Rigorous Review of Nashville Charter Schools Needed
The Tennessean - April 14, 2015, by Stephen Henry & Erick Hutch - Teachers are joining parents and local community...
The Tennessean - April 14, 2015, by Stephen Henry & Erick Hutch - Teachers are joining parents and local community groups to ask the Metro Nashville Public School Board to adopt tougher accountability and transparency standards to protect students and taxpayers. Here's why.
We should all be working together to find a coordinated approach that serves all children.
Studies confirm that the proliferation of new charters is forcing existing under-funded public schools to compete for the same taxpayer dollars without proper checks and balances. There is also a growing concern among teachers and parents that we are not doing enough to ensure equal access to ALL of Nashville's public schools.
The Annenberg Institute for School Reform at Brown University recommends national standards for schools to protect students and the public. A mandate on transparency and equitable student policies ensures all students have fair access to the schools they deserve. The Institute also recommends all approved charter schools be fully funded by the state. Under our current system, Nashville taxpayers absorb the costs of state-approved charters already rejected locally.
Right now, charters cost our public school system $9,000 per student, according to a recent performance audit commissioned by the Metropolitan Government. We should require a rigorous financial review of charter expansion on our public school system – a prudent step before approving more charters.
A national study by the Center for Popular Democracy found charter school operators across the country were engaged in rampant abuses because they lacked appropriate oversight and transparency guidelines. Last month, the CPD released findings for an 11-point program for reform.
A local audit released in February, found that the unchecked expansion of new charter schools is taking a toll on existing schools. Specifically, the audit noted that when new charter schools open and compete for the same system resources, fixed costs at existing schools — such as maintenance, technology and health services —are often neglected as they cannot be reduced.
Additionally, the audit observed that existing schools cannot easily adjust staffing patterns as a result of new charters. "For these costs to be reduced significantly," the audit observed, "the school would need to close altogether." The audit also confirmed the results of a fall 2014 report that found "new charter schools will, with nearly 100 percent certainty, have a negative fiscal impact on MNPS."
As the search for the next director of MNPS begins, we need a leader who will commit the resources and support necessary for our existing schools to be successful. A single, 600-seat charter school requires $5.4 million annually from our public schools. At a time when our schools are universally considered to be under funded, now is the time to invest resources in public education instead of systematically starving it.
In 2010, the entire state of Tennessee had only 20 charter schools. In Nashville alone in the 2015-16 school year, 27 charter schools will operate at an annual cost of $75 million. Another 18 proposed charters are seeking to divert as much as $104 million annually. In fact, even if the school board approved no new charter schools, more than 5,000 charter seats will come into existence between now and the 2019-20 school year under previous charter approvals. That's the equivalent of adding five new MNPS middle schools.
It's time to protect students and taxpayers with common-sense standards that serve all of us.
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Anti-Kavanaugh Groups Could Lose Non-Profit Status for Disrupting Hearings
Anti-Kavanaugh Groups Could Lose Non-Profit Status for Disrupting Hearings
Over 200 people were arrested during the four days of hearings, held Sept. 4 to 7, for disrupting the hearings. They...
Over 200 people were arrested during the four days of hearings, held Sept. 4 to 7, for disrupting the hearings. They were organized by Women’s March and Center for Popular Democracy Action (CPDA), both holding 501(c)(4) tax-exempt status as social welfare organizations, as well as Housing Works, which holds the 501(c)(3) tax-exempt status reserved for charitable organizations.
Read the full article here.
L Brands, owner of Victoria's Secret and Bath & Body Works, ending on-call scheduling
Dive Brief: L Brands Inc. is the latest retail company to end “on-call scheduling” in the face of a ...
L Brands Inc. is the latest retail company to end “on-call scheduling” in the face of a warning letter from New York Attorney General Eric Schneiderman that the practice likely violates state law.
The company said its Bath & Body Works stores and Victoria’s Secret stores are phasing out the practice nationwide.
Rise Up Georgia, a partner of the Fair Workweek Initiative at the Center for Popular Democracy, has been organizing L Brands workers and asking the company to end the practice, especially at Bath & Body Works stores, and says the latest move doesn’t go far enough.
Dive Insight:As the practice of on-call scheduling has drawn more scrutiny, lawmakers and regulators are calling for an end to the practice and taking steps, as Schneiderman's office has, to rein it in. Several jurisdictions, including a few states, already have laws on the books that could be used to temper or end the practice.
