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7/27/2019 The Third Shift: Child Care Needs and Access for Working Mothers in Restaurants
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THE THIRD SHIFTCHILD CARE NEEDS AND ACCESS FOR
WORKING MOTHERS IN RESTAURANTSB The Restaurant Opportunities Centers United
JULy 9, 2013 Research Support Provided B: The Ms. Foundation for Women
Center for Law and Social Polic
Famil Values @ Work
Institute For Women’s Polic Research
MomsRising
National Organization For Women
National Partnership For Women & Families
National Women’s Law Center
Wider Opportunities For Women
9To5, National Association Of Working Women
7/27/2019 The Third Shift: Child Care Needs and Access for Working Mothers in Restaurants
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Restaurant Opportunities Centers United
350 7th Avenue, Suite 1504
Ne York, NY 10001
Tel: (212) 243-6900
ino@rocunited.org
http://.rocunited.org/
THE RESTAURANT OPPORTUNITIES CENTERS UNITED | rocunited.org
CENTER fOR LAw AND SOCIAL POLICY | clasp.org
fAMILY VALUES @ wORK | amilyvaluesatork.org
INSTITUTE fOR wOMEN’S POLICY RESEARCH | ipr.org
MOMSRISING | momsrising.org
NATIONAL PARTNERSHIP fOR wOMEN & fAMILIES | nationalpartnership.org
NATIONAL wOMEN’S LAw CENTER | nlc.org
wIDER OPPORTUNITIES fOR wOMEN | oonline.org
9to5, NATIONAL ASSOCIATION Of wORKING wOMEN | 9to5.org
This report as a collaborative eort o the nine organizations that co-authored this report.
The primary research and riting as by Yvonne Yen Liu.
with contributions rom Mary Gatta, Karen Schulman, Tatiana Bejar, Michaela Goralski, Ashley Hernandez, Mariana Huerta, Liz Kroboth, and Lizbeth Mateo.
Research assistance as provided by Trisha Chakrabarti, Jerey Hayes, Liz Kroboth, and Leah Scrivener.
Photos courtesy o the ROC-NY Gender Committee Photo Exhibit.
Design by Design Action Collective.
This report should be cited as:
Restaurant Opportunities Centers United, et al. July 9, 2013. The Third Shit: Child Care Needs And Access for working Mothers In Restaurants. Ne York, NY:
Restaurant Opportunities Centers United.
© 2013 Restaurant Opportunities Centers-United
THE THIRD SHIFTCHILD CARE NEEDS AND ACCESS FOR WORKINGMOTHERS IN RESTAURANTS
7/27/2019 The Third Shift: Child Care Needs and Access for Working Mothers in Restaurants
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INTRODUCTION
breadwinner, according to a 2013 Pew Research Center
report.12
Mothers pay both a gender penalty, as well as a motherhood
penalty, earning less than males, athers, and their childless e-
male counterparts. Overall, emale restaurant workers working
ull time, year-round, are typically paid 79 cents or every dollar
earned by their male counterparts.13Women with children pay
a wage penalty o approximately 4 percent per child across all
industries.14 Research has ound that the motherhood penalty
The restaurant industry is one o the largest sectors in the
United States economy and is projected to be among those
with the largest growth by 2020.1 It currently employs over 10
million workers.2 Between 2000 and 2010, our economy as a
whole shed jobs at a rate o -0.2 percent.3 However, ood ser-
vices and dr inking places are projected to create over 860,000
new jobs between 2010 and 2020.4 Similarly, our economic
output in the last ten years ambled along at a rate o 1 percent
o growth, while restaurants grew one and a hal times aster,
adding $134.7 billion to our economy. The Bureau o Labor Statistics projects the industry’s growth to continue apace over
the next ten years.5
Despite the industry’s growth and potential or liting the
livelihoods o its workers, especially or women and moth-
ers, working conditions have deteriorated and wages have not
kept pace with growth. In act, restaurant occupations employ
the highest proportion o workers earning at or below the
ederal minimum wage.6 Food preparation and service-related
occupations comprised over one-quarter o all U.S. workers
who earned the ederal minimum wage and almost 60 percent
o all U.S. workers paid below the ederal minimum wage.
7
Restaurant workers are also oten denied common employee
benefts, such as medical benefts and sick leave. For example,
in 2012, 77 percent o service sector workers, including restau-
rant workers, did not have paid sick leave.8
The vast majority of restaurant workers are unable to
provide basic economic security (see Sidebar: Economic
Security for Restaurant Workers) to themselves and their
families, meaning they must routinely choose what neces-
sities their families will forego as they struggle to make
ends meet.
All o this takes a terrible toll on women—especially moth-
ers—working in restaurants. Over hal o the workers in ood
preparation and related occupations are women,10 mostly con-
centrated in the lowest-paying occupations. Almost 2 million
restaurant workers are mothers—15 percent o employees in
the industry. 11 More than hal o them, 1.2 million, are single
mothers with children in the household. More than 1 mil-
lion are single moms with children under age 18. A mother
as the primary source o income, or breadwinner mom, is not
unique to the restaurant industry. Across the economy, our
in ten households with children under age 18 have a emale
Economic Security forRestaurant WorkersBasic economic security is defned by the abilityto aord housing, utilities, ood, transportation,child care, health care, emergency and retirementsavings, and other personal expenses. ManyAmericans do not receive wages sufcient tomeet these basic needs, and are orced to chooseamong them, rely on public assistance to makeends meet, or incur debt to keep ood on the table.Emergency expenses become tremendous strainsand basic expenses such as ood and electricityare regular burdens. Wider Opportunities orWomen (WOW) has developed the Basic EconomicSecurity Tables Index (BEST)—a measure o thelocal costs o these basic expenses or varioushousehold types—to have a clear understanding othe wage necessary to ensure economic security.WOW ound that economic insecurity is pervasivein today’s America: 45 percent o all Americanslive in households that lack economic security,
and are unable to cover those basic needs.
Economic insecurity is much worse amongworkers in the restaurant industry. In 2011, 72percent o adult servers who worked in the last 12months had total household incomes below theBEST or their amily types. Eighty-one percento these individuals were women. Seventy ninepercent o households headed by an adult serverwho worked in the last 12 months had totalhousehold incomes below the BEST. O thosehouseholds, 80 percent were headed by women,51 percent were headed by single women, and 27
percent were headed by single moms.9
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has the most severe impact on low-wage workers, including
restaurant workers.15
This research report seeks to answer three key questions:
1. What are the child care needs of mothers who work in
restaurants?
2. What access to child care do they currently have?
3. What strategies would help these mothers access the childcare they need?
METHODSIn order to comprehensively address the questions outlined
above, we primarily used three sources o data or this report.
First, to establish the scope o child care needs and access or
mothers working in restaurants at a national scale, we used na-
tional surveys rom the Census Bureau. We analyzed data rom
the Current Population Survey to assess how many mothers
are employed in the industry and what their demographic
characteristics are.
Second, the Restaurant Opportunities Centers United (ROC-
United) conducted a survey ocused on restaurant workers’
child care needs with over 200 mothers working in the restau-
rant industry in fve cities: Chicago, Washington D.C., Detroit,
Los Angeles, and New York. The survey, felded throughout
the all o 2012 to spring 2013, included questions about how
women currently dealt with child care needs, how child care
needs aected their career and their amily, and what potential
solutions might work or them.
Lastly, the report captured the lived experiences o mothersthrough ocus groups and interviews. We developed the in-
terview questionnaire and ocus guides based on themes that
emerged rom survey responses. The guide included questions
about barriers that mothers experienced to child care access
and their thoughts on solutions. We conducted ocus groups
in our cities, with 13 participants, and also held in-depth
interviews with three mothers in Houston, Detroit, and Los
Angeles.
The data were gathered and analyzed by the nine organi-
zations who co-authored this report: ROC-United, 9to5,
National Association o Working Women, Center or Law andSocial Policy, Family Values @ Work, Institute For Women’s
Policy Research, MomsRising, National Partnership For
Women & Families, National Women’s Law Center, and
Wider Opportunities For Women.
