Protesting health care repeal
Protesting health care repeal
Senate Republicans tried and failed three times to repeal the Affordable Care Act. Many Americans who were against the repeal spent time calling and writing to their senators, and even making it...
Senate Republicans tried and failed three times to repeal the Affordable Care Act. Many Americans who were against the repeal spent time calling and writing to their senators, and even making it to Washington to protest the plans in person. Those advocates say they believe standing up against the repeal efforts made all the difference. Karen Scharff from Citizen Action, Michael Kink from Strong Economy for All, and Jaron Benjamin from Housing Works discuss their fight against the repeal.
Watch the video here.
Starbucks Falls Short After Pledging Better Labor Practices
Starbucks Falls Short After Pledging Better Labor Practices
But Starbucks has fallen short on these promises, according to interviews with five current or recent workers at several locations across the country. Most complained that they often receive their...
But Starbucks has fallen short on these promises, according to interviews with five current or recent workers at several locations across the country. Most complained that they often receive their schedules one week or less in advance, and that the schedules vary substantially every few weeks. Two said their stores still practiced clopenings.
The complaints were documented more widely in a report released on Wednesday by the Center for Popular Democracy, a nonprofit that works with community groups, which gathered responses from some 200 self-identified baristas in the United States through the website Coworker.org.
“We’re the first to admit we have work to do,” said Jaime Riley, a company spokeswoman. “But we feel like we’ve made good progress, and that doesn’t align with what we’re seeing.” Ms. Riley maintained that all baristas now receive their schedules at least 10 days in advance.
Starbucks, whose chief executive, Howard Schultz, has long presented the brand as involving its customers and employees in something more meaningful than a basic economic transaction, has drawn fire for its workplace practices. But its struggles to address the concerns of its employees also open a window into a much larger problem.
In the last two years, the combination of a tight labor market and legal changes — from a rising minimum wage to fair-scheduling legislation that would discourage practices like clopenings — has raised labor costs for employers of low-skill workers in many parts of the country.
To help companies navigate this new landscape, a number of academics and labor advocates have urged a so-called good-jobs or high road approach, in which companies pay workers higher wages and grant them more stable hours, then recover the costs through higher productivity and lower turnover.
Even in service sectors where stores compete aggressively on price, “bad jobs are not a cost-driven necessity but a choice,” concluded Zeynep Ton, who teaches at the M.I.T. Sloan School of Management. “Investment in employees allows for excellent operational execution, which boosts sales and profits.”
And yet, as Professor Ton is careful to point out, it is easy to underestimate the radical nature of the change required for a company to reinvent itself as a good-jobs employer, even when the jobs it provides are not necessarily so bad.
The example of Starbucks illustrates the point. Some of the company’s actions reflect an impulse to treat its workers as more than mere cogs in a giant coffee-serving machine.
Starbucks allows part-timers who work a minimum of 20 hours a week to buy into its health insurance plan after 90 days. In April, it pledged to paythe full cost of tuition for them and full-time workers who pursued an online degree at Arizona State University. And workers promoted to shift supervisor — about one for every four to eight baristas — typically earn a few dollars an hour more than minimum wage.
On the question of scheduling, the company, like many large retail and food service operations, uses state-of-the-art software that forecasts store traffic and helps managers set staff levels accordingly, while trying to honor workers’ preferences regarding hours and availability.
Charles DeWitt is vice president of business development at Kronos, one of the leading scheduling software makers, which has worked with Starbucks. He said that using the software to schedule workers three weeks in advance typically was not much less accurate than using it to schedule workers one week in advance. “The single best predictor of tomorrow is store demand a year ago, though other factors can come into play,” Mr. DeWitt said. “If it’s Monday, then you want to look at Monday this week a year ago.”
(Mr. DeWitt and others involved with such software concede that there are exceptions, like stores that are growing or declining rapidly, and that predictions often get substantially better very close to the target date.)
But there has long been a central obstacle to change: the incentives of store managers, who are encouraged by company policies to err on the side of understaffing. This makes it more difficult to build continuity into workers’ schedules from week to week. It often turns peak hours into an exhausting frenzy that crimps morale and drives workers away.
“The mood lately has not been not superpositive; they’ve been cutting labor pretty drastically,” said Matthew Haskins, a shift supervisor at a Starbucks in Seattle. “There are many days when we find ourselves incredibly — not even a skeletal staff, just short-staffed.”