On-call scheduling uses algorithms to determine when workers are most needed or not, and many retailers have taken to sending workers home or having them at the ready without pay. That wreaks havoc on workers’ lives, hampering their ability to attend school, care for families, or hold down other jobs.
An improving job market is also helping make the practice less tenable as workers are more able to find jobs that are less disruptive to them.
Retailers should be prepared to see more such concerns, warnings, and even legislation as just-in time scheduling gets more scrutiny, Gail Gottehrer, a labor & employment litigator at Axinn Veltrop & Harkrider in New York who works on behalf of employers, told Retail Dive. The practice was a major concern when the San Francisco Board of Supervisors last year unanimously passed its Worker Bill of Rights law.
But some worker advocates say that L Brands move doesn’t go far enough.
"L Brand employees still have to put their lives on hold," Erin Hurley, an organizer for Rise Up Georgia and a former Bath & Body Works employee, said in a statement. "The company might have ended one type of on-call shifts, but it is still allowing for harmful shift practices: since July, they have been relying on shift extensions at Victoria’s Secret, which are on-call shifts by another name. While we celebrate the step forward, we call on L Brands to take a definitive step toward a fair workweek by giving workers shifts with definite start and end times, and enough hours to support their families.”
Schneiderman, meanwhile, praised the move while also making it clear that his office will continue to monitor the practice.
Recommended ReadingWall Street Journal: Bath & Body Works to End On-Call Scheduling
Source: RetailDive
Part-Time Schedules, Full-Time Headaches
New York Times - July 18, 2014, By Steven Greenhouse - A worker at an apparel store at Woodbury Common, an outlet mall...
New York Times - July 18, 2014, By Steven Greenhouse - A worker at an apparel store at Woodbury Common, an outlet mall north of New York City, said that even though some part-time employees clamored for more hours, the store had hired more part-timers and cut many workers’ hours to 10 a week from 20.
As soon as a nurse in Illinois arrived for her scheduled 3-to-11 p.m. shift one Christmas Day, hospital officials told her to go home because the patient “census” was low. They also ordered her to remain on call for the next four hours — all unpaid.
An employee at a specialty store in California said his 25-hour-a-week job with wildly fluctuating hours wasn’t enough to live on. But when he asked the store to schedule him between 9 a.m. and 2 p.m. so he could find a second job, the store cut him to 12 hours a week.
These are among the experiences related by New York Times readers in more than 440 responses to an article published in Wednesday’s paper about a fledgling movement in which some states and cities are seeking to limit the harshest effects of increasingly unpredictable and on-call work schedules. Many readers voiced dismay with the volatility of Americans’ work schedules and the inability of many part-timers to cobble together enough hours to support their families.
In a comment that was the most highly recommended by others — 307 of them — a reader going by “pedigrees” wrote that workers were often reviled for not working hard enough or not being educated enough. “How can they work more jobs or commit to a degree program if they don’t know what their work schedule will be next week, much less next month?” the reader wrote. “It’s long past time for some certainty for workers. They drive the economy.”
Some readers were shocked by the story of Mary Coleman, who, after an hourlong bus commute, arrived for her scheduled shift at a Popeyes in Milwaukee only to be told to go home without clocking in because the store already had enough employees working. She wasn’t paid for the day.
“What happened to Ms. Coleman should be criminal,” wrote “JenD” of New Jersey in the second-most-recommended comment. “These types of stories sound like they were written by Charles Dickens in the mid-19th century.”
A reader from South Dakota, “JDT,” wrote that he was baffled as to why so many employers created turmoil for their workers by assigning them a different schedule every week, making it hard to juggle their jobs with child care or college.
“As a small-business owner for over 30 years, I have always been able to provide my part-time employees with a firm, steady and predictable schedule,” JDT wrote. “My employees are a vital and important asset. I treat them right, and they do their best for me. It’s so easy ... Why can’t big business run by M.B.A.s and highly compensated executives figure that out?”
JDT, whose name is Jim D. Taylor, runs a combined law and real estate firm in Mitchell, S.D. In a follow-up interview, he said: “In a small business, if you’ve scheduled someone to work, there should always be enough to do — you don’t send them home. I don’t know why big business is any different.”
