Raising the minimum wage to $17 by 2024 would give 269,000 Hawai‘i workers a pay increase. This means that, in 2024, about four in 10 Hawai‘i workers would earn roughly $4,356 more each year than they do today. This raise would especially help working women and parents in low- to middle-income households, helping to keep them and their families out of poverty and homelessness.
By 2024, Hawai‘i’s minimum and near-minimum wage workers would receive a total of over $1.3 billion in additional wages. Not only would such a pay increase help to improve the living standards of affected Hawai‘i workers, it but would also strengthen local businesses, as low-wage workers plow almost every additional dollar of earnings back into the local economy.
Decades of research has shown that past minimum wage increases have achieved their intended effects: raising pay for low-wage workers with little to no negative impact on employment. Moreover, studies that have looked beyond the narrow question of employment impacts have found clear, meaningful benefits from higher minimum wages to low-wage workers, their families, and their broader communities and economies.
Publication
Since 2009, there has been a growing problem in Colorado with increasing employee turnover, programs operating with short staffing forcing employees to work extensive overtime, and low morale that jeopardizes vital public services. The growing turnover is complicated by the difficulty filling authorized positions. Research shows that collective bargaining for public sector employees, coupled with labor management partnerships, has been effective at improving agency performance and reducing employee turnover.
High turnover makes it hard to provide quality service to residents, reduces the efficiency and effectiveness of state agencies, puts a strain on state workers, and burdens taxpayers. Based on a careful review of research on turnover costs, replacing the 4,268 workers who left state government in FY 2017-18 conservatively cost taxpayers $48 million. Research shows that allowing state employees to negotiate with their employer through a collective bargaining process for better pay, benefits, and working conditions will help lower turnover rates, save taxpayers millions, and improve services.
When Mainers work extra hours, they deserve extra pay. The 40-hour workweek has been a pillar of the American economy for decades. It’s still what most of us envision when we think about a “full-time job.”
If the 40-hour workweek is one side of a coin, overtime protection, which provides time-and-a-half pay for hours worked beyond 40, is the critical flip side. Overtime pay buttresses the 40-hour workweek as a norm. It ensures full-time workers can expect a decent work-life balance and will be compensated when that balance is thrown off. But outdated and difficult-to-enforce overtime laws mean many Mainers are stuck with lower wages even if they’re willing or required to work long hours.
At a cursory glance, Colorado has much to celebrate in terms of low unemployment and poverty levels, but scratching the surface of the data reveals troubling trends fraught with wage stagnation and disparities.
CCLP produces the State of Working Colorado every year to gauge how the economy is performing for workers across the income spectrum. The publication is intended to help stakeholders and policymakers determine where to focus their efforts in revitalizing opportunities and prosperity for hard-working Coloradans across the racial spectrum.