P11-101 Paypal PDF Dumps

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Killexams : PayPal Developer- resources - BingNews https://killexams.com/pass4sure/exam-detail/P11-101 Search results Killexams : PayPal Developer- resources - BingNews https://killexams.com/pass4sure/exam-detail/P11-101 https://killexams.com/exam_list/PayPal Killexams : The Real Reason For the PayPal & eBay Split

The shareholder value Carl Ichan, John Donahoe and eBay’s Board aspire to create is a consequence of the customer experiences each company can manifest autonomously, not as a direct result of their legal separation.

Simply put: PayPal will be a bank. eBay will be a marketplace and commerce platform. These are not symbiotic entities or customer experiences.

Incremental Utility and Satisfaction in Bespoke User Experiences

Reid Hoffman cites that PayPal may have interest in “expanding into banking, peer-to-peer lending, and other strategic growth areas”. With the provision of these services PayPal is moving towards being a financial institution. As such, it is moving into a highly regulated arena with significant implications to the customer experience – especially on account setup for merchants and consumers.

Regulated financial institutions fall under anti-money laundering (AML) and counter terrorism financing (CTF) regulations resulting in know your customer (KYC) experiences. After 9/11 these regulations took on particular significance in the US, and the US government has pressured governments globally to curtail the estimated3%-5% ($2.17- $ 3.61 trillion) of Global GDP that is laundered annually. Currently PayPal by and large exists in regulatory grey-area that allows its customers to forego many heinous consumer and merchant authentication processes.

Having personally led PayPal Australia through the woods of being forced by the Australian government to comply with their local AML/CTF regulation and having to significantly burden the PayPal Australia experience with KYC protocols; I can assure you that eBay does not want KYC processes as a gating factor for Marketplace merchants or consumers.

Imagine you want to sell your Google Glasses on a future PayPal/eBay entity where PayPal is a regulated financial institution. You go to setup your account as a “merchant” on eBay and because of eBay’s affiliation with PayPal you are asked to scan and send in your Drivers License, Passport, Tax Records, Bank Information, Building Lease, Business License, and several other authenticating documents. Internationally (the future of both companies’ growth) you may be asked to visit a post office, 7-Eleven, or government agency to have someone physically review and approve your documentation.

Rhetorical question; given the aforementioned process would you proceed with listing your item on eBay or go to the easiest alternative marketplace?

The Past Poor User Experience

eBay and PayPal know that the service with the least-friction customer experiences will win – therefore they know that if they want to achieve their future ambitions they cannot integrate the user experiences of each entity or entangle a hyper-regulated financial institution with laissez faire marketplaces or commerce platforms.

Ease of use has been a consistent threat to PayPal. All the “PayPal is holding my money” experiences that are replayed on hate blogs and with our friends, family, or our own money are the result of AML/CTF KYC regulations. These regulations are the reason the PayPal ecosystem was temporarily threatened by the rise Stripe and Braintree with their process-free and developer-simple APIs. When Stripe first launched a developer could run a test-payment in a few minutes. At PayPal, in part due to regulatory compliance, developer accounts/tokens would take 5+ days to issue before you could run a test payment. This led to developers rapidly adopting Braintree and Stripe in lieu of PayPal.

For eBay the rise of Craigslist, Gumtree (now eBay), Rakuten, Alibaba and Amazon’s easy-to-list-products marketplaces are exemplary of the benefits of low-friction, localized experiences.

All Other Reasons are Distractions

Let’s leverage one of the original detractors, and now primary promoters, of the PayPal / eBay split, Reid Hoffman. Hoffman cited three reasons for a separate PayPal: 1) Increasing Optionality, 2) The Importance of Leadership, 3) Preserving key synergies while moving forward.

  1. Increasing Optionality

Said another way, from a customer perspective the brands and customer experiences cannot live together. Each brand is moving independently to a mature brand definition:

PayPal as a payment mark (e.g. VISA, MasterCard, American Express), lender and bank.

eBay as Earth’s marketplace and commerce platform.

As the user experience and the brand are inextricably linked the companies must look to redefine the borders of their experience.

