The economic self sufficiency of working low to moderate income families is directly related to their ability to effectively nurture and educate their children. Since the success of families in that endeavor will have a profound influence on the future economic well being of our community, it is in our self interest to support public policies that promote family financial stability.
Helping families to effectively use mainstream financial services (banks and credit unions) is an essential element in achieving economic self sufficiency. The rapid growth of the alternative financial services industry (cash advance, payday loan, check cashing, rent to own, etc.) is undermining the efforts of our community’s working low to moderate income families to provide the basic necessities required for self sufficiency. Although marketed to the consumer as a source of emergency funds, these business enterprises thrive by attracting a significant number of their borrowers to return multiple times over the course of a year where they will pay an annual percentage rate of interest of over 400%.
Public officials in Kentucky who are concerned about the growing challenges of working low to moderate income families should enact restrictions on payday loans that are consistent with the 36% cap that the federal government imposes on what can be charged to military personnel. If you believe that the payday loan industry is bad for Kentucky’s families, tell state representatives, Jim Glenn and Tommy Thompson and state senator David Boswell and ask them to support a 36% cap on pay day loans.
BigRed
Monday, March 30, 2009
Wednesday, March 25, 2009
SUSTAINABLE PRACTICES---A MUST FOR THE FUTURE
I’m not sure if most people really understand the concept of sustainability. It’s not wondering whether a glass is half empty or half full; it’s recognizing whether the level is steady or if water is slowing draining out. This can apply to anything: the number of forested acres in the state of Kentucky, the volume of topsoil on Midwestern agricultural fields, or the total amount of petroleum in the Earth’s crust. All of these are slowly decreasing, and without serious changes in consumption patterns will someday run out.
As far as I can tell, the recent economic meltdown was not caused by the depletion of natural resources. However, it is kind of a similar situation. Too many homes were being built and finally there was no one left who could afford to pay for them. I truly hope we can use the current situation as an opportunity to rebuild an economy built on sustainable practices, instead of greasing up the old fossil fuel machine. If not, then it’s all going to collapse one day down the road, and then there will be little with which to rebuild.
Jill Flachskam
As far as I can tell, the recent economic meltdown was not caused by the depletion of natural resources. However, it is kind of a similar situation. Too many homes were being built and finally there was no one left who could afford to pay for them. I truly hope we can use the current situation as an opportunity to rebuild an economy built on sustainable practices, instead of greasing up the old fossil fuel machine. If not, then it’s all going to collapse one day down the road, and then there will be little with which to rebuild.
Jill Flachskam
Wednesday, March 18, 2009
TO HELL AND BACK
TO HELL AND BACK
In the military there have been leaders that the soldiers would have gone to hell and back. Because they believed in the cause they were ask to believe in. This kind of leadership is rare today; how many leaders are there to get behind like this. I would if the leader will be transparent and open. Transparency makes for a clear path to leadership credibility being over-whelmingly honest. Leaders think they are overwhelmingly honest, but many followers say otherwise. In leadership assessments, over 50% of almost 13,000 peers and direct reports felt their leaders could improve in being honest and ethical (Karen Walker & Barbra Payno).
Transparent leaders when not able to share certain information with their followers-perhaps because they do not yet have all the pieces or because, for whatever reason; they are unable to tell-the unbreakable principle of honesty requires them to say: “I can’t tell you that right now, but heres what I can say.” Then overwhelmingly honesty should be delivered with respect and concern for others. There should be no hidden agendas.
Dear elected leaders, with all due respect, I will follow: but I am looking for leadership credibility that is overwhelmingly honest. Honesty is a core value, not only is trust built; another result occurs. Citizens become tolerant of not having all the facts, the facts will become open quickly and openly.
There can be no hidden agenda’s, about 99,000 voices deserve to be heard and involved, not the few. Would I go to hell and back? Give me the facts and truth deliberately overwhelmingly honestly and I fall in.
How many are willing to go to hell and back for the 99,000?
Larry Bidwell
packerbacker
In the military there have been leaders that the soldiers would have gone to hell and back. Because they believed in the cause they were ask to believe in. This kind of leadership is rare today; how many leaders are there to get behind like this. I would if the leader will be transparent and open. Transparency makes for a clear path to leadership credibility being over-whelmingly honest. Leaders think they are overwhelmingly honest, but many followers say otherwise. In leadership assessments, over 50% of almost 13,000 peers and direct reports felt their leaders could improve in being honest and ethical (Karen Walker & Barbra Payno).
Transparent leaders when not able to share certain information with their followers-perhaps because they do not yet have all the pieces or because, for whatever reason; they are unable to tell-the unbreakable principle of honesty requires them to say: “I can’t tell you that right now, but heres what I can say.” Then overwhelmingly honesty should be delivered with respect and concern for others. There should be no hidden agendas.
Dear elected leaders, with all due respect, I will follow: but I am looking for leadership credibility that is overwhelmingly honest. Honesty is a core value, not only is trust built; another result occurs. Citizens become tolerant of not having all the facts, the facts will become open quickly and openly.
There can be no hidden agenda’s, about 99,000 voices deserve to be heard and involved, not the few. Would I go to hell and back? Give me the facts and truth deliberately overwhelmingly honestly and I fall in.
How many are willing to go to hell and back for the 99,000?
Larry Bidwell
packerbacker
Tuesday, March 10, 2009
Ten Impressions of the Downtown Plan
1. The downtown master plan is a very good thing. Long overdue. Key to our community’s future and appeal. Just as important to the county as the city.
2. Communities that are thriving invest in themselves – in their infrastructure, in amenities that will give them distinction and a competitive edge in attracting talent.
