Revenue Department Quotes

Excerpt from Ursula K Le Guin's speech at National Book Awards Hard times are coming, when we’ll be wanting the voices of writers who can see alternatives to how we live now, can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine real grounds for hope. We’ll need writers who can remember freedom – poets, visionaries – realists of a larger reality. Right now, we need writers who know the difference between production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximise corporate profit and advertising revenue is not the same thing as responsible book publishing or authorship. Yet I see sales departments given control over editorial. I see my own publishers, in a silly panic of ignorance and greed, charging public libraries for an e-book six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience, and writers threatened by corporate fatwa. And I see a lot of us, the producers, who write the books and make the books, accepting this – letting commodity profiteers sell us like deodorant, and tell us what to publish, what to write. Books aren’t just commodities; the profit motive is often in conflict with the aims of art. We live in capitalism, its power seems inescapable – but then, so did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art. Very often in our art, the art of words. I’ve had a long career as a writer, and a good one, in good company. Here at the end of it, I don’t want to watch American literature get sold down the river. We who live by writing and publishing want and should demand our fair share of the proceeds; but the name of our beautiful reward isn’t profit. Its name is freedom.

At the beginning of the eighteenth century, as the British economic historian Angus Maddison has demonstrated, India’s share of the world economy was 23 per cent, as large as all of Europe put together. (It had been 27 per cent in 1700, when the Mughal Emperor Aurangzeb’s treasury raked in £100 million in tax revenues alone.) By the time the British departed India, it had dropped to just over 3 per cent. The reason was simple: India was governed for the benefit of Britain. Britain’s rise for 200 years was financed by its depredations in India.

Humanity had always trafficked in oppression. Before the corporate marketing department got ahold of it, it was called conquest. Now it was regional development. Vikings and Mongols were big on revenue targets, too—but Leland had dispensed with all the tedious invading, and had taken a page out of the Roman playbook by hiring the locals to enslave each other as franchisees.

Mr. Colbert, the famous minister of Louis XIV, was a man of probity, of great industry and knowledge of detail, of great experience and acuteness in the examination of public accounts, and of abilities, in short, every way fitted for introducing method and good order into the collection and expenditure of the public revenue. That minister had unfortunately embraced all the prejudices of the mercantile system, in its nature and essence a system of restraint and regulation, and such as could scarce fail to be agreeable to a laborious and plodding man of business, who had been accustomed to regulate the different departments of public offices, and to establish the necessary checks and controls for confining each to its proper sphere. The industry and commerce of a great country he endeavoured to regulate upon the same model as the departments of a public office; and instead of allowing every man to pursue his own interest in his own way, upon the liberal plan of equality, liberty, and justice, he bestowed upon certain branches of industry extraordinary privileges, while he laid others under as extraordinary restraints.

Academic “units” (that is, departments) are seen as “revenue centers”; the ones that can’t pull their weight—much of the liberal arts—are slated for downsizing or outright elimination. Science is king, but not just any science; basic research is suffering, too. The holy grail is technology transfer: scientific investigation, often sponsored directly by corporations, that is capable of being parlayed into profit.

Newspapers were in rapid decline in cities large and small across the country, their business model devastated by the triple whammy of first a company (Craigslist) that offered for free one of their main products (classified ads), and later a company that eviscerated the department stores that bought many of the print ads that sustained newspapers (Amazon), and then a couple companies that siphoned off the digital ad revenue that would replace lost print ads (Google and Facebook).

Many people are bothered about the number of privately owned guns in the United States, but what about publicly owned ones? In recent years the United States government (not the military) has purchased 1.6 billion rounds of ammunition, enough to shoot the entire population five times over. The Social Security Administration ordered 174,000 rounds of hollow-point bullets. The Internal Revenue Service, the Department of Education, the Bureau of Land Management, even the National Oceanographic and Atmospheric Administration, all have guns.

At the beginning of the eighteenth century, as the British economic historian Angus Maddison has demonstrated, India’s share of the world economy was 23  per  cent, as large as all of Europe put together. (It had been 27  per  cent in 1700, when the Mughal Emperor Aurangzeb’s treasury raked in £100 million in tax revenues alone.) By the time the British departed India, it had dropped to just over 3  per  cent. The reason was simple: India was governed for the benefit of Britain. Britain’s rise for 200 years was financed by its depredations in India.

