the third shift: child care needs and access for working mothers in restaurants

7/27/2019 The Third Shift: Child Care Needs and Access for Working Mothers in Restaurants

http://slidepdf.com/reader/full/the-third-shift-child-care-needs-and-access-for-working-mothers-in-restaurants 1/28

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


http://slidepdf.com/reader/full/the-third-shift-child-care-needs-and-access-for-working-mothers-in-restaurants 2/28THE THIRD SHIFT

Restaurant Opportunities Centers United

350 7th Avenue, Suite 1504

Ne York, NY 10001

Tel: (212) 243-6900

[email protected]

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


http://slidepdf.com/reader/full/the-third-shift-child-care-needs-and-access-for-working-mothers-in-restaurants 3/28THE RESTAURANT OPPORTUNITIES CENTERS UNITED

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


http://slidepdf.com/reader/full/the-third-shift-child-care-needs-and-access-for-working-mothers-in-restaurants 4/28THE THIRD SHIFT2

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.



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



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



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


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.


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.



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



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


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



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


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.



“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


One out o every fve restaurant workers who

are mothers we surveyed lost their child care

provider because o work scheduling changes.



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


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





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.



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


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



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.



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.



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)


Has Backup

47% No Backup53%

FIGURE 14: Alternative Child Care Arrangements





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


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.”



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.



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


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


“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.



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.



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.



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.

5. Henderson, R. January 2012. Table 1: Employment, by major

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).

44 Million U.S. Workers Lacked Paid Sick Days in 2010: 77 Percent o Food Service Workers Lacked Access. Washington, DC: Institute

or Women’s Policy Research. Retrieved July 2, 2013 rom:

http://www.iwpr.org/publications/pubs/44-million-u.s.-

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/


the Edge . New York, NY: Restaurant Opportunities Center

ENDNOTES



or Latino ethnicity. Retrieved rom http://www.bls.gov/cps/

cpsaat11.htm


The Edge: Gender Inequity in the Restaurant Industry. New York,

NY: Restaurant Opportunities Center United.



3.0. Available rom IPUMS-CPS website: http://cps.ipums.

org/cps/. Only restaurant-related occupations and industries



children.



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

ROC-United. (2013, October 24). A Dime A Day: The Impact

o the Miller/Harkin Minimum Wage Proposal on the Price o Food .

Berkeley, CA: University o Caliornia at Berkeley. Retrieved

rom: http://rocunited.org/fles/2012/10/reports_dime-a-day.

pd

41. Saad, Lydia. (2013, March 6). In U.S., 71% Back Raising

Minimum Wage. Gallup. Retrieved rom http://www.gallup.

com/poll/160913/back-raising-minimum-wage.aspx

42. Shierholz, Heidi. (2013, June 11). Unemployed Workers

Still Far Outnumber Job Openings in Every Major

Sector . Washington, DC: Economic Policy Institute.

Retrieved rom: http://www.epi.org/publication/

unemployed-workers-outnumber-job-openings/

43. Aaronson, Daniel, Agarwal, Sumit, & French, Eric. (2011). The

Spending and Debt Responses to Minimum Wage Increases. Chicago,

IL: Federal Reserve Bank o Chicago. Retrieved rom http://

www.chicagoed.org/digital_assets/publications/working_

papers/2007/wp2007_23.pd.

44. U.S. Department o Health and Human Services. (April 2010).

Estimates o Child Care Eligibility and Receipt or Fiscal Year 2006.

(ASPE Issue Br ie 1). Washington, DC: ASPE Sta. Retrieved

June 14, 2013 rom http://aspe.hhs.gov/hsp/10/cc-eligibility/

ib.shtml

45. Schulman, Karen, & Blank, Helen. (October 2012).

Downward Slide: State Child Care Assistance Policies 2012.

Washington, DC: National Women’s Law Center. Retrieved

March 13, 2013, rom http://www.nwlc.org/resource/

downward-slide-state-child-care-assistance-policies-2012.

