Here’s a difference between the world of national politics and that of public problem-solving at the local and regional levels. Four or five years ago, I would have had no idea of this. Now I notice it practically every day.
In national politics, terms like partnership or collaboration are hard to utter with a straight face, or a non-sinking heart. At best, they can seem boring or (damning with faint praise) “worthy.” At worst, they seem like euphemisms for sweetheart deals or favor-trading.
In Washington I can feel the attention draining from the room whenever someone mentions “public-private partnerships”—or if Deb and I discuss some new cooperative project we’ve seen for advanced-manufacturing training in the South, or the reuse of abandoned buildings in the Midwest. The narcotizing effect is like that of the term infrastructure, back before “Infrastructure Week” became a bitterly joked-about term in Washington.
Yet in so many communities we’ve visited, everything about these collaborative efforts—finding the partners, dividing the labor, sharing the blame and credit, sustaining the relationship—has seemed not simply important but actually interesting.
Consider this analogy: Anyone studying World War II knows that part of the story is the titanic drama of the battlefield. But another important part is the elaborate backstairs strategy of collaboration and coalition building. This involved: how Churchill dealt with FDR, how both of them dealt with Stalin, how the U.S. government worked with private industrialists to turn Depression-racked America into the “arsenal of democracy,” how Eisenhower and Montgomery and Patton and MacArthur worked with and against one another, and so on.
Similarly: The movie Lincoln and the book Team of Rivals were built on the drama of Lincoln holding a political coalition together so that Union forces could advance on the battlefield.
Today’s local-level partnerships obviously lack the world-historical immediacy of these wartime struggles. But the link between process and result is similar: people paying attention to the mechanics of how they work together, to increase the chance of reaching their goal. And the stakes can be very high: reducing the human toll of opioids or homelessness; expanding opportunities for people the modern economy has left behind; improving schools and policing practices; and on down the list.
Let’s take this back to Mississippi. This post is a an update on a project in the Golden Triangle of the state—the ambitiously industrializing northeastern region including Columbus, West Point, and Starkville—which exemplifies a commitment to collaboration that other regions could usefully study.
The physical symbol of the collaborative effort there is a new building that is opening this summer, in the industrial zone adjoining the Golden Triangle Regional Airport. The official name for the structure, which we saw in nearly completed form on a visit to Mississippi earlier this month, is the Center for Manufacturing Technology Excellence, or CMTE, 2.0. It is informally known as the “Communiversity,” and the name suggests the scale of its ambition. (For background on ambitions for the Communiversity back in 2014, see this report. For more on the highly creative community college from which it arose, see this.)
The term communiversity—a university, in a community—is familiar in higher education. But generally it refers to community-enrichment or -engagement efforts, as opposed to formal degree-granting programs. For instance, the communiversity at the University of Missouri at Kansas City was founded on the belief “that a community is strengthened when its members have avenues through which they can share their skills and ideas with others.” It offers some 850 noncredit, volunteer-taught courses. The one at the University of Cincinnati has a similar approach. Princeton University and the City of Princeton are sponsors of a Communiversity ArtsFest there.
The Mississippi Communiversity is something different. It is a new physical home for a program that has been gaining momentum over the past decade, and that offers academically structured, industrially aligned for-credit classes. Its name reflects the simultaneous involvement of all these groups in organizing it, funding it, and now guiding its operations:
Together, these organizations provided funding for the $42.5 million center. (The money came mainly from state bonds approved by the Mississippi legislature, for about $18 million; commitments from the three counties, totaling $13.5 million; and support from the federal Appalachian Regional Commission, for $10.5 million.)
The major manufacturers that have come to the area have played a role in various forms, including contracting with EMCC to train potential employees. The EMCC vice president for workforce and community development, Raj Shaunak, told me this week that over the past 15 years, EMCC has trained about 25,000 people—“and about 12,000 of them are currently employed in advanced manufacturing in the Golden Triangle area.” (For instance: The local advanced-technology steelworks run by Steel Dynamics employs about 750 people, according to Shaunak. A new Yokohama tire factory employs about 650.) These companies “are our partners in every sense,” Shaunak said.
