century, the U.S. National Institutes of Health have sponsored a breadth of scientific and health research and education programs. Since 1950, the National Science Foundation has advanced basic research and education programs, including the training of the next generation of scientists.
Other federal agencies have complementary missions, such as the Defense Advanced Research Projects Agency, created in response to the Soviet Union’s launch of Sputnik in 1957. DARPA focuses on technological innovations for national security, many of which have become fixtures of civilian life.
Through a competitive review process at these agencies, subject experts vet research proposals and make funding recommendations. The amount of funding available from the NIH, NSF and DARPA varies annually, depending on congressional appropriations. Most of the awarded funds go to universities, research institutions and other health and science organizations that conduct research. The sum of research dollars awarded differs among states.
Applying research
Scientists undertake basic research to generate new knowledge with no specific end goal in mind. Applied research is different in that it aims to find solutions to real-world problems.
Research that investigates specific, practical objectives or improvements with commercial potential is more likely to attract private investors. Companies directly invest in research and development to gain a competitive edge and turn a profit. Private industry is more likely to sink dollars into applied rather than basic research because the potential payoff in the form of a new product or advance is more visible.
From discovery to real-world implementation
As applied research addresses problems, promising findings are moved toward clinical application or mainstream use. This research and development process can lead to tangible benefits for individuals and society.
Federal agencies such as the NIH make substantial investments in the basic and applied science underlying new drugs. Pharmaceutical and biotechnology companies heavily invest in the development of drug candidates. Recent reports have shown that industry has been responsible for 50% or more of the dollars invested in health and biomedical research in recent years. This expenditure includes significant spending to advance clinical trials – the studies that test new medical treatments before they get approved for use.
The NIH funded basic research that contributed to every single drug approved by the U.S. Food and Drug Administration between 2010 and 2016. This includes key work that led to COVID-19 vaccines. The COVID-19 vaccination campaign likely saved the U.S. more than $1 trillion in health care expenses that would have otherwise been incurred and also saved lives.
Initial NSF investments in research was instrumental in capturing images of black holes and exploring deep oceans. Basic research funded by NSF paved the way for everyday conveniences such as smartphones, the Google search engine and artificial intelligence. Other funded projects led to quality of life improvements such as American Sign Language and kidney matching for transplants. Educational programming, such as “Bill Nye the Science Guy” and “The Magic School Bus,” were NSF-backed projects, too.
It matters who pays: Funding shapes science
Funders and financial systems shape the trajectory of research across fields. Institutions advertise funding opportunities based on their current priorities. Changes in the amount of funding available ultimately direct the attention of researchers. Any interruptions to basic research, such as changes to financial supports or institutions, may threaten future discoveries and potential payoffs for years to come.
According to numbers reported by a coalition of research institutions, every dollar that NIH spends on research leads to $2.56 of new economic activity. For the 2024 fiscal year, this means, of the $47.35 billion Congress appropriated for NIH, the $36.94 billion awarded to U.S. researchers fueled $94 billion in activity through employment and the purchase of research-related goods and services.
Economist Pierre Azoulay and colleagues recently imagined an alternative history where NIH was 40% smaller and dispersed less money – a budget akin to current federal proposals. They argued that more than half of the drugs FDA approved since 2000 are tied to NIH-funded research that would have been cut under this scenario. This thought experiment underscores how valuable those basic research dollars are. https://www.youtube.com/embed/xk94il8L820?wmode=transparent&start=1369 ‘Last Week Tonight with John Oliver’ points out some seemingly outlandish basic research that has yielded surprising real-world applications.
Even seemingly out-of-touch or abstract studies may precede discoveries with major impact. Basic research into bee nectar foraging and movement around the colony, recently mentioned on “Last Week Tonight with John Oliver,” led to the development of an algorithm that distributes internet traffic between computer servers, which now powers the multibillion-dollar web-hosting industry. Learning about applications of research with visible societal impacts can help people understand and appreciate the role of funding in the scientific enterprise.
Ryan Summers, Associate Professor of Science Education, University of North Dakota
This article is republished from The Conversation under a Creative Commons license. Read the original article.
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The Long Track Back
Why Downtown Los Angeles Feels Small Compared to Other Cities
Downtown Los Angeles often feels “small” compared to other U.S. cities, but that’s only part of the story. With some of the tallest buildings west of the Mississippi and skyline clusters spread across the region, LA’s downtown reflects the city’s unique polycentric identity—one that, if combined, could form a true mega downtown.
Last Updated on February 18, 2026 by Daily News Staff
Panorama of Los Angeles from Mount Hollywood – California, United States
When people think of major American cities, they often imagine a bustling, concentrated downtown core filled with skyscrapers. New York has Manhattan, Chicago has the Loop, San Francisco has its Financial District. Los Angeles, by contrast, often leaves visitors surprised: “Is this really downtown?”
