POVERTY IN AMERICA – a view taken from Social and political forces as determinants of poverty: A spatial analysis By Anil Rupasingha and Stephan J. Goetz Northeast Regional Center for Rural Development at Penn State University.By Jim Miller “Recent case study research suggests that some community leaders may deliberately retard local economic development to maintain their position of power, and promote only the well-being of those who are aligned with them politically or otherwise (Duncan, 1999).
“Duncan (1999) demonstrated using rural case studies that subtle factors and processes are at work within communities according to which individuals in positions of power can deliberately hold back other members of their communities. The fact that economic development can hurt existing businesses by driving up local wages or reducing prices has long been recognized, but has for the most part not been confirmed by careful and rigorous study. At first glance the subtle forces identified by Duncan may appear to be impossible to measure empirically at the county level. However, it is clear that the social capital network in place in a community and the relative power of local governments are critical in determining whether these 'political' factors are able to come into play.” 1
These and other studies show that the social/economic/political networks of the enterprise owners and their government allies, exercise critical control over the local economy. Governments do little or nothing to empower wage earners to take home a larger share of the available cash flow. Employers hire the most needy folks at the lowest wages, with no benefits, and short hours. A family of four needs 2.5 jobs to break even. If you are in the ownership class – this setting is great; if not, life sucks. During the last year or so: - Foreclosures are up 261%.
- Major and many small banks have failed.
- Because food, gas, and the cost of living has gone up but wages remain stagnant, we have suffered as much as a 30% drop in real income.
- Folks have filed 1.8 million bankruptcies caused by medical costs.
- The cost of gas for the average family has gone up by $2200.
- The net shrink in the earned income for 3.7 million wage earners affect:
- 73% of men blue collar workers
- 28% commercial workers
- 14% retail
- 13% professionals
- Also workers are losing benefits. Source: MSNBC.COM
Sure, some of the professionals on the fringe do OK, since they have economic privileges granted by the State - such as licenses. The persons who own the only hardware store, gas station, or market in town do OK because of the monopoly. Unions use to (and some still do) restrict entry to family members in order to keep wages high. Shipping jobs off-shore increases the rolls of unemployed which causes wage rates and hours worked to fall. “Free enterprise” is not so free for most folks; in fact it is downright costly. We need a system of “fair” enterprise. One would think that talented persons would be hired over less talented persons. Much has been written about the competitive advantages of talent. 2. Alas, such is not the case. Most firms seeking talent publish lengthy job descriptions, yet hire those who are most submissive. Guess what? There is a solution, and its called the Co-operative. Both the worker and the consumer are members and both benefit because they own the store or service. One could expand this idea to include several cooperatives in a community which create their own social/economic network. A “service level of experts” could be made a part of this network to provide expert services in fields which require State licenses. At the production level, one firm could grow algae and provides the other members of the network with food and fuel at non-monopoly prices. We would create our own credit union and our own currency using the debit card. We would no longer be held captive by the “top down capitalists” but become “bottom-up capitalists.” We would need to create our own schools as Mondragon did/does and our own land use and environmental policies.3. In short, we need to practice holistic thought and management. 4. Meanwhile, poverty will get worse. 5. It might surprise you that this collection of co-operatives exists. Mondragon Co-operative Corporation started over 50 years ago, has grown to 230 networking cooperatives in 20 plus countries and in 2004 grossed over fourteen billion dollars. We can start our own Mondragon. See: http://masallp.wetpaint.com/page/HOLISTIC+GOVERANCE+OF+INTENTIONAL+COMMUNITIES+ For a more in depth study of a possible clone of Mondragon, see: http://masallp.wetpaint.com/page/Mutual+Aid+Society,+Mondragon+and+More
If you are already into intentional communities, you might want to visit the MUTUAL AID SOCIETY OF AMERICA wikiwebsite: http://masallp.wetpaint.com/
If you are interested in affordable housing you might want to learn about straw bale buildings: http://strawbalebuilders.wetpaint.com/
If you are interested in production of food and fuel from algae, please wander around http://algaloildiesel.wetpaint.com/?t=anon
If you are interested in using discussion groups in your networking in both realspace and cyberspace, visit: http://worldcybercafe.wetpaint.com/ Jim Millerjimmilller5417@Yahoo.com 541-757-9797 ; Skype jimmiller5417 August 29, 2008 ==================================================\ 1 Duncan, C.M., 1999. Worlds Apart–Why Poverty Persists in Rural America. Yale University Press, New Haven. 2 “For the past decade, a great majority of the ink devoted to coverage of talent issues in the trade and general business press has focused on the strategic and competitive benefits of getting the right person into the right role — and with good reason. As every HR and talent management executive has heard perhaps a million times during the past few years, competitive business advantages are carved out not by capital investments but through investments in people. These people can create the product and service innovations to keep a company differentiated and fiercely competitive — as well as highly commoditized — in today's global market and, ultimately, drive corporate growth.” http://www.talentmgt.com/recruitment_retention/2008/August/704/index.php 3 Regulatory Barriers Clearing House:
http://www.huduser.org/rbc/search/number.asp 4 Holistic management International; http://www.holisticmanagement.org/ 5 Batten Down the Hatches, Tough Times Ahead
January 5th, 2008 by Dr. Amy K. Glasmeier http://www.povertyinamerica.psu.edu/