  1. The Importance of Leadership

Mr. Hoffman – PayPal’s leadership bench strength is tremendous:

Additionally PayPal has been a factory for entrepreneurs and a magnet for payments talent. Outside of the founding PayPal Mafia, recent former PayPal execs include:

PayPal is clearly not lacking in leadership. Rather it suffers from a lack of focus on the user experience when exceptions occur. Said another way: When things go right people love PayPal. It’s only when questions arise for PayPal that things go horribly wrong – which typically means a customer has crossed an AML, CTF or KYC threshold.

3) Preserving key synergies while moving forward

It is a fait accompli that PayPal and eBay will still hold hands and ride into the sunset. However they will now have an open, not codependent, relationship.

For many years eBay needed PayPal’s revenue and growth to support its turnaround and stem the marketplace’s decline. Forbes recently quoted Donahoe saying: “Ebay has strong margins and cash flow and you took that cash flow and invested it in the faster growing parts of the portfolio, mainly PayPal. The nice thing about the spin-off is that it allows eBay to keep its own profits and reinvest it back in the businesses that will best to drives incremental growth and provide a more cohesive capital allocation. It will let eBay control its own destiny.”

The subtext here is that for many years, a dollar spent in PayPal product and market development was guaranteed to yield a higher return than a dollar spent in eBay product and market development. However Donahoe and the Marketplace and Enterprise leadership team have been able to articulate a successful change in trajectory in eBay’s marketplace and commerce platform. They are now growing under their own momentum – and therefore it makes sense to invest in maturing their offering.

What happens next?

Having led the creation of PayPal’s point of sale product and witnessed first-hand the mobile transformation in the company, the response to Stripe’s threat, the acquisition of Zong, Where.com and the subsequent acquisition of BrainTree (and therefore Venmo) – I cannot see where PayPal’s optionality has been historically limited. PayPal exists on nearly every major merchant site in the US. For those merchants PayPal was missing; it just bought the Braintree portfolio.

Regarding competition – Entrenched incumbents present a potential medium to long-term risk to PayPal, new market entrants are nipping at PayPal’s heels, but for the moment PayPal remains the 100 lb gorilla. Apple Pay is 2007 payments technology in a 2014 flaccid / flexible phone that will take years to achieve mass-market adoption, Square’s $5B valuation will never be supported on the open market and no sane entity will purchase them at that price, and Stripe’s elegantly simple APIs have earned them a $1.75B valuation but they are not a serious threat to the PayPal + Braintree entity. PayPal just needs to survive long enough to let Square’s balloon deflate and they will remain the pervasive, alternative player in the payments market.

eBay has a portfolio of companies that, when combined appropriately, forms a platform of eCommerce capabilities that is potentially unrivaled. They just need to tie their companies together and they will have a killer retail platform and marketplace.

And all the while we, the users, get to enjoy the benefits of further optimized experiences and services, bespoke to their unique intent, that allow us to pay for, finance and sell anything anytime, anywhere, anyway.

Sat, 06 Aug 2022 11:59:00 -0500 Guest Author en text/html https://inc42.com/buzz/real-reason-paypal-ebay-split/
Killexams : PayPal ‘laser focused’ on cost-cutting measures: Analyst

SMBC Nikko Securities America Senior Research Analyst Andrew Bauch joins Yahoo Finance Live to discuss second-quarter earnings for PayPal, activist investor Elliott Management’s stake, the company’s $15 billion share buyback program, cost-cutting measures, and the outlook for the company.

Video Transcript

JULIA HYMAN: PayPal shares getting a boost today after the company announced an information sharing agreement with Elliott Management and a $15 billion share buyback program in its second quarter-- all of that as part of its second quarter earnings report. The payment platform also said it plans to cut costs by $900 million a year.

All of that seems to have convinced our next guest that things are not quite as bad as they were. That's SMBC Nikko Securities America senior research analyst Andrew Bauch. Andrew, thank you for being here.

You had been an underperform on the stock, I believe, since November. Now, you're going to a Neutral. Has Paypal seen the worst of it here? Have they turned a corner?

ANDREW BAUCH: Yeah, I don't know if things have actually turned the corner from the market share dynamics anyway. But I think that a lot of the numbers have de-risked to an extent that we feel a lot more comfortable, well, saying that being short at these levels is probably a little too risky for our liking.

