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Sender: millershed@EARTHLINK.NET
Subject: Re: Fwd: Action: Creating a coalition for a revenue neutral carbon tax for payroll o
Date: Tue, Aug 19, 2014
Msg: 101127

Possible win/win/win:

Use income from both a carbon tax AND other internalized externalities (the planet doesn't only provide us with energy sources, but also with water, forests, fish stocks, etc., as Michael S's article explores) to dramatically reduce (but not eliminate) both payroll and corporate taxes.

When a much smaller portion of tax income is from personal income taxes, the idea of a flat tax becomes more palatable--I'm thinking 10% or less (with a minimum in order to let the truly indigent off the hook).

A similar reduction (and simplification) of corporate taxes essentially eliminates loopholes and establishes a corporate flat tax, at globally competitive rates.

Payroll taxes are lessened, stimulating the economy.

Relying only on a carbon tax isn't sufficient in a complex system. For one thing, it faces diminishing returns (because the behavior of a complex system is always adjusting), as Lawry points out, so the approach has to be more multifaceted and systemic.

Environmental benefits and social ones (primarily in more jobs, less poverty) accrue, as part of this comprehensive approach.

I realize I am way out of my depth here, and am not tied to details. I just wanted to give some sort of substance to my call for a win/win/win, which I think something like this could truly be. Best to all!

John Miller

-----Original Message-----
From: Michael Briand
Sent: Aug 17, 2014 12:40 PM
Subject: Re: [TRANSPARTISAN] Fwd: Action: Creating a coalition for a revenue neutral carbon tax for payroll or corporate tax swap

I'm sure the issue proposed by Michael S. would lead to a useful and productive discussion.  But I don't wish to weigh in on the matter of what topics we ought to consider or what actions we might take.  I want only to observe that it's very difficult to get anywhere in decision-oriented conversations like this without being explicit about our purpose and our criteria for evaluating and choosing among options.
Even if we don't need something as formal and detailed as a strategic plan, we still need to think, generally, as if that's what we're developing:  a plan that addresses purpose, goals, objectives, resources and assets, obstacles and deficits, criteria for action, action options, deliberation, prioritization, decision, timeline, division of labor, evaluation, etc.  I know this will strike some as unnecessary.  I can only repeat what I've said before:  go slow to go fast.
Despite (or because of) the rich discussion we've enjoyed to date, I'm becoming less sure of where we're headed.  I would recommend backing up a bit and talking, even if only briefly, about purpose, goals, decision criteria, and action options--or even further, by taking the survey Bruce constructed.  In the absence of clarity about these, and of course speaking only for myself, I worry about finding myself unable to make sense of it all.
Michael Briand
Chico, CA

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