Budgeting Short Quotes

We didn't actually overspend our budget. The allocation simply fell short of our expenditure.

This was the math she ran every night, every moment. How much time to try to get the work done? How much time to rest? She could never quite make the numbers work. She was always just scraping by, stretching the budget, always coming up a little short, and the panic clung to her, dogging her steps.

We can think of our atmosphere as a budget and our emissions as expenses: because methane and nitrous oxide are significantly larger greenhouse expenses than CO2 in the short term, they are the most urgent to cut. Because they are primarily created by our food choices, they are also easier to cut.

Trenton cops wore more hats than I could name. They were arbitrators, social workers, peacekeepers, baby-sitters and law enforcers. The job was boring, terrifying, disgusting, exhausting and often made no sense at all. The pay was abysmal, the hours inhuman, the department budget was a joke, the uniforms were short in the crotch. And year after year, the Trenton cops held the city together.

was just scraping by, stretching the budget, always coming up a little short, and the panic clung to her, dogging her steps.

Economists who simply advised leaving the economy alone, governments whose first instincts, apart from protecting the gold standard by deflationary policies, was to stick to financial orthodoxy, balance budgets and cut costs, were visibly not making the situation better. Indeed, as the depression continued, it was argued with considerable force not least by J.M. Keynes who consequently became the most influential economist of the next forty years - that they were making the depression worse. Those of us who lived through the years of the Great Slump still find it almost impossible to understand how the orthodoxies of the pure free market, then so obviously discredited, once again came to preside over a global period of depression in the late 1980s and 1990s, which, once again, they were equally unable to understand or to deal with. Still, this strange phenomenon should remind us of the major characteristic of history which it exemplifies: the incredible shortness of memory of both the theorists and practitioners of economics. It also provides a vivid illustration of society's need for historians, who are the professional remembrancers of what their fellow-citizens wish to forget.

The work I do is not exactly respectable. But I want to explain how it works without any of the negatives associated with my infamous clients. I’ll show how I manipulated the media for a good cause. A friend of mine recently used some of my advice on trading up the chain for the benefit of the charity he runs. This friend needed to raise money to cover the costs of a community art project, and chose to do it through Kickstarter, the crowdsourced fund-raising platform. With just a few days’ work, he turned an obscure cause into a popular Internet meme and raised nearly ten thousand dollars to expand the charity internationally. Following my instructions, he made a YouTube video for the Kickstarter page showing off his charity’s work. Not a video of the charity’s best work, or even its most important work, but the work that exaggerated certain elements aimed at helping the video spread. (In this case, two or three examples in exotic locations that actually had the least amount of community benefit.) Next, he wrote a short article for a small local blog in Brooklyn and embedded the video. This site was chosen because its stories were often used or picked up by the New York section of the Huffington Post. As expected, the Huffington Post did bite, and ultimately featured the story as local news in both New York City and Los Angeles. Following my advice, he sent an e-mail from a fake address with these links to a reporter at CBS in Los Angeles, who then did a television piece on it—using mostly clips from my friend’s heavily edited video. In anticipation of all of this he’d been active on a channel of the social news site Reddit (where users vote on stories and topics they like) during the weeks leading up to his campaign launch in order to build up some connections on the site. When the CBS News piece came out and the video was up, he was ready to post it all on Reddit. It made the front page almost immediately. This score on Reddit (now bolstered by other press as well) put the story on the radar of what I call the major “cool stuff” blogs—sites like BoingBoing, Laughing Squid, FFFFOUND!, and others—since they get post ideas from Reddit. From this final burst of coverage, money began pouring in, as did volunteers, recognition, and new ideas. With no advertising budget, no publicist, and no experience, his little video did nearly a half million views, and funded his project for the next two years. It went from nothing to something. This may have all been for charity, but it still raises a critical question: What exactly happened? How was it so easy for him to manipulate the media, even for a good cause? He turned one exaggerated amateur video into a news story that was written about independently by dozens of outlets in dozens of markets and did millions of media impressions. It even registered nationally. He had created and then manipulated this attention entirely by himself.

In 1962, President John F. Kennedy said, “Our true choice is not between tax reduction on the one hand and avoidance of large federal deficits on the other; it is increasingly clear that no matter what party is in power, as long as our national security needs keep rising, an economy hampered by restrictive tax rates will never produce enough revenues to balance the budget—just as it will never produce enough jobs or enough profits. In short, the paradoxical truth is that the tax rates are too high today and tax revenues are too low and the soundest way to raise revenues in the long run is to cut rates now.

December 25, 4:30 p.m. Dear America, It’s been seven hours since you left. Twice now I’ve started to go to your room to ask how you liked your presents and then remembered you weren’t here. I’ve gotten so used to you, it’s strange that you aren’t around, drifting down the halls. I’ve nearly called a few times, but I don’t want to seem possessive. I don’t want you to feel like I’m a cage to you. I remember how you said the palace was just that the first night you came here. I think, over time, you’ve felt freer, and I’d hate to ruin that freedom, I’m going to have to distract myself until you come back. I decided to sit and write to you, hoping maybe it would feel like I was talking to you. It sort of does, I can imagine you sitting here, smiling at my idea, maybe shaking your head at me as if to say I’m being silly. You do that sometimes, did you know? I like that expression on you. You’re the only person who wears it in a way that doesn’t come across like you think I’m completely hopeless. You smile at my idiosyncrasies, accept that they exist, and continue to be my friend. And, in seven short hours, I’ve started to miss that. I’ve wonder what you’ve done in that time. I’m betting by now you’ve flown across the country, made it to your home, and are safe. I hope you are safe. I can’t imagine what a comfort you must be to your family right now. The lovely daughter has finally returned! I keep trying to picture you home. I remember you telling me it was small, that you had a tree house, and that your garage was where you father and sister did all their work. Beyond that I’ve had to resort to my imagination. I imagine you curled up in a hug with you sister or kicking around a ball with your little brother. I remember that, you know? That you said he liked to play ball. I tried to imagine walking into your house with you. I would have liked that, to see you where you grew up. I would love to see you brother run around or be embraced by your mother. I think it would be comforting to sense the presence of people near you, floorboards creaking and doors shutting. I would have liked to sit in one part of the house and still probably be able to smell the kitchen. I’ve always imagined that real homes are full of the aromas of whatever’s being cooked. I wouldn’t do a scrap of work. Nothing having to do with armies or budgets or negotiations. I’d sit with you, maybe try to work on my photography while you played the piano. We’d be Fives together, like you said. I could join your family for dinner, talking over one another in a collection of conversations instead of whispering and waiting our turns. And maybe I’d sleep in a spare bed or on the couch. I’d sleep on the floor beside you if you’d let me. I think about that sometimes. Falling asleep next to you, I mean, like we did in the safe room. It was nice to hear your breaths as they came and went, something quiet and close keeping me from feeling so alone. This letter has gotten foolish, and I think you know how I detest looking like a fool. But still I do. For you. Maxon

Duroy, who felt light hearted that evening, said with a smile: "You are gloomy to-day, dear master." The poet replied: "I am always so, young man, so will you be in a few years. Life is a hill. As long as one is climbing up one looks towards the summit and is happy, but when one reaches the top one suddenly perceives the descent before one, and its bottom, which is death. One climbs up slowly, but one goes down quickly. At your age a man is happy. He hopes for many things, which, by the way, never come to pass. At mine, one no longer expects anything - but death." Duroy began to laugh: "You make me shudder all over." Norbert de Varenne went on: "No, you do not understand me now, but later on you will remember what I am saying to you at this moment. A day comes, and it comes early for many, when there is an end to mirth, for behind everything one looks at one sees death. You do not even understand the word. At your age it means nothing; at mine it is terrible. Yes, one understands it all at once, one does not know how or why, and then everything in life changes its aspect. For fifteen years I have felt death assail me as if I bore within me some gnawing beast. I have felt myself decaying little by little, month by month, hour by hour, like a house crumbling to ruin. Death has disfigured me so completely that I do not recognize myself. I have no longer anything about me of myself - of the fresh, strong man I was at thirty. I have seen death whiten my black hairs, and with what skillful and spiteful slowness. Death has taken my firm skin, my muscles, my teeth, my whole body of old, only leaving me a despairing soul, soon to be taken too. Every step brings me nearer to death, every movemebt, every breath hastens his odious work. To breathe, sleep, drink, eat, work, dream, everything we do is to die. To live, in short, is to die. Oh, you will realize this. If you stop and think for a moment you will understand. What do you expect? Love? A few more kisses and you will be impotent. Then money? For what? Women? Much fun that will be! In order to eat a lot and grow fat and lie awake at night suffering from gout? And after that? Glory? What use is that when it does not take the form of love? And after that? Death is always the end. I now see death so near that I often want to stretch my arms to push it back. It covers the earth and fills the universe. I see it everywhere. The insects crushed on the path, the falling leaves, the white hair in a friend's head, rend my heart and cry to me, 'Behold it!' It spoils for me all I do, all I see, all that I eat and drink, all that I love; the bright moonlight, the sunrise, the broad ocean, the noble rivers, and the soft summer evening air so sweet to breath." He walked on slowly, dreaming aloud, almost forgetting that he had a listener: "And no one ever returns - never. The model of a statue may be preserved, but my body, my face, my thoughts, my desires will never reappear again. And yet millions of beings will be born with a nose, eyes, forehead, cheeks, and mouth like me, and also a soul like me, without my ever returning, without even anything recognizable of me appearing in these countless different beings. What can we cling to? What can we believe in? All religions are stupid, with their puerile morality and their egotistical promises, monstrously absurd. Death alone is certain." "Think of that, young man. Think of it for days, and months and years, and life will seem different to you. Try to get away from all the things that shut you in. Make a superhuman effort to emerge alive from your own body, from your own interests, from your thoughts, from humanity in general, so that your eyes may be turned in the opposite direction. Then you understand how unimportant is the quarrel between Romanticism and Realism, or the Budget debates.