Overview of Child Care andEarly Education ProgramsThe major ederal child care program is the ChildCare and Development Block Grant (CCDBG). Thisprogram provides unds to states to help low-income amilies pay or care while parents work orparticipate in education or training activities and
to support eorts to improve the quality o care.States set policies or child care assistance—oneligibility criteria, parent copayments, providerreimbursement rates, and other areas—withinederal parameters. CCDBG unding or Fiscal Year2013 is over $5.1 billion. Nearly 1.7 million childrenrom almost 1 million amilies received child careassistance each month in Fiscal Year 2010 (themost recent year or which data are available).16
Another important source o unding or child careis the Temporary Assistance or Needy Families(TANF) block grant. States can transer up to 30
percent o their TANF unds to CCDBG, or useunds directly within TANF or child care. States’use o TANF dollars or child care (including bothtransers and direct unding) was $2.9 billion inFY 2011 (the most recent year or which data areavailable).17
This unding or child care assistance, however,alls ar short o meeting the need. Only one out osix children eligible or child care assistance underederal law receives it.18
The ederal Head Start/Early Head Start program
provides comprehensive early education, health,nutrition, and other support services to inants,toddlers, and preschoolers rom amilies inpoverty. The program also works with amiliesand oers opportunities or parent education andengagement. The program received $7.97 billion inunding and served 956,497 children in FY 2012.19 But, Head Start reaches only about two-fths oeligible preschool-age children,20 and Early HeadStart reaches less than 4 percent o eligible inantsand toddlers.21
Forty states unded prekindergarten programs in2011-2012, spending a total o $5.1 million andserving over 1.3 million children.22 The programsprimarily serve our-year-olds, with only somestates serving three-year-olds. Most states targettheir programs toward at-risk and low-incomechildren, but a ew states make their programsavailable to all children whose amilies want themto participate. The programs generally operateon part-day schedules. States vary widely in thequality standards they set or their prekindergartenprograms and in other aspects o their programs.
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RESULTSFor the mothers we surveyed, the restaurant industry was the
primary source of employment. With a third of the mothers re-
porting they earned at or below minimum wage, more than 15
percent relied on more than one job, balancing two to three, in
order to make ends meet. The mothers worked, on average, 35
hours a week in the restaurant, earning a salary of $7.65 an hour
or $386.70 a week, including tips (based on ROC-United’s cal-
culations of Child Care Survey data, 2012-2013). More thana quarter of the mothers who completed our survey worked
as servers. Half of the mothers surveyed earned $60 in tips a
week. More than half of mothers had one child under the age
of 4, who needed at least 24 hours of child care a week. In fact,
70 percent of our respondents had at least one preschool-aged
child, 5 and under, who needed care.
Challenge Key Findings Recommendation
Aordability Mothers spent 35% o their weekly wages on child care.
More than hal o the mothers said that paying or child
care was a concern.
Raise the minimum wage or tipped and
non-tipped workers.
Employer subsidies.
Eligibility or Child Care
Assistance
Less than 7% o mothers receive child care assistance. More public unding or child care.
Access Given Schedules
and Distance
Hal o the mothers reported having an unpredictable
and erratic schedule.
Two out o fve had a last-minute shit change, which
impacted their child care.
Mothers spent an average o 53 minutes to commute to
child care and then work.
Accessible care during nontraditional
hours.
Predictable schedules.
Care provided close to or in home.
Career Mobility Almost a hal o the mothers suered negative conse-
quences at work when they arrived late or let early due
to child care.
A third said that child care impaired their ability to work
desirable shits.
Care provided at nontraditional hours,
close to home.
Table 1: Summary of child care barriers and recommendations
The mothers we surveyed and interviewed reported that they
faced three barr iers to meeting their child care needs as work-
ing mothers in the restaurant industry.
1. Affordability of Child Care
2. Accessibility
3. Career MobilityThere are two compounding factors that make this situation
unsustainable for working mothers in restaurants:
1. Lack of Paid Sick Days
2. Work/Life Imbalance
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child care provided in a center (see Figure 2). Thirty percent
had a relative care or their child, while 20 percent had some-
one outside o the amily.
Formal child care commanded a greater portion o a moth-
er’s wages than inormal care, when her child was preschool
age (see Figure 3). Thirty percent o mothers with children in
ormal day care had costs exceeding three-quarters o their
earnings. In comparison, only six percent o mothers whose
children were cared or in an inormal setting had to spend
more than 75 percent o their wages. The majority o mothers
who used inormal care spent
less than a quarter o their earn-
ings on care.
Inormal care is important or
mothers working nontradi-
tional-hours, although many
would also like to have access
to aordable and accessible or-
mal child care options. For ex-
ample, Erickah is a 31-year old
mother who works as a cashier
in a quick-serve restaurant in
Detroit, Michigan.26 Erickah is
ortunate that her mother lives
close by and watches Erickah’s
six-year old daughter when
1.1 High Cost of CareDue to ederal and state spending decisions, many essential
supports or women and children, including child care assis-
tance are being scaled back. This comes at a dire time, when
poverty and hunger among children is increasing, as well as
hunger.23 We need more money invested in our uture genera-
tion, not less o it. The investment not only goes towards our
nation’s children, the uture generation, but also the mothers
who raise them.
Cuts in child care spending have a disproportionate impact on
working mothers, many o whom are concentrated in low-
wage industries and head 40 percent o our households with
children.24 The greatest challenge to accessing child care that
the surveyed mothers cited was the high cost o child care.
Mothers reported spending an average o 35 percent o their
weekly wages on child care. The average cost o child care or
those surveyed was $87 a week or one child or $112 or all
children. Almost two-thirds o the mothers reported that pay-
ing or child care was a concern (see Figure 1).
Two-thirds o mothers reported that they had chosen their child care arrangements based on their economic constraints.
Most mothers said that they would change their arrangements
i they could aord to do so.
Hal o the mothers surveyed relied on inormal care—specif-
cally, either a amily member or a neighbor—as opposed to
AFFORDABILITY1.
14.36%
17.27%
17.27%
10.85%
14.27%
74.79%
68.46%
14.27% 68.46%
FIGURE 1: Child Care Cost Indicators for Working Mothers in Restaurants
Disagree Neutral Agree
Paying for care is a concern for me
The cost of care is important in my choice of care arrangements
I would change my care arrangements if I could afford to do so.
Source: ROC-United Child Care Survey, 2012-2013
If you’re in the restaurant industry in a
waitress role, then you depend on tips. If
[you] don’t get any tips, you can’t pay the
bills, because you only get paid $2.65 an
hour, so your paycheck is worthless to you.I make, on average, $90 a week, $125 on
a good week. But, that’s not even making
daycare.” —Daniella, Detroit 25
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Erickah works. However, Erickah worries about the educa-
tional enrichment opportunities or her daughter. I given
the option, she would provide her daughter access to pro-
essional care.
Child care costs per child did not decrease with more chil-
dren in care (see Figure 4). While more than hal o mothers
surveyed had one child, 40 percent had two and 6 percent
had three. A second child’s child care expense was slightly
greater than the frst; at $89 on average. A third child’s care
was less expensive, at $85.
While the ranks o mother-headed households have risen,
public monies available or children have plummeted by $2
billion rom 2010 to 2011.27 Overall spending on children
by the government ell by 23 percent since 1960, rom 20 to
15 percent o the domestic budget, according to the Urban
Institute. While poverty and hunger rates among children
are projected to increase, spending on children is projected
to decrease rom 10 to 8 percent o the ederal budget over
the next ten years.28
Research has shown that when children have access to
high-quality programs throughout early childhood, their
educational and lie outcomes improve dramatically. Yet,
care or inants and toddlers is scarce in many communi-
ties and oten difcult to aord. The average cost o ull-
time inant care ranges rom approximately $4,500 to nearly
$15,000 a year, depending on where a amily lives and the
type o care.29 These costs can be a particular burden or
parents with inants who typically have not had time to
Relative/Kin care 30%
Informal care (neighbor)
20% Home care12%
School-Agechildcare Program15%
Group FamilyDay Care Home 5%
Small Day Care Center 4%Day Care Center 13%
FIGURE 2: Child Care Arrangements for Working Mothersin Restaurants, 2012-2013
Source: ROC-United Child Care Survey, 2012-2013
Formal Informal
6%
30%6%
10%
30%
25%
58%
34%
FIGURE 3: Child Care Cost Index by Arrangement Type
for Working Mothers in Restuarants, 2012-2013
<=25
26-50
51-75
75+
Source: ROC-United Child Care Survey, 2012-2013Note: Child Care Index is the proportion of weekly child care cost to weekly wages.Formal arrangements include day care and school. Informal includes relatives and nonkin.
Source: ROC-United Child Care Survey, 2012-2013
FIGURE 4: Average Child Care Costs for Working Mothersin Restaurants, 2012-2013
$87 one child $176 two children $261 three children
Average cost per week for child care: $112
The subminimum wage fortipped workersThe federal subminimum wage for tippedworkers allows employers to pay as little as$2.13 per hour to all employees who receivemore than $30 in tips per month. The law statesthat employers must ensure that tips make
up the difference between $2.13 and $7.25.However, survey and interview data gathered byROC-United indicate that employers frequentlyignore this requirement, allowing tippedworkers to earn less than $7.25 total per hour.Among tipped workers, 13.2 percent reportedhaving their tips misappropriated by employers.For example, tips may be inappropriately sharedwith managers or owners or other non-tippedworkers, and inappropriately withheld for illegaldeductions.i More than a third of the motherssurveyed for this report earned less than thefederal minimum wage.
i. ROC-United. (2012).Tipped Over the Edge: Gender Inequity in the Restaurant
Industry.