Thank you Neil, and to the givers of this beautiful reward, my thanks from the heart. My family, my agent, editors, know that my being here is their doing as well as mine, and that the beautiful reward is theirs as much as mine. And I rejoice at accepting it for, and sharing it with, all the writers who were excluded from literature for so long, my fellow authors of fantasy and science fiction—writers of the imagination, who for the last 50 years watched the beautiful rewards go to the so-called realists. I think hard times are coming when we will be wanting the voices of writers who can see alternatives to how we live now and can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine some real grounds for hope. We will need writers who can remember freedom. Poets, visionaries—the realists of a larger reality. Right now, I think we need writers who know the difference between the production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximize corporate profit and advertising revenue is not quite the same thing as responsible book publishing or authorship. (Thank you, brave applauders.) Yet I see sales departments given control over editorial; I see my own publishers in a silly panic of ignorance and greed, charging public libraries for an ebook six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience and writers threatened by corporate fatwa, and I see a lot of us, the producers who write the books, and make the books, accepting this. Letting commodity profiteers sell us like deodorant, and tell us what to publish and what to write. (Well, I love you too, darling.) Books, you know, they’re not just commodities. The profit motive often is in conflict with the aims of art. We live in capitalism. Its power seems inescapable. So did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art, and very often in our art—the art of words. I have had a long career and a good one. In good company. Now here, at the end of it, I really don’t want to watch American literature get sold down the river. We who live by writing and publishing want—and should demand—our fair share of the proceeds. But the name of our beautiful reward is not profit. Its name is freedom. Thank you.

In terms of statistical categories, it is indeed true that both the amount of income and the proportion of all income received by those in the top 20 percent bracket have risen over the years, widening the gap between the top and bottom quintiles.9 But U.S. Treasury Department data, following specific individuals over time from their tax returns to the Internal Revenue Service, show that in terms of people the incomes of those particular taxpayers who were in the bottom 20 percent in income in 1996 rose 91 percent by 2005, while the incomes of those particular taxpayers who were in the top 20 percent in 1996 rose by only 10 percent by 2005—and the incomes of those in the top 5 percent and top one percent actually declined.

FOCUS ON GENERATING REVENUE THE DOJ FOUND THAT virtually every branch and tributary of the city’s bureaucracy—the mayor, city council, city manager, finance director, municipal court judge, municipal court prosecutor, court clerk, assistant clerks, police chief—all were enmeshed in an unending race to raise revenue through municipal fines and fees:            City officials routinely urge Chief [Tom] Jackson to generate more revenue through enforcement. In March 2010, for instance, the City Finance Director wrote to Chief Jackson that “unless ticket writing ramps up significantly before the end of the year, it will be hard to significantly raise collections next year. . . . Given that we are looking at a substantial sales tax shortfall, it’s not an insignificant issue.” Similarly, in March 2013, the Finance Director wrote to the City Manager: “Court fees are anticipated to rise about 7.5%. I did ask the Chief if he thought the PD [police department] could deliver 10% increase. He indicated they could try.” The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. The evidence we reviewed supports this perception.

Immelt wanted division heads to generate imaginative new product and service concepts, which in turn would generate the new organic revenue on which his vision depended. It was a tall order: a handful of product ideas that would each pull in $100 million in new sales for each business. More important, Immelt wanted these “breakthrough” sessions to be led by each unit’s marketing department—to have the division that usually dictated advertising and branding stepping into the role that had been the province of product engineers. Immelt’s inspiration for the directive was an article he read about a smaller industrial conglomerate called Danaher Corporation that had formed an internal incubator to develop new ideas that could drive revenues and profits. Its CEO was a young whiz named Larry Culp who, at age thirty-seven, was even younger than Immelt had been when he took the reins.

