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DOGE enters ATF with mandate to slash gun regulations

DOGE enters ATF with mandate to slash gun regulations

Washington Post2 days ago

The U.S. DOGE Service has sent staff to the Bureau of Alcohol, Tobacco, Firearms and Explosives with the goal of revising or eliminating dozens of rules and gun restrictions by July 4, according to multiple people with knowledge of the efforts, who spoke on the condition of anonymity to discuss plans that have not been made public.
The initial target was to change 47 regulations, an apparent reference to Donald Trump's status as the 47th president of the United States, two of the people said. But ATF and DOGE staffers are now poised to exceed that goal, with upward of 50 changes planned.
The revisions are part of a seismic shift unfolding at ATF as the Trump administration proposes slashing the law enforcement agency's budget and dramatically reducing the number of inspectors who ensure that gun sellers are in compliance with federal laws. Some Republicans in Congress have called for abolishing the agency altogether, and Attorney General Pam Bondi has said she wants to merge ATF with the Drug Enforcement Administration.
If the plans are enacted, it would be a major win for pro-gun advocacy groups, who have long claimed ATF is an agency with too many gun regulations that tramples on Second Amendment rights. Gun-control advocates fear that the changes afoot at ATF will more easily allow potentially dangerous people to obtain weapons with little recourse.
The exact scope and details of the potential changes are still being determined. ATF has hundreds of regulations, and revisions could include changing the responsibilities of certain ATF positions, updating what types of firearms can be imported, and making licensing fees refundable.
'As Attorney General Bondi has made clear, ATF is working hard to reduce regulatory red tape that burdens lawful gun owners and to ensure agents are doing real police work hunting down criminals and gang members — not knocking on the doors of lawful gun owners in the middle of the night,' said Chad Gil Martin, a spokesman for the Justice Department, which oversees ATF.
The Trump administration-backed ATF general counsel, Robert Leider, an ardent Second Amendment advocate, is overseeing the changes at ATF while working with DOGE, the people said. He has shifted additional ATF attorneys to work on the changes.
DOGE is a non-Cabinet agency originally launched by billionaire Elon Musk to carry out controversial cost-cutting efforts that have resulted in mass attempted layoffs and legal battles with mixed results. The agency has more recently begun pushing for policy and regulatory changes.
In addition to dozens of regulation cuts, Leider and his team are planning to change the legally mandated 4473 Form that most buyers are required to fill out when purchasing a firearm, shrinking it from the current seven pages to as few as three pages. Gun sellers are required to keep the records and have them readily available if law enforcement needs them to trace a gun during a criminal investigation or if ATF inspectors visit to see if the seller is complying with federal laws.
Gun rights proponents have complained that the form is too cumbersome and long, ripe for people to make mistakes. They accused the Biden administration of punitively punishing people for simple paperwork errors — allegations that the Biden administration has denied, pointing to public data that shows that fewer than 1 percent of the 130,000 or so licensed gun sellers and manufacturers got their licenses revoked between July 2021 and December 2024.
People familiar with the potential changes said the form instructions would be truncated and that some of the questions to determine if a potential buyer is legally allowed to own a firearm may be condensed into one large 'yes' or 'no' question. For example, separate questions ask people to answer if they have been committed to a mental institution, have been dishonorably discharged from the military or are an unlawful user of drugs.
These and others could be combined into one question under the potential changes, two people familiar with them said. The question asking if the potential buyer is a felon would remain a stand-alone question.
Some people interviewed said they fear that the changes could lead to more inaccuracies — and may make it harder for prosecutors to be able to prove that someone intentionally lied when filling out the federal form to purchase a gun. In a high-profile case last June, a jury in Delaware convicted President Joe Biden's son, Hunter Biden, for lying about his drug use when he filled out that federal form to purchase a gun.
'I know we are going to see changes to the 4473 and we are getting close, that's in process,' Larry Keane — the general counsel of National Shooting Sports Foundation, a firearms trade association — said on the 'Bearing Arms Cam & Co' podcast this week. 'People just need to be a little patient, give ATF chief counsel some time in dotting the I's and crossing the T's and the internal review that has to take place. But people will be pleased as we move forward, and I think we will see significant progress in correcting bad rulings.'
Under the Justice Department's latest budget proposal, the Trump administration would slash 541 of ATF's more than 800 inspectors. Multiple people interviewed said that the current inspection workforce is already stretched thin and inspected fewer than 10 percent — or 9,696 — of businesses and people who hold licenses to sell, collect, import or manufacture firearms.
There is no federal requirement for how often a gun store or manufacturer must be inspected. But inspectors typically visit a dealer if an abnormal number of crimes are committed with guns that come from a specific store or if a large number of crimes are committed by people who newly purchased guns from a single place. Inspectors may also visit a seller or manufacturer if they haven't had an inspection in years.
Inspectors are allowed to make unannounced visits to license holders only during business hours.
People familiar with ATF said that, with just a few hundred inspectors, there would probably be few firearm-related inspections. Federal law requires that explosive sites be inspected at least once every three years. There are currently around 9,000 federal explosive licensees, which means that the remaining 350 or so inspectors would be responsible for inspecting 3,000 explosive sites each year.
Gun-control advocacy groups said that there would be few resources left to dedicate to firearm inspections. They fear that gun sellers and manufacturers would have little incentive to be diligent with their recordkeeping, which they said could make it harder to trace firearms involved in crimes. They said these records can be crucial in identifying gun traffickers.
'The Administration seems hell-bent on ushering in a golden age for gun criminals, gutting the only agency specifically tasked with keeping communities safe from gun violence,' John Feinblatt, president of Everytown for Gun Safety, a gun-control advocacy group, said in a statement to The Washington Post. 'These cuts would be a dream come true for gun traffickers, straw purchasers, and unscrupulous gun dealers — and a nightmare for law enforcement and public safety.'
Adam Skaggs, chief counsel and vice president of Giffords Law Center, another gun-control advocacy group, agreed: 'The administration claims to support law enforcement and care about fighting crime, but they are proposing the most radical defunding of the police we have ever seen from the federal government,' Skaggs said.
Trump has yet to nominate a permanent ATF director, and the administration has pushed out many of its top career staffers, including the second-most-powerful person at the agency. The administration also booted the agency's longtime general counsel, making it a political position and hiring Leider.
In late February, Trump said that Kash Patel, the FBI director, would at least temporarily lead ATF — a surprise announcement that put Patel atop two major law enforcement agencies with distinct mandates. More than six weeks into his job, The Post reported that Patel had shown up at ATF headquarters only once and had scant communication with senior staffers at agency.
The administration then replaced Patel in early April with Army Secretary Dan Driscoll, who holds the two roles simultaneously.

