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Thomas J. Garry
Thomas J. Garry, chair of Harris Beach Murtha’s management committee, is an attorney leader in economic development and public finance on Long Island and across downstate New York.
Postpartum politics: What it means to run for government as a new mum
Victorian Greens candidates Nina Crawley and Lini Fernando reflect on their experiences running a political campaign just months after giving birth. From the challenges and compromises to the support networks that wrapped around them, and why showing up vulnerably in public space matters. Subscribe In 2024, when my second child was four months old, I decided to run for local government. Fast forward two years, I am again four months postpartum, with my third child, and this time running in the state election. But this time has hit differently. Going through pregnancy, birth and postpartum while being a political candidate has had a more profound and personal impact than I ever expected. I reached out to my fellow Greens candidate for the state election, Lini Fernando, who gave birth 20 days before me, and her experience closely mirrored mine. Postpartum has its own unique challenges that we’ve not seen reflected in stories about women running for office. When people discuss the “juggle”, they’re usually talking about the practical mechanics of looking after small children - childcare arrangements, pumping schedules and logistics. As mums of multiple children, we were both aware of the logistical changes and difficulties that accompany giving birth and the months after. We assumed that combining this with running for election would be hard, but that we could organise our way out of any problems. What neither of us anticipated was the intense vulnerability that comes with putting yourself into the spotlight of a state election campaign at a time when you are physically exhausted and navigating things like breastfeeding and feeling like a stranger in your own body. There have been challenges that neither of us anticipated. Firstly, needing to buy new clothes because the supportive leggings that are a staple of the postpartum wardrobe weren’t going to cut it for community events. Lini held her first fundraiser - a trivia night - just three weeks postpartum. A business-casual wardrobe, several sizes bigger than pre-baby, was needed, and fast. As women, how we look is closely scrutinised, and the internalised fatphobia is loud. We are conditioned from our earliest days to believe that our appearance is tied to our worth, and taught how we are allowed to show up in public. Women who dare to put themselves into the spotlight also receive more abuse than their male counterparts, including criticism of their appearance. To stand in front of members of your community and try to convince them that you’re the best person to represent them in parliament is a challenge in and of itself. To do it with leaking breasts, a pelvic floor that could betray you at the first sign of a sneeze, a body that still feels unfamiliar, and with half your hair falling out (hello postpartum hair loss!) is another thing altogether. It requires courage, allowing yourself the grace to be vulnerable in public, and the belief that showing up, however imperfectly, matters. And the vulnerability isn’t just physical; it also includes factors like having to ask a campaign team to accommodate the realities of having a baby. Asking for help is hard, and it’s a skill that both new parents and hopeful political candidates need to become comfortable with. Parents understand the disappointment that comes when a call for help or connection is rebuffed, like a friend cancelling a much-needed coffee. That rejection is amplified for political candidates calling dozens of people each week. Many people don’t realise running for Parliament, when you aren’t the incumbent, is a volunteer role supported largely by other volunteers who have to squeeze volunteering in around their paid work. Calls need to be made and meetings held after work hours - usually during “witching hour” (5-8 pm), that special time of night when babies cry for no reason. I found that I was struggling to make these commitments, or having to tap out and ask for them to be rearranged. When I spoke to Lini, we realised that she had had a similar experience, this push-pull of being the candidate and wanting to show our faces at meetings and help recruit new volunteers at ‘calling parties’, but also being the only people who could settle our newborns. Sometimes we could merge the two worlds; Lini and I realised that we had both attended 7:30pm meetings online, sitting in a dark room, struggling though breastfeeding and settling our babies. Although we’re both committed to breaking the stigma around breastfeeding, it can be hard to keep your composure while trying to feed a young baby as they try to latch, spew and fuss. Ultimately, Lini and I agreed that showing up vulnerably in public space matters. Leaders should possess empathy and understanding for those who feel raw and in transition; from the dad who just got evicted to the teen who acquired a disability - anyone who feels they aren’t the version of themselves they expected right now. The patriarchy tries to tell us otherwise, but women shouldn’t have to wait until they’re ‘recovered’, no longer vulnerable, before they feel entitled to participate in public life. In fact, we could all benefit from our leaders being a little more vulnerable. *This piece was cowritten, but has been presented in the first person for the sake of style. About the authors Nina Crawley is former teacher and community organiser who now works in human rights and inequality advocacy for a non-profit. She’s a mother of three keen to get back to running as soon as her pelvic floor allows! She’s contesting the seat of Ivanhoe for the Greens in this year’s state election. Lini Fernando is a lawyer working in diverse areas of law including anti corruption and public law. She’s a mother of two and a gardening and good policy enthusiast. She is currently contesting the seat of Croydon for the Greens in this year’s state election. Thanks for reading Cheek Media Co. ! This post is public so feel free to share it. Share
Aaron Rodgers blasts exes, says Shailene Woodley broke off engagement
As he kicks off his final NFL season, Aaron Rodgers is taking the opportunity to air out his grievances about his past relationships.
Under Night In-Birth II Sys:Celes DLC character Zohar launches September 15 for PS5, PS4, and PC, September 23 for Switch
Under Night In-Birth II Sys:Celes downloadable content character Zohar will launch on September 15 for PlayStation 5, PlayStation 4, and PC, and September 23 for Switch, publisher Arc System Works …
Charlie Kirk remembered at GOP midterm convention 1 year after shooting death
Thursday marks one year since conservative activist Charlie Kirk was shot and killed at an outdoor speaking engagement at Utah Valley University.
A Native Gemini App Is Finally Available For Windows PCs
There's a keyboard shortcut to open it up, just like the Mac version.