The days are long, the weeks are long, the months are long, but the years are short—one day you look up and realize you’re on the precipice of the final year of a presidential term. You see the world in a different way, as if you could open a window and catch a glimpse of anything that is touched by the reach of the United States government. You can be a part of actions that shape these events—your voice in a meeting, your intervention on a budget line item, your role in crafting the words that a president speaks. You are also a bystander to crises that elude intervention, buffeted by the constant and contradictory demands made on an American president—by other American politicians; by the media; by advocacy organizations; by people around the world. You never know what is the one meeting, the one decision, the one word or phrase that will matter.

There is inherent drama to a major Supreme Court case in which the powerful institutional actors include the Court itself. Some will emerge as winners and some as losers. But it is important to recognize that outside the courtroom, in less dramatic ways, the Court continually interacts with the other branches. The Court submits its annual budget request to Congress, and the justices take turns going before the relevant congressional subcommittees to testify about the Court’s fiscal needs. Congress determines the salaries of the justices and all federal judges. When John Roberts became chief justice, he made it a priority to persuade the president and Congress of the need for a long-deferred pay raise for federal judges, a plea that fell on deaf ears.

The much-criticised rubber regime of Leopold II had only a brief heyday and disappeared from the tables of Congolese resources shortly after 1900 in favour of palm oil and palm nuts. The production tables also show that the population increased from 1890 onwards and was not exterminated. In 1888, And revenue from the 'red' rubber largely went to the Free State for public expenditure, including road construction and the army. These budgets, too, are never cited by the narrators, ever. Ditto for the rubber tables, which show that far more rubber arrived in Antwerp from French Congo and Angola than from the Free State in the early period. Rubber from Congo Free State accounted for barely 10 per cent of world production. The big supplier was the Amazon with 70%.

The US was forced to withdraw troops from Iraq after an extremely costly decade-long military occupation, leaving in place a regime more closely allied to Iran, the US’ regional adversary. The Iraq war depleted the economy, deprived American corporations of oil wealth, greatly enlarged Washington’s budget and trade deficits, and reduced the living standards of US citizens. The Afghanistan war had a similar outcome, with high external costs, military retreat, fragile clients, domestic disaffection, and no short or medium term transfers of wealth (imperial pillage) to the US Treasury or private corporations. The Libyan war led to the total destruction of a modern, oil-rich economy in North Africa, the total dissolution of state and civil society, and the emergence of armed tribal, fundamentalist militias opposed to US and EU client regimes in North and sub-Sahara Africa and beyond. Instead

Jesus wanted freedom for women too,” Regina continued, “but His notion of liberation is very different from our limited one. His teachings are for the most part genderless; they apply to everyone. What is important is that my identity doesn’t lie primarily in being a professor, or being a wife, or even in being a mother. Those things will always fall short. Entire careers get swept away at a moment’s notice at the presentation of a pink slip, a vote of the elders, an accusation of a student, a cut in the budget. Marriages face infidelities, for instance, and end up like car wrecks from which people can recover but are never again the same. Children grow up and move far away and forget to write or call—as they should.” She smiled wistfully. “The point is, if you have your identity in any of these things, it’s surefire disappointment. Anything man-made—or woman-made, for that matter—will and does fail you. Having my identity in Christ first and foremost gives me the courage—yes, the courage—to live my life boldly, purposefully, in everything I do, no matter what that is.” I

I am glad when we enter the conference room that Chihiro made sure I wasn’t late to the meeting. Not only does my appearance cut short several whispered confabs in the corners of the room (confirming her suspicion that people would have used my lateness as a chance to talk about me), but I also get to take my favorite seat: at the far end of the table next to my favorite monkey. I’ve never quite understood how the monkeys got here. The fresco on the ceiling of this room –originally the formal dining room- is modeled on the one in the formal dining room at La Civetta. It depicts a lemon-covered pergola in a garden. An assortment of birds –doves, sparrows, and long-tailed peacocks – roost on the wooden struts. In the original fresco, fat cupids also frolic amidst the greenery, their chubby feet dangling precariously from their perches. In one corner a plaster foot even protrudes from the frescoed surface. In this New York version of the fresco, there are monkeys instead of cupids: monkeys peering out between leafy branches and monkeys dangling by their tails from the wooden slats of the pergola. If you look carefully (and I have had ample opportunity through long and tedious budget reviews to examine every inch of the palatial room), you can even find a few monkeys that have climbed down from the pergola and found their way into the formal dining room to perform rude and unspeakable acts... My favorite monkey, though, is the little one who peers out from behind the leafy fronds of an aspidistra, making an obscene gesture I have seen only on the streets of Italy. I always sit right next to him. He gives me some relief for the sentiments I am unable to express in the course of department meetings.

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The promise was kept in 1927 – Ottawa would meet half the cost of a meagre, means-tested pension for those over seventy. Compelled to pay the other half, most provinces hesitated. Nova Scotia found a novel way to raise its share: it legalized liquor sold in government-run stores, and used the profits to help its elderly. Other provinces followed suit. By ending prohibition, Ontario Tories, elected in 1923, bounced from deficit to surplus budgets.

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Whether it be brand marketers trumpeting the new BMW X5, game developers getting players to spend real money on virtual goods, or someone selling an online nursing degree, the only difference is the time frame in which those different goals occur—in other words, the time between attention and action. If the time frame is very short, like browsing for and buying a shirt at nordstroms.com, it’s called “direct response,” or “DR” advertising. If the time frame is very long, such as making you believe life is unlivable outside the pricey mantle of a Burberry coat, it’s called “brand advertising.” Note that the goal is the same in both: to make you buy shit you likely don’t need with money you likely don’t have. In the former case, the trail is easily trackable, as the “conversion” usually happens online, usually after clicking on the very ad you were served.* In the latter, the media employed is a multipronged strategy of Super Bowl ads, Internet advertising, postal mail, free keychains, and God knows what else. Also, the conversion happens way after the initial exposure to the media, and often offline and in a physical space, like at a car dealership. The tracking and attribution are much harder, due to both the manifold media used and the months or years gone by between the exposure and the sale. As such, brand advertising budgets, which are far larger than direct-response ones, are spent in embarrassingly large broadsides, barely targeted or tracked in any way. Now you know all there is to know about advertising. The rest is technical detail and self-promoting bullshit spun by agencies. You’re officially as informed as the media tycoons who run the handful of agencies that manage our media world.

Promotion stocks came to the retailer ahead of the rest of the market. Also, they usually got an extra lot even after the end of the promotion Newly launched products came to the retailer first. The customers got more choice, faster, leading to favourable word-of-mouth publicity Local display and consumer sampling budgets were always directed liberally at the retailer Vendors ensured that no slow moving inventory was stuck in the retailer’s stores; they wanted nothing to choke the pipeline The retailer also received the best in-class margin from the distributor If some items were in short supply, the vendor would ensure the retailer was the last one to go out of stock In effect, the consumers found more products, fresher stocks and more promotions in the retailer’s stores compared to the general market. This wasn’t something actively created by either the vendors or the retailer, but was a byproduct of good trading practices. Just one move based on a trading community insight— everyone has less money in the bank than needed — hurled the retailer into a virtuous growth cycle, with all the vendors pushing in one direction, with them. Most people in the business would not give a second look at changing these trading practices. If the payment norm is eight days why modify it? Surely the wholesalers, too, know what they’re letting themselves in for? And the vast volumes offered by organised retail should offset the stress of extending credit. Isn’t that how it works? One retailer managed to peep behind the curtain of wholesaler business practices and understood what a boon more money in the bank was to the trade. And look at the gains they reaped for this seemingly insignificant insight!

(A sinking fund is a repository, set up apart from the general budget, for revenues to pay off debt.) It would sequester revenues from the sudden whims of grasping politicians who might want to raid the Treasury for short-term gain. The sinking fund would retire about 5 percent of the debt each year until it was paid off.

The most important behavior on your part involves dedicating a disproportionate share of your own time, attention, and discretionary resources to creating new business models. Existing businesses, and the leaders in charge of them, face little difficulty in articulating their needs, building a case for their support, and attracting people. Entrepreneurial initiatives, on the other hand, are usually seen as marginal or unimportant in their early stages. Unless you personally allocate to them disproportionate attention, disproportionate resources, and disproportionate talent, they will get squeezed by the existing business to the extent that they never have a chance to take off. Your challenge is to provide counterpressure to the inertial forces that lead your people to constantly attend to the demands of today’s business. [...] By disproportionate resources, we mean budget, access to operating capacity or operating assets, and, most vitally, the very best people. Ironically, these are the very resources that are highly desired by managers of the existing business, who are apt to hotly contest any other claim on them. Like the payment of disproportionate attention, the disproportionate allocation of resources to new business models has its costs. Every dollar and every hour of operations capacity allocated disproportionately to entrepreneurial initiatives is money and time denied the existing business. Disproportionate allocation must be a deliberate process, with commitment of resources being visibly recognized as a matter of strategic choice, not a struggle between long- and short-term goals. [...] Finally, you must be prepared for your organization’s top talent to work on entrepreneurial initiatives. This can create a painful dilemma. When top talent works on an entrepreneurial initiative, the current business is weakened accordingly. However, if only mediocre talent is assigned to the difficult task of new business development, the ventures are doomed. Furthermore, allowing ventures to be run by mediocre people sends an even stronger signal to the rest of the business about your real priorities. The smart people in the firm will recognize that business development is not truly a priority for you, and they will organize their own priorities accordingly. The message: If you don’t walk the talk, only the dumb people will listen.

I’ve had to reprogram the idea that if I can do it, I should be doing it and change it to – where is the best use of my time and skills. And, I’ve changed my ‘dreaming of the future’ from wondering what could go wrong to imagining what could go right and budgeting for just in case. Even that changes how I make decisions. Instead of protecting from I’m planning for something. It’s taken some time and a willingness to just be uncomfortable on some days rather than do something short term to make me feel better about a dire future that probably wouldn’t have happened. Plus, it’s easier to recognize opportunities when they arrive if that’s what I’ve been picturing all along. Added bonus, what I really want – to maintain rather than expand – has become easier to see and even execute.