I met with Chad Logan a few days after our first get-together. I told him that I would explain my point of view and then let him decide whether he wanted to work with me on strategy. I said: I think you have a lot of ambition, but you don’t have a strategy. I don’t think it would be useful, right now, to work with your managers on strategies for meeting the 20/20 goal. What I would advise is that you first work to discover the very most promising opportunities for the business. Those opportunities may be internal, fixing bottlenecks and constraints in the way people work, or external. To do this, you should probably pull together a small team of people and take a month to do a review of who your buyers are, who you compete with, and what opportunities exist. It’s normally a good idea to look very closely at what is changing in your business, where you might get a jump on the competition. You should open things up so there are as many useful bits of information on the table as possible. If you want, I can help you structure some of this process and, maybe, help you ask some of the right questions. The end result will be a strategy that is aimed at channeling energy into what seem to be one or two of the most attractive opportunities, where it looks like you can make major inroads or breakthroughs. I can’t tell you in advance how large such opportunities are, or where they may be. I can’t tell you in advance how fast revenues will grow. Perhaps you will want to add new services, or cut back on doing certain things that don’t make a profit. Perhaps you will find it more promising to focus on grabbing the graphics work that currently goes in-house, rather than to competitors. But, in the end, you should have a very short list of the most important things for the company to do. Then you will have a basis for moving forward. That is what I would do were I in your shoes. If you continue down the road you are on you will be counting on motivation to move the company forward. I cannot honestly recommend that as a way forward because business competition is not just a battle of strength and wills; it is also a competition over insights and competencies. My judgment is that motivation, by itself, will not give this company enough of an edge to achieve your goals. Chad Logan thanked me and, a week later, retained someone else to help him. The new consultant took Logan and his department managers through an exercise he called “Visioning.” The gist of it was the question “How big do you think this company can be?” In the morning they stretched their aspirations from “bigger” to “very much bigger.” Then, in the afternoon, the facilitator challenged them to an even grander vision: “Think twice as big as that,” he pressed. Logan

Professor Grant arranged for students who received the scholarships to come to the office and spend five minutes describing to fund-raisers how the scholarship they received changed their lives. The students told them how much they appreciated the hard work of the fund-raising department. Even though the people impacted by the work of the fund-raisers were only there for a short time, the results were astounding. In the following month, the fund-raisers increased their average weekly revenue by more than 400 percent.

The government will also receive resources from mines and minerals, and other such revenue generating departments. During the current financial year, Balochistan received its complete share from the federal government as projected in the federal budget for 2020-21.

Amazon generated $89 billion in revenue in Q2 2020, greater than the annual budget of the Department of Education ($68 billion), or enough to end malaria worldwide.

You do not seem to appreciate the intensity of Julia’s feelings towards the Department of Inland Revenue. She is under the impression that it is a vast conspiracy having as its sole objective her physical, mental and financial ruin.

Identify Your Strengths With Strengths Finder 2.0 One tool that can help you remember your achievements is the ‘Strengths Finder’ "assessment. The father of Strengths Psychology, Donald O. Clifton, Ph.D, along with Tom Rath and a team of scientists at The Gallup Organization, created StrengthsFinder. You can take this assessment by purchasing the Strengths Finder 2.0 book. The value of SF 2.0 is that it helps you understand your unique strengths. Once you have this knowledge, you can review past activities and understand what these strengths enabled you to do. Here’s what I mean, in the paragraphs below, I’ve listed some of the strengths identified by my Strengths Finder assessment and accomplishments where these strengths were used. “You can see repercussions more clearly than others can.” In a prior role, I witnessed products being implemented in the sales system at breakneck speed. While quick implementation seemed good, I knew speed increased the likelihood of revenue impacting errors. I conducted an audit and uncovered a misconfigured product. While the customer had paid for the product, the revenue had never been recognized. As a result of my work, we were able to add another $7.2 million that went straight to the bottom line. “You automatically pinpoint trends, notice problems, or identify opportunities many people overlook.” At my former employer, leadership did not audit certain product manager decisions. On my own initiative, I instituted an auditing process. This led to the discovery that one product manager’s decisions cost the company more than $5M. “Because of your strengths, you can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions.” In a former position, product managers were responsible for driving revenue, yet there was no revenue reporting at the product level. After researching the issue, I found a report used to process monthly journal entries which when reconfigured, provided product managers with monthly product revenue. “You entertain ideas about the best ways to…increase productivity.” A few years back, I was trained by the former Operations Manager when I took on that role. After examining the tasks, I found I could reduce the time to perform the role by 66%. As a result, I was able to tell my Director I could take on some of the responsibilities of the two managers she had to let go. “You entertain ideas about the best ways to…solve a problem.” About twenty years ago I worked for a division where legacy systems were being replaced by a new company-wide ERP system. When I discovered no one had budgeted for training in my department, I took it upon myself to identify how to extract the data my department needed to perform its role, documented those learnings and that became the basis for a two day training class. “Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view.” I am listing these strengths to help you see the value of taking the Strengths Finder Assessment.