Lil’ Drug Store Products acquires Navajo’s Health, Beauty and Wellness business
Lil’ Drug Store Products, Inc. (LDSP), based in Cedar Rapids, announced the completed acquisition of Navajo Incorporated‘s Health, Beauty, and Wellness business. The acquisition was completed Sept. 4, according to a release. Opened in 1974, the family-owned Lil’ Drug Store Products provides distribution, category management, and brand partnerships across various retail channels such as health […]
Lil’ Drug Store Products acquires Navajo’s Health, Beauty and Wellness business
Lil’ Drug Store Products, Inc. (LDSP), based in Cedar Rapids, announced the completed acquisition of Navajo Incorporated‘s Health, Beauty, and Wellness business. The acquisition was completed Sept. 4, according to a release. Opened in 1974, the family-owned Lil’ Drug Store Products provides distribution, category management, and brand partnerships across various retail channels such as health […]
Google brings Gemini for desktop app to Windows
Following the macOS launch in April, Google is bringing the Gemini for desktop app to Windows. Launched with Alt + Space...
The Motley Fool: Capital allocation explained
When management decides how to allocate capital, it should pursue the most productive plans to grow financially stronger and more valuable.
Drink up: Centreville raises a glass to successful community, business engagement events
CENTREVILLE — A bigger win than the bottom line, Economic Development Manager Gaye Adams said the recent Sip and Savor Trail and Maryland Crafted: Centreville event success lies deeper than
Professor Layton and the Curious Village Remake announced for PS5, Switch 2, Switch, and PC
LEVEL-5 has announced Professor Layton and the Curious Village Remake, a remake of the first game in the Professor Layton series, originally released for DS in February 2007. It will launch for Pla…
Is Marvell The Broad Chip Business You Think You Own?
Marvell Technology (MRVL) raised its revenue outlook again with its fiscal Q2 2027 results in late August. The size of the raise is the easy story. What fell out of management's script matters more, because the business you own has narrowed toward a single bet.
Anomaly Insights, Inova Health partner on AI-powered RCM
Artificial intelligence-powered payer intelligence startup Anomaly Insights announced Thursday a collaboration with Inova Health to improve payment outcomes and support revenue management operation | Through the partnership, Anomaly will provide Inova with additional data and analytics to evaluate payer behavior and payment outcomes.
Women Business Collaborative Calls on Founders, Funders and Business Leaders to Register for the 2026 Women's Capital Summit
/PRNewswire/ -- Women Business Collaborative (WBC) today announced a call for entrepreneurs, investors, corporate leaders and changemakers to register for the...
Muramasa: Revenant Blades launches February 4, 2027
Side-scrolling action RPG Muramasa: Revenant Blades will launch for PlayStation 5, Switch 2, Switch, and PC via Steam on February 4, 2027, publisher Marvelous and developer Vanillaware announced.
The Sidemen Rep Arcade Signs Max Fosh, Friends From Work & More Ahead Of Europe’s First Creator Upfront
EXCLUSIVE: Arcade, the management company of The Sidemen, has signed a host of creators, as it relaunches as an entertainment business ahead of its first European upfront. Comedian Max Fosh, creator c...
6 in 10 young people have confidence in politics, interest has increased
Political engagement has increased significantly over the past few years, particularly among younger people.
Tri-State Rodeo celebrates 78 years with musical talent and bull-riding entertainment
This year’s rodeo event has new additions to its event list like musical performances from artists like Niko Moon Wednesday night, following the Jim Baier Chute Out.
Viewpoint: Unlocking Europe’s wildfire data
Europe is already investing in the science, technology and infrastructure needed to understand, prevent and fight wildfires. Copernicus provides satellite-based Earth observation and environmental information, while the European Forest Fire Information System provides information on fire danger and forest fires across Europe. Weather and climate systems add forecasts of heat, drought, wind and humidity; historical fire databases show where fires have occurred; and researchers generate increasingly detailed knowledge about fuels, fire behaviour, forecasting, modelling and risk management. Meanwhile, new European research projects are adding digital twins and other tools to this growing ecosystem.However, these data do not necessarily sit together, nor are they necessarily described, structured or governed in ways that allow them to be used together. Much of the information is public, but some is commercially held. Some is sensitive. Some is subject to legal, security or operational restrictions. Even when data can be legally accessed, different systems may use different formats, terminology and rules.Europe therefore faces an unusual paradox: we have vast amounts of relevant information to respond to the wildfire challenge, but not the means to bring it together. For example, a wildfire researcher or emergency service might need to ask whether a particular combination of vegetation, drought, wind and topography has historically been associated with rapid fire spread. The relevant information may exist in several institutions, using different systems and subject to different conditions of access.The challenge is to conduct an authorised analysis that interacts with these sources, combines the results and respects the rules imposed by each data custodian.An important part of the answer can be found in the Fair principles, the idea that data should be findable, accessible, interoperable and reusable. Developed more than a decade ago, these principles have become a central reference point for modern data stewardship, making it easier for people and machines to find data, understand what it means and determine whether it can be reused.Readability by machines is essential, since AI systems will be key to meeting the data challenge. Bring analysis to the dataThe proposition is not to give an AI system unrestricted access to sensitive databases. Quite the opposite. The goal is to make it possible for approved algorithms to go to the data, rather than requiring sensitive data or large datasets to be copied to wherever the analysis happens.Imagine an analysis asking a series of questions of different data stations. At one station it might examine weather and climate data; at another, historical fire records; at another, experimental measurements of fire behaviour. The algorithm does not need to download everything. It can operate within the environment permitted by each data custodian and return only the results that the rules allow to leave.This is sometimes described as data visiting, and related approaches already exist in areas such as federated analysis and federated learning.Sensitive data should therefore not be treated as a free-for-all for machines. This requires appropriate governance at multiple levels. Access needs to be authenticated and authorised. The purpose of an analysis should be defined. The code or model being run should be controlled. Data custodians should be able to specify what can be queried and what results can