Mr. Haskins said that his store’s manager received an allotment of labor hours from her supervisor, and that the manager frequently exceeded it. But in the last month or so, she announced that she would make an effort to stay within the allotment. “From what I understand, probably someone higher up said ‘You need to stick to that,’” Mr. Haskins said. “I know it’s got her stressed out, too.”
Benton Stokes, who managed two separate Starbucks stores in Murfreesboro, Tenn., between 2005 and 2008, described a similar dynamic.
“We were given a certain number of labor hours, and we were supposed to schedule only that number in a given week,” Mr. Stokes said. “If I had to exceed my labor budget — and I was careful not to — I would have had to have a conversation” with the district manager. “If there were a couple of conversations, it would be a write-up,” he added.
The understaffing ethos sometimes manifests itself in company policies. For example, Starbucks stores are not required to have assistant managers, and many do without them.
Ciara Moran, who recently quit a job as a barista at a high-volume Starbucks in New Haven, Conn., complained of a “severe understaffing problem” that she blamed on high turnover and inadequate training. She partly attributed this to the store’s lack of an assistant manager. “We had issues that we’d try to take to her” — the store manager — “but she had so much on her plate we let it go,” Ms. Moran said. “Problems would escalate and become a big thing.”
In other cases, the scheduling and staffing problems at Starbucks appear to arise from the way individual managers handle their tight labor budgets.
Some of the baristas said that clopenings were virtually unheard-of at their stores, but LaTranese Sapp, a Starbucks barista in Lawrenceville, Ga., said clopenings occurred at her store because the manager trusted only a handful of workers to close, limiting scheduling options.
Ms. Riley, the Starbucks spokeswoman, said the store’s scheduling software required at least eight hours between shifts, but that workers could close and open consecutively if the shifts were more than eight hours apart.
There are alternatives to help avoid such results, according to Professor Ton’s research. One of the most promising is to create a mini work force of floating relief employees who call a central headquarters each morning, as the QuikTrip chain of convenience stores common in parts of the Midwest and South has done. Because store operations are standardized, relief employees can step in seamlessly.
“If a worker gets sick, what happens is you’ve lost a quarter of your work force,” Professor Ton said of companies with small stores that lack such contingency plans. “Now everybody else has to scramble to get things done.”
(Starbucks employees are often responsible for finding their own replacements when they are sick. “A lot of times when I’m really sick, it’s less work to work the shift than to call around everywhere,” said Kyle Weisse, an Atlanta barista.)
Starbucks, which vowed to improve workers’ quality of life after The New York Times published an account of a barista’s erratic schedule in 2014, is far from the only chain that has faltered in the effort to adjust from low road to high road.
In many cases, the imperative to minimize labor costs has been so deeply ingrained that it becomes difficult to sway managers, even when higher executives see the potential benefits.
Marshall L. Fisher, an expert on retailing at the Wharton School at the University of Pennsylvania, recalled working on a consulting assignment for a large retailer and identifying a few hundred stores where the company could benefit by adding labor. Executives signed onto the change, but managers essentially refused to execute it.
“The managers were afraid to use their hours,” he said. “They were so used to being judged on ‘Did they stay within a budget?’”
In many cases companies end up going out of business rather than adapt. Economists Daniel Aaronson, Eric French and Isaac Sorkin studied the response to large increases of the minimum wage in states like California, Illinois and Oregon in the 2000s. In most states, employment barely budged two years after the higher wage kicked in. But that masked dozens of suddenly uncompetitive stores that went under, and a roughly equal number of new stores that opened.
The fact that the defunct stores were replaced by new ones suggests that, in principle, they could have evolved. But they simply were not capable of pulling it off.
Source: New York Times
Connecting The Dots Between Banks and Immigrant Detention
Connecting The Dots Between Banks and Immigrant Detention
July 26 was the deadline by which the government was ordered by a judge to reunite all immigrant children separated from their parents in Trump's so-called zero-tolerance border policy earlier...