Shaunak also singled out the role of a former Mississippi State president, Malcolm Portera, in catalyzing the successful cooperative effort in the area. Portera had been the head of the University of Alabama when the Tuscaloosa area attracted a new auto factory from BMW and an electronics factory from JVC. “When he came to Mississippi, he worked with everyone—state, local, federal—to showcase our local capabilities,” Shaunak said. “And he was visionary in saying we needed to build the original Center for Manufacturing Technology Excellence at EMCC. When manufacturing was declining, in the U.S. and in Mississippi, he said, ‘We can make it in America again.’” To me, the part of this story worth underlining is the head of a research university going out of his way to boost a community college.
What will happen room by room within the Communiversity will be familiar to those who have seen career-technical training sites around the country, or advanced-manufacturing start-up centers. (For those who haven’t been to such places, here are tworeports from Louisville a few years ago that give some idea, and another from San Bernardino.) In short: Students at different stages of life are trained both in specific technical skills that can lead to immediate employment and in the longer-term “learning how to learn” skills that prepare them to adjust more easily to the jobs in demand 10 or 20 years from now.
A helicopter chassis, like the one above, will prepare students for work at the adjoining Airbus helicopter factory, or for aerospace-related jobs elsewhere. Ranks of advanced-machine tools, like the ones shown below, prepare students for advanced-manufacturing jobs.
My point for now is not the details of what the Communiversity’s first class of students and entrepreneurs will be doing when it starts working there this summer. It is instead about the breadth of the collaborative effort that makes this institution possible—and the implications of programs like this.
“I think many of us are worried that the American economy is doing half of its job,” Jan Rivkin, of the Harvard Business School, said after an HBS team visited the Communiversity site in the fall of 2017. He added:
“[The economy] is benefitting large companies and those who work for and invest in them, but it is not supporting working middle-class Americans. Rural communities are really struggling.
Yet here in the Golden Triangle, we see something very different going on: a community that is coming together to create broadly shared prosperity and great manufacturing jobs. We came here to learn. We came here to see what is going on that is special, and to figure out what we might apply to other settings in other communities.”
Might this all sound merely “worthy”? I give you the closing thoughts of Shaunak. “This is a way we can give people in a distressed area new family-sustaining opportunities,” he told me this week. “This is a way to help them realize their American dream.”
In 1981, the writer David Halberstam published a memoir in Esquire magazine, with the headline “Starting Out to be a Famous Reporter.”
At the time Halberstam was well-known enough that the story’s title would have seemed both mildly self-mocking and accurately descriptive. He’d come to national prominence while still in his 20s through skeptical and award-winning New York Times reporting from Vietnam. His book about the making of the Vietnam War catastrophe, The Best and the Brightest, which was published in 1972, was hugely influential and popularized a phrase that has endured nearly 50 years later. (Although I have seen enough recent misuses of the phrase “best and the brightest” to need to point out that Halberstam was using it derisively. It was the impeccably credentialed smart guys around John F. Kennedy, and then Lyndon Johnson, who took the nation to disaster in Vietnam.)
Every few years after that, Halberstam turned out a thick, usually best-selling book. For instance, The Powers That Be, about the rise of the journalistic establishment in the 20th century (parts of which ran in The Atlantic), or The Breaks of the Game, about pro basketball. He kept going at full speed, into his early 70s, until his shocking death in a car crash 12 years ago, while being driven by a graduate student after a university event at UC Berkeley.
David Halberstam had been a model to me, and a generous and forgiving mentor over the years, as I noted when hearing the news of his death. I first met him in the late 1960s, when I was editor in chief of the college newspaper and a group of conservative alums were trying to wrest control of the paper from our “irresponsible” student hands. Halberstam and the late J. Antony Lukas led an alumni counter-movement that held them off. As I noted many decades later, when Halberstam died:
He had his excesses—he was strapping and big, “an honest six-three” I think he wrote in one of his books about sports—and with his deep, dramatic, sometimes self-dramatizing voice he could look and sound like a clean-shaven Old Testament God. He was aware of and liked the effect, I think.
But he had a very, very big heart, and with The Best and the Brightest he changed our business. I still remember the day when, as a graduate student in England, I got my sea-mail copy of Harper’s with Halberstam’s long story “The Programming of Robert McNamara” on the cover. I read it all, standing at the mail box, and I thought: This is what journalism is for. (I also thought: Aren’t magazines great! And: I belong back in America.)
One of the tales I’d heard from David Halberstam over the years was about his very first reporting job out of college. This was the one he described in his 1981 Esquire piece: as 21-year-old cub reporter for the smallest daily in Mississippi, the DailyTimes Leader of West Point.