“Why is it so hard to schedule someone for regular shifts?” Mr. Taylor asked.
A reader calling himself “Polish Ladies Cleaning Service” wrote that in the housecleaning business, it was “a particularly devilish problem” to maintain predictable schedules for employees. “If a client cancels and there’s no work, there’s no work,” he wrote. “We try to let everyone know ASAP, of course, but there are times when clients do cancel literally at the very last minute!”
In a follow-up interview, David Chou, the spokesman for Polish Ladies Cleaning Service, a company based in Brooklyn, told of a woman with a $19,000-a-month apartment who failed to confirm a housecleaning appointment scheduled for that day. So the company had to tell the scheduled housekeeper she was not needed that morning.
“We try to reschedule the ladies with other clients if that’s possible, but probably about half the times that’s not possible,” Mr. Chou said.
“Mary,” a reader from Atlanta, said it was understandable why so many employers relied on part-time workers. “We do still have issues with supply and demand that make it difficult for some businesses to hire full time (e.g., retail brick-and-mortar stores struggling with seasonal slowdowns and competition from Internet stores),” she wrote.
“How is it so many, and Obama, believe that workers have the right to tell their employer what hours they will work?” she added. “I’m thinking many here need to go to Europe or some other country. See how that works for you. Our government has no right to dictate, only to protect workers from abuse, and part-time is not abuse.”
One reader, a sales employee at an Apple store, complained in a letter that her work schedule varied every week, although she praised Apple’s medical, dental and vision benefits, even for part-timers. In a follow-up interview she said she was essentially required to be available anytime from 7 a.m. to 10 p.m. six days a week — she has designated Wednesday as her day off.
“Having to give them that much availability, it means you’re at their mercy,” she said, noting that her husband works Monday through Friday. “You don’t know until the schedule comes out what your life will look like.”
Courtney Moore, a cashier at a Walmart in Cincinnati, said in an interview that she had been assigned about 40 hours a week until she told store management in June that she would begin taking college classes most mornings and some afternoons. She said she asked her manager to put her on the late shift, but to her dismay, the store reduced her to 15 hours a week.
“They said they need someone they could call whenever they need help — and they said I’m not that person,” Ms. Moore said. She said she would prefer being a dedicated full-time employee at Walmart but had to take a second job at McDonald’s instead.
A middle-aged New Yorker who lost his teaching job of two decades because of a budget squeeze in his school district said he had applied for retail jobs and was shocked by what he found.
“You had to be available every minute of every day, knowing you would be scheduled for no more than 29 hours per week and knowing there would be no normalcy to your schedule,” he wrote. “I told the person I would like to be scheduled for the same days every week so I could try to get another job to try to make ends meet. She immediately said, ‘Well, that will end our conversation right here. You have to be available every day for us.’
“I asked, ‘Even though I’m trying to get another job?’ ‘Yes.’ Then she just stared at me and asked me to leave. What kind of company does this? What kind of company will not even let you get another job?”
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A New Law Is Letting Uber Drivers Unionize
A New Law Is Letting Uber Drivers Unionize
After ride-hailing companies descended on Seattle and began slashing drivers’ pay, the City Council stepped in with a...
After ride-hailing companies descended on Seattle and began slashing drivers’ pay, the City Council stepped in with a novel solution.
As the gig economy grows, companies like Airbnb and Uber are challenging cities by reshaping entire industries, often harming workers in the process. The challenge for progressive-minded legislators has been that existing regulations have often proven inadequate. Recently, however, local policymakers have begun proposing innovative ways to cope with the changes.
In Seattle, this battle has played out around ride-hailing services Uber and Lyft. When the companies were first legalized in the city in 2014, they presented themselves as a needed transport service that let drivers make money outside of the rigid regulations imposed on the taxi industry. Those claims lost credibility over the next year, however, as Uber drivers’ pay was slashed from $2 per mile to about $1.20 per mile. As cuts deepened, drivers found it increasingly hard to make an income—and many taxi firms found it almost impossible to compete.
We clearly needed a solution. Although collective bargaining had never been tried in the gig economy, a Seattle labor lawyer named Dmitri Iglitzin who’d been mulling the possibility for years approached me with a groundbreaking idea: Rather than tinkering around the edges with new regulations, why not let for-hire drivers unionize and set their own terms?