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Dozens of stores you once loved that don't exist anymore
Dozens of stores you once loved that don't exist anymore

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time29 minutes ago

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Dozens of stores you once loved that don't exist anymore

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KB Toys KB Toys announced it would be going out of business in 2008, and by early 2009 all locations were closed. Sharper Image Sharper Image declared bankruptcy in 2008, but the company still sells merchandise through its website, catalog, and third-party retail partners. Levitz Furniture Levitz Furniture declared bankruptcy twice — first in 1997, and then in 2005. It closed all of its stores in 2008. Linens 'n Things Linens 'n Things had more than 500 stores in 2006, but by the end of 2008, they were all closed. The company still does business online. Mervyn's Mervyn's once had almost 200 locations in the western US. In 2008, the company declared bankruptcy and closed all of its stores. Limited Too Limited Too's success began dwindling in the early 2000s, and all stores were eventually rebranded as Justice by 2008. Tweeter Tweeter filed for bankruptcy in 2008, and all of its stores were closed by the end of the year. Circuit City Circuit City filed for bankruptcy in 2008 and shuttered all stores the following Spring. Steve & Barry's Steve & Barry's filed for bankruptcy in 2008 and closed all of its stores in 2009. Filene's and Filene's Basement Filene's Basement's parent company went bankrupt in 2009, and by 2011 all of its stores were closed. B. Dalton Books B. Dalton was acquired by Barnes & Noble in 1987, which officially closed the bookstore in January 2010, except for a single location in Oviedo, Florida. Waldenbooks Waldenbooks merged with Borders in 1994, and all Waldenbooks stores closed when Borders Group liquidated in 2011. Borders Books & Music Borders Books & Music stores closed shortly after the company was forced to liquidate in 2011. CompUSA CompUSA started in 1984, but by 2007, Best Buy and other superstores had taken over, and the last CompUSA closed in 2012. 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Party City was impacted severely by the COVID-19 pandemic, when lockdowns and social distancing ended many celebratory gatherings, and other mass retailers like Amazon, Walmart, and Target stepped up their party supply offerings. A small number of Party City locations are still open for the time being, according to the store locator. Moosejaw Dick's Sporting Goods shut down outdoors retailer Moosejaw shortly after purchasing the brand from Walmart. The company was originally founded in Michigan in 1992, and was later bought by Walmart in 2017 for $51 million. Forever 21 Forever 21 was once an iconic fast-fashion mainstay of shopping malls, but it eventually succumbed to rising costs and new competition. The brand was a popular choice for budget-minded shoppers and helped inspire the fast-fashion trend later followed by brands like Temu and Shein, which the company later cited as threats to its existence. Read the original article on Business Insider

Platform Engineering At A Crossroads: Golden Paths Or Dark Alleyways
Platform Engineering At A Crossroads: Golden Paths Or Dark Alleyways