...the Nixon administration also blocked the efforts of the UN and the Arab states, and at times even its own State Department, to settle the Palestine question, helping to maintain the forms of instability and conflict on which American ‘security’ policy would now increasingly depend. In Kurdistan, the other conflict keeping Arab states ‘pinned down’, Washington was unable to prevent Iraq from reaching a settlement with the Kurds in 1970, but responded to this threat of stability in the Gulf two years later by agreeing with Israel and Iran to reopen the conflict with renewed military support to one of the Kurdish factions. The aim was not to enable the Kurds to win political rights, according to a later Congressional investigation, but simply to ‘continue a level of hostilities sufficient to sap the resources of our ally’s neighboring country [Iraq]’. The arms sales to Iran and their supporting doctrine played no important role in protecting the Gulf or defending American control of the region’s oil. In fact the major US oil companies lobbied against the increased supply of weapons to Iran and the doctrine used to justify them. They argued that political stability in the Gulf could be better secured by America ending its support for Israel’s occupation of Arab territories and allowing a settlement of the Palestine question. The Nixon administration had also initiated a large increase in the sale of arms to Israel, although weapons sent to Israel were paid for not with local oil revenues but by US taxpayers. Arming Iran, an ally of Israel, the companies argued, only worsened the one-sidedness of America’s Middle East policy.

The Economist has produced a more sophisticated set of ‘back-of-the-envelope’ estimates in an interactive basic income calculator for all OECD countries.4 This purports to show how much could be paid as a basic income by switching spending on non-health transfers, leaving tax revenues and other public spending unchanged. Interestingly, even on this very restrictive basis, a cluster of seven west European countries could already pay over $10,000 per person per year. The United States could pay $6,300 and Britain $5,800. Obviously, for most countries, the level of basic income that could be financed from this tax-neutral welfare-switching exercise would be modest – though, especially for bottom-ranked countries such as South Korea ($2,200) or Mexico (only $900), this largely reflects their current low tax take and welfare spending. The Economist’s interactive calculator also aims to calculate what tax rises would be needed to pay a basic income of a given amount. For the UK, the calculator estimates that the cost of a basic income of one-third average GDP per head would require a 15 percentage point rise in tax take. Its calculations can again be questioned in their own terms. However, all these back-of-the-envelope exercises are flawed in more fundamental ways. First, they do not allow for clawing the basic income back in tax from higher-income earners, which could be done with no net cost to the affluent or to the Exchequer, simply by tweaking tax rates and allowances so that the extra tax take equals the basic income paid. Second, they do not take account of administrative savings from removal of means testing and behaviour conditions. Administration accounted for £8 billion of the £172 billion 2013–14 budget of the UK’s Department of Work and Pensions, much of which will have gone to pay staff in local job centres to monitor and sanction benefit recipients. This does not include hundreds of millions of pounds paid to private contractors to carry out so-called ‘work assessment’ tests on people with disabilities, which have led to denial of benefits to some of society’s most vulnerable people. Third, they compare the cost of a basic income with the existing welfare budget and assume that all other areas of public spending remain intact. Yet governments can always choose to realign spending priorities. The UK government could save billions by scrapping the plan to replace the Trident nuclear missile system, now estimated to cost more than £200 billion over its lifetime. It could save further billions by ending subsidies that go predominantly to corporations and the affluent.

the British economic historian Angus Maddison has demonstrated, India’s share of the world economy was 23 per cent, as large as all of Europe put together. (It had been 27 per cent in 1700, when the Mughal Emperor Aurangzeb’s treasury raked in £100 million in tax revenues alone.) By the time the British departed India, it had dropped to just over 3 per cent.

