[T]he recession that began in 2007 has been one of the worst periods for American families since the Great Depression. Americans are living with the uniquely acute fears that are produced by economic insecurity. In this weak economic environment, much of government policy should be focused on the short and intermediate terms. In this paper, The Hamilton Project argues that even in these difficult times it is vital that we begin to confront the challenges that pose a greater risk to our long-run prosperity than the Great Recession. Our perspective is that America's future growth requires reprioritizing expenditures toward increasing workforce productivity, innovation and infrastructure, savings, and government effectiveness. However, the ability to make these investments is increasingly compromised by our difficult fiscal position. As part of this strategy to shift focus to long run prosperity, the United States should begin to confront the deficit as soon as the economic recovery has gained sufficient momentum. -- Abstract. (p.2).

The guidance every nonprofit needs to plan the best survive-and-succeed strategy in any economy The slow and uneven climb out from the Great Recession promises nonprofits an economic future that is unlike the past. Get equipped with the tools you need to plan your resilient nonprofit strategy with Recession, Recovery, and Renewal: Long-Term Nonprofit Strategies for Rapid Economic Change. This dynamic book reveals how your nonprofit can choose and assess indicators that will anticipate rapid twists in the road. It illustrates how your nonprofit can adapt management, programs, skills, leadership, and governance to take advantage of—rather than suffer through—rapid and constant change. This book is a practical guide that teaches readers to identify, choose and track trend indicators in the market; establish systems to take up and act on both challenges and opportunities surfaced by those indicators; and produce concrete evidence of the impact of paying attention to those indicators. Examines the Great Recession and its effect on government finance Explores economic and industrial structure and performance over the next two decades, domestically and globally Provides a concrete strategic guide toward change, grow capacity, and fulfillment of your nonprofit's mission Offers a practical guide to restructuring the business model of nonprofits to anticipate—not react—to change Documents the nature and levels of current and future economic change Featuring a profile self-assessment questionnaire to help readers determine their readiness to adapt to change and to produce evidence to support innovation and performance and case studies written by agencies of Omnicom, a global Fortune 200 company, together with their nonprofit and corporate partners based on actual strategy development, Recession, Recovery, and Renewal: Long-Term Nonprofit Strategies for Rapid Economic Change is the first book to provide the nonprofit sector with a concrete guide to organizational strategy based on documented statistical evidence of the future economic and leadership structure—that will eventually become the operating environment.

This book examines the factors leading to America's recent recession, describing the monetary policy, tax practices, subprime mortgages and lack of regulation that contributed to the crisis. The book also considers the the prospects for economic recovery in North America, Europe, Asia, and South America as well as the extent of U.S. and EU regulatory proposals.

How Main Street was hit by—and might recover from—the financial crisis, by The New York Times's national economics correspondent When the financial crisis struck in 2008, Main Street felt the blow just as hard as Wall Street. The New York Times national economics correspondent Peter S. Goodman takes us behind the headlines and exposes how the flow of capital from Asia and Silicon Valley to the suburbs of the housing bubble perverted America's economy. He follows a real estate entrepreneur who sees endless opportunity in the underdeveloped lots of Florida—until the mortgages for them collapse. And he watches as an Oakland, California-based deliveryman, unable to land a job in the biotech industry, slides into unemployment and a homeless shelter. As Goodman shows, for two decades Americans binged on imports and easy credit, a spending spree abetted by ever-increasing home values—and then the bill came due. Yet even in a new environment of thrift and pullback, Goodman argues that economic adaptation is possible, through new industries and new safety nets. His tour of new businesses in Michigan, Iowa, South Carolina, and elsewhere and his clear-eyed analysis point the way to the economic promises and risks America now faces.

Officially over in 2009, the Great Recession is now generally acknowledged to be the most devastating global economic crisis since the Great Depression. As a result of the crisis, the United States lost more than 7.5 million jobs, and the unemployment rate doubled—peaking at more than 10 percent. The collapse of the housing market and subsequent equity market fluctuations delivered a one-two punch that destroyed trillions of dollars in personal wealth and made many Americans far less financially secure. Still reeling from these early shocks, the U.S. economy will undoubtedly take years to recover. Less clear, however, are the social effects of such economic hardship on a U.S. population accustomed to long periods of prosperity. How are Americans responding to these hard times? The Great Recession is the first authoritative assessment of how the aftershocks of the recession are affecting individuals and families, jobs, earnings and poverty, political and social attitudes, lifestyle and consumption practices, and charitable giving. Focused on individual-level effects rather than institutional causes, The Great Recession turns to leading experts to examine whether the economic aftermath caused by the recession is transforming how Americans live their lives, what they believe in, and the institutions they rely on. Contributors Michael Hout, Asaf Levanon, and Erin Cumberworth show how job loss during the recession—the worst since the 1980s—hit less-educated workers, men, immigrants, and factory and construction workers the hardest. Millions of lost industrial jobs are likely never to be recovered and where new jobs are appearing, they tend to be either high-skill positions or low-wage employment—offering few opportunities for the middle-class. Edward Wolff, Lindsay Owens, and Esra Burak examine the effects of the recession on housing and wealth for the very poor and the very rich. They find that while the richest Americans experienced the greatest absolute wealth loss, their resources enabled them to weather the crisis better than the young families, African Americans, and the middle class, who experienced the most disproportionate loss—including mortgage delinquencies, home foreclosures, and personal bankruptcies. Lane Kenworthy and Lindsay Owens ask whether this recession is producing enduring shifts in public opinion akin to those that followed the Great Depression. Surprisingly, they find no evidence of recession-induced attitude changes toward corporations, the government, perceptions of social justice, or policies aimed at aiding the poor. Similarly, Philip Morgan, Erin Cumberworth, and Christopher Wimer find no major recession effects on marriage, divorce, or cohabitation rates. They do find a decline in fertility rates, as well as increasing numbers of adult children returning home to the family nest—evidence that suggests deep pessimism about recovery. This protracted slump—marked by steep unemployment, profound destruction of wealth, and sluggish consumer activity—will likely continue for years to come, and more pronounced effects may surface down the road. The contributors note that, to date, this crisis has not yet generated broad shifts in lifestyle and attitudes. But by clarifying how the recession’s early impacts have—and have not—influenced our current economic and social landscape, The Great Recession establishes an important benchmark against which to measure future change.

Appointed head of Newfoundland's Economic Recovery Commission, House was struck by the unyielding strength of the bureaucratic barriers of government. A testament to the difficulty of fighting the tide of political and bureaucratic power in Canada.