Why this tiny paper? Halberstam says in the piece that as soon as he graduated he planned to go to Jackson, Mississippi, and work with a civil-rights minded editor named Tom Karsell, at a paper there. The two had met in Halberstam’s last year in college, when Karsell was a Nieman Fellow at Harvard and Halberstam was managing editor of the student paper, the Crimson. But by the time Halberstam got to Mississippi, Karsell couldn’t offer him a job. What next?
On the fourth day, as humiliating visions of returning to Cambridge in the old Chevy mounted, Karsell called. There was an opening on the paper in West Point, the Daily Times Leader. West Point was a small town, and the paper’s circulation was around 4,000. I would be the one reporter on the staff. He gave me the name of the Times Leader’s editor, a man named Henry Harris, and his phone number; Harris was expecting my call.
… I was terrified by the idea of going to a small town in a state like this, where I knew no one. I thought for a long time of how alien it would be; then I remembered how I had told all my friends I was going to spend the year working for a small paper in the South, and this, God knew, whatever else, was a small paper in the South.
He also recorded his encounter with his new management, specifically Beulah Harris, co-founder of the paper and mother of the then-editor:
She often came in on Saturday afternoon to look around, to make sure that everything was in order, and, if nothing else, to wash the floors of the newsroom … She was a small, heavily powdered woman; she was fearfully hardworking and equally devoted to her Baptist faith. “You’re David, aren’t you?” she asked.
I said I was.
“I don’t think I’m ever going to learn your last name,” she announced.
I said that was all right.
Then she smiled and said, “The Lord Jesus Christ sent you here.” I, descendant of many centuries of illustrious rabbis, a line only recently broken by two or three generations of American renegades, looked at her in stunned surprise. “Of course He did,” she said. “Why else would you be here?” I could not argue, and with that, we became friends.
I never visited West Point while David Halberstam was alive, but over the past five years I have been there many times. Mainly this has been to write about business changes in the city and the surrounding “Golden Triangle” area of Mississippi, which also includes Columbus and Starkville. The big modern blow to West Point happened a dozen years ago, when the city’s dominant employer, a major meat-packing plant run by Sara Lee, closed for good. This removed 1,200 jobs from a city whose population was roughly 12,000. The big modern hope has been the arrival of Yokohama Tire, whose decision to come to West Point I wrote about here, and whose subsequent news I’ll discuss another time.
But recently Deb and I were back again, and while walking through downtown West Point I did a double-take when I saw the office of … TheDaily Times Leader! It was in a different, smaller location from the one Halberstam had described in his memoir. But I thought: I have to go inside and ask.
What I planned to ask was whether this particular journalist had left any mark on the city or the newspaper, comparable to the mark he said the place had left on him. Very few reporters leave much of a mark anyplace. But maybe it would be different for an alum who had become so prominent? After all, in San Bernardino, California, I’d seen a wall-of-fame honoring the local boy who had grown up to become composer of the Flintstones song. (He was Hoyt Curtin.) Maybe the author of The Best and the Brightest and The Fifties would qualify, for the little paper where he got his start?
The young woman in charge of the Daily Times Leader office didn’t recognize Halberstam’s name. (In fairness, her grandparents had probably not yet been born when he was working there.) But she immediately invited me back into the bound-volumes room, and said I could look through newspapers of that era. She opened a closet door, I stepped in, and I entered a surreal transport-through-time.
I started out looking for David Halberstam’s byline, in papers from 1955 and 1956. I quickly realized I wasn’t likely to find it, since none of the stories had bylines. I didn’t even find a masthead listing the paper’s staff.
Later on I learned why: According to this piece in the Columbia Journalism Review, by William Browning, the DailyTimes Leader’s editor of that era believed in giving a byline for a reporter’s first story in the paper, but not after that. You didn’t want to foster a cult-of-personality among the writers. According to Browning, Halberstam’s first and only byline was about a sudden cricket infestation in town, and I didn’t happen to see that one.
I also had an instant immersion in how different small-town papers were in those days. Cable news didn’t exist; evening news programs on network TV were only 15 minutes long; and “national” papers like like The New York Times or The Wall Street Journal had practically no presence beyond the East Coast.
So the front pages of this tiny regional paper were full of world and national news—for instance, speculation on whether then-President Dwight Eisenhower would recover well enough from a heart attack to seek a second term.