Quotas are one of the dirty secrets of American policing, particularly in those places, like Ferguson, where ticket-writing is valued as a method of revenue generation for the department. But

To be fair to President Bush, however, his approach to revenue was not a new one. In 1980, the year when Planet Ponzi started to turn, the average effective federal tax rate on the median American household was 11.4%. By 2010, that rate had plummeted to just 4.7%.10 That is not a reasonable amount for the average family to pay in exchange for defense, social security, Medicare, Medicaid, homeland security, the Department of Education, environmental protection, and various other services besides. The results are all too predictable. If you want to understand why we have a deficit in the US, look at figure 3.2. The graph is unusual in that it aggregates all sources of government revenues: not just taxation but other fees, charges, utility revenues, rents‌—‌any money that leaves your pocket and ends up in the government’s.11

According to the Commerce Department, American-based global corporations added 2.4 million workers abroad in the first decade of this century while cutting their American workforce by 2.9 million. Between 2009 and 2011, the thirty-five biggest U.S. companies added 113,000 American jobs but almost three times that many jobs (333,000) abroad, according to a survey by The Wall Street Journal. Nearly 60 percent of their revenue growth came from outside the United States. Apple employs 43,000 people in the United States but contracts with over 700,000 workers abroad.

Moreover, upon revelations that the Internal Revenue Service, under the president and his subordinates, had invidiously targeted conservative organizations for harassment and disparate treatment in the awarding of tax-exempt status (as further described in Article VII, below), the president’s subordinates at the Justice Department handpicked to run the investigation a prosecutor from the Civil Rights Division who is a partisan Democrat and a donor to both the president’s political campaigns and the Democratic National Committee.7

What drove the Ferguson police department was revenue raising, a mission that was accomplished through aggressive use of traffic citations and other municipal code violations. Enforcement was often concentrated on minorities and vulnerable segments of the population. According to the report, city officials made maximizing revenue the priority for Ferguson’s law enforcement activity, completely distorting the character of the police department:

Ferguson’s law enforcement practices are shaped by the City’s focus on revenue rather than by public safety needs. This emphasis on revenue has compromised the institutional character of Ferguson’s police department, contributing to a pattern of unconstitutional policing, and has also shaped its municipal court, leading to procedures that raise due process concerns and inflict unnecessary harm on members of the Ferguson community.

City officials exerted constant pressure on police executives to generate more revenue through enforcement, and the pressure was transmitted all the way down through the ranks: The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us [federal investigators] that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. . . . Officer evaluations and promotions depend to an inordinate degree on “productivity,” meaning the number of citations issued.

For example, if Mr. Saiyam, a US resident, having an NRO FD with a bank in India, wants to claim the benefit under India-US DTAA (TDS @ 15%), he would need to Apply to the IRS (Internal Revenue Service) in Form 8802 – Application for United States Residency Certification Pay fees of $85 for an application IRS provides the certification in Form 6166 on the US Department of Treasury Stationery Submit the certificate to your bank in India Submit Form 10F, if required Bank will update its system with the correct DTAA country TDS will be deducted at the rate of 15% instead of 30.9% If any of the above steps are not completed, you may not get the DTAA

This Report is intended to strengthen those efforts by recognizing the harms caused by Ferguson’s law enforcement practices so that those harms can be better understood and overcome. Ferguson’s law enforcement practices are shaped by the City’s focus on revenue rather than by public safety needs. This emphasis on revenue has compromised the institutional character of Ferguson’s police department, contributing to a pattern of unconstitutional policing, and has also shaped its municipal court, leading to procedures that raise due process concerns and inflict unnecessary harm on members of the Ferguson community. Further, Ferguson’s police and municipal court practices both reflect and exacerbate existing racial bias, including racial stereotypes. Ferguson’s own data establish clear racial disparities that adversely impact African Americans.