3. You can always find places that tax less, but no one wants to live there because they don’t have anything to offer.
4. We need to get back in the convention business. We’ve lost a vital industry. The Executive Inn and Sportscenter are not marketable. It makes sense to combine a convention center with an arena in a first-rate multi-purpose downtown events center.
5. We are the envy of many cities to have an 18 acre redevelopment opportunity on the edge of our downtown along a panoramic bend of a mighty river.
6. City and county officials had two options to finance the downtown plan: an increase in the occupational/net profits tax or the insurance tax. The shortcoming of the occupational tax: retired individuals would not contribute, nor would citizens who live in Owensboro-Daviess County but work in Hancock, Warrick or other counties.
7. The revenue stream from the insurance tax will enable the city and county to borrow funds to make the downtown infrastructure improvements and build the public facilities necessary to attract hotel, residential, retail, office, restaurant and entertainment projects. A $79 million investment is expected to stimulate several hundred million dollars in private investment. Leaders who have transformed downtowns in other cities stress to us: If the public sector does not invest in the downtown, neither will the private sector.
8. The $79 million will primarily be spent two ways: labor and materials. If ever our local economy needed an infusion of funds that will benefit contractors, suppliers and the skilled trades, it is now. Postpone the project? Ask the hundreds of former employees of the Executive Inn if they want to wait five-ten years before having a chance to get a job at a new convention center?
9. All that being said, there should have been more public dialogue on the financing of the downtown plan. I wish officials had taken more time to educate the public, to explain the importance of the plan, the options that were available to them, the comparisons of taxation from other cities, the return on investment they could expect. Public input required in mandated public hearings is not the same thing as open and thorough public dialogue. Many people may have opposed the tax under any circumstances, but officials could have addressed the many misconceptions that have since circulated. They could have reduced the harsh feelings that are unfortunate and unnecessary.
10. Our community still faces many unresolved issues associated with the downtown plan. For example:
· Do we save a portion of the Executive Inn or use the currently closed exhibition hall until a new events center can be built?
· Do we relocate state agencies and use the state building property for a hotel convention center?
· Should we reserve sites for additional hotels around the convention center?
· What will be the process and policy through which developers are solicited and selected in public-private partnerships?
· What features and facilities should characterize the market square block? How much property should be cleared for that purpose?
As we move forward with more specific plans and designs, our community will be well-served by a fully transparent public process. Given the recent hostility that came forth as part of the insurance tax proposal, it is more important than ever that we inform and engage the citizenry and openly disclose issues and challenges, options, timelines, costs, trade-offs and the rationale used in making recommendations. Unlike this latest destructive polemic, let’s do all we can do to make the downtown program a positive, community building experience.
Rodney Berry
2. Communities that are thriving invest in themselves – in their infrastructure, in amenities that will give them distinction and a competitive edge in attracting talent.
3. You can always find places that tax less, but no one wants to live there because they don’t have anything to offer.
4. We need to get back in the convention business. We’ve lost a vital industry. The Executive Inn and Sportscenter are not marketable. It makes sense to combine a convention center with an arena in a first-rate multi-purpose downtown events center.
5. We are the envy of many cities to have an 18 acre redevelopment opportunity on the edge of our downtown along a panoramic bend of a mighty river.
6. City and county officials had two options to finance the downtown plan: an increase in the occupational/net profits tax or the insurance tax. The shortcoming of the occupational tax: retired individuals would not contribute, nor would citizens who live in Owensboro-Daviess County but work in Hancock, Warrick or other counties.
7. The revenue stream from the insurance tax will enable the city and county to borrow funds to make the downtown infrastructure improvements and build the public facilities necessary to attract hotel, residential, retail, office, restaurant and entertainment projects. A $79 million investment is expected to stimulate several hundred million dollars in private investment. Leaders who have transformed downtowns in other cities stress to us: If the public sector does not invest in the downtown, neither will the private sector.
8. The $79 million will primarily be spent two ways: labor and materials. If ever our local economy needed an infusion of funds that will benefit contractors, suppliers and the skilled trades, it is now. Postpone the project? Ask the hundreds of former employees of the Executive Inn if they want to wait five-ten years before having a chance to get a job at a new convention center?
9. All that being said, there should have been more public dialogue on the financing of the downtown plan. I wish officials had taken more time to educate the public, to explain the importance of the plan, the options that were available to them, the comparisons of taxation from other cities, the return on investment they could expect. Public input required in mandated public hearings is not the same thing as open and thorough public dialogue. Many people may have opposed the tax under any circumstances, but officials could have addressed the many misconceptions that have since circulated. They could have reduced the harsh feelings that are unfortunate and unnecessary.
10. Our community still faces many unresolved issues associated with the downtown plan. For example:
· Do we save a portion of the Executive Inn or use the currently closed exhibition hall until a new events center can be built?
· Do we relocate state agencies and use the state building property for a hotel convention center?
· Should we reserve sites for additional hotels around the convention center?
· What will be the process and policy through which developers are solicited and selected in public-private partnerships?
· What features and facilities should characterize the market square block? How much property should be cleared for that purpose?
As we move forward with more specific plans and designs, our community will be well-served by a fully transparent public process. Given the recent hostility that came forth as part of the insurance tax proposal, it is more important than ever that we inform and engage the citizenry and openly disclose issues and challenges, options, timelines, costs, trade-offs and the rationale used in making recommendations. Unlike this latest destructive polemic, let’s do all we can do to make the downtown program a positive, community building experience.
Rodney Berry
Subscribe to:
Posts (Atom)