I mean, particularly in a market where we believe that delivering on margin beats and delivering earnings is one of the key variables, which is what's going to make your stock go up, the company seems laser-focused on those initiatives and tightening their belts. And while we are still reluctant to upgrade this to a full-out Buy, we still see a lot of the value in Elliott coming in and stepping in, and then having some more focused leadership on delivering the things on this business that was what made them the leader for the last 5, 10 years being core checkout and focus on the digital wallet.

BRIAN SOZZI: Andrew, $900 million in cost cuts-- that's some serious money. Do you think that is going to cause a culture shock inside of Paypal to such an extent that might hurt the longer-term outlook for the business?

ANDREW BAUCH: Yeah. I mean, that's one of the reasons that we're hesitant to kind really go any more bullish than a Neutral. I mean, I think that you can kind of expect Paypal in, really, a slightly negative scenario, that they grow in line with e-commerce growth. Because over the last couple of quarters, they actually have been outpacing e-commerce growth from a branded share of checkout perspective, growing 14% in July, which is well above the industry average of around 10 or so, depending on how you slice it.

But we think that actually, the culture shock is probably likely underway internally at Paypal. I mean, they're closing up certain offices. We hear that they've really cut hiring to about flat, and repurposing a lot of people into-- from other unprofitable pieces of their business into other different segments, in order to get the most efficiency out of those engineers.

So look, I think that it's really challenging for us to get bullish about the five-year perspective. And we see that the days of Paypal growing in the 19%, 20% are likely behind us. But there is still a lot of optionality around what they can create in this business from a value perspective, be it by selling off certain assets or divesting the credit book that they have on balance sheet today, which, if you remember, they did this in 2018, albeit it was a much bigger piece of their balance sheet, and the stock nearly doubled in the months prior. So those are catalysts that if we were a short, we wouldn't feel too comfortable stepping in front of.

BRAD SMITH: What's all that mean for Venmo?

ANDREW BAUCH: I'm sorry?

BRIAN SOZZI: What does all this mean for Venmo? You describe the internal corporate culture, some of the resource changes as well. Venmo is still only representing about 20% of the total gross, or the total payment volume, I should say. So what does Paypal need to get right with that subsidiary in order for it to have a longer customer lifetime value with its end users?

ANDREW BAUCH: Yeah, Venmo has actually been somewhat of a disappointment for a lot of investors over the years. They've really struggled to drive monetization, as you mentioned. And it's lagged pretty considerably when you consider the progress that Cash App has made over that same time period, growing from $10 per monthly active users, upwards of $40 to $45. And Paypal-- or Venmo has considerably lagged that.

But there is a refocus on what Venmo can be. And quite frankly, it is one of the three preeminent digital wallets and P2P options for a lot of consumers in the space. I think what they're going to be doing is focusing in on the pay-with-Venmo opportunities-- specifically, the Venmo credit card, the Venmo debit card, and really pushing those. Because those are the things that can help you cross the paradigm from just an online commerce solution to somewhere that you use at the physical point of sale.

As a reminder, we also have, coming in the back half of this year, the adoption of Venmo on Amazon. And while we're reluctant to put too many big numbers in our model from that initiative alone, I mean, it should be a good catalyst for engagement and getting more users involved in the app.

And look, their demo still skews a lot younger than the likes of the Zelle, or other legacy payment solutions in the space. So they're fairly well set up from a longer-term aging of demographics perspective, and having a lot of those younger users start using Venmo as a much more holistic banking solution.

BRIAN SOZZI: You mentioned Eliott, and they're not going away, Andrew. They signed an information-sharing agreement with Paypal. Do you think a year from now, Dan Schulman is still leading this company as CEO?

ANDREW BAUCH: It's a really good question. And I've heard from some investors who are bearish like me, that they thought Dan was set to go. I think given the overhaul of changes that are likely underway for now, I think that he's probably going to lead them through the next several quarters.

I could see a switch in the longer term. But quite frankly, there were missteps that Dan took, and I think he did spread a lot of their resources to them and kind of chased every shiny new object that kind of came across in the fintech space, and a lot of them didn't come to fruition. So it remains to be seen.

But I think for the near term, I think Dan is probably safe. And Elliot will have a lot of influence in the strategic direction of this company. I think in that sense, it's not immediately urgent that you need to make a CEO change in that regard.