Focus on Generating Revenue The City budgets for sizeable increases in municipal fines and fees each year, exhorts police and court staff to deliver those revenue increases, and closely monitors whether those increases are achieved. City officials routinely urge Chief Jackson to generate more revenue through enforcement. In March 2010, for instance, the City Finance Director wrote to Chief Jackson that “unless ticket writing ramps up significantly before the end of the year, it will be hard to significantly raise collections next year. . . . Given that we are looking at a substantial sales tax shortfall, it’s not an insignificant issue.” Similarly, in March 2013, the Finance Director wrote to the City Manager: “Court fees are anticipated to rise about 7.5%. I did ask the Chief if he thought the PD could deliver 10% increase. He indicated they could try.” The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. The evidence we reviewed supports this perception.

The City’s emphasis on revenue generation has a profound effect on FPD’s approach to law enforcement. Patrol assignments and schedules are geared toward aggressive enforcement of Ferguson’s municipal code, with insufficient thought given to whether enforcement strategies promote public safety or unnecessarily undermine community trust and cooperation.

Officer evaluations and promotions depend to an inordinate degree on “productivity,” meaning the number of citations issued. Partly as a consequence of City and FPD priorities, many officers appear to see some residents, especially those who live in Ferguson’s predominantly African-American neighborhoods, less as constituents to be protected than as potential offenders and sources of revenue.

Despite the refusal of the Obama Justice Department to prosecute anyone at the IRS, it is clear that what happened was an epic clampdown on any conservative voices speaking or advocating against the president’s disastrous policies and in favor of patriotism and adherence to the Constitution and the rule of law. Over the course of twenty-seven months leading up to the 2012 election, not a single Tea Party–type organization received tax-exempt status. Many were unable to operate; others disbanded because donors refused to fund them without the IRS seal of approval; some organizations and their donors were audited without justification; and many incurred legal fees and costs fighting the unlawful conduct by Lerner and other IRS employees. The IRS suppressed the entire Tea Party movement just in time to help Obama win reelection. And everyone in the administration involved in this outrageous conduct got away with it without being punished or prosecuted. Was it simply a case of retribution against the perceived “enemies” of the administration? No, this was much bigger than political payback. It was a systematic and concerted effort to squash the Tea Party movement—one of the most organic and powerful political movements in recent memory—during an election season. [See Appendix for select IRS documents uncovered by Judicial Watch.] This was about campaign politics. It was a scandal for the ages. President Obama obviously wanted this done even if he gave no direct orders for it. In 2015, he told Jon Stewart on The Daily Show that “you don’t want all this money pouring through non-profits.” But there is no law preventing money from “pouring through non-profits” that they use to achieve their legal purposes and the objectives of their members. Who didn’t want this money pouring through nonprofits? Barack Obama. In the subsequent FOIA litigation filed by Judicial Watch, the IRS obstructed and lied to a federal judge and Judicial Watch in an effort to hide the truth about what Lois Lerner and other senior officials had done. The IRS, including its top political appointees like IRS Commissioner John Koskinen and General Counsel William J. Wilkins, have much to answer for over their contempt of court and of Congress. And the Department of Justice lawyers and officials enabling this cover-up in court need to be held accountable as well. If the Tea Party and other conservative groups had been fully active in the critical months leading up to the 2012 election, would Mitt Romney have been elected president? We will, of course, never know for certain. But we do know that President Obama’s Internal Revenue Service targeted right-leaning organizations applying for tax-exempt status and prevented them from entering the fray during that period. That is how you steal an election in plain sight. Accountability is not something we will get from the Obama administration. But Judicial Watch will continue its independent investigation and certainly any new presidential administration should take a fresh look at this IRS scandal.