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accumulate savings. Because parents of infants often have not
yet accumulated savings, these costs can be particularly bur-densome for them.
When parents receive assistance so they can afford child care
they are able to earn more income. And when they have more
income, they can provide more resources for their children and
ensure they are well-nourished and better educated. Parents
can offer a less stressful home environment for their children
and interact more positively with their children. However,
most families are not able to afford high-quality child care and
early education.
Profle o Vimala’s Curryblossom Caé
Vimala Rajendran, a mothero three, was in a difcultsituation. Her husband, withwhom she emigrated romIndia to the U.S., abusedher. She decided to leave
her marriage, but thenound hersel a pennilesssingle mother, without a
job or immigration papers.She started to cook community dinners, based ondonations, out o her home in Chapel Hill, NorthCarolina. The ame o her cardamom brownies,chana masala, and Tandoori chicken grew, attractingthe support o the nascent ood justice movementin the college town. The dinners grew in size, until2010, when Vimala opened a restaurant, named theCurryblossom Caé.
A sign on the door o the restaurant greets diners,“ood is a human right, and no one will be turnedaway.” The same courtesy is extended to therestaurant’s workers. Sta are paid a living wageo $10 an hour, including tips. Workers receiveree meals on the job and hal-o meals at allother times. Curryblossom Caé partnered withlocal health practitioners, including eye doctors,chiropractors, and massage therapists, to oerservices to the workers at a ee o $20 a month. I anemployee is sick, but can’t aord to take the day o,Vimala will tell them to go home and rest, and theywill still receive wages or the day.
We interviewed Manu Rajendran, Vimala’s daughter,about how the restaurant supports their workers’child care needs.
What difculties do you see or parents that work in
the restaurant industry?
“For a lot o restaurant workers, it’s hard to get
quality time with their amilies when their kids arehome rom school or on weekends, because thoseare oten the time slots that are most demanding oworkers. I workers are being paid below minimumwage and working or tips, those are the ideal hoursthat they would like to get so that they can actually
get more tips. So … a model that gives … a basewage that starts them at $10 per hour and payingolks equally or whichever shits they work, makesit possible or them to earn enough that they don’thave to choose to not spend quality time with theirchildren.
We have workers who have to leave in the middleo the day i their kid gets sick or something,we’re really open to that, we really support thatand encourage people to let us know what theiremergency child care needs might be so that we canspot each other.
Are your workers able to access public child care
support?
There used to be a policy o giving Pre-K support oramilies that are 200 percent o the ederal povertyline. But the [legislature is] about to reduce that to100 percent o the poverty line, which will cut o aton o amilies working on restaurant worker wages.
You’ve got to pay workers enough so that i they workull-time, they can cover the needs o their amilies,and have the option to have a stay-at-home parent.But I’m sure that’s not the standard case … It would
be great to have the option to give people a child carevoucher or something that they could put orward ithey don’t have a stay-at-home parenting option.
Together, all of these factors create challenges for mothers as
they struggle to support their children. Not only do motherssuffer when they don’t receive adequate support,30 children
do too.31 Several studies have shown when families cannot get
help paying for child care, they often struggle to pay their bills,
feel stressed, and worry about the quality of their child care.32
Conversely, when families are able to access affordable, high-
quality care, parents are more likely to get and keep a job and
children—particularly children in low-income families—are
more likely to have the early learning opportunities that pre-
pare them to enter school ready to succeed.33
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Catch-22 predicament, where they weren’t able to meet the
eligibility requirements to receive child care assistance because
they lacked child care support.
A related issue is that ew states have adequate reimbursement
rates or amilies receiving child care assistance.48 Inadequate
reimbursement rates deprive providers serving amilies who
receive child care assistance and discourage some providers
rom serving these amilies, urther diminishing the available
support or these amilies.
Although employers can and should play a larger role in help-
ing their employees gain access to aordable, high-quality child
care, it is unlikely that employers will expend the resources
to suciently address the child care needs o their workers.
Thereore, even i employers do step up, additional ederal and
state resources—as discussed above—will be essential.
Child development researcher Taryn Morrissey and urban plan-
ning proessor Mildred Warner note that most employers don’t
have the scale or capacity to build on-site child care centers.49
Vouchers, on the other hand, can easily be structured within an
employee benet program, such as fexible spending accounts.
Cornell University oers a case study o the positive conse-
quences o employer-sponsored child care assistance. The school
oered vouchers to their employees starting in 2001. A study
initiated by the human resource department at the school eight
years ater the program’s inception ound that oering child
care vouchers or their employees improved retention rates and
productivity.50 Seventy percent o recipients reported that re-
ceiving the grant positively infuenced their decision to con-
tinue working at Cornell because o the child care vouchers.
Three-quarters o the employees reported an increased sense
o dedication and loyalty to their employer because o the child
care benet. Seventy-two percent experienced less work-amily
stress, resulting in greater concentration at work, engagement
with tasks, and productivity in their jobs.
one out o six potentially eligible children benet rom pub-
lic subsidies or care.44 Without sucient unding to serve all
eligible children, states—which determine child care assistance
policies within ederal guidelines—limit access to assistance by
setting restrictive eligibility criteria or putting amilies who
meet the eligibility criteria on waiting lists. In 2012, 23 states
had waiting lists or stopped accepting new applications or
child care assistance.45
Mothers working in restaurants are aected by these limita-
tions on child care assistance. Since states do not have undsto serve all amilies who are eligible, they oten do not make
extensive eorts to inorm amilies that child care assistance
programs exist. Eighty-six percent o the mothers that ROC-
United surveyed reported that they were unaware o avail-
able subsidies or o employer-sponsored programs, such as
caeteria plans (see Figure 7). O the 14 percent who knew
assistance was available or child care, less than hal received
help rom the program. When asked about why mothers might
not take advantage o such programs, i aware o them, some
respondents suggested that the application process could be
intimidating. Others reported that they did not meet eligibil-
ity requirements.
As described later in the report, inconsistent scheduling is
a major characteristic o work in restaurants. Mothers have
trouble maintaining eligibility or child care assistance when
they have little control over their schedules, and their number
o hours worked changes.46 One mother we spoke to in Baton
Rouge, Louisiana was currently unemployed.47 She needed
child care in order to nd employment in a restaurant, but
needed to work 30 hours a week in order to qualiy or child
care assistance. Other mothers ound themselves in a similar
FIGURE 7: Child Care Subsidies, Awareness and Usage
by Working Mothers in Restaurants, 2012-2013
Source: ROC-United Child Care Survey, 2012-2013
Not Aware of Subsidies 86%
No 53%
Yes 47%
Take advantageof subsidies
Aware of
Subsidies 14%
“It’s a process to apply or assistance, a
time-consuming process that can take a
ull day. You need all kinds o documenta-
tion, like how many hours you worked. You
can wait a whole day to submit your ap-
plication, just to fnd out that you can’t be
seen.” —Losia, Washington, DC
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Prole of Losia Nyankale, Washington, DC
Losia Nyankale, 29, is originallyrom South Arica. Her amilycame to the United Stateswhen Losia was three yearsold, escaping violence in theirnative South Arica. Losia’s
amily had been heavilyinvolved in the anti-Apartheidmovement, and many othem lost their lives due tothe confict. When the amily
moved to the United States, they settled in Maryland,where Losia was raised and spent most o her lie.She now lives and works in Washington, D.C.
As a restaurant worker who has been in the industryor over 10 years, Losia has seen it all - rom sexualharassment and discrimination, to lack o benetslike paid sick days. Her own experiences and
her amily’s activism in South Arica have deeplyimpacted and shaped Losia’s consciousness andcommitment to ghting or justice.
As a single mother o two kids, ages our and ve,Losia is one o many mothers who are living everyday on the edge o nancial crisis. Losia does nothave access to paid sick days, just like over 80percent o all restaurant workers in the District.For amilies like Losia’s, who are stretched thin andstruggling just to cover the basics, missing even oneday o wages could mean no ood on the table or herkids, or not enough money to pay the rent.
A ew years ago, Losia’s mother was laid o rom her job as a Head Start teacher, and suered a strokeshortly thereater. At the time, Losia was in schoolstudying broadcasting, but had to leave school to care
or her mother, which turned out to be very dicultwith a low-wage restaurant job that did not oer paidsick leave. There were days when she couldn’t evenvisit her mother in the hospital because she was notallowed to take a day o. Even when she was allowedto take time o, she knew she couldn’t aord to do
so—not when her salary was less than $3 an hour.