BRAD SMITH: Andrew, thanks so much for the time breaking down PYPL. We're going to continue to track the shares as we go on throughout the rest of the day.

Wed, 03 Aug 2022 04:24:00 -0500 en-US text/html https://finance.yahoo.com/video/paypal-laser-focused-cost-cutting-151118181.html
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Killexams : Elliot Management Going After PayPal: Is It Playing Matchmaker Or Shotgun Wedding?
Red pincushion with colorful pins on wooden table and dark background

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Elliot Management is a storied activist investor. They have shaken up a number of errant stocks over the years. They're not known for long-term investment and guidance to raise the profitability like a Nelson Peltz of Trian Fame. Rather they're there to kick the target company in the … shins and make some moves to return shareholder value quickly. Sell off or spin out divisions, or sell the whole kit and kaboodle to a buyer for a short-term payoff. This is only possible when the target company has failed in advancing its long-term value anyway. If a target does have a demonstrated ability to execute and has put forward a credible plan for the future, then Elliott Management would be repelled. However, if a company is clearly unable to elaborate on the "vision thing" Elliot Management could very well pull off a quick sale. It could even get it sold at a bargain basement price as long as they bought significantly under that the agreed-upon sale. Elliott need only offer a few dinero higher to satisfy the short-term traders and investors who are in the stock because they followed Elliott into the target. They're already expecting a quick hit, and they're ready to move on to the next target of the activists. It also helps immensely if the founding CEO has shuffled off the stage. Are you scratching your head yet? Surely I can't be referring to PayPal (NASDAQ:PYPL), and no I am not.

So if I am not talking about PYPL what am I talking about?

Surely I can't be the only one that remembers that Elliott also is an activist in Pinterest (NYSE:PINS). Yes, perhaps now the title of this piece is becoming clearer. PYPL has way too large a market cap and it still does have institutions that remain long-term yet very unhappy investors. It's PINS whose founder vacated the CEO position. Also very conveniently you may recall the "rumors" that the CEO of PYPL was pitching woo to PINS. This move was roundly criticized at the time, and the blowback was so fierce that Dan Schulmann disavowed all knowledge of the acquisition. The damage was done and the PYPL stock proceeded to roll over and never regained altitude. The bearish rationale for rejecting the PYPL and PINS union was that it range too far in wanting to acquire a social network. What's more, they really object to acquiring one that had nothing to do with payments. The shorts joined in with the assertion that it must mean that PYPL is desperate for revenue. I think there was some willful ignorance at play here.

The bears got it right but not about PINS

Perhaps the bears just smelled that PYPL was about to stink up the joint. So when they had little patience for the idea, share owners of PYPL also refused to provide Schulman the benefit of the doubt. So what's the rationale? The future for PINS is a unique way to reveal buyer intent or even a demographic that could be nurtured to become engaged with the product. This is a rare niche for a social network PINS to occupy in fact I bet there will be comments that PINS is not a social network at all. The problem with its execution of a business model was that it was nothing special. The founder of PINS Ben Silverman took the low-hanging fruit for advertisement, and perhaps sponsored links. The real value prop is to be able to click on any Pin, see all the relevant features, and create a shopping cart. This would nearly replicate a value proposition more akin to Amazon (AMZN) or Shopify (SHOP), or more familiarly eBay (EBAY)! PYPL sorely missed the revenue that came from eBay. The fly in the ointment was that Ben Silverman was not up to the task, so there was no demonstrable ability to create all the software to automatically identify the product, locate the maker and apply for a drop-ship relationship or some other way to fulfill the product. If there's no response find as close an offering as possible to the Pin and connect the shopping ability to that alternative and so on. Perhaps understanding the underlying AI and other technology to make this happen in a cost-effective way was beyond his ken. Perhaps he was happy to capture the ad revenue to be able to get the company public and that was as far as his ambition took him. Let's be more charitable and say that the AI capability was just not there at the time. Now when software developers are claiming that an AI instance had consciousness I suspect that the ability I describe is now here. If this isn't an opportunity to recreate eBay the "minimum value product" is to offer this capability to makers and distributors that are always looking for new ways to engage customers directly. I could see deals for a bigger slice than just referral fees. There could be all kinds of programming to attract celebrities and content creators. A large corporation that has the resources could really make Pinterest into a credible and very special e-commerce value proposition.