Now, though, as we assembled the crew to work on our second film, A Bug’s Life, drawing on people who’d been key to Toy Story’s evolution, I discovered we’d completely missed a serious, ongoing rift between our creative and production departments. In short, production managers told me that working on Toy Story had been a nightmare. They felt disrespected and marginalized—like second-class citizens. And while they were gratified by Toy Story’s success, they were very reluctant to sign on to work on another film at Pixar. I was floored. How had we missed this? The answer, at least in part, was rooted in the role production managers play in making our films. Production managers are the people who keep track of the endless details that ensure that a movie is delivered on time and on budget. They monitor the overall progress of the crew; they keep track of the thousands of shots; they evaluate how resources are being used; they persuade and cajole and nudge and say no when necessary. In other words, they do something essential for a company whose success relies on hitting deadlines and staying on-budget: They manage people and safeguard the process. If there was one thing we prided ourselves on at Pixar, it was making sure that Pixar’s artists and technical people treated each other as equals, and I had assumed that that same mutual respect would be afforded to those who managed the productions. I had assumed wrong. Sure enough, when I checked with the artists and technical staff, they did believe that production managers were second-class and that they impeded—not facilitated—good filmmaking by overcontrolling the process, by micromanaging. Production managers, the folks I consulted told me, were just sand in the gears.

After all, without the benefit of budgets, bureaucrats, and MBA supervisors worried about short-term profitability, Thomas Edison had single-handedly electrified the world and along the way fathered the recording and motion-picture industry.

Here are four examples of Lead Magnets I use: A checklist that can be used to properly perform something I explained in a video. A template for determining, say, a business’s profit margin. An advanced guide that goes further into the details of a subject of one of my videos. A unique book that provides substantial value but is offered for free. For me, it is 11 Side Hustle Ideas to Make $500/Day from Your Phone. The appropriate opt-in incentive depends on your content. Here are other types of examples: A DIY carpenter could offer plans to make a corner table. A marketing YouTuber could offer scripts of what to say on sales phone calls. A landscaping expert might offer recommendations for which kinds of grass to use around the United States. YouTuber Nick True at Mapped Out Money, who makes video tutorials that teach the best practices for using the personal budgeting software YNAB, found that he gets the highest sign-up rates when he offers a checklist that relates to the video. His followers really like having a resource that they can use to put his advice into practice. Jess Dante of Love and London runs a YouTube channel helping viewers plan their trips to London by suggesting lesser-known restaurants and stores to visit. Her superstar opt-in incentive is a free London 101 Guide with everything a first-time visitor needs to know. It’s been downloaded more than 45,000 times. Where you make your call to action will also have an impact on your success building your email list. You can make your call to action in a variety of places or ways inside your videos. One of the best ways is to give a short, relevant tease of the bonus or resource you’re offering within the YouTube video and tell people where they can learn more. CHALLENGE Create a Lead Magnet. It’s time to create your first Lead Magnet using the process we’ve just outlined above. You can use your piece of content from the previous chapter as a base or start something new. Don’t spend more than two hours on the first iteration. If you want to turn it into a big thing later on, great. But start SMALL. Go to MillionDollarWeekend.com to get Lead Magnet templates! (See what I did there?)

Cedar Capital Group Tokyo: Owning vs Renting Heavy Equipment You have some projects underway. It is either you gear up and buy your own equipment, extend your company’s capabilities and add them these equipment to your business’ asset or you just need to rent a unit and cut the cost. How do you decide when to buy and rent the equipment anyway? We have learned a lot of pros and cons of renting and buying. It is important to evaluate your company’s current situation and capabilities including your financial plans to carefully consider which method you will use in acquiring the equipment. Here is a review of the things which you should bear in mind before deciding when to buy and when to rent equipment: 1. Budget The budget is one of the most important factors in any start of the business. Do you have enough capital to buy a new equipment? If so, will it be practical to use that money to buy or is it more rational to rent and save the cost? You should not look only on the first few months of operation but foresee the future need of the equipment to be used. Although buying may be a larger one-time financial outlay, the cost of renting can add up quickly, and over a long period of time can end up costing you more – especially if the equipment isn’t being used for the entire rental period. And don’t forget: when you own, you can see a return on your investment when you sell. 2. Duration of Project Time frame is important to know how long you will need the equipment. It is more practical to rent the machine if you are only using it for a short period of time. Renting also makes more sense if you are using the equipment for only a specific task. The risk, of course, is the increasing cost of rental when the equipment is not used the entire time. Fortunately, many rental companies in Singapore, Tokyo, Japan and Seoul South Korea only require payment for the actual time the machine is being used. On the other hand, if you are working on a long project and would be using the machine frequently, it is more advisable to buy your own equipment. The complaints on damage on the parts of the equipment can still be charged on you if you are renting it. It becomes worse if you wear the machine out so it would be better if you purchase your own.

According to the survey conducted by the Pew Research Center in 2012 (see the Introduction) Germany is today the only member of the EU in which most people, 59 per cent, think their country has been helped by European integration. Majorities or near majorities in most countries surveyed now believe that the economic integration of Europe has actually weakened their economies. This is the opinion in Greece (70 per cent), France (63 per cent), Britain (61 per cent), Italy (61 per cent), the Czech Republic (59 per cent), and Spain (50 per cent). The survey data also show that the crisis of the euro has triggered a full-blown crisis of public confidence: in the economy, in the future, in the benefits of European economic integration, in membership in the EU, in the euro and in the free-market system. Again, Europeans largely oppose further fiscal austerity to deal with the crisis; they are divided on bailing out indebted nations; and oppose Brussels’ oversight of national budgets. In short, the European project is a major casualty of the ongoing sovereign-debt crisis: we are witnessing the failure of the attempt to integrate Europe through a ‘positive’ law that has neither produced the promised benefits for the people, nor has it been enacted by the people itself.

A Tale of Two Parking Requirements The impact of parking requirements becomes clearer when we compare the parking requirements of San Francisco and Los Angeles. San Francisco limits off-street parking, while LA requires it. Take, for example, the different parking requirements for concert halls. For a downtown concert hall, Los Angeles requires, as a minimum, fifty times more parking than San Francisco allows as its maximum. Thus the San Francisco Symphony built its home, Louise Davies Hall, without a parking garage, while Disney Hall, the new home of the Los Angeles Philharmonic, did not open until seven years after its parking garage was built. Disney Hall's six-level, 2,188-space underground garage cost $110 million to build (about $50,000 per space). Financially troubled Los Angeles County, which built the garage, went into debt to finance it, expecting that parking revenues would repay the borrowed money. But the garage was completed in 1996, and Disney Hall—which suffered from a budget less grand than its vision—became knotted in delays and didn't open until late 2003. During the seven years in between, parking revenue fell far short of debt payments (few people park in an underground structure if there is nothing above it) and the county, by that point nearly bankrupt, had to subsidize the garage even as it laid employees off. The money spent on parking shifted Disney Hall's design toward drivers and away from pedestrians. The presence of a six-story subterranean garage means most concert patrons arrive from underneath the hall, rather than from the sidewalk. The hall's designers clearly understood this, and so while the hall has a fairly impressive street entrance, its more magisterial gateway is an "escalator cascade" that flows up from the parking structure and ends in the foyer. This has profound implications for street life. A concertgoer can now drive to Disney Hall, park beneath it, ride up into it, see a show, and then reverse the whole process—and never set foot on a sidewalk in downtown LA. The full experience of an iconic Los Angeles building begins and ends in its parking garage, not in the city itself. Visitors to downtown San Francisco have a different experience. When a concert or theater performance lets out in San Francisco, people stream onto the sidewalks, strolling past the restaurants, bars, bookstores, and flower shops that are open and well-lit. For those who have driven, it is a long walk to the car, which is probably in a public facility unattached to any specific restaurant or shop. The presence of open shops and people on the street encourages other people to be out as well. People want to be on streets with other people on them, and they avoid streets that are empty, because empty streets are eerie and menacing at night. Although the absence of parking requirements does not guarantee a vibrant area, their presence certainly inhibits it. "The more downtown is broken up and interspersed with parking lots and garages," Jane Jacobs argued in 1961, "the duller and deader it becomes ... and there is nothing more repellent than a dead downtown.

Tough times brought on by the Gulf War were testing such assumptions, forcing us to consider our response. We needed to come up with new ideas, do more with less, make short-term gains through greater efficiency, and prepare for long-term gains. That meant cutting every dollar possible in overhead and procedures while maintaining or boosting spending in three vital competitive areas. Number one was product quality. World leadership demanded that we maintain world-class quality, and recession is generally a period when material and labor prices are lowest and room occupancies are down. So we renovated and refurbished at such normally busy properties as the Inn on the Park in London and The Pierre in New York at a time when revenue would be little affected and customers least inconvenienced. That meant we were spending when others were retrenching. We had followed that strategy in 1981-82, and the rebound from that recession had given us nine years of steady growth. I thought the odds were in our favor to score the same way again. The second area was marketing. It’s tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn’t cut their ads had, in the recovery, captured the most market share. So we didn’t cut our ad budget. In fact, we raised it modestly to gain brand recognition, which continued advertising sustains. As studies show, it’s much easier to sustain momentum than restart it. Third, we eased the workload and reduced costs by simplifying reporting methods. We set up a new system that allowed each hotel to recalculate its forecast, with minimal input, to year’s end, then send it in electronically along with a brief monthly commentary.

when you have a perfectly good lighthouse to drink in.” I barked out a laugh. “Do you really think I drink Milwaukee’s Best?” Clove shrugged. “For all I know you could be drinking on a budget.” “Honey, I would rather give up drinking than imbibe this swill,” I said, dropping the final can into the bag. “You don’t have to worry about me being so poor I have to drink Milwaukee’s Best. I’m not rich, but I’m not destitute either.” Clove didn’t look convinced. “Then why were you partying in the woods?” “I wasn’t partying in the woods,” I protested. “There was a group of kids partying out here last night. I interrupted them and told them I was going to call the police. They left before cleaning up their mess.” “That’s disappointing.” “Teenagers,” I said. “They do what they do. I don’t know how disappointing it

In our company the trick is to change jobs in time to guarantee that the long-term pay-off you promised four years ago in your capital budget proposal becomes someone else’s short-term performance target.

