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~ USA Headed for a 5th Revolution! Why?

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Monthly Archives: May 2020

#383 Job Creation to Address Climate Change

25 Monday May 2020

Posted by Jordan Abel in Affordable Solutions, Common Sense Policies, Economics, Gov't Policy, Societal Issues

≈ Leave a comment

Readers: this blog is set in the future (sometime after the year 2020). Each entry assumes there has been a 5th revolution in the US — the Revenge Revolution. More about the Revenge Revolution, a list of earlier revolutions and the author, Entry #1.

Periodically I write a “sense check” to assess whether in the next few years, a revolution in the US is still possible or whether the entire exercise is based on a statistical aberration — i.e., a roughly 50-year cycle between major upheavals in the US.  Most recent sense check, Entry #365.  

Some of the entries are part of a series.  Several series are available as easy-to-read booklets for download:

  • Working with Lee Iacocca after he left Chrysler, 2019Q3 Iacocca Personal Observations. 
  • GM EV1 — behind-the-scenes events affecting development and introduction of the GM EV1, the first modern electric vehicle. 2020Q1 GM EV-1 Story Behind the Story Booklet
  • Coming technology tsunami and the implications for the US, Tech Tsunami Booklet with Supplement
  • Trump Supporters Brainwashed? A series discussing why Republics have abandoned basic principals, Are Trump Republicans Brainwashed 2020Q1
  • Who took out the Donald?  Who/what groups are most likely to “take out” Trump? Who Took Out the Donald Entries with Update
  • Revenge Revolution — description of what form the revolution might take, 20 01 07 Start of Revolution

Prelude: I’ve concluded Trump is a lunatic and the administration filled with lapdogs save a couple of people at CDC.  Instead of wasting time commenting on actions by Trump, I thought it more productive to begin discussing what happens in the US once the coronavirus is more under control.  #378 began the series. At this point not sure how many entries.  Comments and suggestions welcome.

ENTRY #383 BEGINS: Is there a simple, understandable way to get virtually everyone in the United States to support actions to address climate change? Secure support from the left, right, center, techies, climate deniers, etc.?

My conclusion is, “yes.” The simple approach is to link climate action to job creation.

Post-CIVID-19, the US is likely to experience an unemployment rate of 10+% for at least five (5) years, if not longer. Many pre-COVID-19 jobs will be lost permanently.

How does the US re-energize the economy post COVID-19? Focus on creating jobs associated with technologies that will reduce carbon emissions. Not just jobs installing solar panels and putting up wind generators but a wide range of jobs.

There are numerous technologies that could be implemented to reduce carbon emissions. Why point fingers about who’s right and who’s wrong about the causes of climate change? If you think climate change is fake news, then you need to talk to people worldwide in coastal cities. If you think climate change is just part of the earth’s natural warming and cooling cycle, then take a hard look at the chart of temperature change just since 1950.  Now imagine that same amount of increase by the end of the century.

OK, even if you don’t believe the climate data, the US still has a major problem – and that long-term economic growth. Don’t believe the economy is going to return to pre-COVID days. Look in your history books and study what’s happened after every major economic disruption or war – things change dramatically. Post-COVID-19 will be no different.

So let’s begin thinking about how to create new products and new jobs that also reduce the impact of climate change. If you’re still in denial about climate change, then just focus on the job creation part.

Yes, science is sometimes difficult to understand. Science denial is also a major talking point with many politicians.

Job creation, however, is not hard to understand. Jobs generate income and help people to a better life. Job creation also appeals to both sides of the political aisle. Rather than blaming someone else, why not start asking, “Is there a way to stimulate the economy long-term and address climate change? Is there a way to ensure a better lifestyle for our children and grandchildren”?

In this discussion, seems that scientists might be better off to spend less time on CO2 PPM, mean temperature – for many people it is difficult to understand or appreciate what a couple of degrees Celsius means – loss of amphibians, greater intensity of hurricanes, etc. Important topics? Yes. But not a front-line topic when you’re out of a job, which many people are going to be for some time.

Making the message about actions to address climate change more positive and less about how people must be prepared to “sacrifice” is also not necessary. With the right technology, people won’t experience sacrifice.

