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The BPI write ups are quite informative, but may not be entirely persuasive.
If by "need" additional Congressional authority you mean from a pragmatic perspective, I would tend to agree. Reading "need" as legally necessary, I'm not yet convinced.U.S. officials would only consider issuing a digital dollar if they believed there was a clear use and if the idea had widespread public and political buy-in.
https://www.cbsnews.com/news/full-transcript-fed-chair-jerome-powell-60-minutes-interview-economic-recovery-from-coronavirus-pandemic/PELLEY [60 Minutes]: Where does it come from? Do you just print it?
POWELL: We print it digitally. So as a central bank, we have the ability to create money digitally.
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The Fed is reviewing this specific issue within the framework of deciding if creating CBDC technology will be useful as a way to address the topics highlighted in my excerpt from the CFSAIS report (as well as other topics not mentioned). Deciding the new technology will probably be useful would lower the threshold the Fed would face when considering whether to extend that technology to include an alternative type of personal bank account.My point is simply that, to use your own words, we can create an "alternative type of bank account" without creating an alternative type of electronic cash. (Cash in a bank is already electronic.)
https://joinbankon.org/
A new type of currency is not necessary to provide such accounts. Nor does this new currency seem to hold any intrinsic advantage for these customers over traditional (dollar-based) digital currency. Rather, it appears to be an example of a purported benefit promulgated as a rationale for CBDCs.
In his drive to create the world’s most efficient company, Jeff Bezos discovered what he thought was another inefficiency worth eliminating: hourly employees who spent years working for the same company.
Longtime employees expected to receive raises. They also became less enthusiastic about the work, Amazon’s data suggested. And they were a potential source of internal discontent.
Bezos came to believe that an entrenched blue-collar work force represented “a march to mediocrity,” as David Niekerk, a former Amazon executive who built the company’s warehouse human resources operations, told The Times, as part of an investigative project being published this morning. “What he would say is that our nature as humans is to expend as little energy as possible to get what we want or need.”
In response, Amazon encouraged employee turnover. After three years on the job, hourly workers no longer received automatic raises, and the company offered bonuses to people who quit. It also offered limited upward mobility for hourly workers, preferring to hire managers from the outside.
As is often the case with one of Amazon’s business strategies, it worked.
Turnover at Amazon is much higher than at many other companies — with an annual rate of roughly 150 percent for warehouse workers, The Times’s story discloses, which means that the number who leave the company over a full year is larger than the level of total warehouse employment. The churn is so high that it’s visible in the government’s statistics on turnover in the entire warehouse industry: When Amazon opens a new fulfillment center, local turnover often surges....
https://www.schwab.com/public/file/P-6374145Schwab’s short-term redemption fee will be charged on redemption of funds purchased through Schwab’s Mutual Fund OneSource service (and certain other funds with no transaction fees) and held for 90 days or less.
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