Forbes

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Platform Engineering At A Crossroads: Golden Paths Or Dark Alleyways

Following the golden path to platform engineering success is not without its pitfalls and pernicios ... More passageways. getty Automation equals efficiency. It's a central promise that's now permeating every segment of the software application development lifecycle. From robotic process automation accelerators that work at the user level, through encapsulated best practices applied throughout the networking connection tier used to bring applications to production… and onward (especially now) to the agentic software functions that can take natural language prompts (written by developers) and convert them to software test cases and, subsequently, also write the code for those tests. Automation represents a key efficiency play that all teams are now being compelled to adopt. As an overarching practice now carrying automated software development tooling forward, platform engineering is widely regarded as (if not quite a panacea) an intelligent approach to encoding infrastructure services and development tools in a way that means developers can perform more self-service functions without having to ask the operations team for backup. Platform engineering encapsulates the deliberate design and delivery of internal software application development tools, services and processes that define how software engineers build software. It's a holistic approach that covers the underlying processes, people and (perhaps more crucially of all), the cultural workflow mindset of an organization. At the keyboard, platform engineering is not necessarily all about implementing new technologies (although the omniscient specter of agentic AI will never be far away); it's about fostering consistency and a shared understanding across diverse teams. Devotees who preach the gospel according to platform engineering talk of its ability to lead towards so-called "golden paths" today. These can be described as standardarized workflow routes where infrastructure and configuration parameters for software development are encoded, ratified and documented. Often referred to as an 'opinionated' software practice (i.e. one that takes a defined path and does things one way, not the other way) that help individual software engineers stay close to tooling and processes that will be used by all other developers in a team or department. 'One way to think of a golden path is to imagine baking a cake. The steps required to bake a cake include pre-heating the oven to a specific temperature, gathering the right baking tools… and having the necessary ingredients. It's more than following a recipe, it's also making sure you use the right tools and techniques. If you want more people to bake the same cake, you find ways to become more consistent and efficient, explains Red Hat , on its DevOps pages. According to Derek Webber, VP of engineering at AI-enabled software quality engineering company Tricentis , platform engineering does have the potential to be golden, but it can also lead teams down a dark and dusty track into the Wild West. Why The Wild West? 'Yes, the promise of platform engineering lies in creating golden paths for software delivery. However, the absence of a traditional structured approach to software development often leads to what can only be described as the 'Wild West' of software development, particularly within large, scaling enterprises,' stated Webber. 'In such environments, each product team might independently craft their own unique pipelines, tools and processes. While this might afford initial autonomy, it inevitably leads to fragmentation. As organizations grow from a few dozen to hundreds or thousands of engineers, the tight-knit integration and level of shared understanding that characterizes a startup are lost. Developers become isolated, building 'unique snowflakes' of software pipelines that are difficult to maintain, understand and transfer knowledge across.' This fragmentation might be argued to severely hamper an organization's ability to be flexible and nimble, with an ability to move fast (remember the pandemic, yeah, that kind of change). Why would this be so? Because every new feature, every bug fix and even basic team reorganization becomes a slower and more laborious task. This can happen because of cross-team dependencies when everything is so formally encoded, it can happen because developers see their work as a project, rather than it being a product… and it can happen simply as a result of poorly documented tools in the platform engineering firmament. A fragmented coding landscape also obviously presents challenges to an organization's security posture, making it more difficult to ensure consistent compliance and vulnerability management across all services. DevEx, The Software World On Time 'The true power of platform engineering, especially when championed by a dedicated developer experience (DevEx) team, comes when it is able to balance two critical, often conflicting, objectives: speed and quality. This can be achieved by providing the necessary checks and balances that promote operational consistency and efficiency at scale,' said Webber. 'A core tenet of effective platform engineering is, therefore, the integration of testing from the outset to ensure quality is inherent, not an afterthought. While the industry has long advocated a 'shift left' approach, empowering developers to take on more testing responsibilities earlier in the development lifecycle, it's vital not to overcorrect.' Shifting everything left without considering the end-to-end product can lead to a different kind of fragmentation further down the line. The suggestion here is that platform engineering, via, through and under the auspices of a DevEx team, enables a more holistic approach. Webber says he's convinced that the DevEx team plays a pivotal role in creating a consistent testing framework when applied in the realm of platform engineering. It works by providing developers with readily available, uniform tools and processes. It bridges the gap in domain knowledge that often plagues large organizations, ensuring software engineers have the context needed to build robust solutions that actually work and actually scale. By providing pipeline automation, self-serve tools, environment management and established practices for observability and compliance, the DevEx team frees developers from the burden of figuring out how to build the pipeline and hook in tools. They can instead focus on what they build: the core product functionality. 'This shift in responsibility is transformative,' enthused Tricentis' Webber. 'When developers aren't forced to create their own 'special flavour' of every operational component, they gain immense speed and agility. They can move faster, knowing that the underlying platform provides reliable, secure and quality-assured foundations.' It appears that the consistency instilled by platform engineering, not just in tools, but in processes and mindset, becomes the bedrock of what this approach means. Webber and others agree that this could be particularly critical in an era where advancements like AI (and the future allure of can rapidly generate code, necessitating robust and consistent guardrails to maintain quality and security. CNCF Overview View 'We're seeing real traction in the CNCF ecosystem where platform engineering, when paired with strong developer experience practices, helps teams improve efficiency and avoid fragmented tooling. The goal isn't rigid standardization; it's creating shared, supported paths that scale with the organization. Especially as AI speeds up engineering development, having consistent, observable and secure platforms in a cloud-native fashion is what keeps innovation sustainable,' said Chris Aniszczyk , CTO, Cloud Native Computing Foundation, a global non-profit dedicated to promoting open computing standards and platforms. Will Fleury, VP of engineering at enterprise AI coding agent company Zencoder sees platform engineering as an opportunity and a challenge. "One squad [developer team], one technology stack each? That's a tax on every software development sprint," he observes. 'The real price of skipping platform engineering isn't the complexity it might add, it's the chaos that fills the gap if we do it wrong. Building and running an internal developer platform takes effort, but letting every squad roll its own infrastructure, compliance hooks and operational plumbing burns far more time, money and ultimately complexity.' Golden Path, Tunnel Vision? It's important to remember that the focus on internal workflows can miss a critical dimension. Platform discussions obsess over shift left (test early) but equally important is what Soham Ganatra , co-founder at Composio calls 'shift out' i.e. when a new service has to handshake with a payments rail or partner API. "If your platform can't make that external connection trivial, developers will tunnel under a paved road and the whole notion of a golden path collapses,' said Ganatra. He saus he has seen teams spend months perfecting internal developer workflows only to watch everything fall apart at the network boundary. 'A beautiful continuous integration and continuous delivery pipeline means nothing if deploying to production requires three Slack messages, two Jira tickets and a phone call to someone in a different timezone just to get firewall rules updated. The platform needs to extend beyond an organization's own chart; it has to anticipate and smooth over the messy realities of partner integrations, compliance audits and the fact that your biggest customer is still running Internet Explorer 11 in production," he said. Shared, standardized, supported software What this whole discussion aims to champion is not DevEx instead of platform engineering, but platform engineering with a crucial developer experience element in it to help avoid the use of isolated or custom-built tools in a shared, standardized and centrally supported ecosystem. For developers following the yellow brick road towards what they hope is elevation to a platform engineering golden path, we need to engineer people, processes and product just as much as we do platform. As the use of AI coding tools deepens across the software industry, it's actually the cultural human workplace factors that will now have an amplified effect on whether software projects succeed or fail.