What’s the sacrifice with a more efficient HVAC? An electric lawn mower? (I use a manual push mower and time to cut is about the same as the neighbor’s gas-powered mower.) An electric car? Attractive solar panels on the roof that look like shingles? More trees? And many other ways to reduce CO2 that are not “sacrifices” and can be configured as fun, new products.

Some groups are working on taking a more jobs-focused approach to help gain support for actions to address climate change. I’m part of such a group. Let me know if you’d like to learn more. Comments welcome, as always.

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#382 Religious Institutions: Next Big-Box Stores? (con’t) (We Gotta Get…Part 5)

16 Saturday May 2020

Posted by Jordan Abel in Economics, Innovative Thinking: Ideas and Products, Societal Issues, Uncategorized

≈ Leave a comment

Readers: this blog is set in the future (sometime after the year 2020). Each entry assumes there has been a 5th revolution in the US — the Revenge Revolution. More about the Revenge Revolution, a list of earlier revolutions and the author, Entry #1.

Periodically I write a “sense check” to assess whether in the next few years, a revolution in the US is still possible or whether the entire exercise is based on a statistical aberration — i.e., a roughly 50-year cycle between major upheavals in the US.  Most recent sense check, Entry #365.  

Some of the entries are part of a series.  Several series are available as easy-to-read booklets for download:

  • Working with Lee Iacocca after he left Chrysler, 2019Q3 Iacocca Personal Observations. 
  • GM EV1 — behind-the-scenes events affecting development and introduction of the GM EV1, the first modern electric vehicle. 2020Q1 GM EV-1 Story Behind the Story Booklet
  • Coming technology tsunami and the implications for the US, Tech Tsunami Booklet with Supplement
  • Trump Supporters Brainwashed? A series discussing why Republics have abandoned basic principals, Are Trump Republicans Brainwashed 2020Q1
  • Who took out the Donald?  Who/what groups are most likely to “take out” Trump? Who Took Out the Donald Entries with Update
  • Revenge Revolution — description of what form the revolution might take, 20 01 07 Start of Revolution

Prelude: I’ve concluded Trump is a lunatic and the administration filled with lapdogs save a couple of people at CDC.  Instead of wasting time commenting on actions by Trump, I thought it more productive to begin discussing what happens in the US once the coronavirus is more under control.  #378 began the series. At this point not sure how many entries.  Comments and suggestions welcome.

ENTRY #382 CONTINUES ENTRY #381: Technology Tsunami Impact. Efforts to address the coronavirus accelerated the implementation of technology in a wide variety of occupations. Going forward many US workers will be affected by what some of us have labeled the “technology tsunami.”

The negative effect on income over the next few years could be much greater than previously anticipated. During COVID-19 “stay-at-home” mandates, organizations realized certain workers were not necessary and other work could be completed using artificial intelligence-based software/hardware. As a result, even as the economy begins to recover, more blue-collar and white-collar workers of all ages are going to be faced with possibly accepting a lower-paying job or no job.

Will workers of different age cohorts be affected differently by the technology tsunami[1]? How will religious institutions be affected? Workers currently age 50+, even though they should have more financial resources, may be hit harder by the technology tsunami since many are less familiar with advanced technology and they have fewer years before retirement to try and recoup lost earnings.

Double-Whammy Tsunami. Another tsunami headed toward US shores is the retirement tsunami. What we as a society don’t talk about and certainly what has not been addressed at the Federal level is how unprepared white and blue-collar workers are for retirement.

The retirement tsunami has been caused in large part by employers eliminating employer-funded defined-benefit retirement programs and transferring to workers the responsibility for accumulating adequate savings for retirement. The potential impact of the tsunami has been made worse by erosion of personal income from the accelerating cost of housing, medical and college tuition. Workers have far less left over to save for retirement.

In a recent poll by Center for Retirement Research at Boston College, 75%, or 3 out of 4 people age 50-62 had jobs that fell into a “non-traditional” category — meaning, those without employer-provided retirement plans and health insurance. According to the report, workers in non-traditional jobs can expect their retirement income to be as much as 26% lower than that of people who spent their 50’s and early 60’s in positions with full benefit packages, according to the center’s findings.

