Campaign News

CBS Minnesota - March 5, 2015 - African Americans are not experiencing the same economic recovery compared to others in the country, according to a new report from the Economic Policy Institute and the Center for Popular Democracy.

Some organizations say Minnesota is experiencing a crisis level of inequality with wages and jobs.

Black unemployment is four times higher than whites in the state.

“It’s a report that shows, I think, what we already knew,” Neighborhoods Organizing for Change’s Anthony Newby said.

He says he did not need a report to know the challenges faced by many in his community.

“If you look right outside the door here on Broadway Avenue, you’ll see a total lack of industry. We’ve got low-wage jobs, low-wage opportunities,” Newby said. “We’re a mile and a half or so from downtown Minneapolis, which is considered one of the economic hubs, certainly of the Midwest.”

The report spells out how the economy is bouncing back, but not for African Americans — especially those who live in Minnesota.

Since 2000, wages have decreased by 44 cents an hour for African Americans. This statistic does not ring true for whites or Latinos.

“We’re told that Minnesota is one of the best places in the country to live if you want a job, and that’s true if you’re a white person. Unemployment is 2.8 percent. If you’re black, its 10.9 percent,” Newby said.

Kentha Parker says she is more than a statistic.

“I’ve been looking for work since 2011, since the tornado,” Parker said.

She’s a mother who is struggling to find work to take care of her family. She says she’s tired of hearing these words: “We’re not hiring at this time, we’ll keep your application on file."

“The Federal Reserve, which has a branch right here in Minneapolis, could do a lot to actually influence the general economy,” Newby said.

He believes the Federal Reserve has the power to keep interest rates low, which in turn could boost wages and help reduce income inequality.

Newby says Neighborhoods Organizing for Change will push to be a part of the conversation.

He wants to see people of color at the table when the Federal Reserve produces its policies.

Source

07.17.2018

NEW YORK, NY – Late yesterday afternoon, Toys ‘R’ Us filed a stipulation in bankruptcy court that grants a two-week period for the now-liquidated company to discuss a resolution to an employee claim for severance. The stipulation preserves the class proof of claim, meaning that plaintiff Ann Marie Reinhart Smith files on behalf of all Toys ‘R’ Us employees who were fired without severance. The move, filed on the legal deadline for action, signals an openness on the part of the company to negotiations.

With this new stipulation, the plaintiff and the debtor – Toys ‘R’ Us – have until July 23 to engage in conversation about a resolution to the claim for severance pay. In essence, it serves as a public notification of Toys ‘R’ Us’ willingness to resolve the claim outside of court and reach a solution favorable to laid-off employees.

Ann Marie Reinhart Smith, the plaintiff in the case, is a former Toys ‘R’ Us employee who worked at the company for 30 years before being laid off when it shut its doors on June 30. Along with thousands of Toys ‘R’ Us workers, she has advanced this effort with the support of Rise Up Retail, a movement of working people building a voice to advocate for good jobs in the retail industry. Workers have petitioned Congress, held protests in stores, spoken out in the press and on social media, pushed for responsible investment by pension funds who invest in private equity, and organized thousands of families hurt by losing jobs at Toys ‘R’ Us. Similar advocacy will continue throughout the summer. Rise Up Retail helped to connect Ms. Reinhart and the lawyers at Outten & Golden LLP, who are authorized to file the administrative claim on behalf of all 33,000 people laid off since the bankruptcy began.

“I come from the generation where you get rewarded for hard work. I devoted 29 years – my entire adult life – to Toys ‘R’ Us, as have many of my former colleagues,” said Ann Marie Reinhart Smith, plaintiff in the case. “To be let go with nothing, after being so loyal to the company, is humiliating. I hope that the resolution we come to will help to acknowledge the sacrifice and love that we brought to our work, and make sure that what happened to us becomes illegal so that no one has to go through what we did again.”

For Ann Marie, severance pay would mean being able to support herself and her husband while finding new work. Her unemployment benefits ended last week, making it even more challenging to pay her bills. When Toys ‘R’ Us shut its doors, Ann Marie not only lost her paycheck, but also lost her health insurance. Without insurance, her husband’s medical expenses have soared. Still, she expresses optimism about the legal claim and negotiations with the private equity firms.

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Media Contact:

Lia Weintraub, lweintraub@populardemocracy.org, 202-618-2482

After failing to force a government shutdown before Christmas, advocates from a variety of groups, including United We Dream, The Center for Popular Democracy, and Make The Road, managed to convince Senate Democrats to do so in January.

Read the full article here.

San Francisco — San Francisco, the country’s premier laboratory for new Internet services, is also used to innovating in municipal regulation.

But in its latest experiment, it’s starting to find that legislating good corporate behavior isn’t as easy as pressing a button on your smartphone.