If you’re like most people, a string of nerve-racking incidents keeps you in fight-or-flight response—and out of homeostasis—a large part of the time. Maybe the car cutting you off is the only actual life-threatening situation you encounter all day, but the traffic on the way to work, the pressure of preparing for a big presentation, the argument you had with your spouse, the credit-card bill that came in the mail, the crashing of your computer hard drive, and the new gray hair you noticed in the mirror keep the stress hormones circulating in your body on a near-constant basis. Between remembering stressful experiences from the past and anticipating stressful situations coming up in your future, all these repetitive short-term stresses blur together into long-term stress. Welcome to the 21st-century version of living in survival mode. In fight-or-flight mode, life-sustaining energy is mobilized so that the body can either run or fight. But when there isn’t a return to homeostasis (because you keep perceiving a threat), vital energy is lost in the system. You have less energy in your internal environment for cell growth and repair, long-term building projects on a cellular level, and healing when that energy is being channeled elsewhere. The cells shut down, they no longer communicate with one another, and they become “selfish.” It’s not time for routine maintenance (let alone for making improvements); it’s time for defense. It’s every cell for itself, so the collective community of cells working together becomes fractured. The immune and endocrine systems (among others) become weakened as genes in those related cells are compromised when informational signals from outside the cells are turned off. It’s like living in a country where 98 percent of the resources go toward defense, and nothing is left for schools, libraries, road building and repair, communication systems, growing of food, and so on. Roads develop potholes that aren’t fixed. Schools suffer budget cuts, so students wind up learning less. Social welfare programs that took care of the poor and the elderly have to close down. And there’s not enough food to feed the masses. Not surprisingly, then, long-term stress has been linked to anxiety, depression, digestive problems, memory loss, insomnia, hypertension, heart disease, strokes, cancer, ulcers, rheumatoid arthritis, colds, flu, aging acceleration, allergies, body pain, chronic fatigue, infertility, impotence, asthma, hormonal issues, skin rashes, hair loss, muscle spasms, and diabetes, to name just a few conditions (all of which, by the way, are the result of epigenetic changes). No organism in nature is designed to withstand the effects of long-term stress.

Why is this disengagement epidemic becoming the new norm? A few reasons I have witnessed in speaking with companies across the country include . . . • Information overload • Distractions • Stress/overwhelmed • Apathy/detachment • Short attention span • Fear, worry, anxiety • Rapidly changing technology • Entitlement • Poor leadership • Preoccupation • Social media • Interruptions • Multitasking • Budget cuts • Exhaustion • Boredom • Conflict • Social insecurity • Lack of longevity These challenges not only create separation and work dysfunction, but we are seeing it happen in relationships and personal interactions.

Establishment of a quarterly rolling planning regime, wherein management both sets out its revenue and expenditure requirements for the next 18 months and seeks approval for expenditure planned for the next 3 months, is a key requirement for beyond budgeting management. Each quarter, before approving these estimates, management sees the bigger picture six quarters out. While firming up the short-term numbers for the next three months, all subsequent forecasts also update the annual forecast. Budget holders are encouraged to spend half the time on getting the details of the next three months right, as these will become targets, on agreement, and the rest of the time on the next five quarters. Each quarter

Besides, I’m not planning on being around much longer. Maybe a week. So this would just be a short period.” “Where are you going?” He ignores my question and rises, carries his cup to the trash, and pitches it in like a basketball player. When he returns I’ve made up my mind, but I still have a question. “You’re carrying around a lot of money,” I try, framing it as a statement. “Oh, that? Yeah. That’s my savings. It’s not that much, and it’s got to last me a while. I try not to spend any of it, but this seemed worth it,” he says with disarming frankness. I feel like a complete loser. He’s made enough to save. Mine’s gone as soon as it hits my guitar case. I’ll freely admit I’m lousy with money. Budgeting isn’t one of my strong points. “You didn’t have to buy me another coffee, Derek,” I start, but his smile stops me. “What?” He shakes his head. “Nothing.” “Really. What is it? What did I do?” “I like the way you say my name. That’s all.” Bam. Right cross to the jaw. With a hell of a follow-through. “How about giving it a try for a few hours, until lunchtime, and seeing how we do? If I’m wrong, I’ll make up the difference. What do you make by one on a weekday?” Damn him straight to hell for being so reasonable sounding. He could probably sell toasters to penguins. I calculate quickly. On a good day, maybe five dollars. Most of my money will come in the afternoon, maybe another whopping ten or fifteen bucks before it gets dark. “Usually?

Our first idea is a grand opening, a big launch, a press release, or major media coverage. We default to thinking we need an advertising budget. We want red carpet and celebrities. Most dangerously we assume we need to get as many customers as possible in a very short window of time—and if it doesn’t work right away, we consider the whole thing a failure (which, of course, we cannot afford). Our delusion is that we should be Transformers and not The Blair Witch Project. Needless to say, this is preposterous. Yet you and I have been taught, unquestionably, to follow it for years. What’s wrong with it? Well, for starters: most movies fail. Despite the glamour and the history of movie marketing, even after investing

In April, 1926, France and the United States finally negotiated a war debt settlement at forty cents on the dollar. The [French] budget was at last fully balanced. Still the franc kept falling. By May, the exchange rate stood at over thirty to the dollar. With a currency in free-fall, prices now rising at 2% a month - over 25% a year - and the Government apparently impotent, everyone made the obvious comparison with the situation in Germany four years earlier. In fact, there was no real parallel. Germany in 1922 had lost all control of its budget deficit and in that single year expanded the money supply ten fold. By contrast, the French had largely solved their fiscal problems and its money supply was under control. The main trouble was the fear that the deep divisions between the right and left had made France ungovernable. The specter of chronic political chaos associated with revolving door governments and finance ministers was exacerbated by the uncertainty over the governments ability to fund itself given the overhang of more than $10 billion in short term debt. It was this psychology of fear, a generalized loss of nerve, that seemed to have gripped French investors and was driving the downward spiral of the franc. The risk was that international speculators, those traditional bugaboos of the Left, would create a self-fulfilling meltdown as they shorted the currency in the hope of repurchasing it later at a lower price thereby compounding the very downward trend that they were trying to exploit. It was the obverse of a bubble where excessive optimism translates into rising prices which then induces even more buying. Now excessive pessimism was translating into falling prices which were inducing even more selling. In the face of this all embracing miasma of gloom neither the politicians nor the financial establishment seemed to have any clue what to do.

The 9/11 Commission warned that Al Qaeda "could... scheme to wield weapons of unprecedented destructive power in the largest cities of the United States." Future attacks could impose enormous costs on the entire economy. Having used up the surplus that the country enjoyed as part of the Cold War peace dividend, the U.S. government is in a weakened financial position to respond to another major terrorist attack, and its position will be damaged further by the large budget gaps and growing dependence on foreign capital projected for the future. As the historian Paul Kennedy wrote in his book The Rise and Fall of Great Powers, too many decisions made in Washington today "bring merely short-term advantage but long-term disadvantage." The absence of a sound, long-term financial strategy could bring about a deterioration that, in his words, "leads to the downward spiral of slower growth, heavier taxes, deepening domestic splits over spending priorities and a weakening capacity to bear the burdens of defense." Decades of success in mobilizing enormous sums of money to fight large wars and meet other government needs have led Americans to believe that ample funds will be readily available in the event of a future war, terrorist attack, or other emergency. But that can no longer be assumed. Budget constraints could limit the availability or raise the cost of resources to deal with new emergencies. If government debt continues to pile up, deficits rise to stratospheric levels, and heave dependence on foreign capital grows, borrowing the money needed will be very costly. [Alexander] Hamilton understood the risks of such a precarious situation. After suffering through financial shortages, lack of adequate food and weapons, desertions, and collapsing morale during the Revolution, he considered the risk that the government would have difficulty in assembling funds to defend itself all too real. If America remains on its dangerous financial course, Hamilton's gift to the nation - the blessing of sound finances - will be squandered. The U.S. government had no higher obligation that to protect the security of its citizens. Doing so becomes increasingly difficult if its finances are unsound. While the nature of this new brand of warfare, the war on terrorism, remains uncharted, there is much to be gained if our leaders look to the experiences of the past for guidance in responding to the challenges of the future. The willingness of the American people and their leaders to ensure that the nation's finances remain sound in the face of these new challenges - sacrificing parochial interests for the common good - is the price we must pay to preserve the nation's security and thus the liberties that Hamilton and his generation bequeathed us.

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Mortgage Workouts Even if you don’t qualify for any of the government loan modification programs or your lender doesn’t agree to participate, you may be able to arrange a “mortgage workout.” A workout is any agreement you make with the lender that changes how you pay the delinquency on your mortgage or otherwise keeps you out of foreclosure. Many lenders require this formal process even for short-term fixes. Here are some workout options your lender might agree to: • Spread repayment of missed payments over a few months. For example, if your monthly payment is $1,000 and you missed two payments ($2,000), the lender might let you pay $1,500 for four months. • Reduce or suspend your regular payments for a specified time, and then add a portion of your overdue amount to your regular payments later on. • Extend the length of your loan and add the missed payments at the end. • For a period of time, suspend the amount of your monthly payment that goes toward the principal and only require payment of interest, taxes, and insurance. • Let you sell the property for less than you owe the lender and waive the rest. This is called a “short sale.” It’s best to start the workout negotiations as early as possible. But before you contact the lender about a workout, you should prepare information about your situation, including: • a reasonable budget for the