The lower available income will likely affect consideration for contributions to religious institutions. (An article in the NYT 05/03/2020 described how some underfunded retirees are moving in with their children.)

What about the impact of the technology and retirement tsunamis on the finances of younger workers? Don’t they have 30-35 years to recoup lost earnings from a coronavirus economic slowdown? Unfortunately, a greater percentage of younger age cohorts are likely to be even less prepared for retirement than those currently age 50-62.

If costs for housing, medical, education and retirement continue to exceed gains in income, the cumulative effect will erode discretionary income further. Unless there is a fundamental change in funding of health care costs, retirement programs and advanced education, more and more people will be underfunded for retirement. Thus, younger cohorts, already less committed to religious institutions than previous generations at the same age, are also facing even more pressures on discretionary income.

What will make a bad situation worse is a prolonged economic slump associated with the coronavirus shutdowns. The rate at which people have been furloughed is unprecedented – in just two months, 36,000,000 filed new claims for unemployment, and more claims are likely in the next few weeks. In early May 2020 the “official” unemployment rate was 14.7%. However, the unemployment rate does not count those who are not actively looking for work.

The unprecedented increase in the number of people formerly employed has caused many to become so discouraged as to not look for work. These “discouraged” were excluded from the unemployment calculation. Had people who were recently employed but now discouraged been included, the rate would have been 21-22%, approximating the same as the height of the Great Depression in the 1930’s.

Despite proclamations from Trump, few people in business, few economists and few in the general public expect the economy to bounce back once more restrictions associated with the coronavirus are lifted. Even if employment in the manufacturing sector increases over the next 24-30 months as companies begin bringing jobs back to the US, overall economic growth will be very slow and unemployment is likely to remain at >10%.

Some portions of the service sector employment seem likely to experience a permanent loss of jobs. After “stay-at-home” restrictions are lifted, how many consumers will immediately return to restaurants, attend sporting events, go to shopping centers, travel by plane? How many members of religious institutions will be willing to risk infection by attending services, especially crowded during holidays?

Like the general public, members of religious institutions are likely to remain cautious until an effective vaccine has become widely available – on the optimistic side 18-24 months based on analysis of experienced doctors and researchers. Even with the vaccine will the public’s behavior be changed permanently?

During that 18-24 months and maybe forever, how many members of religious institutions will have their economic circumstances negatively affected? Many formerly employed in the service sector will not have employer-funded health insurance and even fewer will have an employer-funded retirement program. Where do these former employees turn for help? Their jobs are gone, or at least not coming back for some time. Finding another job will be extremely difficult since the economy will be growing slowly at best.

While many congregants will remain emotionally committed to their specific religious institution, how many will be faced with lower discretionary income? How many will be able to continue supporting their church, synagogue or mosque?

Eyeballs vs Butts in Seats – Post Coronavirus Behavior. The “stay-at-home” mandate associated with the coronavirus forced organizations to accelerate electronic communications using Zoom, Skype, FaceTime, etc. For religious institutions many people attending services in person pre-COVID-19 are now live-streaming. But what happens post-COVID-19? How many people will forego physically attending services and choose to continue live-streaming?

How many will ask, “Why go through the hassle of getting dressed, fighting traffic, when I can relax at home?” Further, how many will ask, “If I’m going to live stream, is there a service at another location that I would rather attend? I used to live in New Jersey, what about watching the service where I used to go?”

An issue for religious institutions is how to make live-streaming a reason to remain linked to a particular congregation. Live-stream services are somewhat like a media event. The target for live-streaming is capturing as many eyeballs as possible.   The trend toward live-streaming is likely to continue. Think about the difference between generations in comfort level with certain media venues.

While the risk is relatively small now, a concern with live-streaming is whether a religious institution’s service can be “competitive” with larger, more high-profile congregations. For a specific institution, if clergy and/or the Board of Directors has not done so, they should watch services from “higher-profile” congregations, especially those in major metro areas.

Religious Institutions Expense Pressure. Are religious institutions turning into under-utilized big-box stores? If fewer people attend services, whether weekly or during holidays, then do religious institutions need their current facility? Some congregations have expanded main buildings and/or other facilities based on the assumption membership would continue to grow. Part of the rationale has been that a more attractive and functional facility would help attract new members.