Twenty-two US states have amended their constitutions to forbid any gasoline tax revenues at all from being spent on sidewalks.37 Many of these laws were passed in the 1960s with the financial backing of highway construction lobbyists.38 At the federal level, bicyclists and pedestrians now represent about one in five traffic deaths, but they receive less than 1.5 percent of all federal infrastructure funding.39 Increasing political polarization may also play a role. Just as the pedestrian death crisis was beginning to present itself in 2012, and in an era of loud and renewed interest in active transportation, the Republican-led US Congress substantially reduced federal funding support for walking and biking programs. In addition, following the election of Donald Trump in 2016, the newly regulation-averse US Department of Transportation slow-walked reforms that could have, for the first time, made automakers more accountable for their design impacts on pedestrian safety.

CRM (Customer Relationship Management) is a marketing strategy that focuses on managing interactions and relationships with customers. CRM enables businesses to improve customer satisfaction, loyalty, and retention by providing personalized experiences that meet their needs. CRM is an essential aspect of modern marketing as it enables businesses to understand their customers' behavior, preferences, and needs and develop targeted marketing campaigns that resonate with them. In Go High Level, CRM (Customer Relationship Management) is a core component of the platform. The CRM functionality in Go High Level enables businesses to manage their customer interactions and relationships more effectively, improving customer satisfaction, loyalty, and retention. The CRM functionality in Go High Level includes a range of features and tools designed to help businesses automate and streamline their customer-facing processes, as well as provide them with insights into their customers' behavior, preferences, and needs. In essence, CRM is a set of practices, technologies, and strategies that businesses use to manage their customer interactions and relationships. The goal of CRM is to build stronger, more meaningful relationships with customers by providing them with personalized experiences and tailored solutions. CRM in marketing can be divided into three main categories: operational CRM, analytical CRM, and collaborative CRM. Operational CRM focuses on automating and streamlining customer-facing processes, such as sales, marketing, and customer service. This type of CRM is designed to improve efficiency and productivity by automating repetitive tasks and providing a centralized database of customer information. Operational CRM includes features such as sales pipeline management, lead nurturing, and customer service management. Analytical CRM focuses on analyzing customer data to gain insights into their behavior, preferences, and needs. This type of CRM enables businesses to make data-driven decisions by providing them with a better understanding of their customers' needs and preferences. Analytical CRM includes features such as customer segmentation, data mining, and predictive analytics. Collaborative CRM focuses on enabling businesses to collaborate and share customer information across different departments and functions. This type of CRM helps to break down silos within organizations and improve communication and collaboration between different teams. Collaborative CRM includes features such as customer feedback management, social media monitoring, and knowledge management. CRM is important for marketing because it enables businesses to build stronger, more meaningful relationships with customers. By understanding their customers' behavior, preferences, and needs, businesses can develop targeted marketing campaigns that resonate with them. This results in higher customer satisfaction, loyalty, and retention. CRM can also help businesses to improve their sales and marketing processes by providing them with better visibility into their sales pipeline and enabling them to track and analyze their marketing campaigns' effectiveness. This enables businesses to make data-driven decisions to improve their sales and marketing strategies, resulting in increased revenue and growth. Another benefit of CRM in marketing is that it enables businesses to personalize their marketing campaigns. Personalization is essential in modern marketing as it enables businesses to tailor their marketing messages and solutions to meet their customers' specific needs and preferences. This results in higher engagement and conversion rates, as customers are more likely to respond to marketing messages that resonate with them. Lead Generation: Go High Level provides businesses with a range of tools to generate leads, including customizable landing pages, web forms, and social media integrations.

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What is “the relationship between realized income and wealth”? (SOI Bulletin, Department of the Treasury, Internal Revenue Service, vol. 2, no. 4, Spring 1985) What does he find? That people accumulate significant wealth by minimizing their realized/taxable income and maximizing their unrealized/nontaxable income.