The premise was intriguing: If Uber and Lyft are going to claim that drivers are independent contractors, then let’s take them at their word and insist that drivers be allowed to negotiate the terms of their contract with these multibillion-dollar companies. While federal law preempts localities from encouraging unionization for private-sector employees, independent contractors are exempt. We believe this means that cities can allow drivers the right to collectively bargain to negotiate a better quality of life and a more reliable transportation service, in a way that regulations cannot.
The timing couldn’t have been better. In the year after Uber and Lyft first began operation, the narrative in Seattle had shifted: The companies, once seen as upstart innovators, came to be seen as major corporations intent on asserting power to the detriment of workers.
Uber and Lyft drivers had already set up an association of app-based drivers through the Teamsters, which represented taxi drivers in Seattle. United, they were starting to raise their voices. They organized rallies and protests highlighting their struggles and testified at City Hall about their limited pay, long hours, and arbitrary deactivation. Growing popular outrage turned up the heat.
Surprisingly, even as criticism rose, both Uber and Lyft did little to fight back. It wasn’t because the companies didn’t have the will or capacity. Only a year earlier, in 2014, they had put up a major fight after the Seattle City Council proposed placing a cap on for-hire vehicles.
This time though, it was clear that they could not win over public opinion. As driver earnings spiraled downward, it was hard for anybody to deny that there was a problem with the companies’ treatment of their workers—and that something needed to be done about it.
Rather than tinkering around the edges with new regulations, why not let for-hire drivers unionize and set their own terms?
In December 2015, the Seattle City Council unanimously passed a law letting Uber and Lyft drivers bargain collectively and establish a process for binding arbitration. In coming months, we will finalize the rules and determine which union or association can represent drivers, who can then vote on whether they want to be represented or not. The US Chamber of Commerce is already suing, hoping that the courts determine that federal law preempts the Seattle law.
Even though contract negotiations are months away, the idea has already caught on in other cities and states. New York and Cincinnati are considering regulations that would expand collective bargaining rights to some gig-economy workers. And in California a similar law was introduced in the State Assembly (although it’s been withdrawn for the moment).
The on-demand economy is delivering important new benefits to consumers. But if we are going to build a more equitable society, we’ll need rules of the road to ensure workers are treated with dignity. Cities have a powerful role in realizing that vision.
By MIKE O'BRIEN
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Top Federal Reserve pick is controversial for Wells Fargo oversight and lack of diversity
Top Federal Reserve pick is controversial for Wells Fargo oversight and lack of diversity
Shawn Sebastian, field director of Fed Up, a campaign by labor, community and liberal activist groups that wants the...
Shawn Sebastian, field director of Fed Up, a campaign by labor, community and liberal activist groups that wants the Fed to enact pro-worker policies, said the choice of Williams damaged the Fed’s legitimacy and credibility.“Today, the Federal Reserve concluded another opaque and controversial Reserve Bank presidential selection process by ignoring the demands of the public and choosing yet another white man whose record on Wall Street regulation and full employment raises serious questions,” he said.
Read the full article here.
Mpls. City Council members urge JPMorgan Chase to cut Trump ties
Mpls. City Council members urge JPMorgan Chase to cut Trump ties
The three council members also want the corporation to divest from private prisons and immigration detention centers....
The three council members also want the corporation to divest from private prisons and immigration detention centers.
Read the full article here.
Why retailers are moving away from ‘on-call’ shift scheduling
Why retailers are moving away from ‘on-call’ shift scheduling
For more than two decades, workers in the retail and restaurant industries have struggled to balance family life and...
For more than two decades, workers in the retail and restaurant industries have struggled to balance family life and other obligations with jobs that demand they be “on call.” Now, under legal pressure and in a tightening labor market, some employers are changing their approach.
On Tuesday, the New York Attorney General’s office announced that six retailers – Aeropostale, Carter’s, David’s Tea, Disney, PacSun, and Zumiez – have agreed to end “on-call” scheduling. From now on, their employees will not need to check each day whether they should come to work, nor do they risk being sent home early without pay when the store is quiet. Four of the companies also committed to giving employees their schedules one week in advance.
Ending “on-call” scheduling will make a big difference for employees, increasing the predictability of work schedules and making it easier to plan other activities. But they aren’t the only ones who will benefit from the change, observers say: It could also bring long-term benefits for businesses and society.