Greece can balance its books without killing democracy Alexis Tsipras | 614 words OPINION Greece changes on January 25, the day of the election. My party, Syriza, guarantees a new social contract for political stability and economic security. We offer policies that will end austerity, enhance democracy and social cohesion and put the middle class back on its feet. This is the only way to strengthen the eurozone and make the European project attractive to citizens across the continent. We must end austerity so as not to let fear kill democracy. Unless the forces of progress and democracy change Europe, it will be Marine Le Pen and her far-right allies that change it for us. We have a duty to negotiate openly, honestly and as equals with our European partners. There is no sense in each side brandishing its weapons. Let me clear up a misperception: balancing the government’s budget does not automatically require austerity. A Syriza government will respect Greece’s obligation, as a eurozone member, to maintain a balanced budget, and will commit to quantitative targets. However, it is a fundamental matter of democracy that a newly elected government decides on its own how to achieve those goals. Austerity is not part of the European treaties; democracy and the principle of popular sovereignty are. If the Greek people entrust us with their votes, implementing our economic programme will not be a “unilateral” act, but a democratic obligation. Is there any logical reason to continue with a prescription that helps the disease metastasise? Austerity has failed in Greece. It crippled the economy and left a large part of the workforce unemployed. This is a humanitarian crisis. The government has promised the country’s lenders that it will cut salaries and pensions further, and increase taxes in 2015. But those commitments only bind Antonis Samaras’s government which will, for that reason, be voted out of office on January 25. We want to bring Greece to the level of a proper, democratic European country. Our manifesto, known as the Thessaloniki programme, contains a set of fiscally balanced short-term measures to mitigate the humanitarian crisis, restart the economy and get people back to work. Unlike previous governments, we will address factors within Greece that have perpetuated the crisis. We will stand up to the tax-evading economic oligarchy. We will ensure social justice and sustainable growth, in the context of a social market economy. Public debt has risen to a staggering 177 per cent of gross domestic product. This is unsustainable; meeting the payments is very hard. On existing loans, we demand repayment terms that do not cause recession and do not push the people to more despair and poverty. We are not asking for new loans; we cannot keep adding debt to the mountain. The 1953 London Conference helped Germany achieve its postwar economic miracle by relieving the country of the burden of its own past errors. (Greece was among the international creditors who participated.) Since austerity has caused overindebtedness throughout Europe, we now call for a European debt conference, which will likewise give a strong boost to growth in Europe. This is not an exercise in creating moral hazard. It is a moral duty. We expect the European Central Bank itself to launch a full-blooded programme of quantitative easing. This is long overdue. It should be on a scale great enough to heal the eurozone and to give meaning to the phrase “whatever it takes” to save the single currency. Syriza will need time to change Greece. Only we can guarantee a break with the clientelist and kleptocratic practices of the political and economic elites. We have not been in government; we are a new force that owes no allegiance to the past. We will make the reforms that Greece actually needs. The writer is leader of Syriza, the Greek oppositionparty

The Greek GDP spiked 25% when statisticians dove into the country’s black market in 2006, for instance, thereby enabling the government to take out several hefty loans shortly before the European debt crisis broke out. Italy started including its black market back in 1987, which swelled its economy by 20% overnight. “A wave of euphoria swept over Italians,” reported the New York Times, “after economists recalibrated their statistics taking into account for the first time the country’s formidable underground economy of tax evaders and illegal workers.”4 And that’s to say nothing of all the unpaid labor that doesn’t even qualify as part of the black market, from volunteering to childcare to cooking, which together represents more than half of all our work. Of course, we can hire cleaners or nannies to do some of these chores, in which case they count toward the GDP, but we still do most ourselves. Adding all this unpaid work would expand the economy by anywhere from 37% (in Hungary) to 74% (in the UK).5 However, as the economist Diane Coyle notes, “generally official statistical agencies have never bothered – perhaps because it has been carried out mainly by women.”6 While we’re on the subject, only Denmark has ever attempted to quantify the value of breastfeeding in its GDP. And it’s no paltry sum: In the U.S., the potential contribution of breast milk has been estimated at an incredible $110 billion a year7 – about the size of China’s military budget.

On August 12, 1987, in a nationally televised speech from the Oval Office, Reagan stated, among other things, that “[t]he Congressional budget process is neither reliable nor credible—in short, it needs to be fixed. We desperately need the power of a constitutional amendment to help us balance the budget. Over 70 percent of the American people want such an amendment. They want the federal government to have what 44 state governments already have—discipline. If the Congress continues to oppose the wishes of the people by avoiding a vote on our balanced-budget amendment, the call for a constitutional convention will grow louder. . . . ”6

This, in turn, only reinforces the unrealistically low assumptions that kicked off the cycle in the first place. And so the cycle repeats itself. Over time, funders expect grantees to do more and more with less and less. These leadership and funding challenges intersect in troubling ways. Nonprofit leaders are typically under relentless pressure to raise money to support existing programs and, if they are truly fortunate, to innovate, improve, and do more. As a result, they’re perpetually in “sell mode,” externally focused and intent on persuading people to contribute their money, time, and influence. Even the most successful nonprofits usually have to raise the funds for each year’s operating budget anew. Their leaders never forget that if they come up short in that effort, the organization’s very existence may be imperiled.

good ideas don’t come along only during the planning cycle. They hit you at any time of the year,” Chee says. He introduced the idea of a rolling pitch season. Instead of forcing people to come in once a year and make a huge budget ask, we’ve set up a forum where anyone can pitch an idea whenever they want. If the idea gets approved, we fund a very small exploratory team, maybe as small as a fraction of a person’s time. The “team” gets just enough money to run a short experiment.

While the rich became richer, the taxation policy of the government, instead of correcting this trend, actively strengthened it. One of the first decisions of the first Modi government was to abolish the wealth tax that had been introduced in 1957. While the fiscal resources generated by this tax were never significant, the decision was more than a symbolic one.126 The wealth tax was replaced with an income tax increase of 2 percent for households that earned more than Rs 10 million (133,333 USD) annually.127 Few people pay income tax in India anyway: only 14.6 million people (2 percent of the population) did in 2019. As a result, the income-tax-to-GDP ratio remained below 11 percent. Not only has the Modi government not tried to introduce any reforms to change this, but it has instead increased indirect taxes (such as excise taxes), which are the most unfair as they affect everyone, irrespective of income. Taxes on alcohol and petroleum products are a case in point. As some state governments have also imposed their own taxes, this strategy means that India has one of the highest taxation rates on fuel in the world. The share of indirect taxes in the state’s fiscal resources has increased under the Modi government to reach 50 percent of the total taxes—compared to 39 percent under UPA I and 44 percent under UPA II.128 Modi’s taxation policy, a supply-side economics approach, is in keeping with the managerial rhetoric of promoting the spirit of enterprise that the prime minister, who readily presents himself as an efficiency-conscious “apolitical CEO,” relishes. One of the neoliberal measures the Modi government enacted in the name of economic rationality, right from his very first budget in 2015, was to lower the corporate tax.129 For existing companies it was reduced from 30 to 22 percent, and for manufacturing firms incorporated after October 1, 2019 that started operations before March 31, 2023, it was reduced from 25 to 15 percent—the biggest reduction in twenty-eight years. In addition to these tax reductions, the government withdrew the enhanced surcharge on long- and short-term capital gains for foreign portfolio investors as well as domestic portfolio investors.130

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

A happiness allocation is a plan where we look at what money is coming in and decide how to allocate it in the ways that are going to make us the happiest in both the short- and long-term.

One more thing: this way of living is not confined to people in religious orders or those who have special skills in spiritual matters. No, this life is also for ordinary people. People who work in the high-pressure jobs of information technology and finance. People who are constantly dealing with the stresses of raising children and balancing the family budget. People who teach school and work in hospitals and provide social services and so much more. In short, people just like you and me.

This massive increase in the mailing massively increased our advertising costs in the short run. I don’t believe, however, in advertising budgets that are based on a percentage of sales. You figure out the dollars needed to do the job right, and go ahead and spend them. As it turned out, the big sales generated by the Fearless Flyer dropped the cost of advertising as a percentage of sales after the fact. By the time I left Trader Joe’s, we were mailing millions of copies five times a year.

In short, fitness wearables solve the "December Dilemma." The holidays are coming and you're looking to buy a cool present for someone you love. Your budget is around $200 and you want the present to communicate how much you care. Voilà! The FitBit/Misfit/Apple Watch fits the bill.

Selling short: You borrow a stock and sell it to someone else with a promise to repurchase it at a later date. This is done when you think a stock will go down in price, allowing you to sell it at the current market price and repurchase it at a lower price, then to sell it long or keep it with the expectation that the price will recover. Selling short is extremely risky because if a stock continues to increase in value, you could end up having to rebuy it at a price much higher than what you sold it for.

After comparing desired with available resources, it became crystal clear that the company was pursuing many more projects than it had people to staff. In particular, by trying to engage in many highly demanding platform launches at the same time, the company was unlikely to do justice to its portfolio of options. Nor was it likely to manage the enhancement launches (as opposed to platform launches) that current customers were demanding, because many of these were still on the drawing board and were competing for the same scarce design and engineering talent as the major platform launches. In short, the company was taking on too much. The results of this overcommitment meant that project deadlines perpetually slipped, promises to key customers were often broken, and people were beginning to feel burned out. This situation is not uncommon. The processes through which companies take on projects usually lead them to discover that they haven’t got the resources to do justice to everything on their plates. In particular, when managers have not clearly thought through which resources for projects will be needed to support their needs to either build new platforms or learn through options, the different types of projects compete with each other, creating confusion. This lack of coordination is also typical of companies that haven’t matched their strategy to available resources. A far wiser approach is to pursue a few well-run projects than to chase down a grab-bag of forever-behind-schedule and over-budget initiatives.

Here is the key point: Once you have determined how many projects you can support, and what mix of projects you need to support your strategy, similar projects must compete against other similar projects for budget and staff for the resources dedicated to that category of project. Let’s say that you have decided to allocate 20 percent of your available resources to positioning options. Any new candidate for getting resources that is a positioning option should compete for that 20 percent against all the other positioning projects. They shouldn’t compete against other kinds of options or against platform or enhancement launches. This ensures that you will pick only the very best positioning options for your portfolio. What’s more important, it gets you out of the constant tug-of-war between short-term and long-term projects. The strategic choice is how many of your resources you will put into each category. Then within each category, the very best projects should compete against one another for consideration.