leave their environment. Activities should be auditable and human oversight should remain where the consequences require it.In other words, the objective is not to trust AI with the data. It is to design systems in which AI never has more access than it needs.As open as possible, as closed as necessaryFair data should also not be confused with open data. Some wildfire data should be openly available. Other information may legitimately need to remain restricted because it concerns critical infrastructure, security, commercial interests, privacy or operational capabilities. The principle should be: as open as possible, as closed as necessary.The important point is that restricted data should not automatically become unusable data. If machines can discover what information exists, understand its meaning, establish where it came from and determine the conditions under which it can be used, authorised analyses can potentially be carried out without the underlying data ever leaving the environment in which it is protected.Restricted data can still be Fair and machine-actionable.This is also an important question of data sovereignty. European institutions should not have to surrender control of their data to a handful of technology platforms in order to benefit from AI. Nor does Europe need to start again by building one giant repository for every piece of wildfire information. The better approach is to connect what already exists.This is the principle behind emerging approaches such as Tryangle, developed through the Leiden Initiative for Fair and Equitable Science. Rather than creating another centralised data warehouse, the approach seeks to provide an interoperable layer through which approved algorithms can visit distributed data sources while respecting the rules of their custodians.In this way, a data station can remain where it is. Its custodians can retain control. Existing databases and applications do not have to be abandoned. What changes is their ability to communicate with other systems through common, machine-readable descriptions, access rules and interoperability mechanisms.But approaches like this need data that meets the Fair principles. Only then can an interoperable ecosystem safely begin to turn fragmented information into collective intelligence.Data infrastructure is wildfire infrastructureThe implications of this approach are entirely practical. Firefighters could gain better intelligence about local and evolving risks. Land managers could test prevention strategies using more comprehensive information about fuels, weather and past fires. Researchers could compare evidence across ecosystems without repeatedly moving huge datasets between institutions. Smaller regions and resource-constrained teams could access analytical capabilities without having to build large data infrastructures themselves.Europe is already investing heavily in satellites, databases, research programmes, forecasting systems and scientific expertise. The question is whether we will connect those investments well enough to turn them into actionable intelligence.That requires policymakers and funders to treat data infrastructure as seriously as physical infrastructure. Data generated or supported through European public funding should be Fair, verifiable and machine actionable by design, wherever legally and ethically possible.Related articlesData Corner: Europe’s burning need for wildfire mitigation researchClimate monitoring must remain a global enterprise, experts sayIn practice, that means funding not only the production of data, but also the infrastructure that makes data usable across systems: metadata, provenance, interoperability, access mechanisms and governance. Where data must remain restricted, we should ensure that it can still be securely discovered, verified and used for authorised analysis.Initiatives such as the European Open Science Cloud offer an existing framework through which these principles can be put into practice. What is needed now is to accelerate implementation and make them a standard part of how Europe funds and builds research and innovation systems.We do not need another generation of disconnected databases. The data is already there. The opportunity is to make it work together, securely, responsibly and quickly enough to help prevent the next fire, rather than simply document the last one.Jean-Claude Burgelman is professor emeritus at the Free University of Brussels (VUB) and editor-in-chief at Frontiers Policy Lab. For more than 20 years he held leading roles in research and innovation policy at the European Commission.
Closing health workforce gaps for emergency response: the Western Pacific steps up
Over 100 health emergency experts from 56 institutions across 21 countries in the World Health Organization (WHO) Western Pacific Region who are part of the Global Outbreak Alert and Response Network (GOARN) concluded their annual regional partners’ meeting with a commitment to bridge gaps in emergency workforce capacities and advance regional emergency readiness and resilience.Co-hosted by WHO and the Korea Disease Control and Prevention Agency in the Republic of Korea, the two-day event aimed to strengthen the Region’s collective ability to detect, prepare for and respond to health emergencies.Partners mapped capacities and priority technical gaps across the Region — including cybersecurity and critical infrastructure resilience; water, sanitation and hygiene (WASH) and environmental health; biological emergencies, nuclear emergencies, and nuclear and radiological security.The result: a renewed commitment to close these gaps by working together through shared expertise and coordinated action. Advancing the Global Health Emergency CorpsReflective of regional solidarity and partnerships in action, GOARN – which is coordinated globally by WHO - enables a stronger, better-connected emergency health workforce that is ready to surge wherever and whenever requested by WHO Member States.This year alone, GOARN partners across the Western Pacific have supported nine experts on six missions - from measles outbreaks in Viet Nam to HIV outbreak response in Fiji - providing surge support in epidemiology, surveillance and clinical case management.Photo: Participants at the Global Alert and Response Network (GOARN) Partners Meeting 2026. Credit: KDCA/Shin Dong Myoung“GOARN partners across the Western Pacific and globally have repeatedly demonstrated the power of what we can do collectively, when we join forces, share expertise and build on each other’s strengths,” noted Dr Gina Samaan, WHO Regional Emergency Director for the Western Pacific, in her opening remarks at the gathering. “Let us continue to forge long-term partnerships grounded in mutual respect that will protect the Region for generations to come. We are smarter, faster and infinitely stronger when we work together,” she added.Reiterating Dr Samaan's call, Dr Seung-kwan Lim, Commissioner of the Korea Disease Control and Prevention Agency, emphasized the value of GOARN: “The Republic of Korea is pleased to stand alongside our regional partners in building an emergency workforce that is ready and resilient. GOARN turns national expertise into regional readiness - catalysing national strengths into collective resilience.”GOARN advances the Global Health Security Action Framework (GHEC) initiative by “convening, connecting and capacitating” regional leaders and surge workforce – “the three Cs”. Years of GOARN leadership and outbreak response training programmes have cultivated a deep bench of fit-for-purpose, seasoned outbreak response experts and forged an alumni network of emergency leaders worldwide. The Western Pacific network alone has now grown to 94 partner institutions across 19 countries. Photo: Participants at the Global Alert and Response Network (GOARN) Partners Meeting 2026. Credit: KDCA/Shin Dong Myoung Putting partnerships into practiceDuring the Regional Partners’ Meeting, health experts identified and catalogued the technical expertise currently available across the Western Pacific Region, so that the right skills could be better matched quickly to needs wherever emergencies occur.Three priority areas emerged for further strengthening:Cybersecurity and critical infrastructure resilience - protecting essential systems, including healthcare networks, from digital disruptions.Water, sanitation and hygiene (WASH) and environmental health - reflecting the ongoing nexus between climate change and health.Biological emergencies, nuclear emergencies, and nuclear and radiological security - requiring specialized technical capability that remains limited across many national response systems.Meeting participants reaffirmed their commitment to strengthening workforce capacities in the Region, with a particular focus on these three areas, and to working collectively to better prepare the Western Pacific for the next health emergency.Photo: Dr Gina Samaan, WHO Regional Emergency Director for the Western Pacific, delivers opening remarks at the Global Alert and Response Network (GOARN) Partners Meeting 2026. Credit: KDCA/Shin Dong Myoung“GOARN is truly turning preparedness into action - giving our Region the surge capacity it needs for fast, coordinated response when it matters most - and building more resilient health systems along the way,” said Dr Samaan. “As health emergencies mount in this age of permacrisis, emergency preparedness and response must be woven into the fabric of health. This is not an option, but an imperative as we seek to achieve health for all.”____ About GOARNThe Global Outbreak Alert and Response Network (GOARN), coordinated by the World Health Organization since 2000, strengthens global health security by advancing preparedness for and response to public health emergencies. The network brings together more than 390 institutions, including national public health agencies, technical organizations and nongovernmental partners, to support coordinated international action during outbreaks and other health emergencies. There are 94 GOARN partners in the Western Pacific Region (as of August 2026), accounting for approximately 25% of global partners. For more information and media interviews, please contact: WHO Western Pacific Communications: wprocom@who.intAra Johannes: johannesa@who.int
How Far Can Fabrinet Stock Fall While Its Business Accelerates?
Fabrinet (FN) trades near $416, about 44% below the high it set in the past year. Its own results point the other way: fiscal 2026 ended in June with revenue up 36%, and management has guided the fiscal first quarter of 2027 to 43% growth at the midpoint.
Blizzard Entertainment Workers Ratify First Contracts
The deals require management to bargain over the use of AI in the workplace and enshrine layoff protections at the Microsoft-owned company.
Do the Miami Heat Have a Point Guard Depth Problem?
Patrick Beverley questions the Miami Heat's backcourt stability, sparking a debate on whether Erik Spoelstra’s developmental gems and potential veteran additions can fuel another deep championship run.
Ritter Communications, Great Plains Communications complete merger
Grain Management, a private investment firm focused on digital infrastructure and communications, has announced the completion of the strategic combination of Ritter Communications and Great Plains Communications to create a...
Spotlight On! Mesquite Entertainment Cares gives back
Justin Moore became CEO of Mesquite Entertainment in June of 2023. In September of 2024, he created the position of team member and community engagement manager, filled by Jami Taylor […]
Business alumni board builds momentum for future engagement
The inaugural Business Titans Alumni Board Summer Retreat brought alumni together for a collaborative and productive day on July 24 focused on shaping the new advisory board, strengthening connections and helping define the future of alumni engagement at the Cal State Fullerton College of Business and Economics. During the retreat, board members discussed priorities and identified […]
A Medicare policy designed to encourage certain business arrangements produced unexpected results
The exclusion bar can be for the rest of your lifetime or for several years, but it effectively halts your ability to participate," said Alice Harris.
Thunder Road, Lit Entertainment Launch New Banner
Basil Iwanyk and Erica Lee's film label and Adam Kolbrenner's management-production firm are teaming to create a new banner, TR/AK.
Gem and Mineral Show returns to Hanford
The 11th annual Hanford Gem and Mineral Show, presented by the WonderVision Wellness and Emporium, a local metaphysical store in Tulare, was held at the Hanford Civic Auditorium on Sept.
Persona 6 adds Switch 2 version
Persona 6 will launch for Switch 2 in addition to its previously announced PlayStation 5, Xbox Series, and PC (Steam, Microsoft Store) versions, ATLUS announced. A release date was not announced.
Persona 4 Revival coming to Switch 2 on May 20, 2027
ATLUS will release a Switch 2 version of Persona 4 Revival on May 20, 2027, the company announced.
Koei Tecmo and Gust announce The Apothecary Diaries: The False Imperial Brother for PS5, Switch 2, Switch, and PC
Publisher Koei Tecmo and developer Gust, in cooperation with TOHO Games, have announced mystery solving adventure game The Apothecary Diaries: The False Imperial Brother for PlayStation 5, Switch 2…
Romancing SaGa 3: Destinies United announced for PS5, Xbox Series, Switch 2, Switch, and PC
Square Enix has announced Romancing SaGa 3 remake Romancing SaGa 3: Destinies United for PlayStation 5, Xbox Series, Switch 2, Switch, and PC (Steam, Microsoft Store). It will launch on February 16…
Metal Slug Ultimate Collection announced for PS5, Xbox Series, Switch 2, Switch, and PC
SNK has announced Metal Slug Ultimate Collection, a collection of 10 games in celebration of Metal Slug’s 35th anniversary. It will launch for PlayStation 5, Xbox Series, Switch 2, Switch, an…
Danganronpa 2×2 launches January 14, 2027
Danganronpa 2×2 will launch for PlayStation 5, Xbox Series, Switch 2, Switch, and PC via Steam and Epic Games Store on January 14, 2027, publisher Spike Chunsoft and developer Gemdrops announc…
BUSINESS SPOTLIGHT: Visit SEWing-FUN
The following is an interview with Nancy E. Easterbrooks, owner of SEWing-FUN at 24 Bessom St. #1, conducted by Discover Marblehead. SEWing-FUN is a creative local gem bringing the joy of sewing to Marblehead. Led by a passionate sewing coach, it’s all about learning, creating and having fun — whether you’re stitching your first project
Yo-kai Watch 2: Haunted Domain announced for Switch 2
LEVEL-5 has announced Yo-kai Watch 2: Haunted Domain for Switch 2. A release date was not announced.