Through these same front pages, there were also signs of the strains that apparently cut short Halberstam’s time at the paper. The Daily Times Leader, in Halberstam’s telling, was a paper that didn’t want to be distracted or disrupted by a concentration on the civil rights struggles then nascent in the South. The Emmett Till murder trial was then underway in Tallahatchie County, 100 miles to the northwest. Halberstam wrote in Esquire:
I was aware in some primal way that something important was happening over in Tallahatchie County, that Mississippi, which did not seem joined politically to the rest of the nation, was now being joined to it journalistically.
So I subscribed to all the papers that sent staff reporters to cover the case, hoping to do a piece on their coverage for The Reporter. Twice on weekends I drove over to look at the scene and watch the reporters at work, mighty gods of the East descended upon this miserable little stretch of swampland.
Note the “miserable little stretch,” for later reference. Here is how the Daily Times Leader covered the Till trial while it was underway:
And how it handled one sheriff’s claim during the trial:
It’s a very different time now, for Mississippi (as we have reported) and for the Daily Times Leader. Here is the front page during our visit last week. Among the differences: All the stories are local. Not only do they have bylines, but they’re all from the same person, Steve Rogers. And the main display photo at the bottom is of the Little Miss Clay County pageant, whose contestants are black.
Steve Rogers was out covering a story during our visit, and I called him later to ask about the current situation—and David Halberstam’s time there. “I asked some people in their 80s, and they said, Yeah, maybe they remembered someone who had gone on to the Tennessean,” he told me. “It’s been a long time.”
Rogers grew up in Alabama; went off to college at Yale; worked in politics and media across the country for decades; and has now returned to write most of what is in the Daily Times Leader.
I asked him how the Daily Times Leader itself should be considered. Could it be thought of as a (relative) success, as I argued that the family-owned Commercial Dispatch in nearby Columbus, Mississippi, is—for now?
“We’ve got 4,000 subscribers,” he said—the same number as during David Halberstam’s time. “That’s a lot in a county of 20,000 people. It’s still the smallest daily in the state. But a community this size, continuing to support a paper of this size—that’s something.” For the record, the Daily Times Leader, which has had its share of dramas, has a sister publication in nearby (and larger, and growing) Starkville, Mississippi, and is part of the Horizon group of publications, based in Illinois, which has had dramas of its own. Rogers said, “With the competing options out there, I think the paper has done very well.”
Decades ago, David Halberstam talked about the “miserable little stretch” of Mississippi in which he observed the Emmett Till trial in 1955.
Fifty years after that trial, when giving a commencement address at the University of Mississippi (as reported by Jon Friedman in the Columbia Journalism Review), here is how he described his time in the state:
What is important is that I did not learn the things I expected to learn, the things I thought I was going to be paid to learn—I learned instead other, more enduring things that have lasted me the rest of my life ….
I learned that people from other parts of the country are not any more stereotypical than I was, that human complexity always confounded you, and that the most dangerous thing in the world is to underestimate the intelligence and decency of other people. And finally, perhaps most important of all, I learned about the nobility of ordinary people.
David Halberstam spoke those words at age 71, not 21 as he had been in his Daily Times Leader days. He had continued to learn, and question, and reconsider through those 50 years—another useful example, in these times.
The gap between soaring cases and falling deaths is being weaponized by the right to claim a hollow victory in the face of shameless failure. What’s really going on?
Updated at 1:40 p.m. ET on July 9, 2020.
For the past few weeks, I have been obsessed with a mystery emerging in the national COVID-19 data.
Cases have soared to terrifying levels since June. Yesterday, the U.S. had 62,000 confirmed cases, an all-time high—and about five times more than the entire continent of Europe. Several U.S. states, including Arizona and Florida, currently have more confirmed cases per capita than any other country in the world.
But average daily deaths are down 75 percent from their April peak. Despite higher death counts on Tuesday and Wednesday, the weekly average has largely plateaued in the past two weeks.
The gap between spiking cases and falling-then-flatlining deaths has become the latest partisan flashpoint. President Donald Trump has brushed off the coronavirus surge by emphasizing the lower death rate, saying that “99 percent of [COVID-19 cases] are totally harmless.” On Tuesday, Anthony Fauci, the director of the National Institute of Allergy and Infectious Diseases, warned Americans against “[taking] comfort in the lower rate of death” just hours before Trump tweeted triumphantly: “Death Rate from Coronavirus is down tenfold!”
The president may eventually face legal liability, but he will not face a public reckoning for his actions before November.
