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Guest Opinion | Jason Lyon: The Housing Crisis Demands Innovative Solutions, But We Must Consider Unintended Consequences

first_img 62 recommended0 commentsShareShareTweetSharePin it More Cool Stuff Community News Business News Herbeauty7 Reasons Why The Lost Kilos Are Regained AgainHerbeautyHerbeautyHerbeauty10 Secrets That Eastern Women Swear By To Stay Young LongerHerbeautyHerbeautyHerbeauty10 Sea Salt Scrubs You Can Make YourselfHerbeautyHerbeautyHerbeautyThese Lipsticks Are Designed To Make Your Teeth Appear Whiter!HerbeautyHerbeautyHerbeautyThese Are 15 Great Style Tips From Asian WomenHerbeautyHerbeautyHerbeauty8 Easy Exotic Meals Anyone Can MakeHerbeautyHerbeauty Make a comment faithfernandez More » ShareTweetShare on Google+Pin on PinterestSend with WhatsApp,Virtual Schools PasadenaHomes Solve Community/Gov/Pub SafetyCitizen Service CenterPASADENA EVENTS & ACTIVITIES CALENDARClick here for Movie Showtimes Home of the Week: Unique Pasadena Home Located on Madeline Drive, Pasadena CITY NEWS SERVICE/STAFF REPORT Pasadena Will Allow Vaccinated People to Go Without Masks in Most Settings Starting on Tuesday Community News STAFF REPORT Pasadena’s ‘626 Day’ Aims to Celebrate City, Boost Local Economy center_img Top of the News Get our daily Pasadena newspaper in your email box. Free.Get all the latest Pasadena news, more than 10 fresh stories daily, 7 days a week at 7 a.m. Subscribe STAFF REPORT First Heatwave Expected Next Week Name (required)  Mail (required) (not be published)  Website  California’s housing crisis is a complex problem requiring thoughtful and innovative solutions. So far, our representatives in Sacramento have failed to deliver. The legislature’s answer to the housing problem has amounted to a ham-handed effort to rezone every city in the state for multifamily housing. This myopic quick-fix has encroached on local control of our community and undermined years of painstaking city planning. Pasadena ought to demand more. Our housing solutions have to be multifaceted and interdimensional, taking account of the social, environmental, and economic consequences of our choices. We cannot solve one problem only to create another.One creative proposal being floated at both the state and local levels is to allow affordable housing on religious institution properties. When the idea first came before the Pasadena Planning Commission last year, I was inspired by the passion of the measure’s proponents and impressed with their out-of-the-box thinking. This is a great example of taking what we have and making the best use of it, marrying religious institutions’ mission of helping others with the community’s need for available land to build affordable units.At the same time, we have to consider the special limitations on government to regulate the activities of religious institutions. The First Amendment prevents governmental entities, including state and local authorities, from making any “law respecting an establishment of religion, or prohibiting the free exercise thereof.” The contours of the Free Exercise Clause have evolved over time and continue to be subject to a great deal of litigation. Before adopting by-right development of affordable housing on religious institution properties, we have to account for the constitutional limitations on the government’s ability to regulate church-owned properties.One particularly heated current First Amendment debate is the extent to which religious institutions are permitted to discriminate against lesbian, gay, bisexual, and transgender persons. Although the State of California prohibits housing discrimination on the basis of LGBT+ identity, it remains an open question whether the State has the power to enforce those statutes against religious institutions.Until recently, the U. S. Supreme Court held that a state could enforce a “neutral law of general applicability” even if that law had the incidental effect of burdening the free exercise of religion. A 2018 case, however, seemed to shift away from that principle. In Masterpiece Cakeshop, Ltd. v. Colorado Civil Rights Commission, the Supreme Court held that a state commission improperly enforced Colorado’s non-discrimination law against a baker who refused to provide a wedding cake for a same-sex couple. The Court stopped short of declaring that a state can never enforce such laws against religious adherents, but it found that special consideration must be given to religious objections even if the law is facially neutral and applicable to all.Then, last fall, a U. S. district court in Los Angeles dismissed a lawsuit against Pasadena’s Fuller Seminary, finding that Fuller is entitled to deny housing and admission to students on the basis of sexual orientation. The case is likely to end up before the Supreme Court. For now, the takeaway is that it is far from clear whether a state or local government can prohibit a religious institution from denying housing to LGBT+ persons.That uncertainty must give us pause before creating a special zone for church-owned housing.Another concern is the federal Religious Land Use and Institutionalized Persons Act of 2000, which prohibits local zoning authorities from “substantially burdening” the exercise of religion through land use regulations. Religious institutions have used the law to challenge seemingly routine land use decisions It is not far-fetched to imagine that Pasadena could find itself defending a religious discrimination suit for, say, making a discretionary decision to limit the height of a church’s planned residential development.California’s churches, mosques, and synagogues offer tantalizing opportunities to open up valuable land for the construction of affordable housing. With dialogue and collaboration between our elected representatives, stakeholders, and communities of faith, this could be one solution that works for all Californians. But we cannot create zones of lawful discrimination against a group of our neighbors who already experience housing instability at disproportionate rates. We also cannot create pockets of land that are beyond the reach of the local planning authority.One option may be to assist religious institutions that wish to develop affordable housing in transferring ownership of the affected parcel to a non-profit holding company with an expressly non-religious purpose. Other possibilities will likely present themselves as we continue the conversation.In the meantime, we must move with caution and not rush to solve one pressing problem only to create equally unacceptable downstream consequences.Jason Lyon is a commercial litigation attorney at Hahn & Hahn LLP and a member of Pasadena’s Planning Commission. Your email address will not be published. Required fields are marked * EVENTS & ENTERTAINMENT | FOOD & DRINK | THE ARTS | REAL ESTATE | HOME & GARDEN | WELLNESS | SOCIAL SCENE | GETAWAYS | PARENTS & KIDS Opinion & Columnists Guest Opinion | Jason Lyon: The Housing Crisis Demands Innovative Solutions, But We Must Consider Unintended Consequences By JASON LYON Published on Monday, March 1, 2021 | 2:56 pmlast_img read more