The downside of a larger facility is a higher burn rate for overhead, including staff. The larger facility also requires additional non-recurring expense for replacement of equipment and other critical maintenance.

A strategy sometimes employed when expenses exceed revenue is to defer maintenance expense and/or defer setting aside adequate funds for future maintenance and equipment replacement. While such a strategy might work for a year or two, kicking maintenance costs down the road increases the financial burden on future congregants, many of whom may be less prone to support the institution.

Are many religious institutions facing the same fate as many big-box stores? Unfortunately, all indications suggest the answer seems to be “yes.” Big-box stores and department stores, even high-end ones are facing severe financial pressure. The impact of actions taken to slow COVID-19 have merely hastened a trend toward fewer stores and, in many cases, bankruptcy. Well-known department stores J.C. Penny and Neiman-Marcus being a recent examples.

Possible Solutions. Some organizations – for-profit and not-for-profit – have survived major challenges by rethinking how to operate. Religious institutions face the choice – either rethink how to operate or likely disappear.

Survival for many religious institutions seems possible only by starting with a clean sheet of paper. Rethinking how to operate means more than cutting staff. Cutting staff is an incremental change and not a fundamental change. Clergy and the Board of these institutions should remember the adage, “No organization ever saved its way into prosperity.”

An organization needs to consider ideas that many congregants might view as radical. For example, holding talks with another congregation about: (i) a single back-office support staff: (ii) using one of the two buildings for weekly services. The services would be at separate times but use the same building. Holiday services could be at different times and use part of the other building, if necessary; (iii) lease out part of one of the buildings; (iv) plus other ideas.

The radical thinking should include a cash-flow forecast that incorporates such variables as:

  1. Number of existing members by age cohort
  2. Number of members by age cohort over time (some data likely exist)
  3. Distribution of contributions by age cohort – currently and ideally over time. Individual members would be assigned a random number so impossible to link contribution to a specific member
  4. Projected membership scenarios through 2030 and ideally 2050 by age cohort – would include new members and members who leave
  5. Projected revenue scenarios through 2030 and ideally 2050 by age cohort. Scenarios would reflect different attitudes by cohort toward religion and use of electronic communication. Revenue projections would include different approaches – “traditional’ approach to contributions, pay to watch live-streaming or some type of subscription model.
  6. Impact on revenue of different operating scenarios – stand-alone entity, combined facility, use of part of one facility for other purposes, etc.
  7. Expense forecast by year for:
    1. Staff and other recurring expenses as stand-alone entity and combined back-office staffs
    2. Unusual maintenance and equipment replacement – current and joint-use facility
    3. Expenses under the different operating scenarios

Constructing an Excel-type model (and the supporting math) for the financial projections is not particularly difficult.   Often the most difficult barrier is getting the “key executives” and/or committee members involved with the issue to: (i) acknowledge and appreciate the importance of getting ahead of the curve; (ii) begin to truly think innovatively; (iii) put aside excuses and biases and commit to considering practical solutions.

As with most strategic difficult issues, waiting until the problem becomes obvious is waiting too long and makes any kind of turnaround exceedingly difficult and problematic. A high-profile example is the Trump administration’s handling of COVID-19, starting with denial of early warning signs and then refusing to accept opinions of people with experience in key areas.

Over the next 24-36 months – and maybe longer – many religious institutions will face severe cash-flow shortfalls. Waiting until the cash-flow train wreck becomes obvious will result in even more dire consequences. While no guarantee, starting to discuss issues outlined herein and completing a study to assess potential consequences carries no risk. There is no downside to a study. Waiting until the problem becomes obvious has significant risk.

[1] For a more detailed discussion about the coming technology tsunami and possible solutions, download booklet I wrote titled “Technology Tsunami.”

 

#381: Religious Institutions Next Big Box Stores? (We Gotta…Part 4)

09 Saturday May 2020

Posted by Jordan Abel in Causes of the Revolution, Economics, Societal Issues, Uncategorized

≈ Leave a comment

Readers: this blog is set in the future (sometime after the year 2020). Each entry assumes there has been a 5th revolution in the US — the Revenge Revolution. More about the Revenge Revolution, a list of earlier revolutions and the author, Entry #1.