A great new business story that comes cheap, and easy

At this point, PINS is priced right, and PYPL had better present a new road map for growth. With Elliott Management going out there to explain the value to investors I think at this point the PINS deal would be welcome. Easy in the sense that the founder is no longer in the CEO seat. If PINS can make this pivot without upsetting the current user base I think an acquisition of PINs would be a master stroke. At the time PYPL was rumored to have made an offer for PINS at $45B. At the time of this writing, the market cap of PINS is $11B so at this point PINS is a tastier morsel. PYPL laid out $4B for the Honey app, which facilitates discount deals and coupons. PINS as I conceive of it's certainly a tremendous value at the $11B plus a couple billion for premium to the investors to make the deal happen. Under PYPL, they could invest in raising the value, advertise PINS to reverse the loss of DAU. They could set about revamping the engineering department of PINS which basically a low-tech business. With the right vision and more aggressive goal setting PINS might be considered a great investment in just a few years.

My trade here is simple, I opened a long position in PINS. At some point, I would consider shorting PYPL.

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Disclosure: I/we have a beneficial long position in the shares of PINS either through stock ownership, options, or other derivatives. I wrote this article myself, and it expresses my own opinions. I am not receiving compensation for it (other than from Seeking Alpha). I have no business relationship with any company whose stock is mentioned in this article.

Additional disclosure: Please note: You should not take the above text as investment advice. I am not a broker, Registered Investment Advisor, or certified money manager, I cannot provide financial advice. What I am doing is chronicling my thought process. If I use the word you in a sentence, I am really talking to myself, or it was a simple typo, in no way did I mean to advise you. Always do your own research and understand what you are buying, and what your risk is, and be sure before you make a purchase. Also, only trade what you can afford to lose.

Wed, 27 Jul 2022 05:25:00 -0500 en text/html https://seekingalpha.com/article/4526332-elliot-management-going-after-paypal-is-it-playing-matchmaker-or-shotgun-wedding
Killexams : Report: Puget Sound’s arts and culture sector in danger of exodus

Pittard has had to resort to “emergency fundraising” multiple times these past years. When debt started stacking up and rent didn’t seem feasible, Pittard would ask their social media community to pitch in via Venmo, PayPal or Cash App.

Surviving in Seattle as a full-time musician has been difficult for a decade, Pittard says, and they don’t know how much longer they can hold out. They point to musician friends who have gone into tech or real estate to pay the bills, others who have left for the promise of more music gigs in New York or New Orleans. “It’s becoming increasingly a question of: Would I have to leave my profession and my body of work in order to stay here, or would I have to leave in order to continue to pursue my body of work?”

A newly published report says Puget Sound’s arts and culture sector may experience a significant exodus in the next few years, as arts and culture workers — especially younger workers — are considering leaving the sector or the region. 

Through a survey conducted this past spring, the Puget Sound Regional Council (an association of local governments and state agencies that helps plan the region’s future growth, transportation and economic development) gathered input from 299 people who work in arts and culture. Some were independent artists, curators and performers, others worked in ticketing or administration of local nonprofits, and many of them had a second job to pay the bills. 

Roughly a third of respondents indicated they were thinking about leaving the sector, and 4 in 10 respondents said they were considering a change in job or location within the next year. Younger respondents were more likely to be considering leaving the sector: 41% of respondents between the ages of 25 and 34 said they were at least somewhat considering an exit in the next year. Among the main reasons: Wages in the sector are low, and the cost of living in the region is high — and increasing. 

“It’s the rent. It’s the cost of living. We can’t survive even WITH stable jobs,” one respondent said in the survey. “I am on the verge of being forced out due to high rents,” another wrote. One simply said: “It’s miserable.” 

What would help? Higher wages, more access to affordable housing, affordable benefits and student loan forgiveness, among other things, respondents say. 

The survey is part of a larger “Arts and Culture Economic Recovery Strategy” report published today by the Puget Sound Regional Council. It’s the first time the PSRC has come out with a report and strategy focused on the creative economy. The Council felt it was necessary given that the industry was so hard-hit during the pandemic, says Jason Thibedeau, PSRC’s Economic Development Program manager. Another prompt for this first-of-its-kind report: Arts and culture are public goods and economic drivers that attract people to the region and generate revenue in other sectors (like tourism and restaurants). 