The answer is yes—and no.
Downtown LA in Context
Compared to other major cities, Downtown Los Angeles (DTLA) is relatively small as a central business district. For much of the 20th century, strict height restrictions capped most buildings under 150 feet, while cities like Chicago and New York were erecting early skyscrapers. LA’s skyline didn’t really begin to climb until the late 1960s.
But history alone doesn’t explain why DTLA feels different. The real story lies in how Los Angeles grew: not as one unified city center, but as a collection of many hubs.
![]()
Downtown Los Angeles
A Polycentric City
Los Angeles is famously decentralized. Hollywood developed around the film industry. Century City rose on former studio land as a business hub. Burbank became a studio and aerospace center. Long Beach grew around the port. The Wilshire Corridor filled with office towers and condos.
Unlike other cities where downtown is the place for work, culture, and finance, Los Angeles spread its energy outward. Freeways and car culture made it easy for businesses and residents to operate outside of downtown. The result is a polycentric metropolis, with multiple “downtowns” rather than one dominant core.
A Resident’s Perspective
As someone who lived in Los Angeles for 28 years, I see DTLA differently. While some outsiders describe it as “small,” the reality is that Downtown Los Angeles is still significant. It has some of the tallest buildings west of the Mississippi River, including the Wilshire Grand Center and the U.S. Bank Tower. Over the last two decades, adaptive reuse projects have transformed old office buildings into lofts, while developments like LA Live, Crypto.com Arena, and the Broad Museum have revitalized the area.
In other words, DTLA is large enough—it just plays a different role than downtowns in other American cities.
View of Westwood, Century City, Beverly Hills, and the Wilshire Corridor.
The “Mega Downtown” That Isn’t
A friend once put it to me with a bit of imagination: “If you could magically pick up all of LA’s skyline clusters—Downtown, Century City, Hollywood, the Wilshire Corridor—and drop them together in one spot, you’d have a mega downtown.”
He’s right. Los Angeles doesn’t lack tall buildings or urban energy—it just spreads them out over a vast area, reflecting the city’s unique history, geography, and culture.
A Downtown That Fits Its City
So, is Downtown LA “small”? Compared to Manhattan or Chicago’s Loop, yes. But judged on its own terms, DTLA is a vibrant hub within a much larger, decentralized metropolis. It’s a downtown that reflects Los Angeles itself: sprawling, diverse, and impossible to fit neatly into the mold of other American cities.
🔗 Related Links
Dive into “The Knowledge,” where curiosity meets clarity. This playlist, in collaboration with STMDailyNews.com, is designed for viewers who value historical accuracy and insightful learning. Our short videos, ranging from 30 seconds to a minute and a half, make complex subjects easy to grasp in no time. Covering everything from historical events to contemporary processes and entertainment, “The Knowledge” bridges the past with the present. In a world where information is abundant yet often misused, our series aims to guide you through the noise, preserving vital knowledge and truths that shape our lives today. Perfect for curious minds eager to discover the ‘why’ and ‘how’ of everything around us. Subscribe and join in as we explore the facts that matter. https://stmdailynews.com/the-knowledge/
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The Knowledge
How a 22-year-old George Washington learned how to lead, from a series of mistakes in the Pennsylvania wilderness
This Presidents Day, I’ve been thinking about George Washington − not at his finest hour, but possibly at his worst.

Christopher Magra, University of Tennessee
This Presidents Day, I’ve been thinking about George Washington − not at his finest hour, but possibly at his worst.
In 1754, a 22-year-old Washington marched into the wilderness surrounding Pittsburgh with more ambition than sense. He volunteered to travel to the Ohio Valley on a mission to deliver a letter from Robert Dinwiddie, governor of Virginia, to the commander of French troops in the Ohio territory. This military mission sparked an international war, cost him his first command and taught him lessons that would shape the American Revolution.
As a professor of early American history who has written two books on the American Revolution, I’ve learned that Washington’s time spent in the Fort Duquesne area taught him valuable lessons about frontier warfare, international diplomacy and personal resilience.
The mission to expel the French
In 1753, Dinwiddie decided to expel French fur trappers and military forces from the strategic confluence of three mighty waterways that crisscrossed the interior of the continent: the Allegheny, Monongahela and Ohio rivers. This confluence is where downtown Pittsburgh now stands, but at the time it was wilderness.
King George II authorized Dinwiddie to use force, if necessary, to secure lands that Virginia was claiming as its own.
As a major in the Virginia provincial militia, Washington wanted the assignment to deliver Dinwiddie’s demand that the French retreat. He believe the assignment would secure him a British army commission.