July 26 was the deadline by which the government was ordered by a judge to reunite all immigrant children separated from their parents in Trump's so-called zero-tolerance border policy earlier this year. But of the approximately 2,500 children that were separated 711 still remain without their parents after the deadline, lawyers for the government said. Of those, 431 cases remain where the parents were deported before getting their children back and the rest were "ineligible" to be returned as per the government. Meanwhile protesters across the country have continued confronting ICE offices and other institutions involved in the immigrant crackdown including banks that are financing private prisons for immigrants. JPMorgan Chase, Wells Fargo, and BlackRock, have been targeted by activists this week after the Center for Popular Democracy released a report called Bankrolling Oppression. Eight people were arrested while protesting outside the home of JP Morgan CEO Jamie Dimon.
Watch the video here.
The Tip of the Iceberg: Charter School Vulnerabilities To Waste, Fraud, And Abuse
The Tip of the Iceberg: Charter School Vulnerabilities To Waste, Fraud, And Abuse
Escalating Fraud Warrants Immediate Federal and State Action to Protect Public...
The Tip of the Iceberg: Charter School Vulnerabilities To Waste, Fraud, And AbuseEscalating Fraud Warrants Immediate Federal and State Action to Protect Public Dollars and Prevent Financial MismanagementDownload the report hereApril 2015Executive SummaryA year ago, the Center for Popular Democracy (CPD) issued a report demonstrating that charter schools in 15 states—about one-third of the states with charter schools—had experienced over $100 million in reported fraud, waste, abuse, and mismanagement. This report offers further evidence that the money we know has been misused is just the tip of the iceberg. Over the past 12 months, millions of dollars of new alleged and confirmed financial fraud, waste, abuse, and mismanagement in charter schools have come to light, bringing the new total to over $200 million.Despite the tremendous ongoing investment of public dollars to charter schools, government at all levels has failed to implement systems that proactively monitor charter schools for fraud, waste, abuse, and mismanagement. While charter schools are subject to significant reporting requirements by various public offices (including federal monitors, chartering entities, county superintendents, and state controllers and auditors), very few public offices regularly monitor for fraud.The number of instances of serious fraud uncovered by whistleblowers, reporters, and investigations suggests that the fraud problem extends well beyond the cases we know about. According to standard forensic auditing methodologies, the deficiencies in charter oversight throughout the country suggest that federal, state, and local governments stand to lose more than $1.4 billion in 2015.b 1 The vast majority of the fraud perpetrated by charter officials will go undetected because the federal government, the states, and local charter authorizers lack the oversight necessary to detect the fraud.Setting up systems that detect and deter charter school fraud is critical. Investments in strong oversight systems will almost certainly offset the necessary costs. We recommend the following reforms:
Mandate audits that are specifically designed to detect and prevent fraud, and increase the transparency and accountability of charter school operators and managers. Clear planning-based public investments to ensure that any expansions of charter school investments ensure equity, transparency, and accountability. Increased transparency and accountability to ensure that charter schools provide the information necessary for state agencies to detect and prevent fraud.State and federal lawmakers should act now to put systems in place to prevent fraud, waste, abuse and mismanagement. While the majority of state legislative sessions are coming to an end, there is an opportunity to address the charter school fraud problem on a federal level by including strong oversight requirements in the Elementary and Secondary Education Act (ESEA), which is currently being debated in Congress. Unfortunately, some ESEA proposals do very little reduce the vulnerabilities that exist in the current law. If the Act is passed without the inclusion of the reforms outlined in this report, taxpayers stand to lose millions more dollars to charter school fraud, waste, abuse, and mismanagement.Download the report here
Jill Cicero and Elizabeth Nicolas: Women in the legal profession
Jill Cicero and Elizabeth Nicolas: Women in the legal profession
Jill Cicero, president of the Monroe County Bar Association, and managing partner of Cicero Law Firm LLP, and Elizabeth Nicolas, a worker’s rights attorney with the Center for Popular Democracy,...
Jill Cicero, president of the Monroe County Bar Association, and managing partner of Cicero Law Firm LLP, and Elizabeth Nicolas, a worker’s rights attorney with the Center for Popular Democracy, and former staff attorney for the Empire Justice Center, talk about continuing discrimination, harassment and bias in the office and in court.
Listen to the conversation here.
This Is Exactly How HIV Activists Disrupted Congress to Save Health Care
This Is Exactly How HIV Activists Disrupted Congress to Save Health Care
Late last month, thousands of Americans with HIV/AIDS -- many of them among the millions of Americans who rely on Medicaid or Affordable Care Act (ACA) plans for their health coverage -- saw the...