Periodically I write a “sense check” to assess whether in the next few years, a revolution in the US is still possible or whether the entire exercise is based on a statistical aberration — i.e., a roughly 50-year cycle between major upheavals in the US.  Most recent sense check, Entry #365.  

Some of the entries are part of a series.  Several series are available as easy-to-read booklets for download:

  • Working with Lee Iacocca after he left Chrysler, 2019Q3 Iacocca Personal Observations. 
  • GM EV1 — behind-the-scenes events affecting development and introduction of the GM EV1, the first modern electric vehicle. 2020Q1 GM EV-1 Story Behind the Story Booklet
  • Coming technology tsunami and the implications for the US, Tech Tsunami Booklet with Supplement
  • Trump Supporters Brainwashed? A series discussing why Republics have abandoned basic principals, Are Trump Republicans Brainwashed 2020Q1
  • Who took out the Donald?  Who/what groups are most likely to “take out” Trump? Who Took Out the Donald Entries with Update
  • Revenge Revolution — description of what form the revolution might take, 20 01 07 Start of Revolution

Prelude: I’ve concluded Trump is a lunatic and the administration filled with lapdogs save a couple of people at CDC.  Instead of wasting time commenting on actions by Trump, I thought it more productive to begin discussing what happens in the US once the coronavirus is more under control.  #378 began the series. At this point not sure how many entries.  Comments and suggestions welcome.

ENTRY #381: The future of religious institutions is being influenced by three factors over which the institutions have no control. These exogenous variables directly affect the near and long-term financial viability of many such institutions:

  1. Changing membership demographics, especially less favorable attitudes by younger generations toward religion
  2. Downward pressure on family discretionary income from multiple sources
  3. Migration to more electronic communication, in part because of sustained concern about large gatherings post coronavirus

The pressures will intensify in the coming years. Without some fundamental strategies to address the effects of these pressures, many religious institutions could become financially insolvent and forced to dissolve. Further the pressures are not specific to one or two religions. All religions are likely to be affected.

Demographic Pressure. There are numerous articles and studies (Pew Research, e.g.) indicating younger generations are less attracted to religions of all types. The younger generations also attend services less than previous generations at the same age.

When viewing the data, some believe that as younger generations age they will act more like their parents and grandparents, thus “adopting” much of the behavior of previous generations. By adopting attitudes and behavior of previous generations, these younger cohorts, therefore will become more favorable to religion and more supportive of religious institutions.

The clergy and the “Board of Directors” of a religious institution should not make the assumption re “adopting behavior.” One only needs to track age cohorts over time to realize younger age cohorts do not adopt the attitudes of their parents’ generation when they reach the same age.

Rather than adopting behavior, empirical evidence suggests cohorts “retain” attitudes and behaviors established in their early twenties. Some examples of “retaining” values range from attitudes of different generations toward such social issues as use of drugs, casual sex, age for marriage to preferred brands of vehicles to preferred style of house and furniture. One only has to ask “What happened to the appeal of darker-wood furniture as well as fine china and crystal with the generations under age 40″ to realize tastes and preferences are different?[1]

Pressure on the Revenue Stream.  Since roughly the mid-1960’s each succeeding age cohort has been faced with increased pressure on discretionary income[2]. Every religious institution should assume one or more of these pressures on discretionary income will continue, thereby making it more difficult for families to provide financial support. Pressures are:

  1. Medical costs increasing faster than income
  2. Housing prices (and rents) increasing faster than income
  3. College tuition increasing at a rate much faster than inflation and income
  4. Retirement savings burden being transferred to employees as employer-funded defined-benefit retirement programs have been eliminated

The economic pressures caused by each one of these factors probably could be managed by most families. However, when the increases in all factors are combined – each one has a similar pattern of costs outpacing income – the result is a significant erosion in discretionary income.  

