Seattle Mayor-Elect Bruce Harrell talks administration model and transition workforce as he will get able to take workplace

Mayor-elect Bruce Harrell discusses plans for his administration

Harrell sits down with FOX 13 to discuss politics and his future administration

On January 1st, Seattle will have a new mayor.

“I’m not a micromanager and I try to hire wisely. I know the skills I like, ”said Bruce Harrell, Seattle’s mayor-elect. “What annoys me is the passive aggressiveness. If I’m in a meeting, please let me know if you have a disagreement,” said Harrell.

Although we do not yet know all of the players who will be on his administration team, Harrell has announced a transition team of nearly 150 people.

They are divided into 12 advisory committees with different focus topics.

Harrell’s transition team is more than twice the size of current Mayor Jenny Durkan in 2017.

“I have a unique ability to get the best out of people, to get them to get involved,” said Harrell.

Harrell says accountability is also an issue.

“If we look at our four-year agenda and you tell me what you want to see, you will hold me accountable,” said Harrell.

The transition team will help set the agenda for his first term, but Harrell’s top priority right now.

“Our top priority is public safety,” said Harrell.

He admits he doesn’t recognize many parts of Seattle because of the crime.

“It’s gotten terrible. I spoke to the governor yesterday who said, even along your highways, Governor, all the graffiti and even the camps you see, this is not the Seattle I grew up in,” said Harrell.

He advocated the opposite of police defunding, but Harrell is on the verge of inheriting a 2022 budget that could provide for further cuts of $ 10 million for the Seattle police force.

“We are now working with the council so that they listen to the voters. The voters say we do not want violence and racism in the police force, but we want a police force that is financed, we want more officials,” said Harrell.

Harrell said Thursday that councilors will be judged on the budget now in years.

There will also be plenty of opportunities for Harrell to be judged as he takes rule to run one of America’s greatest cities in some of the most difficult times in modern history.

Harrell says his other priorities after public safety are housing, affordability, and homelessness.

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Finest free on-line Cash Administration instruments

Money Management bezieht sich darauf, wie eine Person ihre Einnahmen und Ausgaben verwaltet, um den Geldfluss zu verfolgen. Es gibt einige Kostenlose persönliche Finanzsoftware und Online-Tools, die den Prozess der Geldverwaltung vereinfachen. Dieser Artikel listet einige der besten kostenlosen Online-Geldmanagement-Tools oder -Websites auf. Mit diesen kostenlosen Tools können Sie Ihre täglichen Ausgaben im Auge behalten. Einige dieser Tools bieten auch einen detaillierten grafischen Bericht über Ihre Einnahmen und Ausgaben.

Die besten kostenlosen Online-Geldmanagement-Tools

Wir haben die folgenden kostenlosen Online-Geldmanagement-Tools oder Websites:

  1. Geldliebhaber
  2. BudgetTracker
  3. Budgetpuls
  4. Gutes Budget
  5. BirneBudget

Sehen wir uns die Funktionen all dieser kostenlosen Tools an.

1]Geldliebhaber

Money Lover ist ein einfaches Online-Geldverwaltungstool, mit dem Sie Ihre Einnahmen und Ausgaben aufzeichnen können. Mit der kostenlosen Version dieses Tools können Sie Ihrem Konto nur eine Wallet hinzufügen. Wenn Sie mehrere Wallets hinzufügen möchten, müssen Sie deren Premium-Version erwerben. Wenn Sie sich zum ersten Mal auf der Website registrieren, müssen Sie Ihr Wallet benennen, die Währung Ihres Landes auswählen und das anfängliche Guthaben auf das Wallet hinzufügen. Sie können diese Optionen auch später im Meine Brieftaschen Sektion.

Money Lover hat eine einfache und leicht verständliche Benutzeroberfläche. Klicken Sie auf die Transaktion hinzufügen Knopf auf dem Transaktionen Seite. Wählen Sie anschließend eine Kategorie für Ihre Ausgaben aus und geben Sie den Betrag ein, den Sie ausgegeben haben. Sie können Transaktionen für das aktuelle, vorherige und kommende Datum hinzufügen. Sie können jeder Transaktion auch eine Notiz hinzufügen. In dem Mehr Details Abschnitt können Sie Ihrer Transaktion einen Ort, eine Veranstaltung usw. hinzufügen. Die Zukunft Registerkarte listet alle anstehenden Transaktionen auf.

Einige Funktionen von Money Lover

Lassen Sie uns einige der Funktionen von Money Lover erkunden:

  1. Transaktion suchen: Mit dieser Funktion können Sie nach einer bestimmten Transaktion suchen. Sie können auch Filter anwenden, um relevantere Suchergebnisse zu erhalten.
  2. Sie können Bilder Ihrer Rechnungen und anderer Transaktionen hochladen. Die Bilder sollten im JPG-, JPEG-, PNG- und GIF-Format vorliegen und weniger als 2 MB groß sein.
  3. Prüfbericht: Hier können Sie die grafische Darstellung Ihrer Einnahmen und Ausgaben für den aktuellen Monat, letzten Monat, letztes Jahr, benutzerdefinierten Datumsbereich usw. anzeigen. Die grafischen Daten werden im Torten- und Balkendiagrammformat angezeigt.

Um dieses kostenlose Tool zu verwenden, müssen Sie besuchen moneylover.me.

2]BudgetTracker

BudgetTracker Online-Geldmanager

BudgetTracker ist ein weiteres Tool, mit dem Sie Ihre Einnahmen und Ausgaben online verwalten können. Es ist sowohl in der kostenlosen als auch in der kostenpflichtigen Version verfügbar. In der kostenlosen Version können Sie bis zu 10 Bankkonten hinzufügen. Standardmäßig werden alle Daten in US-Dollar angezeigt. Sie können diese Währung in den Einstellungen ändern. Die Neues Währungssymbol Mit dieser Option können Sie die Währung Ihres Landes hinzufügen, wenn sie nicht in der Liste verfügbar ist.

Zunächst müssen Sie Ihr Bankkonto hinzufügen. Gehen Sie dazu auf „Meine Konten > Neues Konto“ und füllen Sie die erforderlichen Felder aus. Nachdem Sie Ihr Bankkonto hinzugefügt haben, können Sie BudgetTracker verschiedene Transaktionen hinzufügen. Für jede Transaktion können Sie eine bestimmte Kategorie auswählen. Sie können auch eine neue Kategorie hinzufügen, wenn die gewünschte Kategorie in der Liste nicht verfügbar ist. Aber die kostenlose Version ist auf nur 15 Kategorien beschränkt. Wenn Sie mehr als 15 Kategorien hinzufügen möchten, müssen Sie Ihre Mitgliedschaft aktualisieren.

Einige Funktionen von BudgetTracker

BudgetTracker bietet in seinem kostenlosen Plan eine Reihe guter Funktionen. Einige dieser Funktionen werden wir hier auflisten.