When Losia’s second child was born, her employermade it clear that i she wanted to keep her job shewould have to return to work right away. So despitethe doctor’s orders, Losia was orced to return towork immediately, leaving her son and daughter inthe care o a babysitter. She was not able to care orthem the way she would have wanted to because shehad to work long hours to support them and pay therent. Even when they were sick, she could not aordto miss work to care or them hersel.
The cost o child care has been a primary concern orLosia. She reports being caught in a tough balancingact. Even i she were to pick up more shits to earn alittle more money, she would have to pay a babysitterto watch her children, which she can barely aord todo now.
Losia hopes to go back to school someday, butknows that it will be dicult without better wagesor access to more child care or paid sick days. ForLosia, a raise in the minimum wage would mean thatshe would be able to aord quality child care or herchildren, and she would be able to go back to school.
Having access to paid sick days would mean that thenext time she gets a call rom her children’s schooltelling her that one o them is sick, she would be ableto go home and care or them.
Stay in job even if less promotional opportunities
Stay at job even if didn't like boss
42%
30%
18%
23%
40%
47%
FIGURE 8: Child Care Subsidies and Employee Turnover ofWorking Mothers in Restaurants, 2012-2013
Source: ROC-United Child Care Survey, 2012-2013
Disagree Neutral Agree
Two out o fve mothers we surveyed agreed that
they would stay at their current job, i provided
with a child care subsidy, even i they didn’t like
their boss (see Figure 8). One out o three was
willing to stay in a dead-end job without promo-tional opportunities, i oered child care subsidies.
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“I had to pay more for day care if I got
there late to pick up my child. That’s
standard. They charge more if you’re even
a minute late, like $20 if you’re one min-
ute late. Then, if I’m late 10 minutes after
that, another $20.” —Sandra, Chicago
2.1 Erratic and Unpredictable SchedulesRestaurant workers are most oten scheduled by shits, namely
the breakast, lunch, and dinner shits. Managers will sched-
ule workers or certain shits each week based on how busy
the restaurant is. For workers who have children, a schedule
change can complicate child care arrangements. Almost hal
o the mothers surveyed reported having an unpredictable
schedule. Almost 40 percent said their schedule changed on
a weekly basis, and 5 percent reported that it changed daily.
“I used to have a job that was on-call at
hotels [working in banquet service], usual-
ly on evenings; I used to have to leave [my
children] with [my] sister. But sometimes
I would get called in, and my sister was
not available, so I would suddenly have to
leave them with someone else and I never
knew if they had been fed, showered.”
— Teresa, Los Angeles
Two out o ve mothers reported that they had a last-minute
shit change that impacted their care needs (see Figure 10).
The consequences the mothers exper ienced ranged rom hav-
ing to ask a amily member to watch their children to losing
their child care provider. In act, 18 percent o mothers report-
ed losing a child care provider because o scheduling changes.
Unortunately, child care providers do not always accomodate
the needs o working mothers. Forty-our percent o mothers
surveyed indicated that their providers were only somewhat
fexible or infexible about changes due to work scheduling
changes (see Figure 11).
ACCESSIBILITY2.
On call 1%
variesdaily
5%
varies weekly 39%
predictable workschedule 56%
FIGURE 9: Predictability of Schedules
for Working Mothers in Restaurants, 2012-2013
Source: ROC-United Child Care Survey, 2012-2013
One out o every fve restaurant workers who
are mothers we surveyed lost their child care
provider because o work scheduling changes.
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Erratic scheduling is a common practice in many low-wage
industries, including retail and restaurants. Emboldened by the
weak economic recovery, some business owners have adopt-
ed a just-in-time workorce model, a pool o workers whose
hours fuctuate depending on how busy the restaurant is.52
Restaurant workers are oten asked to stay later than their
scheduled shits. However, when mothers are asked to stay lat-
er than scheduled, there are oten signicant repercussions on
their child care responsibilities. Almost a third reported having
to pay a ne to the child care provider.51
Completely
inflexible 7%
Slightly
flexible 12%
Somewhat
flexible 25%
Very flexible
56%
FIGURE 11: Child Care Provider Flexiblity with
Schedules of Working Mothers in Restaurants,
2012-2013
Source: ROC-United Child Care Survey, 2012-2013
Table 2: Benefts o Improved Scheduling Practices
Benet Description
Improved employee retention Replacing an hourly employee is estimated to cost between
30 and 50 percent o a worker’s annual salary
Positive human capital outcomes through a more productive
workorce
Greater fexibility leads to higher worker engagement and
commitment, which is positively associated with better job
perormance.
Possible reductions in health care expenditures Unpredictable and unstable schedules increase job stress;health care expenditures are nearly 50 percent greater or
U.S. workers who report high levels o stress.
More stable and predictable child care and amily lie Predictable schedules allow parents to plan child care and
amily responsibilities in advance; predictable and stable
work hours improve the stability o child care, which benets
parents, providers, and children.
Source: Lambert, Susan J., & Henly, Julia R. (May 2009). Table 2: Economic Benets o Improved Scheduling Practices in Scheduling in Hourly Jobs: PromisingPractices or the Twenty-First Century Economy. The Mobility Agenda.
Asked
for family
help 2%
Provider called or threatened to
call child protection service 2%Lost provider 6%
Had to pay a fine
to care provider 29%
No impact 61%
FIGURE 10: Schedule Changes and Consequences
for Working Mothers in Restaurants, 2012-2013
Source: ROC-United Child Care Survey, 2012-2013
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Profle o Teresa,56 Los Angeles, CA
Teresa, 31, came to the United States withoutdocuments rom Colima, Mexico in 2000. Shereunited with her siblings who were living in LosAngeles ater her mother passed away. Teresa is asurvivor o domestic violence, and also let Mexicoin order to raise her children in a sae environment.
She has worked in the hospitality and restaurantindustry or over 11 years, waiting tables, as well aspreparing and cooking ood. Teresa balances two
jobs, one as a server at a jazz bar and grill, and theother as a ood prep worker and cashier at a deli.She is a single mother o a 15-year-old daughter,and a 12-year-old son.
For six years, when her children were young, Teresaworked as an on-call banquet server and had a veryunpredictable schedule which made it extremelydicult to arrange care or her small children. Hersister would care or her kids on most days whileTeresa was at work. However, there were days whenher sister was not available to stay with Teresa’skids, so she would ask her neighbor to care orher kids. When Teresa’s son was one-and-a-halyears old, and was still being breasted, Teresawas called to work suddenly and had to leave herson with her neighbor. Her son was not yet weanedo breast milk, so he would not drink ormula andwent hungry that day. She explains, “I oten had toturn down jobs or quit because the schedule wasnot desirable. I’m a single mother. I needed to nda job whose schedule would allow me to leave mykids with my amily or neighbors, and, where I made
enough money to pay or care.” Teresa paid her
neighbor $100 per week to care or her children,which was a large expense or her.
While Teresa’s children are older now and heremployers are slightly more fexible with scheduling,she continues to struggle nancially. She says, “Myeconomic situation is very dicult. Having a job isa blessing, but having a higher wage or me, as asingle mom, would allow me to be able to spendmore time with my children. And mothers withyounger ones would be able to pay or quality care.”With a minimum wage increase, she says, “I wouldbe able to give my kids more o the basic necessities.It would also allow me to save up so that I cansupport my daughter who will go on to college soon.”
Moreover, Teresa has lost jobs because she doesnot have proper documentation and has been paidsignicantly lower wages because o her immigrationstatus. This resulted in her accumulating heavydebts, and now she struggles to pay them o.This has not only aected her economically, butpsychologically as well. She says it has caused herto go through periods o depression. Teresa lovesproviding great dining experiences or guests, andhopes that she will someday receive a livable wageand be able to control her schedule that will best ther amily’s needs. Teresa says, “A majority o peoplewant to have a good job that’s well-paid, but we needto be comortable with our care arrangements, andhave peace o mind and tranquility knowing that our
children are okay.”
While this tactic seems like a protable move on the part o
the employer, ultimately, unpredictable schedules hurt the bot-
tom line (see Table 2). Employee retention and productivity
alls when schedules are unpredictable. When this happens,
employers need to spend more money replacing workers, an
expense that could equal up to 50 percent o annual pay or
every worker replaced. Predictable schedules have been linked
to higher productivity in workers and a lower likelihood o
perormance issues, such as absenteeism.53
Schedule rigidity—when workers have little or no control
over the scheduling o work hours—is a problem or both
workers on predictable and unpredictable schedules. For ex-
ample, i a worker’s child care provider becomes unavailable,
even with a predictable schedule, both the worker and child
can suer i she is unable to alter her schedule without suer-
ing a penalty.