Late last month, thousands of Americans with HIV/AIDS -- many of them among the millions of Americans who rely on Medicaid or Affordable Care Act (ACA) plans for their health coverage -- saw the news and breathed yet one more major sigh of relief: GOP Senate leader Mitch McConnell announced that, lacking the votes needed to win, the Senate would not go forward on its final effort this year to kill the ACA (aka Obamacare) and take a devastating bite out of Medicaid.
Read the full article here.
America’s Massive Retail Workforce Is Tired of Being Ignored
America’s Massive Retail Workforce Is Tired of Being Ignored
Francisco Aguilera has worked at the Express on Bay Street in Emeryville, California for the past year and a half. “I do a little bit of everything,” from running the register to folding and...
Francisco Aguilera has worked at the Express on Bay Street in Emeryville, California for the past year and a half. “I do a little bit of everything,” from running the register to folding and arranging clothes to working in the stockroom in the back of the store, he says. Soft-spoken with an open smile, Aguilera is what many people picture to be the typical retail worker: someone putting in a few hours in the evenings at a shopping complex while attending college during the day. He likes his job well enough, though he notes it can be tiring to work until 9:30 or 10:00 at night and then find time to do his schoolwork.
Read the full article here.
The Federal Reserve Board's Plan to Kill Jobs
Truthout - March 2, 2015, by Dean Baker - There is an enormous amount of political debate over various pieces of legislation...
Truthout - March 2, 2015, by Dean Baker - There is an enormous amount of political debate over various pieces of legislation that are supposed to be massive job killers. For example, Republicans lambasted President Obama’s increase in taxes on the wealthy back in 2013 as a job killer. They endlessly have condemned the Affordable Care Act as a jobs killer. The same is true of proposals to raise the minimum wage.
While there is great concern in Washington over these and other imaginary job killers, the Federal Reserve Board is openly mapping out an actual job killing strategy and drawing almost no attention at all for it. The Fed’s job killing strategy centers on its plan to start raising interest rates, which is generally expected to begin at some point this year.
The Fed’s plans to raise interest rates are rarely spoken of as hurting employment, but job-killing is really at the center of the story. The rationale for raising interest rates is that inflation could begin to pick up and start to exceed the Fed’s current 2.0 percent target, if the Fed doesn’t slow the economy with higher interest rates.
Higher interest rates slow the economy by discouraging people from borrowing to buy homes or cars. They will also have some effect in discouraging businesses from investing. With reduced demand from these sectors, businesses will hire fewer workers. This will weaken the labor market, which means workers have less bargaining power. If workers have less bargaining power, they will be less well-situated to get pay increases. And if wages are not rising there will be less inflationary pressure in the economy.
The potential impact of Fed rate hikes on jobs is large. Suppose the Fed raises interest rates enough to shave 0.2 percentage points off the growth rate, say pushing growth for the year down from 2.4 percent to 2.2 percent. If we assume employment growth drops roughly in proportion to GDP growth, this would imply a reduction in the rate of job growth of almost 10 percent. If the economy would have otherwise created 2.4 million jobs over the course of the year, the Fed’s rate hikes would have cost the economy more than 200,000 jobs in this scenario.
For comparison purposes, we are having a big fight over the Keystone pipeline. The proponents of the pipeline point to the jobs created by building a pipeline as an important justification, even if the oil being pumped through the pipeline may cause enormous damage to the environment. According to the State Department’s analysis, building the pipeline would create 21,000 for two years. This pipeline related jobs gain has been widely touted in the media and is supposed to make it difficult for many members of Congress to go along with President Obama in opposing Keystone.
Yet, the Fed can easily destroy ten times as many jobs with a set of interest rate hikes this year with its actions passing largely unnoticed. In fact, the impact of Fed interest rate hikes on jobs can easily be far larger than this 200,000 number. If the Fed decides that the unemployment rate should not fall below a certain level (5.4 percent is a number is often used), then it could be costing the economy millions of jobs if the economy could actually sustain a considerably lower level of unemployment as it did in the late 1990s.