Local arts and culture are part of what makes this a great place to live, Thibedeau says, but they’re often taken for granted. “If we lose these benefits, these institutions and organizations, a region is not going to be the same place that it was with them,” he says. “It’s going to change the dynamic of who wants to continue to live here or wants to move here.” 

To stop the creative brain-drain and Strengthen the region’s creative economy, the report lays out a detailed matrix of solutions and strategies, which range from the macro level (student loan cancellation, affordable housing access) to smaller efforts that could be tried here or scaled up, such as San Francisco’s guaranteed income pilot programs. 

It also points to the promise of programs such as Seattle’s public-private Cultural Space Agency, which works to save cultural venues, and the city of Seattle’s Hope Corps program, which puts creatives to work on public art projects, and the nonprofit Seattle Musicians Access to Sustainable Healthcare, which provides access to free and low-cost health services to income-qualified musicians and could be expanded to other cultural workers. Thibedeau describes the strategy document as a “menu” of potential solutions that local governments, philanthropists, businesses and arts organizations could choose from.  

“The report is very confirming,” says Manny Cawaling of Inspire Washington, a statewide cultural advocacy organization. “Every aspect of the report was like: ‘Yeah, we heard that too.’ ‘Yes, we heard that too’,” Cawaling says. “Artists, creative people, cultural workers are really struggling to maintain their cultural careers in Washington state. … They struggle with affordability, they can't find housing.” 

According to PSRC’s data, the average compensation for someone working in arts and culture in the Puget Sound area in 2021 was $52,400 (including benefits) — about half of the regional average. That same year, a person would have had to make $60,966 to afford rent on a median two-bedroom in the state and $76,240 in the Seattle-Bellevue area only, according to the National Low Income Housing Coalition. According to estimates by HSH.com, a household would have needed to make at least $120,000 a year to be able to buy a home in the Seattle-Tacoma-Bellevue area in 2021. 

Pittard, the klezmer musician, said she makes between $15,000 and $18,000 a year and can only afford to live in congregate rental housing. “Musicians’ wages on the West Coast are so depressed,” she says. “My friends on the East Coast make triple what I make a gig.” 

A performer from Guma’ Gela’, a CHamoru Queer art collective, leads the crowd in the Electric Slide at Indigiqueer Festival on Pier 62 on Saturday, June 25, 2022. (Amanda Snyder/ Crosscut)

A performer from Guma’ Gela’, a CHamoru Queer art collective, leads the crowd in the Electric Slide at Indigiqueer Festival on Pier 62 on Saturday, June 25, 2022. (Amanda Snyder/ Crosscut)

We can’t entirely blame COVID-19 for the current dire state of the arts, says PSRC’s Thibedeau. For too long, the sector has relied on inequitable funding structures and underpaid workers. Housing affordability and job instability have been a problem for years, as have the sector’s racial inequities. “These have been underlying challenges and issues for the industry for a very, very long time,” Thibedeau says. The pandemic hasn’t helped. “Now things are, like many things, more challenging, more dire.” 

With employment in the arts and entertainment sector still down, plus inflation and rising housing costs, the sector may be closer to the edge of the cliff. While there’s no single path, the report does lay out a bridge to the other side. 

Building that bridge, according to PSRC, will require a concerted effort by governments, nonprofits, businesses and philanthropists — and a variety of potential building blocks. 

The list of the few dozen proposed solutions includes everything from the more straightforward and concrete (adjust noise ordinances so that musicians can play in public spaces later into the evening; alleviate child care expenses for artist-parents; expand Olympia’s and Tacoma’s cultural access programs statewide) to the more aspirational (“engage the larger business community in support of arts and culture,” “develop a sustainable business model for arts and culture”) and inventive (create a regional administrator or task a nonprofit with overseeing benefits for arts and culture workers, like a union). 

While the report stresses that higher wages and access to affordable housing and benefits are paramount, it shies away from specifically endorsing or calling out more systemic solutions, like building such housing. 

“There was some recognition by our consultants in doing this work that clearly the region's housing challenges are a driving factor in how the arts and culture community can actually operate,” Thibedeau says. “But this [report] is not a strategy to address housing,” he says, adding that PSRC is currently working on a regional housing strategy. 