  1. Meine Rechnungen: Hier können Sie überfällige und anstehende Rechnungen hinzufügen. Alle Rechnungen, die Sie hinzufügen, sind im Rechnungsliste. Im kostenlosen Plan können Sie bis zu 10 Rechnungen hinzufügen.
  2. Einkommen hinzufügen: Diese Funktion ist für diejenigen von Vorteil, die mehr als eine Einkommensquelle haben. Mit der kostenlosen Version dieses Tools können Sie bis zu 10 Einnahmequellen hinzufügen.
  3. Mein Budget: Wenn Sie Budgetpläne haben, können Sie diese hier hinzufügen.
  4. Budgetierung für Kinder: Es ist eine erweiterte Funktion, mit der Sie die Budgetpläne Ihres Kindes hinzufügen können. In der kostenlosen Version können Sie Ihrem Konto jedoch nur ein Kind hinzufügen.
  5. Startseite Inventar: BudgetTracker wird mit einem kostenlosen Inventarverwaltungstool geliefert. Sie können den Abschnitt Haushaltsinventar verwenden, um die Details Ihrer Haushaltsgegenstände hinzuzufügen.

In dem Berichterstattung Abschnitt können Sie Ihren Budgetbericht, Ihre Erfolgsrechnung, Ihre Spesenabrechnung, Ihre Bilanz usw. anzeigen. In der kostenlosen Version können Sie die Berichtszusammenfassung und die grafische Darstellung Ihrer Einnahmen und Ausgaben nicht ausdrucken.

Besuch budgettracker.com um dieses kostenlose Money-Management-Tool zu verwenden.

3]Budgetpuls

Budgetpulse Online-Geldmanager-Tool

Budgetpulse ist ein weiteres kostenloses Online-Geldmanagement-Tool. US-Dollar ist die Standardwährung in diesem Tool. Sie können die Standardwährung in Ihren Profileinstellungen ändern. Zu Beginn müssen Sie Ihr Bankkonto zum Budgetpulse hinzufügen. Gehen Sie dazu zu Armaturenbrett und klicke dann auf Konto hinzufügen Taste. Ebenso können Sie Ihrem Konto Ihre Kreditkarten, Vermögenswerte und Verbindlichkeiten hinzufügen.

Einige Funktionen von Budgetpulse

Schauen wir uns einige Funktionen von Budgetpulse an:

  1. Sie können Ihrem Konto vergangene, aktuelle und bevorstehende Transaktionen hinzufügen. Abgesehen davon können Sie jede Transaktion auch wiederholen. Diese Option ist nützlich, wenn Sie jeden Monat den gleichen Betrag wie die Hausmiete zahlen müssen.
  2. Sie können auch eine bestimmte Transaktion aufteilen und einer Notiz hinzufügen.
  3. In dem Budget Abschnitt können Sie Ihre Budgetpläne verwalten.
  4. Mit Budgetpulse können Sie mehr als ein Bankkonto hinzufügen.
  5. Export- und Importoptionen sind auch in Budgetpulse verfügbar. OFX, QFX, QIF und CSV sind die unterstützten Dateiformate zum Importieren von Daten. Um diese Optionen zu verwenden, klicken Sie auf das Werkzeuge Tab.

Die Diagramme Registerkarte zeigt einen detaillierten Bericht über Ihre Einnahmen, Ausgaben, einen Vergleich zwischen Ihren Einnahmen und Ausgaben, Ihr Vermögen und eine Kontozusammenfassung. Die Als PDF exportieren Option ist in der Diagramme Tab, aber bei mir hat es nicht funktioniert.

Besuch budgetpulse.com um Ihre Einnahmen und Ausgaben im Blick zu behalten.

Lesen: Manager ist eine kostenlose Finanzsoftware für kleine Unternehmen.

4]Gutes Budget

Goodbudget Money-Management-Website

Mit Goodbudget können Sie in der kostenlosen Version nur ein Bankkonto hinzufügen. Es gibt keine Option zum Hinzufügen von Währungen. Es zeigt Ihre Einnahmen und Ausgaben nur in numerischen Werten ohne Währungssymbol an. Sie können in Goodbudget vier verschiedene Arten von Transaktionen hinzufügen, nämlich:

  1. Aufwand/Gutschrift
  2. Überweisung
  3. Einkommen
  4. Schuldentransaktion

In Goodbudget können Sie Ihr Monatsbudget für verschiedene Kategorien planen, indem Sie Umschläge hinzufügen. In der kostenlosen Version können Sie bis zu 10 normale Umschläge und 10 weitere Umschläge hinzufügen. Die Mehr Umschläge ist ein erweiterter Bereich, in dem Sie Ihr Budget alle 2 Monate, 3 Monate, 6 Monate, jährlich usw. hinzufügen können.

So verwenden Sie Goodbudget

Sehen wir uns den Prozess der Erstellung eines Budgetplans in Goodbudget an.

  1. Zunächst müssen Sie Ihr Bankkonto hinzufügen. Klicken Sie dazu auf das Konten Tab und dann klick Hinzufügen/Bearbeiten Taste. Fügen Sie nun Ihren Bankkontonamen und Ihren aktuellen Kontostand hinzu.
  2. Jetzt müssen Sie einige Umschläge erstellen. Gehen Sie dazu zu Heim und klicke dann auf Umschläge Tab. Klicken Sie nun auf das Hinzufügen/Bearbeiten , um neue Hüllkurven hinzuzufügen und die bestehenden zu bearbeiten. Klicken Sie auf die Hinzufügen , um einen neuen Umschlag zu erstellen. Geben Sie anschließend den Gesamtbetrag ein, den Sie diesem Umschlag zuweisen möchten. Wenn Sie fertig sind, klicken Sie auf Änderungen speichern.
  3. Nachdem Sie alle Umschläge erstellt haben, müssen Sie diese mit dem von Ihnen zugewiesenen Betrag füllen. Gehe zu Home und klicke dann auf Umschläge füllen. In dem Füllen von können Sie Ihr Budget unter dem Nicht zugewiesen Tab. In dem Füllen Sie Ihren Umschlag Geben Sie den Betrag für jeden Umschlag ein, der dem Betrag entspricht, der diesem bestimmten Umschlag zugewiesen ist. Wenn Sie fertig sind, klicken Sie auf Speichern.
  4. Jetzt können Sie Transaktionen hinzufügen. Gehen Sie dazu zu Home und klicken Sie dann auf Transaktion hinzufügen. Füllen Sie alle Details aus und klicken Sie auf Speichern.

In dem Berichte Im Abschnitt können Sie 8 verschiedene Arten von Berichten anzeigen, darunter Ausgaben nach Umschlag, Ausgaben nach Zahlungsempfänger, Einkommen vs. Ausgaben, Schuldenfortschritt, Budgetzuweisung usw.