What is important is that my identity doesn't lie primarily in being a professor, or being a wife, or even in being a mother. Those things will always fall short. Entire careers get swept away at a moment's notice at the presentation of a pink slip, a vote of the elders, an accusation of a student, a cut in the budget. Marriages face infidelities, for instance, and end up like car wrecks from which people can recover but are never again the same. Children grow up and move far away and forget to write or call--as they should...The point is, if you have your identity in any of these things, it's surefire disappointment. Anything man-made--or woman-made, for that matter--will and does fail you. Having my identity in Christ first and foremost gives me the courage--yes, the courage--to live my life boldly, purposefully, in everything I do, no matter what that is.

The reason for this increase in temporary hiring, as you’ve probably guessed, is employers’ desire to keep their costs down. In the face of the global economy and online competition, employers across the country (and, indeed, across the world) have developed a budget-friendly strategy, hiring only when they need help, and letting the employee go as soon as they don’t need that help.11 Not to mention that part-timers don’t have to be paid any benefits or granted paid vacation time. Indeed, 20 to 30 percent of those employed by the Fortune 100 now have short-term jobs, either as independent contractors or as temp workers, and this figure is predicted to rise to 50 percent during the next six years.

Although the Parliament has performed well enough in using its now considerable powers over legislation and the budget, the voters’ turnout has declined with each election, from 63 per cent in 1979 to 43 per cent in 2014. One reason is a general trend of declining turnouts in elections within member states. Another is a widespread decline in support for the EU. Yet another may be that the Parliament in particular has been exposed to critical and, particularly in Britain, downright hostile media comment, fastening on matters such as the prolonged failure to establish an adequate system for controlling MEPs’ expenses (largely the fault of MEPs themselves), and the two costly buildings in Brussels and Strasbourg between which it commutes (entirely the fault of governments).

In order to ensure that only states which had achieved monetary stability should participate in the euro, five ‘convergence criteria’ were established regarding rates of inflation and of interest; ceilings for budget deficits and for total public debt; and stability of exchange rates. Budget deficits, for example, were not to exceed 3 per cent of GDP and public debt was to be limited to 60 per cent of GDP, unless it was ‘sufficiently diminishing’ and approaching the limit ‘at a satisfactory pace’. Only states that had satisfied the criteria were to be allowed to participate; and once again, stages and a timetable were fixed, in order to give at least a minimum number of states the time to do so. Others

requirements for national budgets to be in balance. The compact provides for stronger monitoring and enforcement mechanisms at the European level, including the possibility of legal action before the Court of Justice. In so doing, the Eurozone has sought to give markets increased confidence in the long-term sustainability of the currency area.

The result was the common agricultural policy, with prices of the main products supported at levels decided by the Council of Ministers, through variable levies on imports from outside the Community and purchase of surplus production into storage at the support level. Farmers’ incomes were bolstered by high prices paid by the consumer, together with subsidies from the Community’s taxpayers to finance the surpluses that resulted from the high prices. While this was tenable in the EEC’s early years, once the UK became a member new tensions arose. The British model of free trade had meant that prices had been much lower, so membership of the CAP meant a triple blow of: higher prices for food; high levels of British contributions to the budget because of import levies on foodstuffs; and low receipts from the budget because of the small size of its agricultural sector.

The cost of the CAP remained a heavy burden for the EU, with half the budget going to support a sector that employs less than 5 per cent of the working population, much of it for a small minority of the bigger and richer farmers (see Chart 3). By the end of the 1990s, moreover, the twin pressures of enlargement to the east and negotiations within the newly established World Trade Organization (WTO) were forcing the EU into a greater focus on structural reform. New member states, with their large agricultural sectors, were set to drive up costs very significantly, while the need to secure agreement in WTO trade liberalization negotiations was placing increasing pressure on reductions in levels of agricultural support. Consequently, the EU agreed substantial cuts for some products in 1999, as part of wider budgetary negotiations, as well as introducing the notion of a multifunctional CAP (i.e. one that extends into the social and environmental dimensions that surround farming). This recasting of the CAP as a ‘rural’ policy—confirmed by the 2008 ‘health check’—was an important step in helping to unblock the reforms that some states, notably France, had put on hold.

Put makes us keep a record of every two-cent stamp we buy. He got me a little pocket notebook, like his, for my birthday, to write down items like subway fares so I can transfer them at night to the budget. We do the accounts every night, before we go to bed. That way, we know where we are every day, and if we spend too much one day, we can economize on the next. All I have to do is look at the graph. Put’s very visual. Tonight I’ll be short a nickel—the one I used to call you. He’ll take me back, step by step, over my day and say, ‘Visualize what you did next,’ till he can locate that nickel. He’s nuts about accuracy.” A brief sigh followed this eulogy, which had caused Helena’s eyebrows to rise in disapproval; she had been given her own bank account at the age of ten and taught to keep her own check stubs. “Let me supply the nickel,” she said, opening her pocketbook.

the unpaid care they also provide at home.34 Why does it matter that this core economy should be visible in economics? Because the household provision of care is essential for human well-being, and productivity in the paid economy depends directly upon it. It matters because when—in the name of austerity and public sector savings—governments cut budgets for children’s daycare centres, community services, parental leave and youth clubs, the need for care-giving doesn’t disappear: it just gets pushed back into the home. The pressure, particularly on women’s time, can force them out of work and increase social stress and vulnerability. That undermines both well-being and women’s empowerment, with multiple knock-on effects for society and the economy alike. In short, including the household economy in the new diagram of the macroeconomy is the first step in recognising its centrality, and in reducing and redistributing women’s unpaid work.

When you grew up with a parent short on rent most months, when a budget taped to the fridge accounted for every penny of your mother’s income, you knew what you were capable of because you had to decide early on if you were going to fight against the tide pushing you downstream or simply let yourself sink. You knew that when your mother collapsed from exhaustion on the subway steps after working nineteen hours straight, that she was the definition of the word “tenacious.” Or when she fell into a funk and cried for hours on the couch, the shades drawn and dinner hardly a thought, then you believed your grandmother when she told you, “Times are hard, but this, too, will pass.” You believed it because you had to. It wasn’t whether you were capable in life that mattered, it was whether you got a chance.

Train the consumer to consume temporary fillers. Tell her to collect the tokens that assure her that she has what she needs. Tell her to seek joy in learning that home remedy, buying that decoration, rearranging that schedule, enrolling her kids in that program, or building herself up into the image that she wants to embody. All of those things are easy enough to do if you have enough money, discipline, time, energy, or earthly resources. But there’s a catch: collecting the tokens and living by the lie that your image will give you the peace you crave will only satisfy you for a moment. And then you need another fix. Idols need dusting and maintaining. They always leave you wanting something more, something better, something new, or something your neighbor has. Consuming, we are consumed. When the gods of this world leverage our needs and redirect our hope away from God himself, they indirectly hinder our obedience to the Great Commission. How many missionaries have been held back by consumerism’s short leash? (We can’t afford to go.) How many of our giving budgets have been strangled by consumerism’s shortsighted vision? (We can’t afford to give.) How many of our families have been capped by consumeristic spending forecasts? (We can’t afford to grow.) We need the promises of Jesus to drown out the siren song of consumerism. He’s given missional moms his anchoring promise to hold us fast: “And behold, I am with you always, to the end of the age” (Matt. 28:20). Will we trust him more than we trust our stuff?

3 Reasons Why You Should Visit Galapagos Islands Are you have been planning to spend their vacation in most of the beautiful place in the world. Then the Galapagos Islands is one of the most beautiful places in the world. The famous archipelago in the Pacific Ocean is a demand and desired destination for travelers all around the world. The Galapagos isn’t probably the easiest and cheapest accessible place in the world but still attracts huge numbers of visitors, although there is a limit on how many people can arrive in the Galapagos. These are not budget-friendly travel destination Islands, but there are some ways how to arrange your week in paradise from cruising the living onboard and archipelago to making the day trip from one of the islands. You have most already heard or read all superlatives Galapagos Island can offer many visitors. But if you hesitate if the time and money will be worth it, we’ve put a list of three reasons why we should visit the Galapagos Islands. After reading these reasons, we believe that there won’t be any hesitation. The Galapagos Legend should be on every traveler. Pristine beaches You come to Galapagos Island to see fantastic wildlife but firstly mention the beaches. The stretches of fine white sand are on every island, and although you won’t have that much time to relax and lay down here just because of that there is so much to do, so we are looking at you sea lions only walking on those beaches from one to another end is a great unforgettable experience. Never expect deck chairs, bars, or umbrellas beaches on the Galapagos have nothing familiar with those touristy and crowded places form travel catalogs. Wildlife When we think and talk about the Galapagos Islands, we have a suspicion that the wildlife would be something marvelous and unique. What we never know was that these superlatives would get a new dimension on the Galapagos. All the wildlife animal species from iguanas, birds, tortoises, sea lions crabs to fish are incredible, and nothing can make you on their natural behavior that is dissimilar from the animal's behavior we know from our countries. The Galapagos animals never feel fear human at all, so you can get close to them and take images of a lifetime. Island hikes There are many designed ways on islands of Galapagos that will help you to walk through a unique landscape and will also help you to understand the evaluation process better, evaluation of not only the islands but also of the flora and fauna which live here in unbelievable symbiosis. The hikes are short, so visitors are allowed to walk on the island on their own so that you want a certified guide to show you around. Hikes were one of the best activities we did on the Galapagos as it combined the exploration of almost barren volcanic islands and watching wildlife. Galapagos Legend help you plan the trip you have dreamed about. You can choose onshore activities that cater to your interests, from a wildlife safari to a side trip to the fabulous annual Carnival in Rio, Brazil. As you stay on shore before and after your trip, you have the option of staying at a delightful boutique-style hotel or in a 5-star hotel setting.

NBC Presents: Short Story offered modern stories by the masters of literature. It gained no real attention and no appreciable audience, coming so late in radio’s history and so completely without budget or fanfare. It was a footnote in its time, but survives as a major radio accomplishment, proving conclusively that radio and the short story (though seldom united) were ideally suited to each other. Too often radio attempted the ridiculous (such as boiling down 1,000-page novels—an Anna Karenina or Anthony Adverse—into a single hour) while ignoring the 5,000-word masterpieces that packed all their power into one emotional charge.