I Sold My Tesla: Here's How Much I Got for It and What I'm Driving Instead
I Sold My Tesla: Here's How Much I Got for It and What I'm Driving Instead

Yahoo

time30 minutes ago

  • Yahoo

I Sold My Tesla: Here's How Much I Got for It and What I'm Driving Instead

Driving a Tesla is a dream for many people, especially with the sleek design and no gas expenses. However, some of those people who have driven Teslas are selling their electric vehicles and making a switch. Read More: Find Out: GOBankingRates spoke to Geremy Yamamoto, founder of Eazy House Sale, who purchased a Tesla Model Y, drove it for four years, and eventually sold it. Here's how much he got after selling his Tesla and what he's driving now. After four years, Geremy found himself hitting the road more often for work. While the Model Y delivered on performance, the charging logistics became a growing concern. 'I sold it last November. The main reason was my frequent long-distance travel, which made charging along the way tedious and time-consuming,' said Yamamoto. 'Besides, due to my work, I travel to different terrains and need a full-size SUV to handle different road conditions.' While EV infrastructure has improved in many cities, rural driving can still pose a challenge. 'Despite its impressive performance, the Tesla Model Y did not fit my needs anymore.' Discover Next: One concern many car buyers have is how well their vehicle will hold its value over time. Tesla vehicles have generally maintained competitive resale values. But like all cars, depreciation is inevitable. 'I got $21,000 after selling the car. It was a decent price considering its age and mileage.' Factors like battery health, mileage, and market demand can impact resale value, but for a 4-year-old Tesla Model Y, $21,000 was a fair return. After driving an EV for four years, Yamamoto switched to a gas-powered vehicle. 'Now I am driving a 2024 Toyota Sequoia. It's a full-size SUV with an all-wheel drive system, perfect for my long-distance travels and varying road conditions,' he said. More From GOBankingRates 10 Used Cars That Will Last Longer Than an Average New Vehicle This article originally appeared on I Sold My Tesla: Here's How Much I Got for It and What I'm Driving Instead

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