Sie können Bankkontotransaktionen in Ihr Godbudget-Konto importieren. QFX, OFX und CSV sind die unterstützten Dateiformate zum Hochladen von Bankkontotransaktionen. Darüber hinaus können Sie mit dem Tool Ihre Transaktionsdaten auch im CSV-Format exportieren.

Besuch goodbudget.com um dieses kostenlose Online-Tool zu nutzen.

5]BirneBudget

Pearbudget Online-Geldmanagement-Website

PearBudget ist ein einfaches Money-Management-Tool mit einigen Funktionen. Hier können Sie Ihre Einnahmen und Ausgaben hinzufügen und Ihre Budgets planen. Standardmäßig wird keine Währung angezeigt. Sie können die Währung Ihres Landes in Ihren Kontoeinstellungen hinzufügen.

Klicken Sie auf die Geben Sie Ihre Quittungen ein Abschnitt, um Ihr Einkommen und Ihre Transaktionen für einen bestimmten Monat einzugeben. Für jede Transaktion müssen Sie einen Kategorienamen hinzufügen. Sie können jeden Kategorienamen wie folgt markieren:

  1. Monatlich (Saldo wird nicht jeden Monat übertragen)
  2. Unregelmäßig (Saldo wird jeden Monat übertragen)
  3. Einkommen

Sie können auch mehrere Tags für jede Kategorie erstellen.

Sie können Ihr Budget auch kategorieweise planen. Wenn Ihre Ausgaben für eine bestimmte Kategorie das festgelegte Budget überschreiten, wird dies rot markiert. Die Überprüfen Sie Ihre Ausgaben Abschnitt enthält einen detaillierten Bericht über Ihre Einnahmen und Ausgaben. Klicken Sie auf die Jahresrückblick Registerkarte unter diesem Abschnitt, um Ihren Einkommens- und Ausgabenbericht für einen bestimmten Monat anzuzeigen.

Die Drucken Prüfbericht Option ist auch in PearBudget verfügbar.

Besuch Birnenbudget.com um Ihr Geld online zu verwalten.

Lesen: TakeStock 2 ist eine kostenlose Personal Investment Management Software.

Wie kann ich mein Geld online verfolgen?

Sie können jede Online-Geldverwaltungswebsite verwenden, um den Überblick über Ihr Geld zu behalten. Wir haben in diesem Artikel einige der kostenlosen Online-Geldverwaltungstools erwähnt. Sie können sich auf jeder dieser Websites registrieren und Ihre Ausgaben und Einnahmen kostenlos verwalten.

Welche App ist die beste für die täglichen Ausgaben?

Wenn du suchst, findest du viele kostenlose persönliche Finanz- und Budgetierungs-Apps im Windows Store. Diese Apps bieten eine detaillierte Analyse Ihrer monatlichen Einnahmen und Ausgaben in numerischer und grafischer Form. Durch die Analyse Ihrer monatlichen Berichte können Sie Ihr Budget besser planen.

Das ist es.

Lesen Sie als nächstes: Kostenlose persönliche Finanz- und Unternehmensbuchhaltungssoftware für Windows.

Money Lover Online-Geldverwaltungstool

Inheriting my father’s administration model: Saha Group chairman’s story (22)

Boonsithi Chokwatana is chairman of the Saha Group, Thailand’s leading consumer goods company. This is part 22 of a 30-part series.

After my father’s funeral and memorial service, we had to discuss how to lead the group.

An old friend of my father’s, Prasit Kanchanawa, a former House Speaker, attended the family meeting and took on the role of traffic manager (my father must have asked him to take care of the group in case anything happened to him).

It was decided that the head of Saha Pathanapibul, the core of the group that formed joint ventures with Lion and other joint ventures, would move from Boonchai, the fifth son, to Boon-Ek, the eldest son. The head of the holding, Saha Pathana Inter-Holding (SPI), was switched from me, the third son, to Boonpakorn, the second son.

It was decided that I would follow in my father’s footsteps as the leader of the entire group. I was 54.

Before his death, my father did not explicitly name his successor. Nevertheless, he had told his fellow human beings that he “wanted to hand things over to Boonsithi one by one”.

In contrast to me, all of my siblings completed their university education abroad. As the only old-style middle school graduate, I had worked with my father for almost 40 years. I was proud to say that I knew the group inside out.

There was no resistance at the family meeting, but we had to be considerate of older family members. Prasit thought it best to leave two of the three core businesses, including ICC International, to my older brothers. There was no conflict within the family or group, and from the outside it must have looked like friendly succession.

I am often asked about this, but there is no company called the Saha Group and there is no legal basis for my position as “Chairman”. As the founder of the company, my father was involved in all aspects of management and never held the title of CEO or President.

Of course, I felt a certain amount of pressure. I could no longer ask my father for consent or advice.

In 1991 the group already comprised almost 190 companies, and I had to secure the livelihood of 10,000 employees. People inside and outside the company watched Saha change. If we made wrong decisions, not only would we lose people’s trust, but our company could fall apart.

I thought to myself, “I’m not going to change the way my father did things.”

I didn’t want the power of a chairman, and I didn’t want to change the decentralized style of leadership that relies on growth through division. Personally, I don’t like being told how to hold my chopsticks, and I had no intention of telling others how to do it.

So the main idea was to just keep working like we’ve always done.

The mechanisms were already in place. My father, the founder of the company, and I, the president of SPI, received monthly reports from the group companies. Then, as a group leader, I would look through the reports, get a feel for the profits and losses and the problems of the individual companies, and provide support when I thought it was necessary. I also continued the Thursday lunches my father had hosted for family and officers as a forum for informal discussion.

One of the reasons I didn’t see the need to change anything was that Thailand was booming in the early 1990s. The economy grew by almost 10% a year. With the appreciation of the yen after the Plaza Agreement of 1985, Japanese manufacturers accelerated their overseas expansion. Many of them came to Thailand. Saha just had to keep growing his business.

Later referred to as “Detroit of Asia”, Thailand became a center of the auto industry, especially for Japanese manufacturers. This was around the time we got into the auto parts industry.

We set up a joint venture with Seiren, a Japanese textile manufacturer, who contacted us about manufacturing seat fabrics in Thailand. We started with Molten, who we had already worked with to make footballs and basketballs, to make new rubber parts.

Everything seemed to be going smoothly. However, both the Thai economy and Saha faced unprecedented challenges in the late 1990s.

This column is part of The Nikkeis “My Personal History” (“Watashi no Rirekisho”) series of autobiographies. The series first appeared in The Nikkei in 1956. Since then, a multitude of people changing the world have written or dictated their life stories for publication.

How one founder goals to earn a living administration a multiplayer recreation – TechCrunch

Aditi Shekar’s journey to entrepreneurship was very conscious, and while it wasn’t a childhood dream, it was the real version of the goals she had as a child. Fast forward to today, and Aditi’s company Zeta is on a rocket ship in the fintech space after recently jumping from a couples money management and virtual advisor app to a true financial solutions provider built from the ground up with shared financial management in mind became .

