But the new project did not generate new economic activity rather, it simply changed the place where consumers made their purchases. The publicly subsidized project drained tax revenues from downtown and doomed a nearby once-thriving shopping center. This was in the same place which, only a few years earlier, had spent not $10,000, but millions, to subsidize a new shopping center on prime Southern California land located a stone’s throw from the Ventura Freeway in Ventura County. Advocates for keeping the facilities open included a former boxing champ who had trained at the gym and made a special out-of-town trip to beg public officials not to close it.Īfter countless hours of organizing and impassioned pleas to elected officials, both facilities stayed open, thanks in part to a $10,000 county grant that residents won for the city. At the top of the chopping block in the majority-Latinx community, in the poorest section of town, were a library and boxing gym. When I was a journalist, one of the cities we covered faced significant budget cuts. In these articles, we have featured community leaders who, armed with data, are developing innovative public campaigns that are beginning to contain these corporate tax abatements-and restore funding for public schools and local public services. In this series, we take a hard look at the current system, which enables corporations to write off $95 billion from their state and local tax bills each year-and how local groups are organizing in cities across the nation to challenge this system.
#Pro fit stone series
“We will be starting a robust exercise among all of those that rely on the ferry system and are responsible for making sure the ferry system is part of a robust economic strategic plan,” she said, adding it will be about balancing the interests of the people who rely on the service with the economic interests of the province.This article concludes a series of articles co-produced by Good Jobs First and NPQ, titled Checking Corporate Welfare, Stories from the Front Lines. It will include how best to improve service on routes under stress in the Gulf Islands and Sunshine Coast. MacPhail said analysis and discussion will start this fall on the new vision for the corporation. “We’re looking forward to finding a solution.” “In the immediate short-term, we are in discussions to see what we can do for next summer with the province,” she said. Sharland told the meeting those concerns have been heard and that addressing capacity in both the near and longer term is on the agenda and will make up part of the company’s submission to the province this year. Increased capacity, improved reliability and better vessels on smaller and secondary routes were at the top of many wish lists. Ferries marks record vehicle numbers, offers recruiting incentives for trained workersįerry users who tuned in Thursday to ensure the board and interim chief executive understood the issues at hand were clear that they demand improvements, particularly when it comes to routes to the Gulf Islands and the Sunshine Coast. Ferries should no longer be considered independent of political interference MacPhail said priorities ought to be a commitment to Indigenous reconciliation, better communication with coastal communities that rely on the ferry system, better communication with the more than 5,000 staff and focusing on sustainability and greenhouse gas reduction. “I think I speak on behalf of our whole board that we remain confident that our company is committed to taking a fresh approach to the business through collaboration, listening and a willingness to consider all points of view resulting in a ferry service that puts the people first,” she said. Ferries, and that didn’t end with changing out the chief executive.
MacPhail made clear things are going to change at B.C. “Focus on our employees, make sure that we recognize them, make sure they’re excited about coming to work every day and want to choose a career at B.C.
Interim chief executive Jill Sharland said that was her goal when she stepped into the role. “And in order to put our customers first, we have to have a staff that feels valued, that can raise their families on what they earn, and that are healthy and well enough to show up for work,” she said. MacPhail said going forward, the hope is B.C. “As you know, coming through the pandemic, many of our crew had to work overtime, had to fill-in in times of great stress at the same time that they were facing illness themselves or within their family, and I think it’s safe to say that the corporation didn’t acknowledge enough all of those stresses on the people working with us,” she said. This advertisement has not loaded yet, but your article continues below.
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