The Supreme Court rebuked Donald Trump, the arrogant president. The Supreme Court has prepared a world of trouble for Donald Trump, the dirty businessman. But the Supreme Court has done a tremendous favor to Donald Trump, the candidate for reelection.
Trump’s legal arguments to protect his business records from subpoena were always miserably flimsy, when not actively crazy. On Trump’s behalf, the Department of Justice urged the Supreme Court to junk precedents dating back to the 1880s. Government lawyers proposed that the Court invent a fantastical new system of judicial oversight of subpoenas of the president. Those arguments were always bound to lose, and in a pair of decisions on Thursday, the Court rejected them.
He’s trying to assemble a winning coalition with a dwindling number of sympathetic white voters.
Donald Trump is running for the presidency of an America that no longer exists.
Trump in recent weeks has repeatedly reprised two of Richard Nixon’s most memorable rallying cries, promising to deliver “law and order” for the “silent majority.” But in almost every meaningful way, America today is a radically different country than it was when Nixon rode those arguments to win the presidency in 1968 amid widespread anti-war protests, massive civil unrest following the assassination of Martin Luther King Jr., white flight from major cities, and rising crime rates. Trump’s attempt to emulate that strategy may only prove how much the country has changed since it succeeded.
Americans today are far more racially diverse, less Christian, better educated, more urbanized, and less likely to be married. In polls, they are more tolerant of interracial and same-sex relationships, more likely to acknowledge the existence of racial discrimination, and less concerned about crime.
From his financial disclosures to his tax returns to impeachment, the president is finding that stonewalling pays off.
Fifty-five days ago, President Donald Trump was supposed to file his annual personal financial disclosures, which give a broad snapshot of his money situation. The White House gave its employees 45 extra days to file the report, citing the coronavirus pandemic, making the new deadline June 29.
That was 10 days ago, and Trump still hasn’t released the disclosures. The White House told The New YorkTimesthat the president had been given another 45 days, again because of the pandemic, but that he “intends to file as soon as possible.”
Don’t hold your breath, and don’t place any big bets on seeing the documents before November 3. The Trump White House has perfected the art of foot-dragging, producing a regime in which the president is ostensibly required to do certain things as a matter of transparency and accountability—but in reality has wide leeway to avoid them. In theory, rule of law stands. In practice, where it stands is outside the door, rapping fiercely but fruitlessly to come in.
Many American public-health specialists are at risk of burning out as the coronavirus surges back.
Saskia Popescu’s phone buzzes throughout the night, waking her up. It had already buzzed 99 times before I interviewed her at 9:15 a.m. ET last Monday. It buzzed three times during the first 15 minutes of our call. Whenever a COVID-19 case is confirmed at her hospital system, Popescu gets an email, and her phone buzzes. She cannot silence it. An epidemiologist at the University of Arizona, Popescu works to prepare hospitals for outbreaks of emerging diseases. Her phone is now a miserable metronome, ticking out the rhythm of the pandemic ever more rapidly as Arizona’s cases climb. “It has almost become white noise,” she told me.
For many Americans, the coronavirus pandemic has become white noise—old news that has faded into the background of their lives. But the crisis is far from over. Arizona is one of the pandemic’s new hot spots, with 24,000 confirmed cases over the past week and rising hospitalizations and deaths. Popescu saw the surge coming, “but to actually see it play out is heartbreaking,” she said. “It didn’t have to be this way.”
Their fates are wholly entwined: “You get the Trump stink on you, it’s hard to get it off.”
In private moments, Donald Trump has told aides that he rescued Mike Pence from a potentially embarrassing defeat by pulling him out of a tough reelection bid in the 2016 Indiana governor’s race and putting him on the ticket, a former White House official told me. Now it’s Vice President Pence’s turn to see what, if anything, he can do to rescue Trump from a more momentous loss—and keep alive a long-held ambition to win the presidency in his own right.
Their fates, at this point, are wholly entwined. Pence would have trouble winning in 2024 if voters repudiate Trump in November. Yet even if he runs after a second Trump term, he’d surely be tarnished by the rolling tragedies of 2020. For three years, Pence largely sidestepped Trump’s unending dramas. Not so with the pandemic. Trump pulled Pence from the bubble wrap and plunked him into a crisis, making him the head of the coronavirus task force overwhelmed by COVID-19’s relentless spread. Now Pence is forever tied to the government’s botched response. And that’s something he’ll need to defend and explain as the current campaign ramps up, and if he ever runs for the higher office he’s long prized.