“It’s a pretty significant move,” Carrie Gleason, director of the Fair Workweek Initiative at the Center for Popular Democracy, tells The Christian Science Monitor in a phone interview. “Retail companies ... are really starting to recognize that they need to invest in their workforce.”
In the past, workers’ wages were considered a fixed cost, wrote Robert Reich, who served as Labor secretary during Bill Clinton’s presidency and is now a professor of public policy at the University of California at Berkeley. In the 1990s, however, wages became a variable cost: Many businesses used on-call scheduling to trim costs by having as few workers as possible. Some even deployed software systems that highlighted the times when employees were least needed.
That kind of scheduling takes a substantial toll on workers, explains Lonnie Golden, a professor of economics and labor-employment relations at Penn State University-Abington, in a phone interview with the Monitor. Professor Golden was the primary author of an April report for the Economic Policy Institute about the consequences of irregular work scheduling.
Uncertain hours make it hard for workers to plan their daily lives, says Golden. Holding down a second job becomes more difficult, uncertain paychecks mean incomes often fall short, and childcare is an increased challenge.
These employees are most likely to experience “work-life conflict” and be stressed at work, Golden notes.
That also puts businesses with “on-call” scheduling on the wrong side of some state and federal labor laws. In April, New York Attorney General Eric Schneiderman and the attorneys general of seven other states and the District of Columbia sent a letter to the six retailers asking them to end the practice, as they have now agreed to do.
Ms. Gleason points to that April letter and other, similar investigations as the "single most influential factor" in moving businesses away from these scheduling practices. Seven other businesses announced that they would end "on-call" scheduling in 2015.
But with a new presidential administration kicking off in a few weeks, the future of these investigations is uncertain.
“The incoming Labor Secretary is [at] the complete opposite end of the spectrum,” Gleason says, making it “incumbent now on states” to continue pushing for these standards.
Worker-friendly policies are becoming bipartisan causes in many states, the Monitor’s Schuyler Velasco wrote in October – and New York is one of several states working toward a legislative ban on “on-call” scheduling. In September, Seattle's city council unanimously passed a “secure scheduling” law, which requires employers to schedule their workers 14 days in advance, and includes a "right to rest" provision that allows workers to decline closing and opening shifts that are less than 10 hours apart.
Businesses themselves may have incentives to end on-call scheduling. In a tightening labor market, employers want to hang on to their workers, notes Golden, who is also a senior research analyst at the Project for Middle Class Renewal at the University of Illinois. And businesses that offer better hours – and more consistent hours – are more appealing to workers, leading to better retention.
The more businesses sign on to these measures, the more workers’ wages are taken out of the cost-cutting equation. More than 300,000 workers have been impacted so far, says Gleason.
Greater certainty about schedules has benefits beyond individual workers, she says. If people know when they’re working, they can also schedule time to be with their children, or attend college and grad school classes.
“Employees are going to be better off, and maybe even society,” she says.
By Ellen Powell
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For big banks, breaking the rules is a trade secret
For big banks, breaking the rules is a trade secret
There has been plenty of murmuring about shoddy sales practices at major banks beyond Wells Fargo. Front-line...
There has been plenty of murmuring about shoddy sales practices at major banks beyond Wells Fargo. Front-line salespeople with the Committee for Better Banks coalition have said for years that high-pressure sales tactics were the industry standard. A 2015 study of bank workers from the Center for Popular Democracy reached the same conclusion. Isolated enforcement actions and allegations against banks like TCF Financial, Citizens Financial Group, Santander and TD Bank highlight deceitful strategies to hit sales targets.
Read the full article here.
Wall Street, Main Street, and Martin Luther King Boulevard: Why African Americans Must Not Be Left Out of the Federal Reserve’s Full Employment Mandate
Executive Summary The story of the economic recovery varies dramatically depending on where it is being told. On...
The story of the economic recovery varies dramatically depending on where it is being told. On Wall Street, big banks look stronger, bigger, and healthier than ever. Large companies are making record profits. But, the labor market remains weak. Although the economy has added more jobs in recent months, job growth on Main Street is not nearly as robust as during previous recoveries.[i] Unemployment rates in nearly every state remain above pre-recession levels. Wages have been stagnant or falling for most workers and the quality of jobs has decreased significantly. Main Street still has no clear route to prosperity.