A real-world example of the impact of these pressures was evident during a recent PBS News Hour broadcast. An ER- vehicle technician in New York City described the mental and economic pressures associated with the coronavirus. The interviewer asked the ER technician about salary – about $40,000 per year. As anyone familiar with the cost of living in any of the NY boroughs, $40k for a family is tight. Worse for the technician was that his employer, apparently a contractor to the City of New York, did not provide health insurance.

Here’s the guy taking people to the hospital to get treated for coronavirus (or some other emergency) but who does not have employer-paid health insurance. Even worse the technician can’t afford private health insurance because the Trump administration eliminated many features of Obamacare and eliminated insurance exchanges.

Housing Prices/Monthly Rental. The chart is for price increases of houses and rent compared to growth in median income, adjusted for inflation. While the data are national, people living in some metro areas have faced the problem of housing prices-HOA dues/rents and insurance rising even faster than noted on the chart.

Real estate taxes are also increasing. Although relatively low compared to NY/NJ/CT, housing costs and taxes in many areas are still high and a further erosion of discretionary income.  These costs result is less money available for contributions to a given institution.

College Costs. Since the 1960’s, early 1970’s tuition at public and private colleges has more than doubled as a percent of family income in inflation-adjusted dollars. Costs for elite universities have increased even faster. Even with some assistance, overall costs for higher education are likely twice as high as a percent of family income over the past couple of generations. The impact of the coronavirus may make the disparity worse. Tax revenue in virtually every state has fallen dramatically. To balance future budgets states may need to cut support for higher education.

End of this entry. More next week about the impact on contributions of: (i) technology replacing jobs; (ii) retirement savings shortfall; (iii) electronic “competition” from other religious institutions.

[1] For more analysis of “adoption” and “retention” please download paper I wrote at University of Michigan in 1987 titled “A Nation in Transition.” The paper addressed how differences in attitudes between pre-Boomer and Boomer cohorts could affect how America would view its role internationally. The paper included a comparison of a variety of attitudes. (87 12 08 Nation in Transition) 

[2] Discretionary income is the amount of an individual’s income left for spending after paying taxes and paying for personal necessities, such as food, shelter and clothing. Discretionary income includes money spent or allocated to luxury items, vacations and non-essential good/services, including contributions.

#380: Shopping Centers — Surplus to Stimulating (“We Gotta Get Out…” #3)

03 Sunday May 2020

Posted by Jordan Abel in Affordable Solutions, Common Sense Policies, Education Issues, Innovative Thinking: Ideas and Products, Societal Issues, Uncategorized

≈ Leave a comment

Readers: this blog is set in the future (sometime after the year 2020). Each entry assumes there has been a 5th revolution in the US — the Revenge Revolution. More about the Revenge Revolution, a list of earlier revolutions and the author, Entry #1.

Periodically I write a “sense check” to assess whether in the next few years, a revolution in the US is still possible or whether the entire exercise is based on a statistical aberration — i.e., a roughly 50-year cycle between major upheavals in the US.  Most recent sense check, Entry #365.  

Some of the entries are part of a series.  Several series are available as easy-to-read booklets for download:

  • Working with Lee Iacocca after he left Chrysler, 2019Q3 Iacocca Personal Observations. 
  • GM EV1 — behind-the-scenes events affecting development and introduction of the GM EV1, the first modern electric vehicle. 2020Q1 GM EV-1 Story Behind the Story Booklet
  • Coming technology tsunami and the implications for the US, Tech Tsunami Booklet with Supplement
  • Trump Supporters Brainwashed? A series discussing why Republics have abandoned basic principals, Are Trump Republicans Brainwashed 2020Q1
  • Who took out the Donald?  Who/what groups are most likely to “take out” Trump? Who Took Out the Donald Entries with Update
  • Revenge Revolution — description of what form the revolution might take, 20 01 07 Start of Revolution

Prelude: I’ve concluded Trump is a lunatic and the administration filled with lapdogs save a couple of people at CDC.  Instead of wasting time commenting on actions by Trump, I thought it more productive to begin discussing what happens in the US once the coronavirus is more under control.  #378 began the series. At this point not sure how many entries.  Comments and suggestions welcome.