On this week’s episode of Found, TechCrunch’s Managing Editor Jordan Crook and I sit down with Aditi to talk about where she got her endless drive and determination from, and why she loves financial management (I try to get her zeal to let up on me, tb). We also go into why Zeta makes so much sense in the context of an area of ​​legacy financial solutions that generally fails to acknowledge that the way we manage and think money is different, especially when it comes to the dynamics between people , has changed significantly over the past few decades.

Aditi is definitely not afraid to get real what it takes to be an entrepreneur and embrace a vision that you truly believe in. And as always, Jordan and I feel deeply inadequate and ashamed of our life choices – but in a fun way.

We loved our time chatting with Aditi and hope you love hearing the episode. And of course we look forward to a subscription Found on Apple Podcasts, on Spotify, on Google Podcasts or in your podcast app of your choice. Please leave us a review and let us know what you think or send us direct feedback either on Twitter or by email to found@techcrunch.com. And please visit us again next week for our next featured founder.

Group fascinated with cash administration post-pandemic | WTAJ

(WTAJ) – To save money or to spend it? That’s the age-old question, and it will change when people get back out there after the pandemic.

It seems that this pandemic has opened many people’s eyes and given them the time to learn how to not only save their money but also invest it.

“I don’t spend that much anymore because I’m actually thinking about what I’m buying and thinking about whether I really need it,” said Amanda Partener, a Bellwood resident.

Partener is just a person changing the way they manage their money.

“I just started saving it up because I wasn’t spending that much,” said Jessica Worley.

And along with saving for short-term goals …

“That way I have money when I have to pay off my loans and when I finally get my own apartment all my bills,” said Partener.

Some even think further into their future.

“We’re already thinking about retirement, we’re saving for the long term,” said Tyrone resident Michael Rhodes.

The Brookville woman’s quick response after a motorcycle accident has proven to be life-saving

“It is never too early to start saving and investing, and it is critical that we not only work to achieve these goals, but also protect the assets we have,” said Katrina Boyer, coordinator for Pennsylvania Department of Banking and Securities Investor Education.

Boyer said you can get a stronger return by taking the hidden supply of cash under your pillow and investing it instead, but she adds that you still want to save some of it for those rainy days.

“We want to make sure we have these savings so we can protect our investments and still cover these emergencies without going into debt,” Boyer said.

And an early start can lead to early rewards, as was the case with a Bedford County resident who shares the key to his success.

“Once you can start thinking about getting the most out of when your employer has a match on your 401k, make sure you have all of the matches and then start investing and try to get to the point where you are 10 % Of your salary deposit your 401k and you can retire early like we did, ”said Barry Kriebel, a Saxton resident.

Before you invest your money, don’t forget to learn how. The Pennsylvania Department of Banking and Securities has presentations to help educate the community on the fundamentals of investing.

Log In for the WTAJ newsletter for the latest local news, weather, and community events that matter to you.

Lordstown Motors new administration says it could search cash from GM

In a reversal, Lordstown Motors’ new management said the company was not that bad after all, with enough confirmed pre-orders for its electric pickup to start production this fall with enough money to go through early next year.

The sunnier outlook comes days after the company stated in a government filing that it did not have enough funds to start commercial production and has a “going concern,” a legal phrase that suggests it does may not make it.

The startup then ousted its CEO and founder Steve Burns and CFO Julio Rodriguez on Monday. An inside report Tuesday interviewed 17 people who had worked with Burns. Some portrayed him as a visionary entrepreneur and others as a salesman who bent rules and didn’t keep promises.

But during an Automotive Press Association webinar on Tuesday heard by more than 240 reporters, Lordstown Motors’ new CEO and Independent Director Angela Strand said it was “a new day at Lordstown Motors and there will be no disruption to day-to-day operations . “

Lordstown Motors’ president, Rich Schmidt, who runs day-to-day operations, said the automaker was ready to begin building the endurance pickup in September. Around 15,000 pickups will be built by May 2022.

“We currently have enough funds to get us through the fourth quarter by May 2022,” said Schmidt. He said the company had $ 400 million “in the bank”.

But to grow it will need more funding and ask General Motors, an early investor in Lordstown Motors, for additional capital, Schmidt said.

GM is ready to listen

Lordstown Motors bought its northeast Ohio plant and equipment from GM in 2019 after GM closed the former Lordstown assembly plant.

“We have a good working relationship with GM,” said Schmidt. “We’ll talk to our original investors first, but that’s not our only option. We’ll raise the funds because we need money after May.”

GM owns approximately 5% of Lordstown Motors or approximately 7.5 million Class A common shares in exchange for an equity value of $ 75 million in the company.

GM’s equity stake primarily reflects the selling price of the plant, equipment and the value of the in-kind contributions GM has provided to help Lordstown Motors complete the purchase and bring it to market.

Despite all of Lordstown Motors’ recent troubles, GM has kept its stake, including a $ 125 million loss in the first quarter and an ongoing investigation by the Securities and Exchange Commission into research firm Hindenburg that labeled Lordstown’s vehicle pre-order claim as largely fictitious. Raise capital and give legitimacy. “

When asked if GM would be willing to invest more capital in the startup, GM spokesman Jim Cain said: “We are happy with our current relationship with Lordstown Motors and have no plans to change it, but we are ready to move on Suggestions to hear the sense of bot. “

GM facilities

Schmidt has been with Lordstown Motors since November 2019, around the time the company bought GM’s 6.2 million square meter factory.

Schmidt, an automotive veteran who has worked at Toyota, Nissan, Hyundai, Volkswagen, JD Power, and Tesla Motors, said Lordstown Motors is now actively raising money but did not provide details.

The interior of the Lordstown Motors plant in Lordstown, Ohio.  It will be converted in order to build the fully electric endurance pickup from 2021.

In November 2019, Lordstown Motors commissioned Cleveland investment bank Brown Gibbons Lang & Co. to raise $ 450 million to convert the plant.

By May 2022, Schmidt expects Lordstown Motors to have $ 25 to 50 million in cash. He said he was confident that once endurance production begins later this year, investors will see that the company “has great growth opportunities”.

On the one hand, the start-up costs were reduced by the fact that many of the former GM devices could be used in the factory, said Schmidt.

  • GM’s body shop used to manufacture the Chevrolet Cruze small car is suitable for Endurance. A new body shop would have cost $ 500 million.
  • GM’s paint shop only needed $ 14 million to convert, and it would cost $ 300 million to build a new paint shop.
  • GM built a new assembly line in 2016, a new assembly line would have cost $ 5.5 million.

Schmidt said the company has contracts with suppliers that set different costs for raw materials, although some materials like steel have increased in price. Most of the Endurance is made of aluminum, but the company has increased the starting price of the Endurance by $ 2,500 to $ 55,000.