Dowload the report now.
Many communities are disproportionately struggling in this economy. The Latino unemployment rate is more than 2 percent higher than the rate for whites, and Latino wages and wealth are considerably lower than whites. Women continue to earn substantially less than men. This paper focuses on the economic disparities facing the African-American community in particular because the economic crisis is most acute there: African-American unemployment rates continue to exceed the national unemployment rates at the height of the recession, Black workers’ wages have dropped $0.44 over the past 15 years, though Latino and white wages have risen by $0.48 and $0.45, respectively; unemployment rates among African Americans are higher than those of other racial or ethnic groups; and, though Latino and white wealth has stabilized since the Great Recession, Black wealth continues to shrink. So, while Main Street may be stabilizing (albeit at a lower standard), the recovery has yet to reach Martin Luther King Boulevard. Creating a strong American economy must include prioritizing a genuine recovery for the African American community.
This joint report of the Center for Popular Democracy and the Economic Policy Institute examines the current state of the American economy and labor market, with particular attention to racial inequality and its contours before, during, and in aftermath of the Great Recession. It describes the role that federal monetary policy has played in exacerbating economic disparities over recent decades -- the shrinking national income share for working America and the exploding income and wealth gaps between the top 1 percent and the rest of us. The paper further explores the consequences of the major policy decision currently facing the Federal Reserve (or the Fed): whether to prioritize genuine full employment or to avoid inflation at the cost of robust employment and wage gains. Only by pursuing genuine full employment will the Fed ensure that the recovery reaches Main Street and Martin Luther King Boulevard – and communities of working people throughout the country. As the Fed makes crucial monetary policy decisions in the months and years to come, it must ensure that all communities can share in the prosperity of a functional economy.
The report also studies the decision-making processes and bodies of the Federal Reserve. Although the Board members that govern the regional Federal Reserve banks are legally required to represent the broad interests of the public, they are, in fact, predominantly representatives of the financial sector or large corporations. Without governance that represents the full diversity of the public, Fed decisions risk remaining uninformed by the full economic reality they create, as experienced in communities throughout the country. The Federal Reserve’s focus over the past 35 years has been on price stability, or tamping down inflation. While this focus is good for Wall Street, it has resulted in wage stagnation for most workers on Main Street. The cost of this focus has been slow recoveries in labor markets after each downturn. America needs the Federal Reserve to concentrate on labor market stability and insure that wages are rising with productivity, so that workers reap the benefits from their efficiencies and hard work; that means prioritizing a wage growth target, rather than inflation. A Federal Reserve dominated by banks and major corporations will produce an economy that works for them, at the risk of leaving tens of millions of working families – particularly Black working families – with little hope of a better life.
The report recommends that the Fed:
Create a Strong & Fair Economy
Stimulate Good Jobs for All: The Federal Reserve should commit to building a full employment economy. It should keep interest rates low so that the numbers job openings and job seekers are balanced and everybody who wants to can find a good job.
Invest in the Real Economy: The Fed should use its existing legal authority to provide low- and zero-interest loans so that cities and states can invest in public works projects like renewable energy generation, public transit, and affordable housing that will create good new jobs.
Research for the Public Good: The Fed should study the harmful effects of inequality and examine how policies like raising the minimum wage and guaranteeing a fair workweek can strengthen the economy and expand the middle class.
Create a More Transparent & Democratic Federal Reserve
Ensure That Working Families’ Voices Are Heard: Fed officials should regularly meet with working families and community leaders, not just business executives, in order to get a more accurate picture of how the economy is working.
Represent the Public: In regional banks around the country, Fed leaders come overwhelmingly from financial institutions and major corporations. The Fed should appoint genuine representatives of the public interest to these governance positions.
Create a Legitimate Process for Selecting Fed Presidents: In late 2015 and early 2016, the regional Fed banks will select their next presidents, who will serve five year terms. Currently, the process for selecting those presidents is completely opaque and involves no public input. That needs to change, so that the public has a real role in the selection process.
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[i] Dean Baker, “257,000 Jobs Are Great, but Those Wall Street Boys Are Really Smart” (blog post), Center for Economic and Policy Research, February 6, 2015, http://www.cepr.net/index.php/blogs/beat-the-press/257000-jobs-are-great....
Last Updated April 21, 2015.
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