Affordable housing and education would have made a huge difference for fiber and performance artist Cybele León, who saw no other option than to move from Seattle to Bellingham during the pandemic. The “greatest allure of Bellingham was cheap access to aerial and dance training, and family housing” León says, referring to the affordable option of renting a part of her grandparents’ house. León is planning to go back to school for marketing and UX design this fall — another thing she wouldn’t have been able to afford in Seattle, she says. León’s experience is in line with what survey respondents indicated could help: not just affordable housing, but also career support, training and help with student loans. 

PSRC’s report also recommends piloting a guaranteed income program for creative workers, pointing to a San Francisco program that paid 130 artists and cultural workers $1,000 monthly stipends, with the money coming from private and public funds (similar programs have also been piloted in New York and St. Paul, as well as Ireland). 

While artists and arts workers could potentially benefit from local pilot programs, there are currently no local basic income programs specifically designed for creatives. Nate Omdal, vice president and organizer at the Musicians' Association of Seattle, has been trying to get traction with his idea for a small basic income program for musicians — but getting support from elected officials has proven difficult.

“I can show hundreds of people saying ‘this would be a good thing,’” Omdal says, “but for some reason, that doesn’t count as a request. So I'm struggling internally, trying to figure out: What's the thing that decision makers in this region really do need before they start feeling like something is serious?” 

Omdal says the clock is ticking. “I’m terrified for the future of the trade in Seattle,” he says.

Artist Emily Counts works on a sculpture at the exhibit “XO Seattle” at the Forest for the Trees art show, which spread out across a vacant office tower during the 2022 Seattle Art Fair. (Amanda Snyder/Crosscut)

Artist Emily Counts works on a sculpture at the exhibit “XO Seattle” at the Forest for the Trees art show, which spread out across a vacant office tower during the 2022 Seattle Art Fair. (Amanda Snyder/Crosscut)

The dearth of affordable rehearsal and performance space is another pressing issue the report also aims to address. Among the proposed solutions: Transform vacant and underutilized spaces, like ground floor retail, warehouses, parking lots, green space, malls, libraries and churches, into spaces for art. 

That sounds logical, but to do so often requires jumping through lots of hoops, says artist Janet Galore, who with her partner Demi Raven opened the art space The Grocery Studios in a former Beacon Hill corner grocery store in 2016. Because the building was designated “commercial” by the city, the couple had to get a commercial loan, which meant jumping through hoops that “are extra challenging and do not fit the needs of a cultural space,” Galore says. “It requires you to be a bureaucratic contortionist.” 

Permitting with the city of Seattle was an additional hurdle. “It feels like city policies, processes, and commercial leasing conventions are optimized only for for-profit commercial developers,” Galore says. “Even for short-term rentals of vacant spaces, I know a number of people who have tried to rent for art exhibition or studio use, and never got a call back from the leasing agent or landlord.” 

The report notes that local jurisdictions can support the creation of more art spaces through zoning changes and by making sure art and cultural activities are an allowed “use” of ground floor commercial space. 

Though it wasn’t noted in the report, this is something the city of Seattle has done with Seattle Restored. The private-public program builds on legislation that makes it easier to use commercial spaces in certain parts of the city for short-term artistic and other purposes and matches small business owners, artists and entrepreneurs with vacant commercial storefronts. After a first run this past spring and summer, the program will now be expanded to an additional 45 vacant properties throughout the city. 

However successful, programs like these don’t solve one of the major issues the report identifies for the arts sector: The current business model — Sisyphean pursuit of meager resources at the expense of making and presenting art — is not just rife with inequities. It’s broken. 

What the sector needs, the report specifies, is meaningful state funding. But “Washington State historically provides a low level of support for the arts,” the report goes on to note. “In terms of per capita spending on state arts agencies, Washington is 46th in the nation,” with $0.34 spent per capita in the fiscal year 2022. (Conversely, Washington ranks ninth when it comes to artists as a share of the labor force.)

While the state Legislature appropriated $45 million for grants to businesses and organizations in the arts, heritage and science sectors this year, those dollars represent one-time recovery funding, “not an ongoing financial commitment from the State,” the report says.