However, even the annual state correctional costs that initially appear lower than Halden’s per-inmate budget belie a larger truth. Norway’s recidivism rate is now one of the lowest in the world. This means that even if short-term costs are greater at a place like Halden, which invests significant funds in staff numbers and training, the long-term costs of our recurrent incarcerations quickly multiply, rendering the American system—with one of the highest recidivism rates in the world—a far more expensive one.

1. The chief root of monetary troubles is the scientific authority the Keynesians gave the superstition that increasing the quantity of money can ensure prosperity and full employment. 2. The superstition was fought successfully by economists for two centuries of stable prices during the age of modern industrialism and the gold standard. 3. Before then inflation largely dominated history. 4. Keynes’s (macro-economic) error was to suppose that labour demand and supply can be equated (and unemployment avoided) by managing total demand. Employment depends on demand in each sector of the economy. Managing total demand by expanding money supply created only temporary and therefore unstable employment. 5. A “lost generation” of economists who have learned nothing else continues to offer the quack “full employment” remedy and to win short-term popularity for it. 6. No government, national or international, that wants to remain in office can be expected to limit the quantity of money better than a gold standard or any other (semi-) automatic system because in practice it succumbs to sectional pressures for additional cheap money and expenditure. 7. The gold standard, balanced budgets, fixed exchanges, enabled governments to resist sectional importunities. The removal of these “shackles” has enabled governments to act more irresponsibly. 8. The only hope for stable money and resistance to inflation is to protect money from politics by removing the power of government to require its citizens to use its money as the only legal tender. 9. Government would then not inflate its supply, because it would be forsaken for other currencies. 10. Inflation can therefore be stopped by introducing competition in currency. The notion that it is a proper function of government to issue the national currency is false. Citizens should be free to use and refuse any currencies they wish: politicians would then have to limit their quantities. Then inflation would be avoided.

According to Herzl’s account, he harangued the baron about the inadequacy of his programs that settled Jews in the New World by the thousands, when millions were in danger. At first, Herzl raised themes from The New Ghetto about restoring Jewish honor and self-esteem. “Whether the Jews stay put or whether they emigrate, the race must first be improved on the spot. It must be made strong for war, eager to work, and virtuous. Afterwards, let them emigrate, if necessary.”35 Herzl suggested that the baron fund handsome prizes in antisemitic countries for Jews who perform “deeds of great moral beauty, for courage, self-sacrifice, ethical conduct, great achievements in arts and science … in short, for anything great.” When Hirsch insisted that emigration was the only solution, Herzl “almost shouted”: “‘Well, who told you that I don’t want to emigrate?’” Herzl said he would lay his plan before the German emperor and raise from Europe’s wealthiest Jews a loan of ten million marks—a staggering sum, equivalent to twice the German imperial navy’s annual budget. Immediately after he got home from the meeting, Herzl saw to his dismay that he had only gotten through six of the twenty-two pages of notes. So he wrote Hirsch a long letter that, more clearly, yet with an even higher emotional charge than their

When John agrees, I thank him for his time. “Wait, one more question. Why do you believe that this product didn’t cause the failure? Did you test the change?” There’s a short silence on the phone before John replies, “No, we couldn’t test the change. There’s no test environment. Apparently, you guys requested a budget years ago, but…” I should have known.

mission minded” (it is their “thing”), but others are not. Missions is another line item on the church budget, the short-term mission trip another date on the church calendar. Missionary service is described in terms of a choice for those with a particular interest. Such thinking is entirely inconsistent with the explicit divine mandate emanating from the very lips of Jesus in his parting words to his followers. Obedience may not be the noblest of motives, but it does call the whole church to account as stewards of the gospel with unmistakable marching orders from its Lord.

process change is for teams of any size and doesn’t have to roll out at the organizational level. Any group of operators can improve short- and long-term performance by investing in process improvement. If you lack the budget to develop a full-blown operating system for your team or organization, then inventory the major processes that define your work, and focus people on constantly reviewing these processes and adjusting them so that they work more efficiently and effectively. Recognizing that most processes reach across other functions, ensure that you understand the process from one end to the other.

In addition to improving R&D and engineering processes, we pushed hard for our business leaders to treat R&D more strategically. Our individual business units used to decide how much to spend on R&D based on previous budgets and what they thought their proper “share” of available money was, regardless of the impact on current and future projects. We centralized R&D budgeting at the business level, analyzing potential projects and channeling more funds to those we thought would yield the biggest business impact. In our Aerospace business, we also began choosing new projects in ways that would balance long- and short-term growth. Most new product development had entailed what we called “long-cycle” projects. We’d invest in designing a revolutionary new cockpit design, but it might be six to eight years before the project was finished and sales started coming in. Beginning around 2005, we balanced these kinds of projects with new, “short-cycle” ones—products that customers might purchase within months, not years (incremental enhancements to existing aircraft, for instance, rather than entirely new platforms for new aircrafts). Then we started adding the salespeople to support it, giving it an even bigger boost in 2010. Together, the combination of short- and long-cycle projects would allow us to realize steadier, more predictable growth. Over the years, our shorter-cycle products have grown, and today they are a highly profitable, $1 billion business.

There are and ought to be different principles of ethical allocation for different levels of income. Trying to apply principles meant for people in dissimilar situations than to one’s own can easily lead to ruin.

Overspending while trying to raise one’s status is a condition of economic materialism which hurts people financially, because it usually results in unnecessary debt. One does not raise social strata by buying things but instead by acquiring enough wealth to qualify for the next category of wealth.

It is in times of financial hardship that families must by necessity come closer together and reaffirm their love more frequently. Stress and hardship can destroy a family.

Remember that family is not just feeling that people have towards each other but a series of duties and responsibilities that must be fulfilled.

Many theories have been advanced to explain racial gaps in performance, of which these are the most common: black and Hispanic schools do not get enough money, their classes are too big, students are segregated from whites, minorities do not have enough teachers of their own race. Each of these explanations has been thoroughly investigated. Urban schools, where non-whites are concentrated, often get more money than suburban white schools, so blacks and Hispanics are not short-changed in budget or class size. Teacher race has no detectable effect on learning (Asians, for example, outperform whites regardless of who teaches them), nor do whites in the classroom raise or lower the scores of students of other races. Money is not the problem. From the early 1970s to the 2006-2007 school year per-pupil spending more than doubled in real terms. The Cato Institute calculates that when capital costs are included, the Los Angeles School District spends more than $25,000 per student per year, and the District of Columbia spends more than $28,000. Neither district gets good results. Demographic change can become a vicious cycle: As more minorities and immigrants enter a school system average achievement falls. More money and effort is devoted to these groups, squeezing gifted programs, music and art, and advanced placement courses. The better-performing students leave, and standards fall further.

Looking back, what seems clear to him now is that while making choices that would affect millions of people, over decades, neither he nor those around him stopped to take a longer-term view. It’s especially upsetting, he says, to recall that he and his colleagues were aware of diesel’s dangers. Concerned enough to add a nominal premium into their tax overhaul, but not enough to rethink the system they were creating. More than any one decision, it’s that short-sightedness he regrets now: “It’s a horrible thing to say, but it almost didn’t seem relevant to ask what the long-term consequences were. Didn’t seem like that’s what my job was.” In his view—and I agree—that flaw wasn’t unique to one party, or one time. Nor even one country. It’s “bound up in the nature of our politics. You’re operating one budget to the next, one election to the next,” he says. “The mistake is the way we were doing the job.

How to Build a Mobile App with React Native With the continuous evolution of web applications, real-time apps, and hybrid apps, the companies want faster development and easy maintenance for their app. Due to high-end technologies, the React Native app development has earned its significance in bringing all of these together within the limited budget of the companies. Overview of React Native As the React Native is based on the React framework, it is good for React Native app development to follow the same. In addition to that, React Native has separate APIs for both the platforms, it allows development for both Android and iOS in the single app, and most importantly, it is free and open-source. Facebook’s React Native Developing apps that run on the different operating systems with one tool, especially mobile devices, would be a great advantage to the developers. Therefore, the React Native development by Facebook is one of the best ways to build apps that are scalable and flexible. The Android App Development with React Native With the number of active Android users, it has created more value to the companies in developing the apps for android mobile devices. Working with React Native In React Native, the developers have a lot of responsibilities. They do not need to write the code manually, as React Native automatically generates the code for the mobile app development. This is the reason why the developers need to focus more on the UX of the app. There are several UX aspects that are required for a development, such as the native code, the visual aesthetics, the technical and back-end aspects. All these aspects would be added together to design the user interface. This is why the React Native app development becomes quite important. The creation of the native code, design, and other technical aspects make React Native a valuable tool for developers and non-developers. Benefits of React Native React Native helps in building a complete native mobile app without any coding skills. The beautiful library creates responsive and interactive web apps from all the simple mobile web components and thus increases the creation of high-quality applications. React Native is a part of web development in its new form with its development of new concepts in application. It uses the native functionality of an operating system so that all of the advanced concepts of web development can be applied to mobile apps. This makes React Native a preferred platform for apps which are made specifically for Android and iOS. With React Native, the companies can develop a beautiful and efficient app in less time without having to spend too much time. Conclusion As stated in the above results of mobile app development, the UI remains the most important part of a mobile app. All developers are in love with different UI frameworks and libraries. As for this topic, given below are some of the great reasons to select React Native as a UI framework: It’s the only full-stack UI framework from Facebook. More than 20 frameworks have appeared, and React Native is the only one that was born out of Facebook. Features like rendering into the DOM, XHR, Native Embedding, data persistence, offline support and more. Although React Native is more than capable of tackling many challenges, it still falls short of some modern technologies like HOCs and Server-side Rendering (SSR).