ENTRY #380: If one believes COVID-19 will trigger some changes in societal behavior, then what behavior might be disrupted permanently after the immediate threat has dissipated? Last week’s entry discussed how the general public likely will demand more affordable or government-provided healthcare coverage.

This week’s entry addresses how shopping patterns might continue to be affected and the implications of major changes. The “stay-at-home” mandates during early months of COVID-19 accelerated the use of on-line shopping.

While some brick-and-mortar stores were able to generate on-line business for delivery or store-side pickup, many shoppers shifted to such on-line stores as Amazon. The shift affected food shopping as well. Even though most grocery stores remained open, many people ordered on line with curbside delivery at the store or home delivery.

The big unknown is whether consumer shopping behavior has been altered permanently. If it has, how will such behavioral change affect attitudes toward participating in such other large-crowd activities as football games, concerts, restaurants, even religious services? If people are satisfied to watch sporting events at home on large-screen TVs, to shop on-line, to have food delivered, to live-stream religious services on the same large-screen TV, then what happens to the physical structures supporting large-crowd activities?

For the businesses/organizations associated with these activities, what happens to the value of the real estate or the value of the franchise, whether the organization is a chain restaurant, retail outlet, or religious institution? (Interesting, the value of a sports franchise may be less affected since much of the value is not based on the number of fans attending an event but the advertising revenue associated with the media broadcast of the event.)

If the value of the real estate falls, then what should be done with the property? Let’s start with the most obvious real estate – shopping centers. As suburbs were developed following WWII, shopping centers became the de facto downtown for the suburbs. Just as the value of real estate in many downtowns declined as shopping centers proliferated, the value of shopping centers has declined as on-line shopping has proliferated.

Without having any hard data, the United States likely has at least two times the number of shopping centers needed. Some of the surplus shopping centers are large-footprint centers with multi-anchor stores and some more neighborhood centers and/or strip malls. Most larger centers also have a number of big-box stores on the periphery, which are also not needed.

What should be done with these surplus shopping centers and big-box stores? Converting the real estate to office space has been an option. However, following the coronavirus the US may end up with too many office buildings as well. As people were forced to work from home, and the implementation of technology was accelerated, many companies began to rethink requirements for (i) office space; (ii) employees on staff. The result of this rethinking is likely to be fewer office buildings and smaller staffs. (For more information about the impact on employment of the implementing more technology, download Tech Tsunami Booklet with Supplement).

If office space is not needed, then what could be done with these shopping centers? Why not address a national need and convert the shopping center to affordable housing? The coronavirus pointed out the irony that many workers deemed “essential” were also lower-paid workers. Converting shopping centers to affordable housing for these workers also would allow them to live closer to public transportation, which usually is available in larger shopping centers.

The shopping centers could be reconfigured to become true neighborhoods. Many shopping centers have large areas devoted to parking that could be converted to playgrounds, small parks, even neighborhood sports fields. Many centers are ringed with restaurants, dry cleaners, drugstores, etc., which could stay in place following redevelopment. With some creative planning, neighborhood schools could be built as part of the conversion. (School nicknames could incorporate the name of the former shopping center – the Carolinaplace Cougars or the SouthPark Sentinels. Just kidding.)

As a centerpiece of the neighborhood, the schools could be designed with classrooms for the traditional “3 R’s” education, as well as classrooms for introduction to sciences and the arts.

Neighborhood schools would reduce the need for and the inconvenience and cost of busing. Neighborhood schools would encourage children to participate in after-hours extra-curricular activities as well as be available, if needed, for remedial classes. Such here-and-now remedial classes would help students keep pace.

The proximity of the school near students’ homes would reduce the need for parents to spend money on expensive babysitting. Building design could include rooms adaptable for adult education and/or neighborhood meetings.

To help address the problem of limited access to healthcare faced by many lower-paid workers, the redeveloped shopping center could include a neighborhood clinic with office hours tied to non-working hours of neighborhood families. Clinics would serve basic needs, including physicals for children and adults and would be linked electronically to larger medical facilities. Such “preventive medicine” would reduce visits to ER.

Next week. More on post-coronavirus impact on societal behavior, including how religious institutions might be affected. Could some churches, synagogues and mosques suffer the same fate as many big-box stores?

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