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The outcome of the 2016 presidential election could provide further momentum for improving generic drug policies. During the campaign, now‐President Donald Trump supported giving Medicare greater power to negotiate drug prices and allowing states to import less expensive drugs from Canada and elsewhere. He launched an attack on the pharmaceutical industry at a press conference a few days prior to his inauguration. “Pharma has a lot of lobbies, a lot of lobbyists, and a lot of power,” Trump said at the press conference. “And there"s very little bidding on drugs. We"re the largest buyer of drugs in the world, and yet we don"t bid properly. And we"re going to start bidding and we"re going to save billions of dollars.” Since taking office, Trump has reiterated his support for Medicare drug price negotiations. He has also stated his desire to streamline the FDA drug approval process, but without offering specifics on how he would like to see the process for generic drugs changed.

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Julia Irish, Pitchfork Pickle, Burlington, VT: We have a thriving tourist and food service industry in Burlington, and it completely powered down in April. We’re lucky as a state to have really low COVID numbers, and many restaurants have been operating with limited capacities and finding workarounds—takeout windows, selling groceries and prepared meals. It"s definitely been a struggle and incredibly stressful. Pitchfork Farm works closely with local restaurants, so we"ve definitely felt the impact. The pickle arm of our business has also been affected, but luckily we"ve seen growth in the retail purchasing side of things—people are buying jars of pickles to eat at home more than they had in the past.

So we joined forces with Mera Kitchen Collective, which is a food-based cooperative in Baltimore that empowers chefs from around the world, many of whom are refugees. They had a GoFundMe page going to support meals for the community, and the need was immediately apparent. They hired our staff, ensuring that our workers could continue to make a living, and then our two teams proceeded to make meals that we would deliver. The requests started at about 250 per day and, some days, soared to 750. Communities in need found out about our program through word of mouth. It started out with people who knew Emily [Lerman, cofounder of Mera Kitchen Collective], and once the community leaders saw the quality of the food we were providing, we got more requests. At this point we’ve delivered over 54,000.

We had our last in-person meeting for Fresh Fest back in March and right after that we found out that Tom Hanks had the ’rona and that the NBA had cancelled its season. That was the point when we started to be like, “Well, this is pretty serious and we may not be having this festival.” I would like to say that it was the CDC or WHO that changed our minds, but it was Tom Hanks and the NBA.

So we pivoted Food to Eat to partner with women-, immigrant-, and minority-owned restaurants to book catering. A lot of times their sole focus was on the restaurant and they didn’t have time to think about catering, which can be the most profitable part of a business. We consolidate food orders for big companies like Warby Parker, The Skimm, and others. We encourage these clients to use their purchasing power to invest in local businesses—their responsibility isn’t just the community inside their building but outside. As a woman of color I’ve always felt like diversity and inclusion was important, and through Food to Eat we’re creating inclusivity through food and beverage.

Within two weeks, we used the same text-messaging technology to help our customers deliver rapid hand-washing training and all the basics. We voluntarily paused invoicing our customers since the industry was going through a rocky time. We knew what we were doing could help every single essential worker out there. I only had a team of three, so I called Dan Terran, the CEO of Managed by Q and an early investor, and he helped us source a team of 12 engineers and product design to build Stop COVID. It’s COVID training from the CDC and WHO, graded down to a fifth-grade level and delivered in multiple languages, so it’s accessible to every person who needs it. In under 60 days we grew to reach over 500 essential businesses across the country. That became our focus.

It’s both scary to think that we don’t have a timeline for this and empowering that we’re able to make actionable change in our community. This experience has shown us that when it’s time to reopen our doors after COVID-19, our business plan needs to include a piece that helps fight food insecurity. In the months that we’ve been shut down, I’ve seen people in the food industry speak up about the injustices in restaurants—whether it’s on issues of pay or immigration—and it’s shown all of us that we need to make a change. We plan on taking each day to examine how we can be better the next. —As told to Emily Schultz

Two days after the World Health Organization declared coronavirus a pandemic, we decided that we were going to provide our services for free to anyone. What we didn’t expect is that people would offer their own services to us. About 15 people have reached out, like Drew Macklin of Kluk Farber with legal guidance and Ashley Campbell, previously the CFO of Union Square Hospitality Group, with financial forecasting and strategy. We were able to expand our services because of them. So we started consolidating our resources from these industry experts along with CDC reports and business-to-business (B2B) publications. But as we did this, we noticed that websites and social media were announcing which restaurants were doing delivery, but no one was telling operators how to make informed decisions. So, we responded.

We know knowledge is power. The more you can arm people with information and resources and distribute that information equally, the better off everyone will be. There’s still a lot we don’t know, and we won’t pretend we do, but providing independent operators with their best chance to succeed has always been central to Oyster Sunday.