In July, the city started implementing a first-in-the-nation law aimed at curtailing the trend toward “just-in-time” scheduling, where managers call in employees to work on short notice. The new measure requires large-chain retailers — such as Safeway and Walgreens — to publish schedules at least two weeks in advance and to compensate employees with “predictability pay” if they make changes less than a week ahead of time. It also mandates that additional hours be offered to existing employees first before new hires are made, and that part-time workers be paid at the same rate as people who work full-time.

So far, it’s been easier to publish schedules than live up to the spirit of the law.

“The two-week notice seemed to be instituted right away, but the other stuff is lagging,” said Gordon Mar, director of San Francisco Jobs With Justice, a labor-backed group that pushed for the “Retail Workers Bill of Rights” and has been monitoring its implementation. 

The sluggish response may be because fines don’t kick in until Oct. 3; the city is still hashing out the rules. But the spotty compliance so far highlights the difficulty of attempts to mandate worker-friendly practices — especially the kind that touch the most fundamental aspects of business operations, rather than those that simply require higher pay and better benefits.

San Francisco employers fought the new ordinance, but couldn’t prevent its passage. Now, they complain it’s affecting service.

“We’re hearing from members in San Francisco that it really is not working well at all,” said Ronald Fong, president of the California Grocers Association. Stores can’t always predict surges in foot traffic, which might be brought on by a sunny day, leaving managers without the option to bring in more staff. That was a problem during the heat wave that swept over San Francisco this summer.

“Supplies weren’t able to get out to the shelves,” Fong said. “It just kind of snowballed, and our customers have a bad experience, or the stores lose sales.”

Some businesses don’t mind the rules in principle, but object to the red tape. “Everybody pretty much operates on a predictive schedule,” said Bill Dombrowski, president of the California Retailers Association. “But the process of implementing this, with offering the employees hours in writing and waiting three days for a response, it’s a lot of government intrusion into very minute detail.”

Also, not all industries schedule their workers in the same way. Milton Moritz is president of the National Association of Theatre Owners’ California and Nevada chapter, and said the theater business is by nature unpredictable, making the new law particularly difficult to comply with.

“We might not know until the Monday before the Friday a film shows, and even then we’re hiring, firing, scheduling people based on the business that film’s going to do,” Moritz said. “This ordinance flies in the face of all that. It really complicates the issue tremendously.”

The San Francisco ordinance hasn’t just been irritating for big companies. Some workers grumble the law discourages employers from offering extra shifts on short notice, because they would have to pay the last-minute schedule change penalty — even if workers would be happy for the chance to pick up more hours.

Rachel Deutsch, a senior staff attorney with the Center for Popular Democracy who has been helping local jurisdictions across the country craft fair-scheduling legislation, said that’s something that might change in future iterations.

“I think that’s the thing with any policy where it’s the first attempt to solve a complicated economic problem,” Deutsch said. “It’s been a learning process.” 

So far, fair scheduling laws aren’t spreading as quickly as minimum wage and paid sick leave laws. A statewide bill in California failed a couple weeks ago, and no other local ordinances have passed besides San Francisco’s, though there are active campaigns in several cities including Minneapolis and Washington, D.C.

Meanwhile, several companies have acted on their own to curb some of the practices that workers have found most disruptive, like on-call shifts, where workers have to be available even if they aren’t ultimately asked to work. But in some cases — like that of Starbucks, which committed to eliminating many of those practices — those voluntary changes haven’t been any more effective than government mandates.

Erin Hurley worked at Bath & Body Works and campaigned for an end to on-call shifts. After she left the job, parent company L Brands said it would stop the practice at Bath & Body Works as well as another of its chains, Victoria’s Secret. But Hurley said she’s heard from current workers that managers are still doing effectively the same thing, by asking employees to stay a little longer.

“On-call shifts were replaced with shift extensions,” said Hurley. “Basically what L Brands did was change the name of the practice.” Keeping people on-call is very convenient for employers, and letting it go can be easier said than done. L Brands did not respond to a request for comment.

Still, advocates in San Francisco think the Retail Workers Bill of Rights has already done some good, and will be more effective when the city’s enforcement kicks into high gear — just like overtime rules did, when companies got used to obeying them.

Take Michelle Flores, 21, who has worked part time at Safeway for two years to support herself while in going to college. Unpredictable schedules made that difficult: She would only know her shifts a few days beforehand, which sometimes didn’t leave her enough time to hit the books.

“I would study from midnight until 5, 6 a.m., sleep for two or three hours, and then go to the exam,” said Flores, 21, who attends San Francisco State. This year, she expects that to change. “If I know that I have a shift scheduled, I’ll just study another day,” Flores said.

Also, the law came with some funding for community organizations to make employees aware of what workers are entitled to. That has ancillary effects — like getting people interested in joining a union, which can be better equipped to make sure companies are following the rules.

“It just creates an opportunity to talk to more workers about their rights under the law, and that leads to conversations about other issues in the workplace,” said Gordon Mar, of Jobs with Justice. “And that could lead to getting organized.”

Source: Valley News