To be clear, Federal Reserve Board Chair Janet Yellen and her colleagues on the Fed’s Open Market Committee (FOMC) that determines interest rates are not evil people sitting around figuring out how to ruin the lives of American workers. The Fed has a legal mandate to control inflation, in addition to its mandate to sustain high levels of unemployment. If they raise interest rates it will be because they fear inflationary pressures will build if they let the economy continue to grow and unemployment to fall.
But this is inevitably a judgment call. The call is based on both their assessment of the risk of inflation and also the relative harm from higher rates of inflation as opposed to higher rates of unemployment. It is likely that the members of the FOMC, who largely come from the financial industry, are much more concerned about inflation than the population as a whole. They are also likely to be less concerned about unemployment. These are people who tend to read about unemployment in the data, not to see it themselves or among their friends and family members.
This is why it is important that the public be paying attention to the Fed’s interest rate policies and let them know how they feel about raising interest rates to kill jobs. The Center for Popular Democracy has organized an impressive grassroots campaign around the Fed’s interest rate policies. Those who don’t want to see the government deliberately trying to kill jobs might want to join in.Source
Fighting for Puerto Rico: The Struggle Against Post-Hurricane Privatization
Fighting for Puerto Rico: The Struggle Against Post-Hurricane Privatization
Today we bring you a conversation with Julio López Varona, the director of Make the Road Connecticut, who also works as a consultant with the Center for Popular Democracy and helps lead the Hedge...
Today we bring you a conversation with Julio López Varona, the director of Make the Road Connecticut, who also works as a consultant with the Center for Popular Democracy and helps lead the Hedge Clippers' corporate accountability campaign on Puerto Rico.
Read the full article here.
Yellen to Meet Group Seeking Low Rates, Greater Openness
Bloomberg News - November 11, 2014, by Christopher Condon - Federal Reserve Chair Janet Yellen will meet Nov. 14 with a coalition of...
Bloomberg News - November 11, 2014, by Christopher Condon - Federal Reserve Chair Janet Yellen will meet Nov. 14 with a coalition of community groups, labor unions and faith leaders seeking to influence monetary policy and the way some Fed officials are appointed.
The group has called for the Fed to place greater weight on lowering unemployment. They also want more public say in the appointment of district Fed leaders, just as regional Fed presidents in Dallas and Philadelphia plan to retire next year.
“The most important thing is to keep interest rates low,” said Shawn Sebastian, a policy advocate at the Brooklyn-based Center for Popular Democracy, one of the organizers. “The hawks in the Fed are pushing hard to raise rates soon, but most people in the public realize we are not three months away from a recovery.”
The meeting comes as the Fed moves closer to a decision on when to raise interest rates for the first time since 2006.
Unemployment fell to 5.8 percent in October, and most Federal Open Market Committee officials expect the U.S. central bank will lift its benchmark rate at some point next year, after leaving it near zero since December 2008.
The organizers look to add to pressure on the central bank to be more transparent. The Fed has come in for criticism from Congress, where Republicans have proposed legislation limiting its discretion on monetary policy and banking supervision. Congress has already curbed the Fed’s emergency lending powers.
The FOMC, the Fed’s main policy-setting panel, has 12 voting seats. Eight of those are reserved for the bank’s board of governors and the president of the New YorkFed. The heads of the other 11 regional banks rotate through four remaining spots.
Regional Feds
The governors are appointed by the U.S. president and confirmed by the Senate. Regional bank heads are picked by their respective boards, which are typically dominated by business executives. The group meeting with Yellen say there should be more public input when Philadelphia’s Charles Plosser and Dallas’s Richard Fisherstep down in 2015.
“The Dallas Fed needs to create a transparent and inclusive process for selecting” a new president, Danny Cendejas, an organizer at the Texas Organizing Project, said in a statement. “Members of the public have the right to know who is making this crucial decision and what criteria they are using.”
The group sent an open letter to Yellen, and to the Philadelphia and Dallas boards, demanding more transparency and public engagement.
Marilyn Wimp, a spokeswoman for the Philadelphia Fed, said in an e-mail the bank had received the letter. She declined to comment further. James Hoard, spokesman for the Dallas Fed, didn’t immediately respond to a message seeking comment.
Plosser and Fisher have been among Fed officials favoring raising rates sooner to prevent inflation and financial-instability pressures from building.
Source
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