Endurance Alpha, Lordstown Motors' first running version of the electric light pickup truck outside of the company's Detroit Engineering Center.

The Lordstown Motors plant is largely complete, said Schmidt. The automaker will start programming its paint shop this week and will build the line for installing the hub motors in July. The Endurance is powered by four motors in the hub of each wheel.

Some investors criticized the durability of the hub motors and urged Lordstown Motors to abandon the idea, but chief engineer Darren Post, who worked for GM for three decades, said, “We’re sticking with the hub motors. They are long-lasting and they are and are powerful.”

A union shop?

But the company has changed when it comes to unionizing the workforce.

About this time last year Burns told the Free Press that the work employ 4,000 to 5,000 people one day, as the case may be on request for the endurance. At the time, Burns said he would allow the UAW to organize if workers opted to unionize.

The jobs are reported to cost about $ 17 an hour, a few dollars less than what a new line worker at the Detroit Three pays per hour in the UAW’s current contract. Burns did not want to confirm a salary figure at the time.

According to Schmidt, Lordstown Motors currently employs 600 people, 130 of whom work at its development center in Farmington Hills and a few dozen in California.

When asked if Schmidt and Strand, as Burns said, were open to a union organizing campaign, Schmidt said: “We have no position on it. That is more of a question for our employees.”

He said the team is creating a culture where employees “feel like family” and the company is currently offering free breakfast and lunch. The employees also participate in the company’s success.

Schmidt said the company executives had an “unofficial off-site meeting” with the UAW “just to go over the process,” but there were no other active discussions.

In response to Schmidt’s comments, UAW Vice President Cindy Estrada, director of the UAW Organizing Division, said, “We agree with President Biden that we can build better. Building better means we can protect the environment while providing well-paid union jobs. We are disappointed that the company appears to be more interested in non-union than in working with the UAW and other stakeholders to make the company successful. “

But Schmidt said employee morale was good despite the management restructuring, poor first quarter, and other issues.

More:Fully electric pickup catches fire in Michigan – and experts warn it could happen again

More:Lordstown Motors, accused of falsifying electric vehicle orders, is facing an SEC investigation, reports said

“We’re on the same path that the former CEO suggested … the same schedule, the same marketing plan … we just have to go a little faster and make decisions a little smoother,” said Schmidt.

More:UAW stands ready to fight GM to unionize 2 new battery plants

More:Lordstown Motors, a GM investment, announces CEO and CFO resignation in major restructuring

Contact Jamie L. LaReau at 313-222-2149 or jlareau@freepress.com. Follow her on Twitter @jlareauan. Read more on General Motors and sign up for ours Auto newsletter. Become a subscriber.

Marlington board wants higher cash administration

About the editor:

I saw Marlington’s BOE meeting on May 20th and what I heard was unacceptable. This board majority has the courage to spend more than a year on the old elementary school buildings, hire additional staff that is not needed, buy additional furniture, etc., and at no point have I heard of them saving any money.

They’re looking for sofa money just so they can spend it on something. The superintendent says he and the board are looking for ways to cut costs every day, but I haven’t heard any.

When I heard the “unconfident” talk of introducing a property tax on the ballot, I knew they weren’t so sure whether the voters they believe would support would be adopting this upcoming tax in November or May 2022 Mr Hagan knows this as he has said the majority should possibly consider a smaller millage in order for something to bypass the voters.

What I’ve heard that really puzzles me is that the Stark County’s accountant has to determine the property values ​​in the district, including the NEXUS pipeline that defines the millage that majority agency will be asking about. If a levy would pass and NEXUS

If the levy fell and NEXUS wins its case, the community would increase our taxes to make up the difference. How can this board majority sit there and make such bad decisions? Do you, the board of directors, not understand or do you not care that there will be people in this community who will be seriously injured by your increase in property tax?

Mr Hagan has said that he will also wait until May 2022 so that a tax campaign can be carried out to try to convince the need to pass the property tax tax. Again, not so confident with voters saying goodbye.

Speaking of bad decisions, I want to remind this board of the possibility of losing all three of the assets on the Consumer Bank eight year loan. If you miss a payment, the district will lose all three buildings as we no longer own them. The district really needs to know that this Marlington majority has not served the district at all, has put the district into lower deficit spending, and must go.

These members have put Marlington in a very bad position. Who wants higher property taxes?

– Darrell Gammon, Lexington Ward

EDITOR’S NOTE: This letter was submitted before Danielle J. Stevens announced her resignation from the Marlington Local School Board.

Suga’s top-down administration fashion beneath scrutiny after collection of speedy coverage shifts

While Prime Minister Yoshihide Suga calls for a faster introduction of vaccines for a nation that is catching up with much of the developed world, his top-down leadership style is being scrutinized after weeks of quick decisions that bypassed even members of his own cabinet.

Within a month, Suga quickly set ambitious vaccine targets. Opening of mass vaccination sites carried out by the self-defense forces who complete all vaccinations for people aged 65 and over by the end of July and The goal is 1 million doses per day. Annoyed by a surprisingly slow rollout, the prime minister turned to a commanding style that he refined during his nearly eight years as chief cabinet secretary in an attempt to find a more ambitious way forward.

“I think vaccines are the key to protecting every life,” Suga said on May 14.

However, this top-down approach of delivering results quickly could backfire and undermine the government’s traditional chain of command.

In fact, the government’s armament may already be cracked: when Suga decided to put three prefectures – Hiroshima, Okayama, and Hokkaido – under quasi-emergency viral measures instead of a full state of emergency in mid-May, it was him forced to withdraw due to strong objections from experts in a government body.

More than eight months after taking office, the Suga government continues to grapple with how to resolve disagreements between officials and present a unified front to the public. As chief cabinet secretary, Suga has been recognized for his exceptional ability to coordinate with various government agencies and bureaucrats. The lack of a Suga-like figure in his own cabinet has been lamented by some, including Suga’s old boss Shinzo Abe, who noted that there is no Suga in the Suga administration.

“Someone who is responsible for the coordination within the administration becomes a bulwark against the high-ranking ruler. So it is okay to have discussions or hesitation about political decisions between them,” said Takashi Ryuzaki, former political reporter and political scientist professor at Ryutsu Keizai University.

“However, when a prime minister tries to coordinate himself and his decisions are incoherent, questions about his determination arise, as is the case now. … I have the impression that Suga can only be satisfied when he has to make decisions about everything. “

Suga showed his appetite for control with recent measures taken to respond to the health crisis by issuing orders directly to cabinet ministers.

Earlier this year, he hired Taro Kono as minister in charge of introducing the vaccine and Minoru Kihara, a special adviser to the prime minister, to oversee border control operations. The changes came despite two ministers – Health Minister Norihisa Tamura and Economic Revitalization Minister Yasutoshi Nishimura – already tasked with handling the government’s coronavirus response.