Professor Layton and the New World of Steam launches December 10
Professor Layton and the New World of Steam will launch for PlayStation 5, Switch 2, Switch, and PC via Steam on December 10, LEVL-5 announced.
BGI Genomics Launches "Digital Life Twin" Framework to Power Proactive Health
Commemorating BGI Group's 27th anniversary, BGI Genomics today introduced its Digital Life Twin framework alongside an advanced multi-omics diagnostic portfolio at the 2026 Global New Product Launch Event. Grounded in over two decades of population-scale genetic discoveries, the launch marks a decisive transition from traditional, reactive diagnostics to continuous, predictive health management across the entire human lifecycle.
NASCO and Doxim Partner to Modernize Health Plan Administration and Improve Communications
NASCO, a leading provider of healthcare technology solutions, today announced a strategic partnership with Doxim®, a leader in customer communications management (CCM) and engagement technology for highly regulated markets. The collaboration brings together NASCO's deep health plan administration expertise with Doxim's omnichannel communications capabilities to help health plans modernize operations and deliver more seamless, personalized experiences for all healthcare stakeholders.
CobbleStone® Announces Four Business Solutions Director John O'Brien as Featured Speaker at User Conference 2026
/PRNewswire/ -- CobbleStone Software, a recognized leader in contract lifecycle management (CLM) and contract artificial intelligence, is pleased to announce...
Small Business Spotlight: Guitar shop aims to strike a chord
WHAT MADE YOU WANT TO OPEN STRING THEORY GUITARS INC.? ALLISON & LEE WILLIAMS: “We are lifelong musicians with a passion for playing. We love Wilmington and the live music scene here, and we wanted a way to be a part of the music community without having to start work at 9 p.m. We also want to be a destination for residents and musicians performing in and around the downtown area.” WHAT DOES YOUR BUSINESS PROVIDE, AND HOW DO YOU THINK IT HELPS CUSTOMERS? We love Wilmington and the live music scene here, and we wanted a way to be a part of the music community without having to start work at 9 p.m. We also want to be a destination for residents and musicians performing in and around the downtown areaTHE WILLIAMSES: “We’re a true basics-to-boutique destination. If you’re someone who’s just starting out, we can set you up with high-quality, brand-new equipment at a great entry-level price point. When you’re ready for your dream guitar, we can help you design and create a fully custom electric or acoustic guitar to your specifications. We have a broad selection of both guitars and amplifiers for players of every level. We also have a community board in the store to connect bands, students, instructors, repair technicians, and anyone providing a service to the local music community.” WHAT PAST EXPERIENCE DO YOU HAVE THAT LED YOU TO CREATE STRING THEORY GUITARS? THE WILLIAMSES: “Lee has played guitar for almost 40 years, from middle school band to gigging rock bands. Allison has a background in orchestra and musical theater, as well as retail management. We worked together as a husband-and-wife team in manufacturing for many years prior to moving to Wilmington. Having shopped in countless music stores over the years, we set up our shop with the goal of being welcoming and inviting. Our philosophy is ‘if it’s on display, it’s for play.’ No instrument or amplifier is out of reach in our store.” WHAT GOALS DO YOU HAVE FOR GROWTH? THE WILLIAMSES: “We would love to grow the bluegrass and folk instrument segment of our business. We carry banjos, mandolins, resonator guitars, ukuleles and related accessories. We’ve seen and heard plenty of talented bluegrass and folk musicians around Wilmington, and we look forward to expanding our selections to support this growing segment of the local music scene.” WHAT CHALLENGES ARE YOU FACING RIGHT NOW IN YOUR BUSINESS? THE WILLIAMSES: “Getting the word out about our brand and some of the unique brands we represent is a challenge for any new business. Online exposure through the Cargo District, Wilmington Downtown Inc. … and our online following is steadily growing. Our other challenge is the logistics of our streets. Our neighborhood is amazing, and you could spend the entire day walking around the Cargo District. As the District continues to grow, we’re seeing more pedestrian traffic, particularly in crossing 16th and 17th streets. We’ve seen some improvements in traffic calming, but the sooner we can improve safety with crosswalks and pedestrian signals, the more welcoming our neighborhood will be.”