Focus on key employees during the economic storm

first_imgRelated posts:No related photos. Focus on key employees during the economic stormOn 1 Feb 2002 in Personnel Today Previous Article Next Article Latin American companies are taking a leaf out of North America’s book byanalysing employee performance and looking strategically at how to cut costswithout downsizing, as Liz Simpson discoversIn today’s global marketplace it should come as no surprise that when the USsneezes, everyone else catches a cold. This is particularly true in LatinAmerica where, despite efforts to secure trade agreements with other parts ofthe world, as Mexico has done, the current recession in the US is causing tougheconomic challenges in Latin America too. And because so many top US companiesare based in this region – 460 of the Fortune 500 can be found in Brazil alone– the war for talent is just as rife. Whereas once Latin American companies downsized at the slightest whiff of aneconomic downturn, now the most successful companies are learning the US lessonand are carefully analysing the business contribution of employees – and onlycutting those whose performance and contribution to the business are lowest. Indeed, a recent Towers Perrin study of current reward practices in 26 keylocations around the world reported that in Latin America, multinationals andother large organisations are continuing to focus on attracting and retainingkey talent in order to help them ride and overcome the economic storms. Hencemany companies are engaging in recruitment and retention strategies that answeran individual’s internal as well as external needs. A prime example is global Internet and communications corporation NortelNetworks’ division in Sao Paulo, Brazil where Fernando Lima is HR director. Hesays the company has been able to keep ahead of the game by developing stronglinks with local universities and training these new recruits internally, butadds it has also been successful in attracting experienced technical personnel– particularly those with skills in the optical and Internet protocol domains –from other parts of Latin America and the US. “Money is always an important factor but it is never the whole reasonwhy someone joins us and stays,” says Lima. “What technical peopleparticularly value is the opportunity to grow with the company through workingwith, leading and mentoring highly experienced and exceptional professionalslike themselves. “Another important factor is to have stretch assignments that developemployees professionally and personally. Our current corporate challenge is toimplement a network of one million subscribers in five months and this offersemployees and executives the chance to operate in a young market enjoying rapidgrowth.” To ensure Nortel Networks’ Latin American division attracts and retains keypeople, Lima’s department has developed a strategy it calls its employee valueproposition, based on research it conducted among employees throughout theregion. It wanted to find out what were the most important non-financialfactors that appeal to talented employees. The answers (and subsequent companyvalues) were: – To be part of a global community of highly skilled professionals who areconstantly challenged and trained appropriately – To be a preferred applicant for any Nortel Networks position anywhere inthe world. (The company will only advertise after making sure no internalindividual is interested in a vacant position) – An open-door policy where ideas are listened to and company policy isclearly and honestly communicated – To be a part of an organisation on the cutting edge of the New Internet,incorporating the most innovative technology To ensure these core values mean something to each and every employee,managers are required to interview their top talent to find out what isuniquely important to them. In particular, to find out what proposals theywould not be able to refuse should a competitor approach them. “In that way,” explains Lima, “we are able to pre-empt anydissatisfaction that might cause a key employee to leave. Only by anticipatingtheir needs are we able to meet people’s expectations and keep them on ourteam.” In other Brazilian companies, attention is also being paid to professionaldevelopment and the corporate climate, reports Marcelo Mariaca, seniorconsulting partner and director at executive search and senior outplacementfirm, Mariaca & Associates, which has offices in Sao Paulo and Rio de Janeiro.”Talented individuals are interested in receiving training andopportunities to develop competencies that will be useful to them in thefuture,” says Mariaca. “Young, bright Brazilians appreciate the opportunity forcompany-sponsored MBA programmes with North American business schools. Theywant to work with ‘A team’ individuals and for senior management that reducesartificial barriers and embodies a supportive, coaching leadership style.”This is also the position in Mexico, according to Linda Shore, generaldirector of Shore InterSearch, an executive search and HR consulting companybased in Mexico City. In addition to key inducements such as a competitivesalary, sign-on bonus and stock options, she says a highly motivatingorganisational climate with excellent leaders, well-defined business processmodels, constant training and development, and communication programs that keepemployees happy and updated are all important retention strategies. An additional factor important in Mexico, she points out, is work-lifebalance. “Companies are searching for highly talented, empoweredself-starters who can multitask, feel comfortable in more than two cultures andwill roll up their sleeves to make things happen. But these candidates alsohave spiritual values and want to dedicate time to their personal life,too.” Further informationwww.towersperrin.comwww.kpmg.comwww.deloittetouche.comwww.watsonwyatt.comwww.pwcglobal.comwww.wmmercer.com Comments are closed. last_img read more