Employers should take the high road to protability by adopt-
ing predictable scheduling practices that also allow or fexibil-
ity in the ace o amily emergencies. Sixteen percent o retail
executives have embraced computerized scheduling systems.54
In 2011, the National Restaurant Association endorsed an
online employee scheduling system, in which managers post
schedules in advance online.55 These systems can allow work-
ers to view schedules and to be alerted o any changes through
various technologies.
2.2 Lack of Nontraditional-Hour Care
While 40 percent o the U.S. labor orce works nonstandardhours, including nights and weekends, child care resources
available during those times are rare.57 In 2012, there were
117,000 child care centers and 209,000 amily child care
homes, according to the National Association o Child Care
Resource and Reerral Agencies.58 A 2011 report based on
ocus groups with 163 parents in seven locations around the
country ound that care wasn’t easily available during nontra-
ditional hours.59
There’s no national data on how many child care centers o-
er nontraditional hours o service, outside o 7 a.m. to 6 p.m.
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Profle o the Chambliss Center or Children in Chattanooga, TN
The Chambliss Center or Children is a 141 year-oldorganization that provides child care 24 hours a day,every day o the year, or amilies in Chattanooga,Tennessee. The center has evolved to meet the needso local amilies over time—its previous incarnationsinclude providing ood and clothes or the needy andserving as an orphanage. In 1969, the board decidedto shit directions. It saw that many o the childrenin residential care were children o single parents;these parents oten had difculty accessing childcare while they worked and eventually had theirchildren taken rom them. The center shited toproviding care to accommodate cases such as these.
The Chambliss Center or Children now servesover 300 children, rom six weeks to 12 years oage. The President and CEO, Phil Accord, estimatesthat about hal o the parents served work inrestaurants such as Hardee’s or Cracker Barrel,or in retail establishments. The amilies servedare racially diverse: over hal o the children areBlack, 35 percent are white, and about 5 percent areLatino. Their three-pronged model o aordability,accessibility, and quality caters to single parents.The center has a sliding scale ee, starting at just$55 per week or one child. Because ees paid by
parents cover only about a quarter o the cost torun the center, the bulk o unding comes romoutside sources, including ederal Child Care andDevelopment Block Grant unding, Head Start/Early Start unding, the United Way, and the City oChattanooga.
The center also ocuses on accessibility, providingcare around the clock and serving a wide range oages. “You have to be responsive to the needs o yourclients - you can’t just oer 6 a.m. to 6 p.m. and say‘you have to ft your needs to us.’ You have to adjustto your clients’ needs,” says Accord. The center alsohas the highest quality rating available through thestate rating system.
The Chambliss Center works to support amilies inother ways, including not charging parents or latepick-ups and providing resh produce rom its gardenthrough a partnership with a local ood retailer. Says
Accord,“We know when you’re a single parent, you’restruggling. You’re probably in poverty because you’rea single parent with a single income, but you havetotal responsibility —you’ve got to maintain your car,apartment, shopping expenses. We do everything wecan to make their job easier.”
through Monday and Friday, but a ew state- and lo-
cal-level studies indicate that the supply is limited in
many communities.
p A 2007 study by Illinois Action ound that o the
ull-time child care centers and homes, only 16
percent oer care during the evening, 11 percent
at night, and 8 percent during the weekend.60
p Only 2 percent o licensed child care centers
and 41 percent o amily child care homes in
Sacramento County oer weekend, overnight,
and evening care.61
p A 2002 report in Maine ound that only 2 per-
cent o licensed centers and 6 percent o amily
child care homes provide nontraditional hours.
62
The Child Care and Development Block Grant does
not stipulate restrictions on or access to nontradition-
al-hour care, but this is not always made easily acces-
sible.63 Without specifc provisions, this type o care is
not always accessible.
2.3 Lack of Accessible Transit to Work
and Child Care
Transportation can be a barrier to child care because
communities where need is high are underserved.64
0
10
20
30
40
50
60
Child Care Work Total Transport
53.95
34.74
27.18
FIGURE 12: Average One-Way Commute to Child Careand Work for Mothers Working in Restaurants(in minutes), 2012-2013
Source: ROC-United Child Care Survey, 2012-2013
The average commute total to work or the mothers we sur-
veyed was 35 minutes, but including travel time to a child
care provider increased the time to 53 minutes (see Figure 12).
Jasmine in Chicago told us that her daily one-way commutewas one hour and a hal: 45-minutes rom home to her child
care provider, then another 45 minutes rom her provider to
work.65
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Profle o Erickah,66 Detroit, Michigan
Erickah is a 31-year old, single Black mother wholives in Detroit with her six-year old daughter. Shehas lived most o her lie in the Motor City, but hasamily ties to Mississippi. Her parents migratednorthward, in search o middle-class jobs during theGreat Migration. Erickah worked as a cashier at a
ast ood restaurant, making on average $8 an hour.“I was barely making it,” she remembered, “For childcare costs, [employers] assume that we’ll get helprom somewhere else, like the state.”
She receives some child care assistance, which helpsto cover a portion o her costs, but not all. She alsostruggles with the gaps in coverage by assistance.“The state doesn’t pay every week when it’s due,”Erickah shared. “I there’s a balance, they just let it
accumulate.” Erickah is ortunate that her child careprovider is understanding, but not many are fexibleabout late payments. “She could easily be like, ‘untilthis is paid, your daughter can’t come here.’”
When the day care acility isn’t open during Erickah’s
night and weekend shits, her backup provider is hermother. But when her mother isn’t available, Erickahis in a bind. “I I’m working a shit and I don’t getout until three o’clock, my daughter’s school endsat 3:30, who’s picking her up?” She worked out anarrangement with an employee o the center to takeher daughter home, but Erickah bears the doublecost o both the additional child care as well astransit.
Ana Salazar is 42-years old and works at a Mexican restaurant in New York. She supports her daughter and grandson, and struggles to pay
for child care for her grandson. Photo by Dina Cedano, taken for the ROC-NY Gender Committee Photo Exhibit.
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Mothers we talked to elt that their ability to work desirable
shits and advance in their careers was signifcantly aected be-
cause they lacked reliable child care. Our survey asked moth-
ers about the consequences or their jobs when their child
care arrangements ailed. More than hal o the mothers we
surveyed lacked alternative child care arrangements that they
could call on (see Figure 14).
The consequence most common to the mothers we surveyed
was arriving to work late or leaving early because o child
care needs (see Figure 15). Not surprising, most mothers never
used paid sick days to care or their children; indeed, 82 per-
cent were not guaranteed paid sick days. Use o vacation ol-
lowed a similar pattern. Vicky, a server in Detroit, Michigan,
told us about how she was penalized or taking a amily vaca-
tion. When she returned, she said that her employer didn’t give
her desirable shits in the ollowing weeks.
Almost hal o the mothers we surveyed (44 percent) experi-
enced a negative work-related consequence as a result o ar-
riving late or leaving early (see Figure 16). A ew mothers
described verbal abuse when arriving at work late or leaving
Mothers told us that having children was a barrier in the res-
taurant industry or hiring and promotions. Eleven percent o
mothers are able to earn living wages in the industry as middle
management (see Figure 13). That’s ar less than 18 percent o
athers who are managers and slightly less than the 12 percent
o women without children.
Susanna is a 49-year-old who works as a server to support
her our children in Chicago. She said that employers will ask
on interviews about whether the applicant has children and
how many.67 She had to hide the act that she had children
on a job interview, in order to get a job. Susanna ound out a
coworker had been pregnant ater she had already given birth
because her colleague kept her pregnancy a secret or ear o
losing her job.
Mothers we talked to elt that their ability to
work desirable shits and advance in their
careers was signifcantly impacted becausethey lacked reliable child care.
CAREER MOBILITY
Mothers Fathers Childless Women All Women All Men
3466
5936
556535
3150
36 3169
573353 6338
121811
FIGURE 13: Career Mobility in Restaurants, in percent, 2010-2012
ManagersFront of the houseBack of the houseTipped
Source: ROC-United calculations of Current Population Survey, 2010-2012, using Integrated Public Use Microdata Series
compiled by the Minnesota Population Center at the University of Minnesota.
3.
Petal Alonso is 43-years old and worked as
a barista until she was harassed and fred or
being pregnant. Photo by Dina Cedano, taken
or ROC-NY Gender Committee Photo Exhibit.
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early. One told us that her manager verbally
harangued her. Another said that all workers
were punished when one arr ived late.