The Cost of Cutting American Science: How Federal Cuts Diminish Public Health Capacity
Among the federal government’s many responsibilities is the work it does to protect public health. Federal agencies monitor our food supply to ensure safety, conduct research to better understand emerging health threats, provide funding for public health programs in communities and work to detect and respond to disease outbreaks. Americans rely on these efforts every day—in a 2024 online survey, 74% of respondents said that “if the federal government issued safety guidance about food you eat regularly,” they would follow it. Changes to Federal Public Health Capacity The Trump administration’s efforts to reshape the federal government have resulted in significant impacts on our nation’s public health capacity over the past 20 months, affecting the response to health concerns such as measles, Ebola and cyclosporiasis. Agencies with core public health, food safety and disease prevention responsibilities experienced large workforce decreases during the first year of the administration. At the Centers for Disease Control and Prevention, for instance, the workforce in February 2026 was 26.7% smaller than in September 2024 before the start of the Trump administration. The Food and Drug Administration saw a similarly steep decline of 21.6%. Agencies such as the National Institutes of Health, Substance Abuse and Mental Health Services Administration and Food Safety and Inspection Service also experienced large workforce decreases. (function(){function e(){window.addEventListener(`message`,function(e){if(e.data[`datawrapper-height`]!==void 0){var t=document.querySelectorAll(`iframe`);for(var n in e.data[`datawrapper-height`])for(var r=0,i;i=t[r];r++)if(i.contentWindow===e.source){var a=e.data[`datawrapper-height`][n]+`px`;i.style.height=a}}})}e()})(); Changes can also be seen in crucial public health occupations. The number of federal food inspectors, for example, decreased by more than half between September 2024 and February 2026, going from 1,035 to 473. This is the lowest number of food inspectors employed by the federal government since at least 2005. By February 2026, there were also 33.3% fewer federal public health program specialists, whose work includes advising federal funding recipients on public health activities and analyzing the effectiveness of public health programs. Government’s capacity is diminished as employees with specialized knowledge and experience in protecting the public and responding to health risks depart, leaving agencies less prepared to carry out their public health missions. There also have been vacancies in critical high-level leadership positions at public health agencies, most notably at the CDC, which had a permanent Senate-confirmed director for less than a month between January 2025 and early August 2026. Although the CDC has previously been led by acting directors at the start of an administration, the nearly yearlong gap since the departure of the administration’s first permanent director in August 2025 is without precedent. As of August 2026, the FDA is also currently without a Senate-confirmed commissioner following the previous commissioner’s resignation in May 2026. Additionally, public health agencies are experiencing increased politicization of their leadership ranks. In agencies such as the CDC and Food Safety and Inspection Service, the number of individuals in the Senior Executive Service—the most senior career leaders in government—has declined significantly, while at the same time the number of political appointees has reached record levels. (function(){function e(){window.addEventListener(`message`,function(e){if(e.data[`datawrapper-height`]!==void 0){var t=document.querySelectorAll(`iframe`);for(var n in e.data[`datawrapper-height`])for(var r=0,i;i=t[r];r++)if(i.contentWindow===e.source){var a=e.data[`datawrapper-height`][n]+`px`;i.style.height=a}}})}e()})(); (function(){function e(){window.addEventListener(`message`,function(e){if(e.data[`datawrapper-height`]!==void 0){var t=document.querySelectorAll(`iframe`);for(var n in e.data[`datawrapper-height`])for(var r=0,i;i=t[r];r++)if(i.contentWindow===e.source){var a=e.data[`datawrapper-height`][n]+`px`;i.style.height=a}}})}e()})(); At the CDC, for example, the number of career SES decreased 42.9% between December 2024 and February 2026, while the number of non-Senate confirmed political appointees at the agency was six times larger than the agency’s historical average from 2009 and 2024. Knowledgeable career leaders are integral to the ability of public health agencies to carry out their work with scientific integrity and professional judgment, and rapid leadership turnover and increased politicization threaten agencies’ ability to make evidence-based decisions to protect our health. The upheaval and politicization in public health agencies have also negatively affected employee engagement. Strong employee engagement is crucial to the ability of agencies to carry out their mission and successfully provide essential services to the public. In the 2025 Public Service Viewpoint Survey conducted by the Partnership for Public Service, the Department of Health and Human Services—which encompasses major public health agencies such as the CDC and FDA—had an employee engagement and satisfaction score of 20.4 out of 100, one of the lowest among large agencies. Only 2.8% of HHS employees indicated trust in their political leaders and only 8.7% reported confidence that they could report a suspected violation of law or regulation without retaliation. Employees at HHS also reported that the agency’s ability to provide services to the public had suffered. Nearly half of employees at HHS, 47.5%, said their work unit was worse at delivering quality services compared to its performance in 2024. In addition, 57.8% said their work unit was performing worse at fulfilling stakeholder needs. In addition to the work done within federal agencies, the federal government also distributes significant funding for public health and disease prevention work to state and local governments, nonprofits and small businesses—funding which has been significantly disrupted. At the CDC, for example, there was a 71.9% decrease in the amount of project grant funding issued in fiscal year 2025 compared to fiscal year 2024. The FDA also issued far less funding in fiscal year 2025—a 21.3% decrease from its fiscal year 2024 funding. Changes in federal funding include the ending of grants to community organizations that worked on HIV prevention and the cancellation of funding for research into improvements to patient safety and healthcare quality. These changes go beyond federal agencies to impact the broader public health ecosystem, including the state and local health departments responsible for much of the on-the-ground public health work in their communities. About 80% of the CDC’s domestic funding is directed towards state and local partners—meaning that cuts to CDC funding can ultimately result in cuts to state and local public health capacity. Federal agencies also provide expertise and assistance to state and local health agencies as they deal with particular health challenges, but workforce cuts have resulted in fewer federal employees available to help. The Impact of Changes to Public Health Capacity These changes to federal public health capacity are not abstract concerns. Disrupted programs, reduced funding and lost expertise at public health agencies across all levels of government threaten the public’s physical well-being and safety. In some cases, this has already led to harm. The most immediate impacts of federal cuts were seen in interruptions to ongoing public health programs and crisis responses. In one instance, when CDC grants were canceled during the 2025 Texas measles outbreak—the most severe measles outbreak in 25 years—public health officials