Taste the Nation is breezy in tone, but it exposes the betrayals at the heart of “American” cuisine.
Food, at its essence, is sustenance; that much is simple. Where things get complicated is in all the manifold ways it sustains us. Consider the burrito. In the first episode of Padma Lakshmi’s new Hulu show, Taste the Nation, the food writer and longtime Top Chef host travels to El Paso, Texas, where she attempts to isolate all the different ingredients in one of America’s favorite dishes. At the Jalisco Cafe, a chef griddling oozy eggs with beans on a stovetop tells her that the perfect burrito comes down to an attention to detail. The dish, another interviewee tells Lakshmi, is pure practical convenience: It’s quick to assemble and eat on the way to work. It can also signify a mother’s love, a whole meal swaddled in a pillowy tortilla and tucked into a child’s pocket before the day begins. And, in a city where the hum of helicopters surveying the border adds ambient foreboding to every interaction, burritos also represent the essence of American food: cuisine from one culture cloaked in the imposed ingredients of another (in this case, wheat flour). “A burrito,” Lakshmi observes, “is tradition wrapped in colonization.”
The pandemic has already taken a toll on the careers of those with young children—particularly mothers.
Child care is the immovable object around which so much else in family life orbits, and when the usual child-care options disappear, something else has to give. During the pandemic, with schools and day-care centers closed or operating at reduced capacity, many parents’ careers—particularly mothers’ careers—are getting deprioritized.
When Salpy Kabaklian-Slentz left her job in April because her family was moving to Southern California, she thought she’d be able to devote her days to job searching and then start working again soon enough. Three months later, she’s struggled to find any open positions similar to the one she gave up, as a local-government attorney.
Her main task these days is looking after her and her husband’s boys, two “bundles of energy” ages 6 and 4. Kabaklian-Slentz’s husband, also a lawyer, has mostly been going into the office, but when he works from home, he’s protective of his time. “He’s not only locked the office door but barricaded the sofa in front of it to get stuff done,” she told me. “Otherwise the kids pop in every two seconds.”
Indian Prime Minister Narendra Modi demonstrates how to de-escalate a conflict while also saving face.
When a deadly standoff on a disputed stretch of border between India and China resulted in the deaths of 20 Indian soldiers (and an unconfirmed number of Chinese casualties), a response from New Delhi seemed inevitable. It is the worst violence to take place between the two countries in nearly half a century—an incident that each side has since faulted the other for. It also comes at a time when the two countries are being led by strongmen who are under immense pressure not to lose face.
In the weeks since, though, no such response has materialized. Despite growing calls in India for a boycott of Chinese goods, Narendra Modi and Xi Jinping have focused on downplaying the situation, with the former opting thus far for symbolic retaliatory measures such as the recent ban on dozens of Chinese mobile apps, including WeChat and TikTok. De-escalation is easier for Xi, whose tight grip gives him greater control over the Chinese national narrative; it is less easy for Modi, whose population has begun to view China not only as India’s rival, but as its chief threat. Though recent polling shows that a majority of Indians trust the prime minister to safeguard their national security, they also expect him to take a harsher stance against Beijing. Some people have even taken to destroying Chinese-made products as a form of protest.
Gina Prince-Bythewood talks about her new superhero film, Netflix’s The Old Guard, and how women are changing the genre.
Gina Prince-Bythewood has never been afraid of tackling new genres. The writer and director has made three excellent films set in very different spheres: the coming-of-age masterpiece Love & Basketball, the 1960s-set drama The Secret Life of Bees, and the glittery superstar romance Beyond the Lights. But for years she’s craved the scope of a blockbuster action film, the type that studios and audiences gravitate toward in this franchise-stuffed era. She was attached to a Sony/Marvel project calledSilver & Black that took place in the Spider-Man universe, but after that fell apart, she moved on to another comic-book property, a grittier series created by Greg Rucka called The Old Guard.
The resulting film, which hits Netflix tomorrow, is the best action movie of the year so far—a crisply made, globe-trotting adventure about a group of immortals who recruit a new member to their team while doing battle with someone trying to steal their powers. The Old Guard focuses on Andy (played by Charlize Theron), a 6,000-year-old warrior, but it’s an ensemble piece that digs into the strange family dynamics of a team that’s been fighting together for centuries. The new recruit, Nile (KiKi Layne), is a U.S. marine who’s wounded in battle and discovers that she has fantastical healing abilities—in addition to being functionally unkillable (though there are a few exceptions to that rule).