The most important thing in these communities is the corn harvest every January and February. It happens once a year and everything depends on that harvest. Life centers around it, so it wouldn’t matter if COVID-19 hit five times over—the principal threat and the principal focus for them is the corn harvest. The time, effort, rain, and manpower all goes into its production which the community lives off of by eating and selling. If the communities do not sell enough in one year, for example, they can and know how to survive on what they produce (and they are accustomed to very lean years!). They grow corn, they nixtamalize that corn, and they eat tortillas made from that corn, maybe with a little chile, with some wild greens. That is sustenance. They are subsistence farmers. The great thing about corn is multifaceted—that is its beauty—and it can be made into many different dishes with distinct flavors, textures, and forms. So the people there will keep on eating what they grow and make.

So we came up with Super Fat Rice Mart, which is a different experience but the same Fat Rice spirit. It’s got a lot of firepower, with the same flavors and the high-quality ingredients, but approached in a new way. When you get down to the basics, a restaurant creates and distributes food. When it comes to delivery, we hate the idea of sending someone food that deteriorates before it gets to their house. We don’t want customers to associate flaccid dumplings with Fat Rice. But if we can create frozen dumplings, and show you how to prep it at home—simply steamed, and with our favorite condiments—you can enjoy the experience as we intend it. So our pivot is recreating the dishes people have come to know and love in their own home.

Brandon Jew, Mister Jiu’s, San Francisco: A lot of the talk this past week has been about reopening. I say that knowing we’re not going to reopen anytime soon. Until there is clarity about what would happen if one of our employees got sick or if a guest comes in and tells us 24 hours later they’re positive, until that’s answered by OSHA (Occupational Safety and Health Administration), the CDC, our mayor, or our governor, I think it’s too risky to open.

We were speechless. I mean, we’re in the same state where the CDC is. Georgia hasn’t even peaked yet. This is crazy. We looked around at our dining room for a quick second, like, could we do it? Is it possible? Meanwhile, we’re serving carry-out, so people are coming in to pick up their orders. We’ve got a big sign up that says, “Please Practice Social Distancing.” We’re giving away as much food as we can for free to healthcare workers and restaurant workers. We’ve got barriers up, so you can’t come too close to our employees. We’re wearing masks and watching people come around all the traffic cones and chairs like it’s some kind of obstacle course to get your food. And we’re sitting there thinking, how do you ever control people enough to make this safe? We see clearly that you can’t—certainly not that quickly. We can’t even get two workers behind our bar and keep them away from each other. And the experts are saying wear a mask. How the hell are you going to sit there and eat with a mask on? This is just not feasible. It doesn’t make sense.

It"s a privilege to be a business owner. I understand that and, as much as this is a struggle for me, having to take away the right for my workers to put food on their own tables is devastating. What would it be like to actually build trust and come down to the level of my employees, engage them a little bit more, and figure out what Reem"s looks like on the other side of this? Is it a worker-owned model? Is it partnership with the community on doing something a little bit more forward-thinking? Maybe we don"t go back to being a restaurant. Maybe we pivot to being a meal program. This is a time to empower all of the people who felt voiceless and helpless, and figure it out together.

There"s a moratorium on evictions in San Francisco and Oakland. That"s a blessing. I"ve never talked to my landlords in the way that I"ve talked to them now because I have that power. I mean, obviously the Bay Area is a bubble. I feel privileged to be in it, but I"m going to take advantage of that moratorium and use my voice as a business owner, in partnership with my workers. And if we don"t take advantage of this moment, I"m afraid that we"re just going to go back to the way things were. This is the time to organize.

During this time, we’ve also been able to use Table to Table to highlight Chinatwn organizations and communities in need. We’ve transformed Kopitiam’s kitchen into a temporary relief hub to feed elderly residents in Chinatown. We’ve also been able to provide hot meals for the Clean Streets Ambassadors, a group that cleans, power-washes, and disinfects Chinatown every single day. We’re proud that through Table to Table we’re able to shine more light on the people who really deserve it most—they’re the underdogs and our everyday heroes that most people don’t even know about.

Nikos Kavanya, Fedco Seeds, Clinton, ME: Right after the government declared a national emergency—on the 13th of March—sales took off. It was like somebody put the pedal to the metal. Seed orders doubled, then tripled, then nearly quadrupled. And for the week that followed, we broke every sales record we have ever had, bigger than anything we’ve experienced. We couldn’t handle orders fast enough; we had to upgrade our server. We’ve decided to put a hold on new orders until early May so we can get caught up.

We"re in a figuring-it-out-as-we-go boat. Our boat feels like a leaky, little dingy sometimes, but then there are moments where it feels like we"re cruising in a power yacht off the coast of Ibiza. All in all though, the very bottom line is: It"s going and we"re grateful for that, and we"re learning to be flexible grocers.