For as long as statistics have been kept, blacks have had higher crime rates than whites. Containing crime is one of the top priorities of any society, so it is perplexing that the United States has added to its crime problem through immigration. Hispanics, who have been by far the most numerous post-1965 immigrant group, commit crimes at rates lower than blacks but higher than whites. Some people claim that all population groups commit crimes at the same rates, and that racial differences in incarceration rates reflect police and justice system bias. This view is wrong. The US Department of Justice carefully tracks murder, which is the violent crime for which racial data on victim and perpetrator are most complete. In 2005, the department noted that blacks were six times more likely than whites to be victims of murder and seven times more likely to commit murder. There are similar differences for other crimes. The United States regularly conducts a huge, 100,000-person crime study known as the National Crime Victimization Survey (NCVS), in which Americans are asked to describe the crimes of which they have been victim during the year, and to indicate race of perpetrator. NCVS figures are therefore a reliable indication of the racial distribution of violent criminals. The National Incident-Based Reporting System (NIBRS) is another huge database that records the races of all suspects reported to the police as well as those arrested by police. Both these data sets prove that blacks commit a vastly disproportionate amount of violent crime. In fact, blacks are arrested less frequently than would be expected from reports by crime victims of the race of perpetrator. Racial differences in arrest rates reflect racial differences in crime rates, not police bias. Justice Department figures show that blacks commit crimes and are incarcerated at roughly 7.2 times the white rate, and Hispanics at 2.9 times the white rate. (Asians are the least crime-prone group in America, and are incarcerated at only 22 percent of the white rate.) Robbery or “mugging” shows the greatest disparities, with blacks offending at 15 times and Hispanics at just over four times the white rate. There are practically no crimes blacks and Hispanics do not commit at higher rates than whites, whether it is larceny, car theft, drug offenses, burglary, rape, or alcohol offenses. Even for white collar crimes—fraud, racketeering, bribery/conflict of interest, embezzlement—blacks are incarcerated at three to five times the white rate, and Hispanics at about twice the white rate. Racial differences in crime rates are such an embarrassment they can interfere with law enforcement. In 2010 the Greater Cleveland Regional Transit Authority had a problem with scores of young people openly beating fares—which cuts into revenue and demoralizes other riders. It considered a crackdown, but decided against it. The scoff-laws were overwhelmingly black, and the transit authority did not have the stomach to take any action that would fall heavily on minorities.

The big gorilla of homeowner tax breaks is the deduction for mortgage interest, which reduces income tax revenues by about $100 billion each year. That is, this one tax deduction costs more than the budgets of the departments of Agriculture, Commerce, Energy, the Interior, and the Treasury combined.

Young had to change the game-by literally giving his software away via free download-to achieve dominant market share and become credible to corporate information technology (IT) departments. In that case, Young decided where to play and how to win, and then built the rest of his strategy (earning revenue from service rather than software sales) around these two choices. The result was a billion dollar company with a thriving enterprise business.

India’s share of the world economy was 23 per cent, as large as all of Europe put together. (It had been 27 per cent in 1700, when the Mughal Emperor Aurangzeb’s treasury raked in £100 million in tax revenues alone.) By the time the British departed India, it had dropped to just over 3 per cent. The reason was simple: India was governed for the benefit of Britain. Britain’s rise for 200 years was financed by its depredations in India.

Tell me this,” he called out. “Anything, Quentin. Just get me out of this cage.” “The ledger. Did you speak of that?” The man’s head shook. “Not a word. Nothing. They seized UBS records and never mentioned the ledger.” “Is it safe?” “Where we keep it. Always. Just you and me. We’re the only ones who know.” He believed him. Not a word had so far been mentioned of the ledger, which relieved some of his anxiety. But not all. The storms he was about to face would be far worse than the squall he spotted brewing off to the east. The entire weight of the U.S. intelligence community, along with the Internal Revenue Service and the Justice Department, was bearing down upon him. Not unlike what his ancestors had faced when kings, queens, and presidents dispatched whole navies to hunt down the sloops and hang their captains.

Unlike most of the bureaucracy, he does not believe in segregation of responsibilities. The government, in his view, must function in a holistic manner. This is only possible with cooperation and exchange between departments. So, if there is shady dealing in one department, he has a moral responsibility to point it out. After all, his ultimate accountability is not to the state CM, but to his appointing authority: the President of India. The political class and its bureaucrats, on the other hand, love compartmentalization. As long as one department does not know what the other is doing, it is always possible to pull off a scam. In the DLF–Vadra case, for example, the Town & Country Planning department was merrily issuing licences without checking with the revenue departments responsible for enforcing land laws.

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