Not only did Pence double down on his support for RFRA, but when given multiple opportunities by the ABC News moderator to state the obvious, he refused to say the simple words that, “In Indiana, it is wrong to discriminate against people based on their sexual orientation.”
As the leader of a city with 11 districts, and as authorizer of dozens of public charter schools, Hogsett will have a key role in helping us set a collective vision for what teacher leadership in Indianapolis might look like.
The new mayor should appoint a food policy director to provide leadership and coordination around food issues in city departments and across the community.
There’s no “manifest destiny” for Indianapolis. We aren’t sharing in the national migration of talent to metropolitan America. We lag most other large regions in population growth, including peers like Nashville, Denver and Columbus.
I heard many times: “Bill, if you put that tax on, you will never be elected to anything again.” We had to stick to our guns, or give up. Part of leadership is knowing when to stand on principle and when to be flexible.
Data is so addictive to managers that, when information is not naturally available, vice presidents of this and that move to create it.
Citizens give local police incredible enforcement powers, including the ability to arrest and detain. And with much authority should come much accountability.
Access to health care explains only a small part of health status—no more than 15 percent, according to the best evidence.
Some neighborhoods have no sidewalks, crumbling sidewalks or sidewalks that don’t connect to places people need to go, such as school, work, stores or transit stations. We focus our infrastructure on automobiles, not walkers or people in wheelchairs or on bikes.
16 Tech would bring together many of Indianapolis’ existing strengths—our research universities, life sciences expertise and vibrant technology sector—to spark new companies and jobs.
The Regional Cities legislation was a lousy idea designed to divert Hoosiers from the notion that their state government should support all regions of our state. Instead, we are pitting one region against another, fighting for scraps from the state’s table.
We demand fast-paced work environments, a seat at the table, and constant change.
Strong and effective relationships—with employees, customers and vendors—are the motors that drive business. Too often, managers focus only on the professional aspects and discount what makes us truly unique: our lives outside of work.
I raise for consideration the notion of “balanced” health plans that place priority on prevention and access. Preventive care is inexpensive, while chronic disease treatments and emergency-room visits are not.
Since the average minority household currently owns only 10 percent of the wealth of a typical white family, we are facing a huge challenge of broadening economic inclusion.
How do we address the concerns about the Vision Fleet and Blue Indy initiatives without undoing what are clearly important steps toward solving major urban challenges?
The Indianapolis Museum of Art recently locked its beautiful and symbolic pedestrian/cycling gate at 42nd Street and Michigan Road in April to better secure the campus and sell more memberships. Unfortunately, the locked gate prohibits cyclists and pedestrians from entering the campus safely across 42nd Street.
The lesson here is that even a fully negotiated merger agreement is often overridden after closing by the board and management of the merged entity.
By dedicating more resources to examination of proposed securities offerings and applications for licensing of investment professionals, the commissioner can do a better job of keeping investors from losing money in the first place.
As 2015’s graduates pack away their caps and gowns and step out into the world, their quest shines a focus on the critical work facing our state in preparing Hoosiers for careers of the future.