Not all shits are created equal. Night and
weekend shits oten garner more tips or
restaurant workers and thereore, are seen as
more desirable. However, because o the lack
o child care, almost a third o the mothers
we surveyed weren’t able to work the desir-able shits. Child care centers are typically
open only during traditional ofce hours
and aren’t available to second and night shit
workers. One mother told us, “The hours
that child care is available is not always in
line with my work schedule, I can only work
when the child care center is open.” Another
said that her “son’s day care closes at 6:30
p.m., so I cannot work night shits.”
Mothers surveyed elt they could earn more
i child care was available. “I could workmore shits i I didn’t have to worry about
child care,” said one mother, “I could double
my paycheck.” A second mother told us, “I
can only work in the mornings, which leaves
me with very little money.”
Our economy is dependent on the work o
mothers in the growing restaurant industry,
not only because o the labor they provide
in eeding and serving us, but also because
they raise children. Children are the uture
o this economy—the next generation o workers, small business owners, and lead-
ers who will take us through the twenty-
frst century and beyond. With better public
policies and employer policies, we can help
mothers better manage their work and am-
ily responsibilities and ensure their children
have the opportunities they need to succeed.
Two compounding actors make child care
challenges detailed above—lack o aord-
ability, accessibility, and career mobility—
even more difcult or mothers. The frst isthe lack o paid sick days or working moth-
ers in restaurants, which means that mothers
can’t take a day o when their child care a-
cility can’t care or an ill child. The second is
the work/lie imbalance, caused by low pay
and erratic and unpredictable work sched-
ules, which makes it difcult or mothers to
cope with work and amily demands.
Used paid sick days
Used vacation
Missed work and didn't get paid
Arrived late or left work early
5%
1%
1%
10%
1%
3%
18%
8%
6%
25%
11%
11%
5%12%24%32%27%
41%
78%
79%
FIGURE 15: Impact of Inadequate Child Care for Working Mothers
in Restaurants, 2012-2013
Never Rarel y (once per yea r) Sometimes (once per 6 months) Often (once per month) Frequentl y (once per week)
Source: ROC-United Child Care Survey, 2012-2013
Has Backup
47% No Backup53%
FIGURE 14: Alternative Child Care Arrangements
for Working Mothers in Restaurants, 2012-2013
Source: ROC-United Child Care Survey, 2012-2013
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Informal abuse(verbal, attitude) 4%
Denied promotion orcareer opportunities 8%
Suffered a negative job evaluation 9%
Given fewer orless desirableshifts 23% Formal
disciplinaryaction (demotion)18%
Given a warning38%
FIGURE 16: Negative Consequences Due to Child Care
Needs for Working Mothers in Restaurants, 2012-2013
Source: ROC-United Child Care Survey, 2012-2013
Lack Of Paid Sick DaysMothers ace other barriers in restaurants, besides low
wages, namely the lack o paid sick leave. Almost two in
fve mothers working in restaurants lack any health insur-
ance, either through their employer or via public subsidy.69
According to the Bureau o Labor Statistics, among workers
in the accommodation and ood services sector, 45 percent
have access to paid vacations, 35 percent have access to paid
holidays, and only 10 percent have paid personal leave.70
Paid sick days can be a lieline or workers, who need time
o to recover rom an illness or care or a sick child, but
can’t aord miss a shit. However, only nine percent o the
mothers we surveyed were paid when they took o rom
work to care or a sick amily member. Mothers work-
ing in restaurants ace the choice o either sending their
child to a caretaker or school while sick, or staying home
to care or their child and orgoing a day’s paycheck. This
has signifcant consequences or amilies’ economic secu-
rity. According to the Economic Policy Institute, a amily
with two wage earners, who lack paid sick days, and two
children would lose their entire health care budget i one
earner missed three days o work.71 Taking three and a hal
sick days without pay is equivalent to one month’s rent.
A single parent household earning the average wage with
Profle o Sandra Gomez,68 Houston, TX
Sandra Gomez earned a degree in Restaurant andHotel Management rom a university in Mexico.With 10 years o experience under her belt, Sandraworked her way up rom hostess to a public relationsposition in a restaurant in Mexico. Five years ago,Sandra moved to the United States in order to
seek more opportunities. Now she is 32-years-oldand has started all over again as a waitress. Withlow wages and irregular hours, Sandra, mothero a our-year-old child, continues to encounterthe challenges o fnding quality child care at anaordable price.
Beore Sandra ound a child care provider in Texas,she relied on her husband and network o riends.Still, fnding child care was oten a challenge and herwork suered. On one occasion, Sandra’s daughterbecame sick and consequently she asked or theday o. Her management allowed her to stay home
but did not schedule her or the rest o the week.Although Sandra told her manager that she onlyneeded one day, he insisted she take more unpaidtime o. Sandra explained, “I couldn’t go into workThursday and Friday, and those are the best days…I lost those hours, the tips, everything. And it’s hardbecause when your daughter is sick you have to payor the medicine. It’s when you need more money.”
Eventually Sandra ound child care through a churchthat serves low-income mothers. At $100 a week,Sandra can aord the care, but recognizes that thelower prices mean compromises in quality. Sandra’schild care provider has two child care centers, oneor the low-income amilies that rely on subsidies,
and the other or wealthier amilies that can payull price. Sandra noticed that her daughter’s bestteachers were eventually transerred to the privatechild care center, which oered their sta better pay.
Sandra makes other more personal compromises,too. Since her child care provider is a church,the program introduces religion to the children.Although Sandra is religious, she explains, “I wouldrather teach my daughter about god at anotherage when she can understand. But because theyare giving you a good price you need to allow theteachers to pray and to do other things”.
Sandra acknowledges that her wage does not yieldthe quality o care or the choices that wealthierparents can aord. “It’s like i you are not paying alot, how are the teachers going to be paid more? I Iwould have had more money I would pay or betterday care.”
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Profle o ChildSpace Philly
Sheree Tucker, a mother o ve adopted children,has been a child care provider or 27 years. Twenty-one o those years have been at Childspace, aworker-owned cooperative based in Philadelphia,PA. Childspace began as a single child care centerin 1988 through the eorts o three mothers, one
o whom had experience in worker-ownership; ithas since expanded to three sites throughout thecity. According to Sheree, the impetus or creatingthe center was the mothers’ desire to create anenvironment where women could eel valued whilealso providing high quality child care.
Many o Sheree’s colleagues have also beenworking at Childspace or a decade or longer. “It’slike a amily,” she says. Sheree believes that thehigh teacher retention rate at Childspace greatlybenets the children they serve, as they see thesame aces every day, year ater year. One o the key
reasons Sheree has stayed at Childspace so longis the level o fexibility and support around amilyneeds. When Sheree’s parents became ill, she wasable to use her paid sick time to care or them.Ater they passed away and she adopted their veoster children as her own, the children were ableto immediately receive care at Childspace, and atvirtually no cost.
“Childspace has been very supportive to me andmy amily throughout the years...especially with mylie and how things have changed rom when I rststarted at the daycare center as a single person
with no children to automatically going to a singleperson with ve kids. They were very helpul andaccommodating with bringing my children to thedaycare center and just opening up space and notsaying ‘oh you have to wait’ but ‘just bring them.’”
Sheree says that another important benet oworking at Childspace is that current workers aregiven priority when new positions are being lled.Sheree started as an assistant teacher and has
since been promoted to head teacher o thetoddler classroom. When that position openedup, the director knew Sheree’s potential, andsimply oered her the job. However, Sheree
had a very dierent experience when workingin a child care center a local university. Aterworking or our years as an aide, a teachingposition opened up, but “I had to apply or it asi I didn’t even work there,” says Sheree. “TheDirector didn’t ask me i I might be interested.”
Sheree credits the board o workers or makingChildspace such a supportive work environment.“Everyone has an equal say - no matter ithey’re a director or some other position,” saysSheree. In addition, Sheree says that worker-owners consider not only their own needs as
employees, but also the needs o the business.Some years, or instance, the worker-ownershave decided that — as much as they mightlike to — they can not aord raises. Althoughboard members represent a diversity o opinionsand perspectives and don’t always agree, theyultimately support the group’s decisions, andthe end result is a child care center that valuesworkers and children alike.
two children would all below the poverty line i the earner
missed work or three days in a month.72 Taking three and ahal sick days without pay is equivalent to one month’s worth
o groceries.73
Sandra is a 32-year old-mother who balances caring or a our-
year old with her job as a server in Houston, Texas.74 She asked
or a day o rom work once when her daughter was sick. Her
supervisor penalized her by not giving her shits or the rest
o the week. “I lost those hours, the tips, everything,” she said.
“And it’s hard because when your daughter is sick you have
to pay or medicine,” Sandra added, “It’s when you need the
money.” Sandra hersel was ill or a week and, as a result, lost a
whole week’s worth o wages. She wasn’t able to pay her billsand debts or that month.