BABY FASHION TRENDS 2021 AND BEYOND Fashion for babies is fun - dressing up the babies in the tiniest adorable attires. Relished with excitement, all mommies want to keep their little ones on top of the fashion trends. Even before they're born, their wardrobe is well stocked, with piles of new onesies, dungarees, dresses for little girls, and a range of shorts for boys. Well, before you know, these adorable munchkins grow up within a blink of an eye, as you're stunned how quickly they grew out of their wardrobe. Whether you're soon to become a new mommy or already have your little one playing around, you've come to the right place to find all sorts of options to endearingly dress up the tiny souls. With the fascinating boom in baby apparel in the last few decades, new and adorable trends are revealed each year. Passionate as ever, you would want to try out the styles on your baby. Though your little one might not know what they're wearing, but just a few years - actually months – later, the way you dress them will reflect in the fashion sense and personality they develop! While you would want the trendiest closet for your newborn and toddlers, keep in mind that children feel the most comfortable when their clothes do not pose an obstacle in their flexibility and freedom. Dressed up in stylish yet practical clothes would give your little one freedom of self-expression as they indulge in their innocence. Therefore, when dressing up your kids, keeping a tonal mixture of style and comfort is vital. At Motheringo, we understand your mommy concerns to buy chic yet affordable clothing for your little ones. Stocked with a range of collections offering greater value of money, our clothes are aligned with your budget while ensuring we provide premium quality outfits made with the finest fabrics for your young fashionista.

To escape from this trap, we must first stop moralizing our behaviors. Instead of using fuzzy feelings of “right” and “wrong” and “good” and “bad” to guide our actions, we need to remember why we’ve committed to doing the hard things like exercising, following a meal plan, educating ourselves, sticking to a budget, and working overtime. We need to view these actions as independent steps necessary for achieving the outcomes we desire, not as “good” behaviors that we can “cash in” for sins. For our purposes here, remember that our goal isn’t just good workouts or on-target eating. It’s enjoying shopping for clothes again—especially for the breezy, summer, sleeveless stuff. It’s throwing away the scale because you don’t need it anymore. It’s the surprise on people’s faces when they haven’t seen you in a while. It’s the newfound intimacy in your love life. In short, bingeing on chocolate and missing workouts aren’t little “oopsies” that you can erase with the right thoughts. They’re direct threats to your overarching objectives. Remember that when you come face to face with sticky willpower challenges.

Realty investing is something you can assist to variety your profile more varied. Putting your cost savings into structures and land can provide you expanded your financial investments over even more sectors besides simply bonds and stocks. Continue reading to find out properly to buy investor. When choosing to purchase realty, make it expert by establishing an LLC. This will assist to shield both you personally and the financial investments that you make in the future. It can likewise provide you tax advantages thanks to your company negotiations. Constantly get a great feel of the neighborhood values resemble. Home loans and rental costs in communities that are regional will provide you a home is worth. Be particular you invest adequate time on business as well as discovering about exactly how it works. You need to budget plan your time invested on various other activities in order to make even more cash over the long run. Ditch the poker night or an additional guilty satisfaction so you have even more time to sharpen your investing abilities. Stick with niches you feel comfy handling. You will discover more success by adhering to a specific market sector. Whether you prepare to flip a residence, purchase or buy a rental home repossession, stay with exactly what you understand for success. Get to understand others in genuine estate market. It can be practical to have a couple of buddies who understand about investing in genuine estate. Troubles with lessees could take in a large amount of time. This presumption is harmful in the genuine estate market and any specific home. Your finest bet is to invest in things that supply a favorable money flow right away. Land near water or in the future. If you buy a home with the objective of leasing it out, be cautious of who you let lease it. If they can not get their cash together at this time, they aren't a trusted bet for you. When thinking about a big factor to consider for buying genuine estate, Area is critical. Consider the location you are deciding to purchase and the possible capacity. Make sure you are a great bookkeeper. You will conserve yourself a significant headache later on if you're excellent accounting now. You can find info about city planning information and various other details that could affect genuine estate values in the future. A growing city that's growing is an excellent financial investment. When attempting to get that next offer, never ever over-leverage yourself. You should keep money on reserve in case the unanticipated expenditures. Begin little with simply one home. Start with a single home and discover as you desire to make use of. Realty is a wonderful method to branch out. There are particular guidelines you need to comprehend. Use this short article when you begin to invest into genuine estate in order to end up being effective in it. Continue reading to discover the right means to invest in luxury condos miami financier. When choosing to invest in genuine estate, make it expert by setting up an LLC. Get to understand others in genuine estate market. It can be valuable to have a couple of pals who understand about investing in genuine estate. Use this post when you begin to invest into genuine estate in order to end up being effective in it.

Lois Lerner and the tea social gathering scandal In September 2013, following 4 months of public scrutiny, Lois Lerner resigned from her place within the IRS. Lerner had been placed on paid depart in Could the identical 12 months and was subject to a review board which seemed set to fireside her, the choice to resign was successfully forced upon her. While in the Internal Income Service, Lerner had been head of the exempt organizations division, which processed claims from groups making use Billie Lerner New York of for exemption from paying tax. This put her in command of over 900 IRS workers with a budget of practically $100 million. No matter happened to the times the place public officers had been on the level of wetting their pants after they had been caught even stepping on fly. Accountability has been thrown out of the window and this may be evidenced by the truth that in the last few years, not accountability review committee has really held anyone accountable for any improper doing and all they do is find scapegoats. As many would ask how much longer this might go on, Ms. Lerner may as nicely be given a star for her impeccable service to her nation. It is simply a looking out for our personal scenario. As anticipated, this has precipitated outrage among the lots. Before her retirement, Ms. Lerner was on a paid go away as investigations had been on going. After completion of investigations by the committee that was tasked with the responsibility it was really useful that Ms. Lerner be ousted for her participation within the scandal however within the common government model of irony, Ms. Lerner can be allowed to retire with full benefits. Investigations began quickly after and in 2013 the Treasury Inspector General for Tax Administration J. Russell George revealed that certainly the IRS personnel had used inappropriate standards for subjecting organizations to further scrutiny when making use of for tax exempt standing, particularly organizations using the word “Tea Get together.” The admission prompted an uproar of speculation and anger by Republicans, and shortly sufficient Director of the IRS Exempt Organizations division Lois Lerner was targeted as accountable for the scandal. Investigations and hearings followed cumulating in Lerner’s retirement in September 23, 2013.

In many companies, operations and strategy exist on different planes. Planning presentations take place in July, while operational budgets are formulated six months later, at year’s end.

Married officers with a family often bought a place, often near their first service base or near some other location they imagined was going to be central to their lives, like West Point. They bought the place and usually left it empty while they lived overseas. The point was to have an anchor, somewhere identifiable they knew they would come back to when it was all over. Or somewhere their families could live if the overseas posting was unsuitable, or if their children’s education demanded consistency. Reacher’s parents had not taken that route. They had never bought a place. Reacher had never lived in a house. Grim service bungalows and army bunkhouses were where he had lived, and since then, cheap motels. And he was pretty sure he never wanted anything different. He was pretty sure he didn’t want to live in a house. The desire just passed him by. The necessary involvement intimidated him. It was a physical weight, exactly like the suitcase in his hand. The bills, the property taxes, the insurance, the warranties, the repairs, the maintenance, the decisions, new roof or new stove, carpeting or rugs, the budgets. The yard work. He stepped over and looked out of the window at the lawn. Yard work summed up the whole futile procedure. First you spend a lot of time and money making the grass grow, just so you can spend a lot of time and money cutting it down again a little while later. You curse about it getting too long, and then you worry about it staying too short and you sprinkle expensive water on it all summer, and expensive chemicals all fall.

On the eve of war the Jews were far better prepared, militarily and politically, than the Arabs, in Palestine or beyond. Their leaders had a high level of confidence that they would prevail if it came to a fight, as they assumed it would.13 The Haganah had a centralized command. It could field 35,000 men, including the 2,500-strong Palmah. The ‘dissidents’ of the Irgun and Stern Gang accounted for a few thousand more, in total making up an extraordinarily large percentage of the adult Jewish population. Approximately 27,000 Jews had enlisted with British forces during the war. In addition, the institutions of the Yishuv exercised national discipline. ‘The Jewish Agency … is really a state within a state with its own budget, secret cabinet, army, and above all, intelligence service’, observed Richard Crossman, the British Labour MP who had visited Palestine as a member of the Anglo-American Committee of Inquiry. ‘It is the most efficient, dynamic, toughest organisation I have ever seen.’14 If it came to war, he predicted, the Haganah would trounce the Arabs. Crossman’s was an astute assessment (and at odds with the view of the British military).15 Still, his confidence was not widely shared. ‘We knew that 635,000 Jews were facing hundreds of millions of Arabs: “the few against the many”’, Uri Avnery, a young German-born Jew, wrote shortly afterwards. ‘We knew: if we surrender, we die.’16 Volunteering was the norm among Jewish youth: Tikva Honig-Parnass, a seventeen-year-old Hebrew University student, enlisted in the Haganah in November 1947. ‘It was well-known on campus who was a member’, she recalled.

the time-honored formula of rate times time equals distance. “Gav, based on those signal strength indicators, it means the guy is moving at a steady rate of about ten miles per hour. The interval between decibel changes is steady.” “Yeah. I see that, too.” “What goes at a steady rate of ten miles per hour?” “Beltway traffic. On a good night.” “You know what else?” “No,” he said. “Enlighten me.” “A boat.” She heard a knock at the door, its rhythm following the code she’d established with the master chief. “Gav, I have to run,” she said. “Please keep me updated on anything new from ECHELON.” She stuck the Post-it note next to the most prominent river within the radius of the cell site. Then she hurried to the door and unchained it. Moore’s big face stood blinking at her, a huge black bag slung over his shoulder. Jad and Cary were to either side of him, also carrying black duffels the size of golf bags. She stood aside to let them enter. “The downside to being the one with the suite,” said the master chief, grunting with his load, “is that you get to store all the kit. Sorry, Lisanne.” He shouldered past her, nearly knocking her over the sitting room’s small coffee table. The three of them put their burdens on the floor, then maneuvered chairs close to the cases, unzipping them and inspecting their new gear. They were in civilian clothes. Moore had sweated through his short-sleeve Madras shirt. “Jesus,” said Lisanne. “You guys get enough stuff? Clark said you could spend liberally…But I’m the one who always ends up defending the budget.” Cary unzipped one of the long canvas bags. “You, of all people, should be able to appreciate quality in this