Washington received his marching orders on Oct. 31, 1753. He traveled to Fort Le Boeuf in northwestern Pennsylvania and returned a month later with a polite but firm “no” from the French.
Dinwiddie promoted Washington from major to lieutenant colonel and ordered him to return to the Ohio River Valley in April 1754 with 160 men. Washington quickly learned that French forces of about 500 men had already constructed the formidable Fort Duquesne at the forks of the Ohio. It was at this point that he faced his first major test as a military leader. Instead of falling back to gather more substantial reinforcements, he pushed forward. This decision reflected an aggressive, perhaps naive, brand of leadership characterized by a desire for action over caution.
Washington’s initial confidence was high. He famously wrote to his brother that there was “something charming” in the sound of whistling bullets.
The Jumonville affair and an international crisis
Perhaps the most controversial moment of Washington’s early leadership occurred on May 28, 1754, about 40 miles south of Fort Duquesne. Guided by the Seneca leader Tanacharison – known as the “Half King” – and 12 Seneca warriors, Washington and his detachment of 40 militiamen ambushed a party of 35 French Canadian militiamen led by Ensign Joseph Coulon de Jumonville. The Jumonville affair lasted only 15 minutes, but its repercussions were global.
Ten of the French, including Jumonville, were killed. Washington’s inability to control his Native American allies – the Seneca warriors executed Jumonville – exposed a critical gap in his early leadership. He lacked the ability to manage the volatile intercultural alliances necessary for frontier warfare.
Washington also allowed one enemy soldier to escape to warn Fort Duquesne. This skirmish effectively ignited the French and Indian War, and Washington found himself at the center of a burgeoning international crisis.
Defeat at Fort Necessity
Washington then made the fateful decision to dig in and call for reinforcements instead of retreating in the face of inevitable French retaliation. Reinforcements arrived: 200 Virginia militiamen and 100 British regulars. They brought news from Dinwiddie: congratulations on Washington’s victory and his promotion to colonel.
His inexperience showed in his design of Fort Necessity. He positioned the small, circular palisade in a meadow depression, where surrounding wooded high ground allowed enemy marksmen to fire down with impunity. Worse still, Tanacharison, disillusioned with Washington’s leadership and the British failure to follow through with promised support, had already departed with his warriors weeks earlier. When the French and their Native American allies finally attacked on July 3, heavy rains flooded the shallow trenches, soaking gunpowder and leaving Washington’s men vulnerable inside their poorly designed fortification.
The battle of Fort Necessity was a grueling, daylong engagement in the mud and rain. Approximately 700 French and Native American allies surrounded the combined force of 460 Virginian militiamen and British regulars. Despite being outnumbered and outmaneuvered, Washington maintained order among his demoralized troops. When French commander Louis Coulon de Villiers – Jumonville’s brother – offered a truce, Washington faced the most humbling moment of his young life: the necessity of surrender. His decision to capitulate was a pragmatic act of leadership that prioritized the survival of his men over personal honor.
The surrender also included a stinging lesson in the nuances of diplomacy. Because Washington could not read French, he signed a document that used the word “l’assassinat,” which translates to “assassination,” to describe Jumonville’s death. This inadvertent admission that he had ordered the assassination of a French diplomat became propaganda for the French, teaching Washington the vital importance of optics in international relations.
Lessons that forged a leader
The 1754 campaign ended in a full retreat to Virginia, and Washington resigned his commission shortly thereafter. Yet, this period was essential in transforming Washington from a man seeking personal glory into one who understood the weight of responsibility.
He learned that leadership required more than courage – it demanded understanding of terrain, cultural awareness of allies and enemies, and political acumen. The strategic importance of the Ohio River Valley, a gateway to the continental interior and vast fur-trading networks, made these lessons all the more significant.
Ultimately, the hard lessons Washington learned at the threshold of Fort Duquesne in 1754 provided the foundational experience for his later role as commander in chief of the Continental Army. The decisions he made in Pennsylvania and the Ohio wilderness, including the impulsive attack, the poor choice of defensive ground and the diplomatic oversight, were the very errors he would spend the rest of his military career correcting.
Though he did not capture Fort Duquesne in 1754, the young George Washington left the woods of Pennsylvania with a far more valuable prize: the tempered, resilient spirit of a leader who had learned from his mistakes.
Christopher Magra, Professor of American History, University of Tennessee
This article is republished from The Conversation under a Creative Commons license. Read the original article.