in Lubbock, Texas were forced to pause parts of their measles response work supported by the frozen funding. Lubbock’s director of public health further said that a lack of available CDC experts to reach out to for advice “definitely” impacted the department’s response to the measles crisis. Cuts to federal funding also forced Dallas County Health and Human Services to cut staff and cancel 50 community vaccination clinics during the outbreak. Public health work outside of major outbreak responses was also disrupted. For example, in April 2025, the Milwaukee Public Health Department was unexpectedly unable to reach experts on lead poisoning due to firings at the CDC when responding to concerns about lead contamination in Milwaukee public schools. Due to federal workforce cuts, several programs at the CDC, including Alzheimer’s and epilepsy programs, have also become trapped in limbo—existing on paper, but without the staff necessary to operate. More recent crises reveal how federal cuts have weakened the public health infrastructure needed to prevent and respond to dangerous new outbreaks. Internationally, cuts at the U.S. Agency for International Development eliminated funding for disease testing and contact tracing abroad, which delayed detection of and responses to the 2026 Ebola outbreak in the Democratic Republic of Congo. While international outbreaks may seem far removed, the unchecked spread of disease in any country can quickly pose a danger to economic well-being, security and health around the world. Within the United States, public health cuts inhibited responses to the summer 2026 outbreak of the food-borne parasite cyclospora. At the federal level, cuts to funding for lab equipment and for CDC staff with expertise in parasitic infections—including 9 out of 11 staff members at the lab responsible for identifying parasitic outbreaks in 2025— contributed to the largest reporting delay in outbreak cases at the CDC in 15 years. Conflicting communications from the FDA about the source of the outbreak, which followed cuts to the agency’s communications department, additionally led to confusion among the public about how to best avoid infection. At the same time, cuts to HHS funding and support for local and state public health slowed some health departments’ responses to the crisis. The exact costs of these delays, constraints and confusion in public health responses are difficult to estimate. However, their message is clear: federal cuts have already made containing threats to public health even more of a challenge. Conclusion Protecting public health—from food safety to disease prevention—is one of the federal government’s most important missions. Dramatic and haphazard cuts to federal agencies and funding have already disrupted the public health system, impacting the response to challenges such as measles, lead poisoning and cyclosporiasis. The U.S. public health system needed improvement before these disruptions. Since 2022, federal leadership and coordination in response to public health outbreaks has been on the Government Accountability Office’s High-Risk List of areas in need of attention to improve government effectiveness and efficiency. Recent cuts only compound these concerns. The chaotic dismantling of government and resulting disruptions to crucial functions like public health and disease prevention highlight the need for meaningful reform and concrete policy proposals to reimagine how government can better serve the public and be more effective, responsive and accountable. To learn more about the impact of federal cuts to public health and science more broadly, visit The Cost of Cutting American Science. Learn more For more information on the Partnership for Public Service’s government reform initiative, visit Government for a New Era. View here In line with The Cost of Cutting American Science, federal workforce data in this brief is as of February 2026
The Cost of Cutting American Science: How Federal Cuts Diminish Public Health Capacity
Among the federal government’s many responsibilities is the work it does to protect public health. Federal agencies monitor our food supply to ensure safety, conduct research to better understand emerging health threats, provide funding for public health programs in communities and work to detect and respond to disease outbreaks. Americans rely on these efforts every day—in a 2024 online survey, 74% of respondents said that “if the federal government issued safety guidance about food you eat regularly,” they would follow it. Changes to Federal Public Health Capacity The Trump administration’s efforts to reshape the federal government have resulted in significant impacts on our nation’s public health capacity over the past 20 months, affecting the response to health concerns such as measles, Ebola and cyclosporiasis. Agencies with core public health, food safety and disease prevention responsibilities experienced large workforce decreases during the first year of the administration. At the Centers for Disease Control and Prevention, for instance, the workforce in February 2026 was 26.7% smaller than in September 2024 before the start of the Trump administration. The Food and Drug Administration saw a similarly steep decline of 21.6%. Agencies such as the National Institutes of Health, Substance Abuse and Mental Health Services Administration and Food Safety and Inspection Service also experienced large workforce decreases. (function(){function e(){window.addEventListener(`message`,function(e){if(e.data[`datawrapper-height`]!==void 0){var t=document.querySelectorAll(`iframe`);for(var n in e.data[`datawrapper-height`])for(var r=0,i;i=t[r];r++)if(i.contentWindow===e.source){var a=e.data[`datawrapper-height`][n]+`px`;i.style.height=a}}})}e()})(); Changes can also be seen in crucial public health occupations. The number of federal food inspectors, for example, decreased by more than half between September 2024 and February 2026, going from 1,035 to 473. This is the lowest number of food inspectors employed by the federal government since at least 2005. By February 2026, there were also 33.3% fewer federal public health program specialists, whose work includes advising federal funding recipients on public health activities and analyzing the effectiveness of public health programs. Government’s capacity is diminished as employees with specialized knowledge and experience in protecting the public and responding to health risks depart, leaving agencies less prepared to carry out their public health missions. There also have been vacancies in critical high-level leadership positions at public health agencies, most notably at the CDC, which had a permanent Senate-confirmed director for less than a month between January 2025 and early August 2026. Although the CDC has previously been led by acting directors at the start of an administration, the nearly yearlong gap since the departure of the administration’s first permanent director in August 2025 is without precedent. As of August 2026, the FDA is also currently without a Senate-confirmed commissioner following the previous commissioner’s resignation in May 2026. Additionally, public health agencies are experiencing increased politicization of their leadership ranks. In agencies such as the CDC and Food Safety and Inspection Service, the number of individuals in the Senior Executive Service—the most senior career leaders in government—has declined significantly, while at the same time the number of political appointees has reached record levels. (function(){function e(){window.addEventListener(`message`,function(e){if(e.data[`datawrapper-height`]!==void 0){var t=document.querySelectorAll(`iframe`);for(var n in e.data[`datawrapper-height`])for(var r=0,i;i=t[r];r++)if(i.contentWindow===e.source){var a=e.data[`datawrapper-height`][n]+`px`;i.style.height=a}}})}e()})(); (function(){function e(){window.addEventListener(`message`,function(e){if(e.data[`datawrapper-height`]!