But the strategies put forth in this report are just that: strategies. There are no mandates, restrictions or requirements. Still, says Cawaling of Inspire Washington, the report can be helpful in providing a blueprint for a way out. Particularly now, as advocates fear a “funding cliff” while the sector’s recovery lags. The priority, he says, is sustained funding. 

“Between now and the end of the year, all major governments — the federal government, county government, city government — are going to approve their budgets for the next year or two,” Cawaling says, adding that Washington state will be discussing its budget from January to May of 2023. “So this is a time when we need to talk about money.” 

Mon, 08 Aug 2022 00:00:00 -0500 en text/html https://crosscut.com/culture/2022/08/report-puget-sounds-arts-and-culture-sector-danger-exodus
Killexams : Indonesia blocks Yahoo, Paypal, gaming websites over license breaches

Article content

JAKARTA — Indonesia has blocked search engine website Yahoo, payments firm PayPal and several gaming websites due to failure to comply with licensing rules, an official said on Saturday, sparking a backlash on social media.

Registration is required under rules released in late November 2020 and will provide authorities broad powers to compel platforms to disclose data of certain users, and take down content deemed unlawful or that “disturbs public order” within four hours if urgent and 24 hours if not.

Article content

Several tech companies had rushed to register in days leading up to the deadline, which had been extended until Friday, including Alphabet Inc’s, Meta Platforms Inc’s Facebook, Instagram and WhatsApp and Amazon.com Inc .

Semuel Abrijani Pangerapan, a senior official at Indonesia’s Communications Ministry, said in a text message websites that have been blocked include Yahoo, PayPal and gaming sites like Steam, Dota2, Counter-Strike and EpicGames, among others.

PayPal, Yahoo’s parent private equity firm Apollo Global Management and U.S. game developer Valve Corporation, which runs Steam, Dota and Counter-Strike, did not immediately respond to requests for comment. EpicGames could not be reached for comment.

Article content

Hashtags like “BlokirKominfo” (block Communication Ministry), Epic Games and PayPal trended on Indonesian Twitter, with many writing messages criticizing the government’s move as hurting Indonesia’s online gaming industry and freelance workers who use PayPal.

Pangerapan said the government will find a solution for people to withdraw their deposits from PayPal, which may include reopening access to its website for a short period, he told Metro TV.

Authorities would unblock the websites if they comply with registration rules, he said, defending the measure as protection for Indonesian internet users.

With an estimated 191 million internet users and a young, social-media savvy population, the Southeast Asian nation is a significant market for a host of tech platforms. (Reporting by Gayatri Suroyo; Editing by Stephen Coates and David Evans)

Sat, 30 Jul 2022 03:05:00 -0500 en-CA text/html https://financialpost.com/pmn/business-pmn/indonesia-blocks-yahoo-paypal-gaming-websites-over-license-breaches-2
Killexams : Indonesia blocks Yahoo, Paypal, gaming websites over licence breaches

Indonesia has blocked search engine website Yahoo, payments firm Paypal and several gaming websites due to failure to comply with licensing rules, an official said on Saturday, sparking a backlash in social media, Trend reports with reference to Reuters.

Registration is required under rules released in late November 2020 and will provide authorities broad powers to compel platforms to disclose data of certain users, and take down content deemed unlawful or that "disturbs public order" within four hours if urgent and 24 hours if not.

Several tech companies had rushed to register in days leading to the deadline, which had been extended until Friday, including Alphabet Inc's, Meta Platforms Inc's Facebook, Instagram and WhatsApp and Amazon.com Inc.

Semuel Abrijani Pangerapan, a senior official at Indonesia's Communications Ministry, said in a text message websites that have been blocked include Yahoo, Paypal and gaming sites like Steam, Dota2, Counter-Strike and EpicGames, among others.

Paypal, Yahoo's parent private equity firm Apollo Global Management and U.S. game developer Valve Corporation, which runs Steam, Dota and Counter-Strike, did not immediately respond to requests for comment. EpicGames could not be reached for comment.

Pangerapan did not respond to a request for comment.

With an estimated 191 million internet users and a young, social-media savvy population, the Southeast Asian nation is a significant market for a host of tech platforms.

Fri, 29 Jul 2022 23:45:00 -0500 en text/html https://en.trend.az/world/other/3627146.html

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