As or raising the minimum wage, public opinion is in sup-
port o legislation guaranteeing a minimum number o paid
sick days or workers to care or themselves, children, or other
amily members. A 2010 survey conducted by the National
Opinion Research Center at the University o Chicago ound
that three quarters o those polled avored guaranteeing paid
sick days.75 Seventy-fve percent also agreed that paid sick days
are a basic right or workers, just like a decent wage.
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Work/Life Imbalance
Another great challenge aced by low-wage restaurant workers
is work/lie balance—workers’ ability to spend quality time
with their children outside o work, as well as the quality o
work they are able to do as a result o having to worry about
the other child care challenges described in this report.77 The
mothers surveyed or the report shared their rustrations in
balancing the demands o both work and amily. Over a third
o respondents ound that work negatively impacted their amily obligations (see Figure 18.)
Receive Paid Sick Days 10%
Lack Paid Sick Days 90%
FIGURE 17: Working Mothers in Restaurants WhoReceive Paid Sick Days, 2012-2013
Source: ROC-United Child Care Survey, 2012-2013
Due to work-related schedule changes, I often have to make changes to my plans for family activities.
My job produces stress that makes it difficult to fulfill family duties.
Things I need to do at home do not get done because of demands my job puts on me.
The amount of time my job takes up makes it difficult to fulfill all my family responsibilities.
The demands of my work interfere with my home, family life or time with my children.
39.9%23.6%36.5%
34.3%22.7%43.0%
31.9%22.2%45.9%
33.8%22.2%44.0%
39.4%15.9%44.7%
FIGURE 18: Work and Family Demands for Mothers Employed in Restaurants, 2012-2013
The demands of my work and care responsibilities interfere with my ability to participate in outside interests.
Child or family-related strain interferes with my ability to perform job-related duties.
My children or family interfere(s) with my responsibilities at work such as getting to work on time, accomplishing daily tasks, and working overtime.
The demands of my children or family interfere with work-related activities.
18.4%18.8%62.8%
19.3%16.4%64.3%
14.5%10.6%74.9%
37.4%18.4%44.1%
Disagree
Neutral
Agree
Source: ROC-United Child Care Survey, 2012-2013
“If I had that paid time off I would be
able to stay home and get better. I would
be able to stay with my kids, and not w
orry about missing my wages and worried
about how to pay for my kid’s medicine…I
worry that if I ask for too many days, they
will let me go. There is no job security.”
—Sandra, Houston
Research also shows that providing paid sick days helps the
business bottom line by reducing employee turnover, ab-
senteeism, and other costs. Replacing workers is one o the
highest expenses or a business owner, comprising anywhere
rom 25 percent to 200 percent o annual compensation.76
Employees who have paid sick days are less likely to be fred
due to illness-related absence, thereby reducing turnover
costs. Employees are also less likely to voluntarily leave their
position i their employer institutes workplace benefts and
standards like paid sick days, thereby reducing turnover costs.
Paid sick days help guarantee public health and saety or con-
sumers in restaurants and other businesses: sick workers with
paid sick days are more likely to stay home.
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4. Establish a minimum standard or earned sick days.
A paid sick days standard that allows job-protected time
o to care or children and other amily members would
both help mothers in the restaurant industry manage their
work and amily responsibilities, as well as improve indi-
vidual, amily, and community health and saety. Especially
since most ormal child care acilities require parents to
remove sick children rom the acility, allowing mothers to
earn paid sick days to care or their children is a necessary
complement to allow these women access to child care. A
paid sick days standard that allows job-protected time o
to care or children and other amily members would both
help mothers in the restaurant industry manage their work
and amily responsibilities, as well as improve individual,amily, and community health and saety.
5. Enact legislation that would allow workers greater con-
trol over their schedules.
State child care assistance policies could be amended to
allow parents to keep their children in a regular child care
arrangement even i the parent’s work hours vary, rather
than only providing assistance to cover those hours the
parent works in a particular week—which can make it di-
cult to retain a child care slot. Additionally, several states
have passed “show-up” pay legislation, which requiresemployers to pay workers a ew hours when they show
up to work and are told they are not needed that day, and
split-shit legislation, requiring premium pay or shits split
in increments across multiple shits, both common prac-
tice in the restaurant industry. Stricter over-time enorce-
ment might also prevent unscheduled changes to a work
day, as would legislation requiring advance posting o work
schedules.
1. Raise the minimum wage, or both tipped and non-tipped
workers so mothers can better aord quality child care.
More than a third o the mothers we surveyed earn less
than the minimum wage. Hal o them work in tipped
occupations, where the tipped minimum wage has been
set at $2.13 or the past twenty-two years. Raising the
minimum wage or tipped and non-tipped workers would
reduce the rate o poverty and reliance on public assistance
among these mothers and increase their ability to access
child care that met their needs in terms o location, quality,
and fexibility.
2. Expand access to child care subsidies to ensure mothers
have greater access to proessional child care.
Policymakers should provide signicant new ederal and
state investments in child care assistance and child care
quality improvements to meet the actual needs o low-
income workers, support education and outreach to
women regarding these subsidies, and acilitate the process
or low-wage workers to apply or these subsidies.
3. Fund child care provided during nontraditional hours and
close to home, including certifcation and subsidies or
relatives providing in-home care.
Forty percent o the U.S. labor orce works nonstan-
dard hours, including nights and weekends, but child
care resources available during those times are rare.78
Policymakers should incentivize the provision o child care
during nontraditional evening and weekend hours by child
care providers. They should also support the development
o new child care acilities in multiple locations, reduc-
ing the distance many women have to travel to nd care.
Policymakers should also streamline the process o certiy-
ing and subsidizing relatives providing in-home care.
RECOMMENDATIONS
Given that mothers are oten primary or sole breadwinners in today’s economy and that the service economy is a growing source
o employment, we are calling or innovative solutions to improve workers’ ability to access quality, aorable child care; give work-
ers more control over their work schedules and reduce the incidence o unpredictable and unstable work schedules; and increase
amily economic security and child well-being. These goals can be achieved through both changes in public policy and employer
practices, as described in the recommendations below.
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7. Incentivize High Road employer practices, including pre-
dictable schedules, greater employee schedule control,
child care subsidies, and paid sick days.
Policymakers and the public should support the eorts
o restaurant owners who have taken the high road by
addressing the needs o their workers as a central part o
their business plan. This includes providing more predict-
able schedules and providing benefts that help amiliesfnd and pay or child care. Employers should also consider
allowing employees with children greater control to alter
start and end times, or modiy schedules to allow or a
more stable work and child care balance. Employers who
provide such amenities could be supported with public
incentives or by conscientious consumers.79
6. Publicly support collective organizing among restaurant
workers.
Government, employers, and non-governmental social
sector organizations should oster and support organizing
among restaurant workers to improve wages and working
conditions in their workplaces and publicize the public
benefts o these collective actions.
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United. Retrieved June 24, 2013, rom http://rocunited.org/
fles/2012/02/ROC_GenderInequity_F1-1.pd
14. Misra, Joy. (2013, June 7). Which Policies Promote Gender
Pay Equality? Retrieved June 10, 2013, rom http://www.
contemporaryamilies.org/Economic-Issues/which-policies-
promote-gender-pay-equality.html
15. Budig, Michelle J. & Hodges, Melissa J. (2010). Dierences in
Disadvantage: Variation in the Motherhood Penalty across White
Women’s Earnings Distribution. American Sociological Review,
75 (5), 705-728.
16. U.S. Department o Health and Human Services, Administration
or Children and Families, Ofce o Child Care (Preliminary
Estimates, December 2011). FY 2010 CCDF Data Tables.
Retrieved rom: http://www.ac.hhs.gov/programs/occ/
resource/ccd-data-10ac800-preliminary.
17. National Women’s Law Center analysis o data rom U.S.
Department o Health and Human Services, Administration
or Children and Families, Fiscal Year 2011 TANF Financial
Data, Table A.1.: Federal TANF and State MOE Expenditures
Summary by ACF-196 Spending Category, FY 2011. Retrieved
rom: http://www.ac.hhs.gov/programs/oa/resource/
tan-fnancial-data-y-2011.
18. U.S. Department o Health and Human Services, Ofce o
Human Services Policy, Ofce o the Assistant Secretary or
Planning and Evaluation (2012). Estimates o Child Care
Eligibility and Receipt or Fiscal Year 2009. Retrieved rom:
http://aspe.hhs.gov/hsp/12/childcareeligibility/ib.pd.
19. U.S. Department o Health and Human Services (2013). Fiscal
Year 2014 Administration or Children and Families Justifcation
o Estimates or Appropriations Committees, 101-102.