Prime Minister Yoshihide Suga speaks to reporters with Defense Minister Nobuo Kishi (left) at a major vaccination center in Tokyo on Monday. | POOL / VIA KYODO

He later switched on other cabinet ministers. On April 27, Suga ordered Defense Minister Nobuo Kishi to accelerate plans to open mass vaccination centers for the Self-Defense Forces in Osaka and Tokyo as both metropolitan areas were hit by a fourth wave of infections. These instructions bypassed Chief Cabinet Secretary Katsunobu Kato, Nishimura, Tamura and Kono.

Until then, the municipalities were solely responsible for carrying out vaccinations according to the Ministry of Health’s timetable. Frustrated by the slow progress hampered by bureaucratic bureaucracy, the Prime Minister’s office continued the plan to mobilize SDF doctors and nurses to vaccinate up to 10,000 people a day in Tokyo and 5,000 a day in Osaka.

Other decisions followed a similar path.

During a press conference on April 23, the Prime Minister outlined his plan to have vaccines for every 36 million people aged 65 and over by the end of July. On May 7th, he also introduced a target of 1 million doses a day to meet the July target. Much like the plan for mass vaccination sites, Suga issued direct orders to Minister Ryota Takeda to have his Department of Home Affairs and Communications assist municipalities in ensuring a smooth vaccination program.

The prime minister’s top-down decision-making process has been an essential feature of the administration. With a view to speed, Suga used similar tactics in terms of carbon neutrality, cell phone bills, and digitization.

Rather than giving instructions to his chief cabinet secretary, who usually acts as the prime minister’s ambassador, Suga has shown a willingness to bypass Kato and deal directly with ministers. He often calls them to the Prime Minister’s office for updates and, if necessary, reprimanding them in order to speed up the project they are working on.

Ryuzaki of Ryutsu Keizai University noted that while Chief Cabinet Secretary Suga acted as an intermediary between Abe and other ministers and bureaucrats, he was frequently asked to make decisions on behalf of the Prime Minister. Suga has apparently not outgrown this position as he “does the same thing as the chief cabinet secretary,” said Ryuzaki.

“The prime minister has different issues to deal with, so there is a limit to what a person can do,” he said. “The Prime Minister makes the final decision based on the premise that there is someone in charge of broad coordination, as Mr Suga used to be. In other words, no prime minister can make all the decisions alone.

When Abe was prime minister, he consulted with a narrow circle of elite bureaucrats. He controlled the bureaucracy through Suga and Kazuhiro Sugita, the deputy head of cabinet, in order to carry out his political decisions.

Together, they employed a top-down style of leadership that expanded the decision-making authority of the Prime Minister’s office rather than letting the bureaucrats take responsibility for their own departments. Suga has earned a reputation among bureaucrats for not being ready to listen to opposing views and not hesitating to dismount them if they persistently disagree with his policies.

Sugita, who still serves as assistant cabinet secretary, reportedly orchestrated the mass vaccination plan with the help of the Self-Defense Forces. In his role, Sugita is supposed to support the chief cabinet secretary and manage bureaucrats as their head of administration. Despite his successful push for the mass vaccination sites, he appears to be less involved in making coronavirus policy decisions compared to his time under Abe. Instead, Suga often consults directly with advisor Hiroto Izumi and three senior officials from the Ministry of Health.

In terms of coordination within the administration, someone like Sugita could temporarily help with crisis management, but it would be difficult for someone in his position to do so continuously, said Izuru Makihara, a professor of Japanese politics at the University of Tokyo.

“I believe there has to be someone who can govern all ministers involved in the coronavirus response in the long term,” Makihara said.

Prime Minister Yoshihide Suga attends a Cabinet meeting with Chief Cabinet Secretary Katsunobu Kato (left) on May 14 KYODO

There are signs that the lack of a reliable coordinator and Suga’s leadership style may not be tenable.

On May 14, the government asked experts in a government body for approval to take emergency countermeasures against several prefectures, including Okayama and Hiroshima, and not to grant Hokkaido a state of emergency. Apparently concerned about the economic impact of a total state of emergency, Suga urged a targeted approach to stem an increasing wave of infections in these areas.

The experts, who by then had reliably approved government decisions, rebelled against Suga’s assessment: Both infectious disease specialists and economists questioned the government’s plan to keep these regions out of a state of emergency – especially Hokkaido, which has a record of 712 new cases reported the day before.

Nishimura surrendered, left in the middle of the panel and rushed to the prime minister’s office. Nishimura then conferred with Suga, Health Minister Tamura and Kato after a cabinet meeting.

In an unprecedented move, Suga went back to his decision and decided to enforce the emergency. The government gave in because almost everyone on the panel felt the strictest option was necessary, according to a senior administrator familiar with the development.

The opposition camp took the opportunity to criticize Suga’s flip-flop.

Jun Azumi, the head of the Constitutional Democratic Party on Food, reprimanded Suga, claiming the incident broke public confidence in the government’s ability to govern itself.

The turnaround exposed the government’s inadequate coordination, Ryuzaki said.

Normally, Nishimura would have “called Kato asking for Suga’s decision, which is the role of chief cabinet secretary,” said Ryuzaki. “But Nishimura rushed to the prime minister’s office knowing that talking to Kato would be meaningless and would have to ask Suga’s decision.” directly to contain the situation. “

“Nishimura should rightly have known what the experts would propose (the day before the panel discussion) and advise the prime minister, if not the chief cabinet secretary,” he said. “But he knows the Prime Minister would tell him, ‘It’s your job to convince the experts.’ … Since Suga adopts such a style, the current environment would not have allowed Nishimura to give the Prime Minister his opinion beforehand. “

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Hearth cash: how Indigenous land administration is remodeling Arnhem Land | Indigenous Australians

The rains have finished in Arnhem Land. The humid, tropical air is cooling and the prevailing wind has swung to the north-east.

In the Kunwinjku calendar of western Arnhem Land, it is almost Yekke, the transition from the wet to dry season, a pleasant time after months of torrential rain in a good year, or overwhelming heat in a bad year. All six Kunwinjku seasons have their highlights but Yekke is perhaps the most anticipated by Bininj (Aboriginal) people of the region.

Not only does it provide relief from rain and heat but it also signals a time to start planning.

Last month more than 80 Indigenous rangers converged on Maningrida, a community on the top end coast, about 500km east of Darwin, to plan for the main event in the region’s ecological agenda: where and when to start burning.

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For millennia, fire has been the prime land management tool for Indigenous people and, while it has largely been taken out the hands of Aboriginal people in southern Australia, it has been reclaimed with a vengeance up north, with substantial environmental, social and financial results.

“Every year the ranger groups come together to look at the fire scale,” says Terrah Guymula, a senior ranger at Warddeken Land Management Ltd. “We discuss how last year went; if there was any fuel left and maybe trim a little bit here or there to balance the burning.