46. Lambert, Susan J., & Henly, Julia R. (May 2009).

Scheduling in Hourly Jobs: Promising Practices or the Twenty-

First Century Economy. The Mobility Agenda. Retr ieved

rom http://www.mobilityagenda.org/home/fle.

axd?fle=2009%25%2scheduling.pd

47. Interview, April 2013.

48. Rohacek, Monica. (March 2012). A Summary o Research on

How CCDF Policies Aect Providers (Research Synthesis Brie 2).

Washington, DC: The Urban Institute. Retrieved http://www.

urban.org/UploadedPDF/412578-A-Summary-o-Research-

on-How-CCDF-Policies-Aect-Providers.pd

49. Morr issey, Taryn W., & Warner, Mildred E. (December 2009).

Employer-Supported Child Care: Who Participates. Journal o

Marriage and Family, 71(5), 1340-1348.

24. 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/

25. Name has been changed.

26. Focus group, April 2013.

27. Isaacs, J., Toran K., & Hahn, H. (2012). Kids’ Share 2012.

Washington, DC: Urban Institute. Retrieved June 24, 2013,

rom http://www.urban.org/UploadedPDF/412600-Kids-Share-2012.pd

28. Folbre, Nancy. (1994). Children as Public Goods. The American

Economic Review, 84(2), 86-90.

29. Child Care Aware o America. (2012). Parents and the High

Cost o Child Care: 2012 Report. Arlington, VA: Child Care

Aware o America. Retrieved June 24, 2013, rom http://www.

naccrra.org/sites/deault/fles/deault_site_pages/2012/cost_

report_2012_fnal_081012_0.pd

30. United States Census Bureau (2012). Poverty - Current Population

Survey (CPS). Retrieved June 24, 2013, rom www.census.gov/

hhes/www/cpstables/032012/pov/POV34_100.htm.

31. Barnett, Steven W., Carolan, Megan E., Fitzgerald, Jen, &

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

Families—Child Care Survey Highlights (Phoenix, AZ:

Children’s Action Alliance, 2004); Deborah Schlick, Mary Daly,

and Lee Bradord, Faces on the Waiting List: Waiting or Child

Care Assistance in Ramsey County (Ramsey County, MN:

Ramsey County Human Services, 1999) (Survey conducted by

the Minnesota Center or Survey Research at the University o Minnesota).

33. Ellen S. Peisner-Feinberg, Richard M. Cliord, Mary L. Culkin,

Carollee Howes, Sharon Lynn Kagan, et al., The Children

o the Cost, Quality, and Outcomes Study Go to School

(Chapel Hill, NC: University o North Carolina, Frank Porter

Graham Child Development Center, 1999); Eric Dearing,

Kathleen McCartney, and Beck A. Taylor, Does Higher Quality

Early Child Care Promote Low-Income Children’s Math

and Reading Achievement in Middle Childhood?, Child

Development, 80 (5), 2009, 1329-1349; National Research

Council and the Institute o Medicine, From Neurons to

Neighborhoods: The Science o Early Childhood Development

(Washington, DC: National Academy Press, 2000).







children.



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



63. The Committee or Hispanic Children and Families, Inc. (n.d.).

ACS and Subsidy Child Care Fact Sheet . Retrieved June 6, 2013,

rom http://www.chcnc.org/ccrr/ACS%20Child%20Care%20

Fact%20Sheet.pd.

64. England, K. (1996). Who Will Mind the Baby. In K. England

(Ed.), Who Will Mind the Baby?: Geographies o Child Care and

Working Mothers (pp. 3-22). London; New York: Routledge.

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.





selected; mothers dened as any household in which the head


children.

70. U.S. Depar tment o Labor, Bureau o Labor Statistics. (2012,

March). Leave Benefts: Access, Private Industry Workers, National

Compensation Survey. Retrieved rom http://www.bls.gov/ncs/

ebs/benets/2012/ownership/private/table21a.pd.

