New Mexico’s unique cultural diversity, great natural beauty, and strong sense of community make it a resilient state, but there’s much more work to be done to achieve our full potential. Tax cuts for the wealthy and well-connected have bled New Mexico of the funding we need for critical investments in education, health care, and other services that help children succeed. After years of these race-to-the-bottom economic strategies, we’ve hit rock-bottom — we’re last in the nation for child well-being.
In our Roadmap to a Stronger New Mexico, we encourage elected officials to prioritize children in policymaking and budget decisions. We ask them to make the sometimes-tough decisions to put children and families first – because that’s the best way to strengthen New Mexico.
To move forward, we must:
• Invest in working families.
• Grow good jobs by investing in education.
• Invest in health.
• Promote equity and ensure that our communities have the tools they need to prosper.
• Restore an effective and efficient government that works for everyone.
Infants and toddlers in Ohio need high-quality child care. There are nearly 400,000 working mothers in Ohio with children under age six and most use some form of child care when parents are working or for child enrichment purposes. This paper discusses how best to make sure children get good care and parents can continue to work, particularly for the 200,000 Ohio children who live under the official poverty line.
Child care is expensive for Ohio families. Child care in Ohio is also often low quality which means that children aren’t getting the enrichment they need at a time in their life when high-quality care is essential to future success. Finally, Ohio’s child care system is complicated to navigate, with parents not always knowing how to find or determine what constitutes quality care. For these reasons, the public sector has a crucial role to play in pushing quality improvements and in helping parents with the costs.
- May 22, 2018
- Sarah Thomason, Lea Austin, Annette Bernhardt, Laura Dresser, Ken Jacobs, and Marcy Whitebook.
In November 2012, fast-food workers in New York went on strike and the Fight for $15 was born.
Over the last five years, the movement has lifted wages for more than 17 million workers across the
nation by fighting for and winning numerous minimum wage policies (National Employment Law
Project 2016). Substantial minimum wage increases are underway in California, New York, Oregon,
and more than 30 cities and counties around the country. In states and cities covered by them, these
new minimum wages will increase earnings for 25 to 40 percent of workers (Reich, Allegretto, and
Montialoux 2017; Reich et al. 2016). After four decades of wage stagnation and rising inequality, the
movement has delivered real, much needed, and meaningful progress in a remarkably short period of
The retail sector is an integral part of the Los Angeles landscape with almost half a million workers in the county, and 147,157 workers in the city. Retail makes up one-tenth of the private sector workforce in the county and is its second largest employer. Yet more than half of the county’s workforce earn low wages. In the past few years, local and statewide policies have focused on transforming low-wage work, including a raise in the minimum wage, increased worker protections, and required paid time off. Despite the statewide strengthening of workers’ rights protections, the unreliable hours and unpredictable schedules endemic in the retail industry mean these benefits become inaccessible to many workers. In part, the retail industry relies on scheduling practices that are not good for workers, such as forcing them to wait for their weekly schedules with only a few days notice. These practices not only undercut workers’ hours and their expectations thereof, but also their incomes, and can make it nearly impossible for workers to realize full and healthy lives.
Hour Crisis: Unstable Schedules in the Los Angeles Retail Sector explores worker hours and scheduling practices for “frontline floor” staff that include salespersons, cashiers, stockers, and food workers in large and chain stores. We used a participatory and research justice approach and worked with students, workers, and community partners to collect and analyze the data. Using mixed-sampling methodology, we collected a total of 818 surveys. In addition, we analyzed government data and conducted an extensive review of existing policy and academic literature on the topic.