“There are cultural reasons as well as environmental reasons that we burn. We want to protect small animals like bush rats, quolls and bandicoots because they want to live comfortably, just like us.

“We humans and our native animals have a connection – they play a big role in our ceremony, so we want to protect them and we want them to live forever so our people can see them. Protecting our rock art and anbinik trees is also very important. These are places of sanctuary where our old people used to go and places that tell our stories.”

Burning is strategic and combines modern technology with traditional Aboriginal knowledge. Indigenous rangers spend many hours in helicopters early in the dry season dropping incendiaries, or they walk across country with drip torches creating patches of burned areas that will pull up a wildfire that can start late in the year, when lightning pummels the landscape. What they do is guided by satellite technology and scientific data, as well as local knowledge.

‘Orphan country’

Arnhem Land covers 97,000 sq km of the top end of the Northern Territory. In 1931 the federal government declared the area an Aboriginal reserve and spent many years encouraging Aboriginal people to leave their clan territories and traditional lifestyles to live on missions and settlements administered by Europeans. Consequently, many parts were left bereft of people, or as Bininj say, “became orphan country”.

One of the worst-affected places was the Arnhem Land plateau, known as the stone country, a forbidding and ancient tableland of grey, layered sandstone deeply sliced by gorges and crevasses. The eastern and south-eastern edges of this landscape border Kakadu and Nitmiluk national parks.

The 22,000 sq km plateau, known as Kuwarddewardde by Bininj, is a treasure trove of rock art, where thousands of paintings adorn the walls and ceilings of sandstone shelters. The region’s rock paintings are the longest continuous record of human culture found anywhere in the world; images of hunters and megafauna dating back 30,000 years can be found alongside “contact” art that depicts early European activity.

A life size rock painting at Kundjorlomdjorlom.

It’s home to endemic species including the black wallaroo, the chestnut-quilled rock pigeon, the white-throated grass wren and the Oenpelli python. And Kuwarddewardde is also the source of some of northern Australia’s largest rivers: the East Alligator, the Liverpool, the Daly and the Roper.

By the end of the 1940s, only a handful of clans remained on the plateau and widespread traditional land management practices had declined. Without constant care by Bininj, the plateau changed dramatically. Fuel built up and wildfires raged. Many blazes were left to burn themselves out or be doused by wet season rain.

Driven by their desire to return to country and to escape the pressures of the larger settlements, some older people went back to the bush to set up their own outstations. This was known as the “homeland movement” and began in the 1970s. Bardayal “Lofty” Nadjamerrek and his wife Mary Kalkkiwarra were among the trailblazers; they helped others and then established a settlement at Kabulwarnamyo in the stone country, clearing the country with axes and fire, and living in bush shelters and tents.

An Oenpelli python.

The landowners sought partnerships with non-Indigenous groups. From 1997 the Western Arnhem Land Fire Abatement project brought Indigenous experts into collaboration with scientists to establish strategic fire management programs across Arnhem Land. Combining Indigenous knowledge and western science, they hoped to reduce wildfire damage and greenhouse gas emissions, improve biodiversity and provide a livelihood for traditional custodians and their children.

Subsequent research led to a landmark greenhouse gas offset agreement in 2006 – the West Arnhem Land management agreement – between the gas company ConocoPhillips, the Northern Territory government, the Northern Land Council and traditional owners in western Arnhem Land.

The carbon abatement achieved by Indigenous fire management offset some of the gas emissions generated by Darwin’s liquefied natural gas plant. Under the arrangement, 100,000 carbon credits were generated annually for the plant, worth more than $1m a year. The agreement runs for 17 years.

The methodology that emerged from this project became known as savanna burning and it now provides a way to measure and create carbon credits that can be sold in Australia. Savanna burning generates about 10% of Australia’s carbon credits, according to the emissions reduction fund register.

Fire money

In 2009 the Warddeken Indigenous protected area was declared over the stone country along with the Djelk IPA, which covers the floodplain country from the Arnhem Land plateau to the Arafura Sea, extending west and east of Maningrida. IPAs are a preferred way for the federal government to grow the national reserve system and include Indigenous managers.

Stone country

In 2015 Western Arnhem Land Fire Abatement became Arnhem Land Fire Abatement and it now supports nine Indigenous ranger groups to operate five registered eligible offset projects on Aboriginal Land Trust lands; taking the total number of carbon credits created to more than 4m. A certain number are sold via long-term contracts, including to Darwin LNG and the federal government’s emissions reduction fund, while others are sold on the voluntary market, now valued at more than $18 a tonne (one tonne equates to one carbon credit).

According to Dean Yibarbuk, the chairman of Warddeken Land Management, the concept of making money from fire was “exciting”.

“Basically, we wanted to touch base with western science,” he said. “The old people knew there would be a connection there. They knew the two systems could work together because they overlapped in many ways.

“The idea of carbon credits was unknown to us when I first started, very unknown, it just came together. We just put our hands up and decided to see where it was going to go. We knew what we were doing with fire management was working for our environment but we never thought carbon would become an industry.”

While the sale of carbon credits does not fully fund land management in Arnhem Land, it does provide groups with privately generated income that has opened up a world of possibilities, including for native animal conservation and rock art preservation projects.

Protecting the mayh

Serina Namarnyilk, a stone country traditional owner, used to see mayh (small animals) everywhere when she was a child and her family regularly hunted possums and other creatures.

“We used to find all those mayh but now they are gone somewhere,” she said. “Maybe they have been eaten by cats, or maybe they eat cane toads [and die], maybe it was the wildfires that used to come across from the east and south that scared them away.”

Frankie Nadjimerick setting up motion-sensitive cameras.

Arnhem Land is one of the last great wild areas of the world but since the 1970s many small mammals, including the northern quoll, the black-footed tree rat and the golden bandicoot, have drastically declined in northern Australia: in some areas numbers have been reduced by up to 60%. Other species have fared even worse, such as the northern hopping mouse, which is extinct on the NT mainland.

Traditional owners in the Warddeken IPA have launched their own project to understand why the animals have become less common and what can be done about it. They reinvest the income from carbon sales to employ an ecologist to help rangers undertake research using remote cameras, assessing which animals remain and how many there are at 120 locations on the rugged plateau.

Last month, before the fire meeting, the ecologist, Cara Penton, and rangers Garrett Pamkal and Frankie Nadjamerrek travelled by helicopter to a remote site in the south of the Warddeken IPA where they attached motion-sensitive cameras to sturdy stringybark trees. The cameras will be left for a minimum of five weeks, then recovered and data downloaded.

“I think a strength of this project is that the camera identification is bilingual and the work is done by Bininj,” Penton said. “It is a two-way approach between traditional knowledge and science and the information stays within Warddeken. There have been collaborations with the NT government but Warddeken owns the data. That’s the priority, to build the capacity to do this in-house.”