Brian Galati, Machine Hospitality Group, and Chris O"Malley, King & Spalding LLP, Chicago: Ed Note: On March 26th, six Illinois hospitality groups filed a federal lawsuit against one insurance carrier, Society Insurance. They alleged the company wrongfully denied their insurance claims after they were forced to close due to Governor J.B. Pritzker’s executive order. At the center of it is what’s known as “business interruption insurance,” language that would protect businesses in case of unforeseen circumstances, and whether a virus is excluded from these policies. Some state legislatures, like New Jersey, New York, Ohio, and Massachusetts, are in the early stages of proposing legislation to help small businesses who are seeing their business interruption insurance denied by providers.

BG: We are fighting for each and every employee and their families. We are fighting for the survival of our life’s work, our dreams, and the industry as a whole. Insurance companies have the power to save us all and make good on the two decades we have personally been paying high premiums with little to no claims. They can be the heroes that turn around the fate of every hospitality operator in the United States and in return we will survive and continue to pay those high premiums.

Erik Bruner-Yang, Maketto, Washington, D.C.: I’m in my car office right now, haha. So we launched The Power of 10 initiative last Thursday. The idea is that if we can raise $10,000 a week, then we can support 10 full-time restaurant jobs and service 1,000 meals in any community in America. By Monday, we raised $17,000 dollars in individual donations. We had already talked with the communications director at MedStar Washington Hospital Center, and this afternoon we’re going there to drop off hot meals for the staff.

Everyone is processing what is happening differently. I was definitely feeling more “woe is me” two weeks ago. Then, Friday the 20th, I was driving home from work, and my neighborhood [near H Street] was totally empty. I’ve been in this neighborhood for 15 years. I was wondering how I could keep my community intact, and keep dollars here. I just started doing the math and came up with The Power of 10. Initially I thought of it as an idea to pitch the local government—that would be 10 less people who are putting a strain on unemployment funds. Over that weekend, I realized that we could move faster to support restaurants and get money into people’s hands than any government entity could.

So we got Peter Prime [the chef-owner of Cane] running on The Power of 10 for the next couple weeks, while we look for additional sources of funding. Yesterday, I dropped off the check to him and he already had his order lined up for the hospital, so now we’re grooving. He has a budget of $4.20 to make each meal, with the rest going to labor. He has a lot of flexibility—a $4 meal is a $16 entree at any restaurant—and knowing Peter, I know it’s going to be delicious. I started with him because I didn’t want this to be self-serving. I mean, I could totally use $10,000. But Cane is a really important restaurant to our community. I love it. And he represents a group of chefs that are underrepresented. Cane being able to make it through this is important to me. Our community needs to create social safety nets for each other. I hope to get more funding for five more restaurants along H Street.

I have a catering background and I’d had clients order pre-prepped meals in the past—sometimes a month’s worth and all types of things, from racks of lamb to barbecued ribs to pan-seared fish to vegetarian ratatouille. So I thought, okay, let’s go that route. The CDC is recommending that people re-warm carry-out food once they bring it home anyway. So why don"t we just make food that"s freezable and microwave-friendly? Coming here can be like browsing the freezer section at the grocery store, but more healthy and fun.

The employee worked in the kitchen, so any food that passed through there, even the food he most likely did not come into contact with, was disposed of. We also sent him and all of the employees he’d been in contact with home for the CDC-required, 14-day self-quarantine. We closed the store, brought in a cleaning crew to do a deep clean, and reopened the store the following day.

Our kitchen remains closed because most of the employees in that department are under the CDC quarantine for several more days. We’ve made decisions every day that are very difficult for us, and today we’ve decided to close our self-service food counters. People come to us for that, so closing that service was a hard decision, but we think it’s the right thing to do.

We have an internal podcast called Panda Expressed (we have a lot of marketers and storytellers in our company). We recorded a message for our people recently called “Panda Has Your Back,” from our founders. In essence, it’s a message to our Panda family. We care about our people, our guests, and our community. It’s a message to let them know we are thinking of them. Since we’ve launched, I’ve been told that people love hearing Peggy’s voice. She makes them feel better. She makes them feel safe.

We’ve had to bring on more workers and start a night shift, all while dealing with the reality of the workers and the virus. Our eighteen permanent, full-time people all have a very generous PTO and are well-paid, and we’re talking about childcare options now that schools are closed. But we’re having to take on nearly as many temps, and I found out that they get no sick days. We’re not really sure what we’re going to do.

The first restaurant we’re taking over is Little Tong Noodle Shop in the East Village, which will be up and running on Wednesday. The menu will be based on what the staff can produce well and quickly, taking into account their culinary expertise. The restaurant will serve dan dan pork ragu with roasted veggies and Kung Pao chicken breasts with marinated cucumbers and steamed jasmine rice. We’re tapping into the food they still have in the restaurant that would normally be going to compost or trash, and as it runs out we’ll be working to refill their stock and create new menus.