71. Gould, E., Filion, K., & Green, A. (2011). The Need or Paid

Sick Days [Brieng Paper]. Washington, D.C.: Economic Policy

Institute. Retrieved rom http://www.epi.org/les/temp2011/

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.

pd?docID=7825

77. Pinquart, Martin, & Silbereisen, Rainer K. (2010). Patterns o

Fulllment in the Domains o Work, Intimate Relationship, and

Leisure. Applied Research Quality Lie 5:147-164. DOI: 10.1007/

s11482-010-9099-1

78. Tavernise, Sabrina. (2012, January 15). Day Care Center s Adapt

to Round-the-Clock Demand The New York Times. Retrieved

rom http://www.nytimes.com

79. Watson, Liz, & Jennier Swanberg. (2010). Flexible

Workplace Solutions or Low Wage Hourly Workers. www.

workplacefexibility2010.org

50. Shellenback, Karen. (July 2009). Cornell University Child Care

and Child Care Grant Survey: Impact on the Cornell Community

– Summary Report. Ithaca, NY: Division o Human Resources,

Cornell University.

51. Lambert, Susan J., & Henly, Julia R. (May 2009). Scheduling

in Hourly Jobs: Promising Practices or the Twenty-First

Century Economy, p. 5. The Mobility Agenda. Retr ieved

rom http://www.mobilityagenda.org/home/le.

axd?le=2009%25%2scheduling.pd

52. Ibid , p. 11.

53. Ibid , p. 14.

54. Odesser-Torpey, Marilyn. (April 2011). Smart Tips to Save

on Labor Costs. QSR Magazine . Retrieved on June 8, 2013,

rom http://www.qsrmagazine.com/human-resources/

smart-tips-save-labor-costs

55. National Restaurant Association. (2011, February 3). NRA,

PeopleMatter partner on HR solutions. Retrieved on June 8, 2013,

rom http://www.restaurant.org/News-Research/News/

NRA,-PeopleMatter-partner-on-HR-solutions

56. Last name not published by request. Interview, April 2013.

57. Tavernise, Sabrina. (2012, January 15). Day Care Centers Adapt

to Round-the-Clock Demand. The New York Times. Retrieved

June 6, 201, rom http://www.nytimes.com/2012/01/16/us/day-care-centers-adapt-to-round-the-clock-demands.

html?pagewanted=all&_r=0.

58. Child Care Aware o America. (2012). Child Care in America:

2012 National Summary. Arlington, VA: Child Care Aware o

America. Retrieved June 6, 2013, rom http://www.naccrra.

org/sites/deault/les/deault_site_pages/2012/2012nationalsu

mmaryactsheets.pd

59. Child Care Aware o America. (2011). What Do Parents Think

About Child Care? Findings From a Series o Focus Groups.

Arlington, VA: Child Care Aware o America. Retrieved June 6,

2013, rom http://www.naccrra.org/sites/deault/les/deault_

site_pages/2011/ocusgrpreport_1.pd

60. Illinois Action or Children. (2007). Working Later in Illinois:Work Schedules, Incomes and Parents’ Access to Child Care. Chicago,

IL: Illinois Action or Children. Retrieved June 6, 2013,

rom http://www.actorchildren.org/content_assets/MDP_

ResearchPublications_PDFs_WorkSchedsCondensed.pd

61. Sacramento County Local Child Care and Development

Planning Council. (2012). Chapter 3: Child Care Supply and

Demand. In Promoting Excellence in Child Care . Sacramento,

CA: The Sacramento County Child Care and Development

Planning Council. Retrieved June 6, 2013, rom http://www.

sac-lpc.org/pds/Child%20Care%20Plan%202012-2017/

LPC%20PLAN_Chapter_3.pd

62. Szekely, A. E. (2004). Using CCDF to Finance Improved Access

to Child Care During Nontraditional Hours [Strategy Brie].Washington, D.C.: The Finance Project. Retrieved June 6,

2013, rom http://www.nanceproject.org/Publications/

usingccdtonanceSB.pd



Restaurant Opportunities Centers United350 7th Avenue, Suite 1504

New York, NY 10001Tel: (212) [email protected]

the third shift: child care needs and access for working mothers in restaurants

Documents