Retrieved rom: https://www.ac.hhs.gov/sites/deault/fles/
olab/sec2d_csp_2014cj.pd.
20. National Women’s Law Center calculations based on data on
Head Start enrollment rom Fiscal Year 2013 Administration
or Children and Families Justifcation o Estimates or
Appropriations Committees, 103. Retrieved rom: http://www.
ac.hhs.gov/sites/deault/fles/assets/CFS%20fnal.pd; and data
on the number o three- and our-year-old children in poverty
rom U.S. Census Bureau, Detailed Poverty Tables, POV34:
Single Year o Age – Poverty Status: 2011. Retrieved rom:
http://www.census.gov/hhes/www/cpstables/032012/pov/
POV34_100.htm.
21. National Women’s Law Center calculations based on data
on Early Head Start enrollment rom Fiscal Year 2013
Administration or Children and Families Justifcation o
Estimates or Appropriations Committees, 103. Retrieved rom:
http://www.ac.hhs.gov/sites/deault/fles/assets/CFS%20
fnal.pd; and data on the number o children under age three
in poverty rom U.S. Census Bureau, Detailed Poverty Tables,
POV34: Single Year o Age – Poverty Status: 2011. Retrievedrom: http://www.census.gov/hhes/www/cpstables/032012/
pov/POV34_100.htm.
22. Barnett, W. Steven, et al. (2012). The State o Preschool 2012: State
Preschool Yearbook. New Brunswick, NJ: National Institute or
Early Education Research. Retrieved rom: http://nieer.org/
publications/state-preschool-2012.
23. International Human Rights Clinic. (2013).Nourishing Change:
Fullling the Right to Food in the United States. New York, NY:
NYU School o Law. Retrieved June 24, 2013, rom http://
chrgj.org/wp-content/uploads/2013/05/130527_Nourishing-
Change.pd
1. Henderson, Richard. January 2012. Table 4: Industr ies with
the largest wage and salary employment growth and declines,
2010–2020. In Industry employment and output projections to
2020. Monthly Labor Review, 135 (1), 65-83.
2. Bureau o Labor Statistics. (2013). Table B-1: Employees on
nonarm payrolls by industry sector and selected industry detail.
In The Employment Situation - May 2013. Washington, DC: U.S.Department o Labor. Retrieved June 24, 2013, rom http://
www.bls.gov/news.release/empsit.t17.htm
3. Henderson, R. January 2012. Industry employment and output
projections to 2020. Monthly Labor Review, 135 (1), 65-83.
4. Henderson, R. January 2012. Table 4: Industries with the largest
wage and salary employment growth and declines. In Industry
employment and output projections to 2020. Monthly Labor
Review, 135 (1), 65-83.
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industry sector, 2000, 2010, and projected 2020. In Industry
employment and output projections to 2020. Monthly Labor
Review, 135 (1), 65-83.
6. Bureau o Labor Statistics. (2013). Table 4. Employed wage
and salary workers paid hourly rates with earnings at or below
the prevailing ederal minimum wage by occupation, 2012
annual averages. Washington, DC: U.S. Department o Labor. In
Characteristics o Minimum Wage Workers: 2012. Retrieved June 11,
2013, rom http://www.bls.gov/cps/minwage2012.htm
7. Bureau o Labor Statistics. (2013). Table 4. Employed wage and
salary workers paid hourly rates with earnings at or below the
prevailing ederal minimum wage by occupation, 2012 annual
averages. In Characteristics o Minimum Wage Workers: 2012.
Washington, DC: U.S. Department o Labor. Retrieved June 11,
2013, rom http://www.bls.gov/cps/minwage2012.htm
8. Williams, Claudia, Drago, Robert, & Miller, K. (January 2011).
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workers-lacked-paid-sick-days-in-2010-77-percent-o-ood-
service-workers-lacked-access
9. Calculations by Wider Opportunities or Women.
10. Restaurant Opportunities Center United. (2012). Tipped Over
the Edge . New York, NY: Restaurant Opportunities Center
United. Retrieved June 24, 2013, rom http://rocunited.org/
fles/2012/02/ROC_GenderInequity_F1-1.pd
11. ROC-United calculations o Current Population Survey, 2010-
2012, using Integrated Public Use Microdata Ser ies, Version
3.0. Available rom IPUMS-CPS website: http://cps.ipums.org/cps/. Only restaurant-related occupations and industries
selected; mothers defned as any household in which the head
o household or the spouse o head is a restaurant worker with
children.
12. Pew Research Center. (2013). Breadwinner Moms: Mothers Are the
Sole or Primary Provider in Four-in-Ten Households with Children;
Public Conficted about the Growing Trend. Washington, DC: Pew
Research Center. Retrieved June 24, 2013, rom http://www.
pewsocialtrends.org/2013/05/29/breadwinner-moms/
13. Restaurant Opportunities Center United. (2012). Tipped Over
the Edge . New York, NY: Restaurant Opportunities Center
ENDNOTES
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or Latino ethnicity. Retrieved rom http://www.bls.gov/cps/
cpsaat11.htm
37. Restaurant Opportunities Center United. (2012). Tipped Over
The Edge: Gender Inequity in the Restaurant Industry. New York,
NY: Restaurant Opportunities Center United.
38. ROC-United calculations o Current Population Survey, 2010-
2012, using Integrated Public Use Microdata Ser ies, Version
3.0. Available rom IPUMS-CPS website: http://cps.ipums.
org/cps/. Only restaurant-related occupations and industries
selected; mothers defned as any household in which the head
o household or the spouse o head is a restaurant worker with
children.
39. Restaurant Opportunities Center United. (2012). Tipped Over
The Edge: Gender Inequity in the Restaurant Industry. New York,
NY: Restaurant Opportunities Center United. Retrieved rom
http://rocunited.org/fles/2012/02/ROC_GenderInequity_
F1-1.pd.
40. Food Labor Research Center, Food Chain Workers Alliance, and
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44. U.S. Department o Health and Human Services. (April 2010).
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Squires, James H. (2012). The State o Preschool 2012: State Preschool Yearbook. New Brunswick, NJ: National Institute or
Early Education Research. Retrieved rom http://nieer.org/
publications/state-preschool-2012
32. Karen Schulman and Helen Blank, In Their Own Voices: Parents
and Providers Struggling with Child Care Cuts (Washington,
DC: National Women’s Law Center, 2005), 10; Children’s
Action Alliance, The Real Reality o Arizona’s Working
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34. ROC-United calculations o Current Population Survey, 2010-
2012, using Integrated Public Use Microdata Ser ies, Version
3.0. Available rom IPUMS-CPS website: http://cps.ipums.
org/cps/. Only restaurant-related occupations and industries
selected; mothers defned as any household in which the head
o household or the spouse o head is a restaurant worker with
children.
35. Restaurant Opportunities Center United. (2012). Tipped Over
The Edge: Gender Inequity in the Restaurant Industry. New York,
NY: Restaurant Opportunities Center United.
36. U.S. Department o Labor, Bureau o Labor Statistics. (2012).
Employed persons by detailed occupation, sex, race, and Hispanic
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63. The Committee or Hispanic Children and Families, Inc. (n.d.).
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65. Name has been changed. Interview, April 2013.
66. Focus group, April 2013.
67. Name has been changed. Interview, April 2013.
68. Name has been changed by request. Interview, April 2013.
69. ROC-United calculations o Current Population Survey, 2010-
2012, using Integrated Public Use Microdata Ser ies, Version
3.0. Available rom IPUMS-CPS website: http://cps.ipums.
org/cps/. Only restaurant-related occupations and industries
selected; mothers dened as any household in which the head
o household or the spouse o head is a restaurant worker with
children.
70. U.S. Depar tment o Labor, Bureau o Labor Statistics. (2012,
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71. Gould, E., Filion, K., & Green, A. (2011). The Need or Paid
Sick Days [Brieng Paper]. Washington, D.C.: Economic Policy
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BriengPaper319-2.pd.
72. Ibid.
73. Ibid.
74. Interview, April 2013.
75. National Partnership or Women and Families. (2010). Quick
Facts rom the 2010 NORC/Public Welare Foundation Paid Sick
Days Survey. Washington, D.C.: National Partnership or Women
and Families. Retr ieved rom http://www.nationalpartnership.
org/site/DocServer/Microsot_Word_-_Quick_Facts_on_
NORC-PWF_Poll_-_6_21_10_.pd?docID=6743.76. National Partnership or Women and Families. (2012,
August). Paid Sick Days: Good or Business, Good or Workers
[Fact Sheet]. Washington, D.C.: National Partnership or
Women and Children. Retrieved rom http://paidsickdays.
nationalpartnership.org/site/DocServer/PSD_Business_FINAL.
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