Dive into “The Knowledge,” where curiosity meets clarity. This playlist, in collaboration with STMDailyNews.com, is designed for viewers who value historical accuracy and insightful learning. Our short videos, ranging from 30 seconds to a minute and a half, make complex subjects easy to grasp in no time. Covering everything from historical events to contemporary processes and entertainment, “The Knowledge” bridges the past with the present. In a world where information is abundant yet often misused, our series aims to guide you through the noise, preserving vital knowledge and truths that shape our lives today. Perfect for curious minds eager to discover the ‘why’ and ‘how’ of everything around us. Subscribe and join in as we explore the facts that matter. https://stmdailynews.com/the-knowledge/
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Urbanism
The Building That Proved Los Angeles Could Go Vertical
Los Angeles once banned skyscrapers, yet City Hall broke the height limit and proved high-rise buildings could be engineered safely in an earthquake zone.

How City Hall Quietly Undermined LA’s Own Height Limits
The Knowledge Series | STM Daily News
For more than half a century, Los Angeles enforced one of the strictest building height limits in the United States. Beginning in 1905, most buildings were capped at 150 feet, shaping a city that grew outward rather than upward.
The goal was clear: avoid the congestion, shadows, and fire dangers associated with dense Eastern cities. Los Angeles sold itself as open, sunlit, and horizontal — a place where growth spread across land, not into the sky.
And yet, in 1928, Los Angeles City Hall rose to 454 feet, towering over the city like a contradiction in concrete.
It wasn’t built to spark a commercial skyscraper boom.
But it ended up proving that Los Angeles could safely build one.
A Rule Designed to Prevent a Manhattan-Style City
The original height restriction was rooted in early 20th-century fears:
- Limited firefighting capabilities
- Concerns over blocked sunlight and airflow
- Anxiety about congestion and overcrowding
- A strong desire not to resemble New York or Chicago
Los Angeles wanted prosperity — just not vertical density.
The height cap reinforced a development model where:
- Office districts stayed low-rise
- Growth moved outward
- Automobiles became essential
- Downtown never consolidated into a dense core
This philosophy held firm even as other American cities raced upward.
Why City Hall Was Never Meant to Change the Rules
City Hall was intentionally exempt from the height limit because the law applied primarily to private commercial buildings, not civic monuments.
But city leaders were explicit about one thing:
City Hall was not a precedent.
It was designed to:
- Serve as a symbolic seat of government
- Stand alone as a civic landmark
- Represent stability, authority, and modern governance
- Avoid competing with private office buildings
In effect, Los Angeles wanted a skyline icon — without a skyline.
Innovation Hidden in Plain Sight
What made City Hall truly significant wasn’t just its height — it was how it was built.
At a time when seismic science was still developing, City Hall incorporated advanced structural ideas for its era:
- A steel-frame skeleton designed for flexibility
- Reinforced concrete shear walls for lateral strength
- A tapered tower to reduce wind and seismic stress
- Thick structural cores that distributed force instead of resisting it rigidly
These choices weren’t about aesthetics — they were about survival.
The Earthquake That Changed the Conversation
In 1933, the Long Beach earthquake struck Southern California, causing widespread damage and reshaping building codes statewide.
Los Angeles City Hall survived with minimal structural damage.
This moment quietly reshaped the debate:
- A tall building had endured a major earthquake
- Structural engineering had proven effective
- Height alone was no longer the enemy — poor design was
City Hall didn’t just survive — it validated a new approach to vertical construction in seismic regions.
Proof Without Permission
Despite this success, Los Angeles did not rush to repeal its height limits.
Cultural resistance to density remained strong, and developers continued to build outward rather than upward. But the technical argument had already been settled.
City Hall stood as living proof that:
- High-rise buildings could be engineered safely in Los Angeles
- Earthquakes were a challenge, not a barrier
- Fire, structural, and seismic risks could be managed
The height restriction was no longer about safety — it was about philosophy.
The Ironic Legacy
When Los Angeles finally lifted its height limit in 1957, the city did not suddenly erupt into skyscrapers. The habit of building outward was already deeply entrenched.
The result:
- A skyline that arrived decades late
- Uneven density across the region
- Multiple business centers instead of one core
- Housing and transit challenges baked into the city’s growth pattern
City Hall never triggered a skyscraper boom — but it quietly made one possible.
Why This Still Matters
Today, Los Angeles continues to wrestle with:
- Housing shortages
- Transit-oriented development debates
- Height and zoning battles near rail corridors
- Resistance to density in a growing city
These debates didn’t begin recently.
They trace back to a single contradiction: a city that banned tall buildings — while proving they could be built safely all along.
Los Angeles City Hall wasn’t just a monument.
It was a test case — and it passed.
Further Reading & Sources
- Los Angeles Department of City Planning – History of Urban Planning in LA
- Los Angeles Conservancy – History & Architecture of LA City Hall
- Water and Power Associates – Early Los Angeles Buildings & Height Limits
- USGS – How Buildings Are Designed to Withstand Earthquakes
- Los Angeles Department of Building and Safety – Building Code History
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