==void 0){var t=document.querySelectorAll(`iframe`);for(var n in e.data[`datawrapper-height`])for(var r=0,i;i=t[r];r++)if(i.contentWindow===e.source){var a=e.data[`datawrapper-height`][n]+`px`;i.style.height=a}}})}e()})(); At the CDC, for example, the number of career SES decreased 42.9% between December 2024 and February 2026, while the number of non-Senate confirmed political appointees at the agency was six times larger than the agency’s historical average from 2009 and 2024. Knowledgeable career leaders are integral to the ability of public health agencies to carry out their work with scientific integrity and professional judgment, and rapid leadership turnover and increased politicization threaten agencies’ ability to make evidence-based decisions to protect our health. The upheaval and politicization in public health agencies have also negatively affected employee engagement. Strong employee engagement is crucial to the ability of agencies to carry out their mission and successfully provide essential services to the public. In the 2025 Public Service Viewpoint Survey conducted by the Partnership for Public Service, the Department of Health and Human Services—which encompasses major public health agencies such as the CDC and FDA—had an employee engagement and satisfaction score of 20.4 out of 100, one of the lowest among large agencies. Only 2.8% of HHS employees indicated trust in their political leaders and only 8.7% reported confidence that they could report a suspected violation of law or regulation without retaliation. Employees at HHS also reported that the agency’s ability to provide services to the public had suffered. Nearly half of employees at HHS, 47.5%, said their work unit was worse at delivering quality services compared to its performance in 2024. In addition, 57.8% said their work unit was performing worse at fulfilling stakeholder needs. In addition to the work done within federal agencies, the federal government also distributes significant funding for public health and disease prevention work to state and local governments, nonprofits and small businesses—funding which has been significantly disrupted. At the CDC, for example, there was a 71.9% decrease in the amount of project grant funding issued in fiscal year 2025 compared to fiscal year 2024. The FDA also issued far less funding in fiscal year 2025—a 21.3% decrease from its fiscal year 2024 funding. Changes in federal funding include the ending of grants to community organizations that worked on HIV prevention and the cancellation of funding for research into improvements to patient safety and healthcare quality. These changes go beyond federal agencies to impact the broader public health ecosystem, including the state and local health departments responsible for much of the on-the-ground public health work in their communities. About 80% of the CDC’s domestic funding is directed towards state and local partners—meaning that cuts to CDC funding can ultimately result in cuts to state and local public health capacity. Federal agencies also provide expertise and assistance to state and local health agencies as they deal with particular health challenges, but workforce cuts have resulted in fewer federal employees available to help. The Impact of Changes to Public Health Capacity These changes to federal public health capacity are not abstract concerns. Disrupted programs, reduced funding and lost expertise at public health agencies across all levels of government threaten the public’s physical well-being and safety. In some cases, this has already led to harm. The most immediate impacts of federal cuts were seen in interruptions to ongoing public health programs and crisis responses. In one instance, when CDC grants were canceled during the 2025 Texas measles outbreak—the most severe measles outbreak in 25 years—public health officials in Lubbock, Texas were forced to pause parts of their measles response work supported by the frozen funding. Lubbock’s director of public health further said that a lack of available CDC experts to reach out to for advice “definitely” impacted the department’s response to the measles crisis. Cuts to federal funding also forced Dallas County Health and Human Services to cut staff and cancel 50 community vaccination clinics during the outbreak. Public health work outside of major outbreak responses was also disrupted. For example, in April 2025, the Milwaukee Public Health Department was unexpectedly unable to reach experts on lead poisoning due to firings at the CDC when responding to concerns about lead contamination in Milwaukee public schools. Due to federal workforce cuts, several programs at the CDC, including Alzheimer’s and epilepsy programs, have also become trapped in limbo—existing on paper, but without the staff necessary to operate. More recent crises reveal how federal cuts have weakened the public health infrastructure needed to prevent and respond to dangerous new outbreaks. Internationally, cuts at the U.S. Agency for International Development eliminated funding for disease testing and contact tracing abroad, which delayed detection of and responses to the 2026 Ebola outbreak in the Democratic Republic of Congo. While international outbreaks may seem far removed, the unchecked spread of disease in any country can quickly pose a danger to economic well-being, security and health around the world. Within the United States, public health cuts inhibited responses to the summer 2026 outbreak of the food-borne parasite cyclospora. At the federal level, cuts to funding for lab equipment and for CDC staff with expertise in parasitic infections—including 9 out of 11 staff members at the lab responsible for identifying parasitic outbreaks in 2025— contributed to the largest reporting delay in outbreak cases at the CDC in 15 years. Conflicting communications from the FDA about the source of the outbreak, which followed cuts to the agency’s communications department, additionally led to confusion among the public about how to best avoid infection. At the same time, cuts to HHS funding and support for local and state public health slowed some health departments’ responses to the crisis. The exact costs of these delays, constraints and confusion in public health responses are difficult to estimate. However, their message is clear: federal cuts have already made containing threats to public health even more of a challenge. Conclusion Protecting public health—from food safety to disease prevention—is one of the federal government’s most important missions. Dramatic and haphazard cuts to federal agencies and funding have already disrupted the public health system, impacting the response to challenges such as measles, lead poisoning and cyclosporiasis. The U.S. public health system needed improvement before these disruptions. Since 2022, federal leadership and coordination in response to public health outbreaks has been on the Government Accountability Office’s High-Risk List of areas in need of attention to improve government effectiveness and efficiency. Recent cuts only compound these concerns. The chaotic dismantling of government and resulting disruptions to crucial functions like public health and disease prevention highlight the need for meaningful reform and concrete policy proposals to reimagine how government can better serve the public and be more effective, responsive and accountable. To learn more about the impact of federal cuts to public health and science more broadly, visit The Cost of Cutting American Science. Learn more For more information on the Partnership for Public Service’s government reform initiative, visit Government for a New Era. View here In line with The Cost of Cutting American Science, federal workforce data in this brief is as of February 2026
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