Rangers travelling by helicopter to to a remote site in the south of the Warddeken IPA.

The program has been going for four years and rangers have discovered two colonies of northern quolls and two areas frequented by black-footed tree rats; they have also learned that much of the plateau is inhabited by feral cats. These discoveries have enabled them to adjust their burning programs. As data accumulates, rangers expect to be more proactive with their biodiversity programs.

‘You belong to that country’

“Fire money” was also used as seed funding for a project that saw Bininj wrest control of rock art research from academia.

Historically, this research has primarily been the domain of anthropologists and archaeologists employed by tertiary institutions with government funding; their findings, including the raw materials of traditional knowledge (interviews and documentation of conversations with traditional owners), photographic images and artefacts taken from sites, often remained with institutions. Rarely did all the data come back to a community in any form other than a research paper or government document.

Rock art research grants are largely directed through the Australian Research Council, while grants to study any aspect of rock art are rarely given to Indigenous organisations. But now Bininj have turned that model on its head.

In 2010 Aboriginal elders from the Warddeken and Djelk IPAs established the Karrkad-Kanjdji Trust to seek alternative sources of funding for land management and cultural projects. The trust approaches Australian and international philanthropic organisations and individuals. It established a $5m rock art project in Arnhem Land, with the Ian Potter Foundation the main contributor.

According to Shaun Ansell, Warddeken Land Management’s chief executive, the rock art program shows how Bininj are claiming control of their future.

Warddeken daluk (female) rangers travel across Arnhem Land with scientist Alys Stevens and Co-ordinator Georgia Vallance.

“In the past we have had to fall in line with government and bureaucratic policy,” he says. “Philanthropy allows us to connect with funders who are willing to support the vision of communities and organisations like ours.”

In 2019 Bininj established an independent school at Kabulwarnamyo and two more are planned for ranger centres at Manmoyi and Mamadawerre – education initiatives funded through fire money. Parents who work as rangers, mechanics, teachers and in administration will not have to return to larger centres to educate their kids or be separated from their families. More than 80 jobs have been created by the burning program in the Warddeken IPA, with at least 300 jobs across Arnhem Land.

The fire program has meant Arnhem Land is being rejuvenated physically and culturally.

“We are bringing young people back to the country through employment,” Terrah Guymula says. “They recognise the country, see where they come from and walk that land. A lot of people understand and many want to come back – I tell them not to be shy because you belong to that country.

“They understand their stories are here. They go there and touch the wall and see the story. It is written down, it is in the country. Once we put our foot there it comes up out of the ground. That’s how we see it as Bininj people.”

Cash Administration: Four Ideas for Mastering Your Funds

What exactly is money management? It’s a plan for your money so you can get the most of it. This plan usually involves budgeting and saving money, avoiding or reducing debt, and investing in your future.

If learning how to handle your money sounds intimidating or stressful, take it step by step. Below are money management tips that will help you gain control and most importantly, security.

How to manage your money

1. Take an inventory of your finances

Money management is about more than just getting the math working. It’s also about adjusting your mindset.

Take a mental inventory of your current position.

  • Are you consistently too expensive?

  • Have you saved enough to survive unexpected expenses?

  • Do you live from paycheck to paycheck?

  • Are you feeling overwhelmed by the financial jargon?

Be honest with yourself about what your weaknesses are. You may have made some missteps in the past but don’t need to continue down this path. Here’s how to manage your money now and prepare for the future.

2. Create a blueprint for money management

How do you put your plan into action?

Use the steps below to create a design that works for your finances.

Start on a budget

If you are not sure how to budgetStart by choosing a system to stick with. We like the 50/30/20 budget plan, which allocates 50% of your income to needs, 30% to needs, and 20% to savings and debt payments. This 50/30/20 Budget calculator divides your income into these categories.

If the 50/30/20 rules don’t work for you, there are plenty of others Types of budgets choose from. You may also find that a free budget app helps you to keep track of your finances.

Track your expenses

By Track expensesyou can see exactly where your money is going. It can inspire you to adjust your spending habits so that they are better aligned with your goals.

Money saved is money earned

Track spending across all of your accounts to see where you can make or save savings.

Find ways to save

As you pay more attention to your finances, you will likely find ways to save. Here is how to save money, from optimizing daily habits to negotiating bills to making long-term changes.

Ideally, saving will become part of your lifestyle over time. If you want to learn more about saving money with coupons, giveaways, and DIY hacks, check out our guide frugal life.

Use specific accounts for spending and savings

One way to make money management easier is to separate money from your money for bills and budgeted expenses Emergency fund. This will reduce the temptation to go for it for non-emergencies. Saving for a house, vacation or a new car? Keep these funds in separate accounts so you can see progress towards each goal.

Make a plan to pay off debts

Taking a strategic approach to debt repayment will help you reach the debt-free finish line faster. We recommend tackling your most expensive debts – the accounts with the highest interest rates – first and making minimum payments as well. Then work your way down through any low interest debt until it is all paid back.

Develop good credit habits

Your credit can determine whether you can get credit and the interest rates you pay on it, as well as many other aspects of your financial life. A credit check can be part of the conclusion of a mobile phone plan, an apartment or a car insurance.

To keep track of your score, focus on the two most important factors that affect it: payment history and Use of credit (How much of your credit limit are you using). Try to pay everything on time as just a missed payment can affect your score and you can use less than 30% of your credit limit on each card and in total.

Invest in your financial future

Now put money aside, in a 401 (k) or IRAand let compound interest work its magic. The ultimate goal is long-term financial freedom and stability. Not sure how much to save? Try our Retirement calculator.

3. Make the most of your savings

Money management goes beyond spending less than you make. Saving enough to live comfortably in the long term as well as in the short term is a true sign of financial performance.

You can achieve this in four steps:

Piggy bank

to save

Start throwing away extra cash to build an emergency fund. Ideally, you should have six months worth of living expenses on hand in case the unthinkable happens. If this seems too ambitious for you, start small. A reserve of $ 500 is a great first target.

Investment portfolio icon

Invest

Invest extra money for your future. Get ready for retirement by contributing to a 401 (k). When your company offers a match, you are contributing enough to get the maximum.

to pay off a debt

Whether it’s a loan or an impending credit card bill, you likely have some debt obligations. Always make at least the minimum monthly payments so that you don’t suffer credit score damage from late payments. If you have extra cash for bills, Pay off the high-interest debt first.

Wallet icon

To repeat

Keep building this emergency fund, invest in retirement, and reduce debt.

4. Be persistent

Despite their good intentions, many people fall from the financial car. Sticking to an overly restrictive budget can stifle. Navigating investment jargon can be confusing. But don’t be discouraged.

You did not get into the financial situation that you found yourself in overnight, and you will not get out of it overnight. Give yourself time to learn and grow. With hard work and dedication, you can manage your money with confidence.