Home Child Care Workers Partnership

Los Angeles: Sometimes small steps can take us great distances, and a meeting one night this week in California was an example of just that.

 Almost twenty organizers from ACORN and from the Service Employees International Union who had been working separately from San Diego to Sacramento met together to start the hard work of figuring out what it would really take to organize licensed and subsidized home child care workers throughout the state.

 This meeting marked the first time that Eileen Kirlin, the SEIU Public Sector Director, and I had convened both groups after months of discussions that have now let to an agreement to create the ACORN/SEIU Home Child Care Partnership.  The outlines of the agreement were approved by the ACORN Board in Kansas City recently and by the SEIU Public Sector Steering Committee a week before the Los Angeles convocation.

 For almost four years ACORN had been organizing home child care workers in a joint project with our sister organization, SEIU 880, in Illinois.  The work in Los Angeles County had originally begun in the wake of an effort ACORN had pioneered in that city to organize welfare recipients who were on various employment programs.  The demise of these programs led many into licensed home child care, and ACORN had followed its members.  Similar efforts were put together in Baltimore, Boston, New York, and later in Sacramento.  These home child care associations had clear achievements they could cite easily:  creation of grievance procedures, increases in state reimbursements, negotiated memoranda of understanding with referral programs, and more.  But, in the last year or so, ACORN had increasingly come to the conclusion that with this workforce now topping 300000-400000 workers nationally, we simply were not going to be able to resource the effort sufficiently to bring the kind of victories these workers deserved.

 SEIU had increasingly been developing a dynamic program in childcare organizing, particularly in organizing Head Start facilities around the country.  There were other important efforts that SEIU was initiating in Washington State and in Rhode Island that could be breakthroughs.  They were the natural place to have the first serious conversations, and quickly both parties found that there was common ground and aspirations for these workers. 

 ACORN could be the community partner – a place where we had capacity and resources to add to the equation – and SEIU could be the union – with the staffing and political connections to make the difference.   Seems simple does it not?  Well, it isn’t!  The number of times that organizations and other institutions but aside their own pride and realize that – for the stake of the constituency – they need to come together and build some stronger is very, very rare in my experience.

 It was exciting to open this meeting with Sister Kirlin and be able to join together to become the big people that can take small steps that make huge differences for thousands.

 We will take many more steps like this, and we have to if we are going to get to the place where we need to be!


Looking Under the Hood

Kansas City: There is no small amount of excitement in writing about a significant victory in a serious and long-term fight as I did in reporting on the tentative agreement with H&R Block.  The campaigns are so intense and riveting that once done, the report feels mundane.  Partly because it is hard to adequately convey all of the events, large and small, which drive our work to victory and allow us to get the traction to win. 

 I thought about this today standing in the gray drizzle of the late Kansas City morning and helping the ACORN national board load-up on the yellow school buses to go on an action which in this case targeting Jim Oglesby, the CEO of MGE (Missouri Gas & Electric) to prevent continued shutoffs.  It made me smile remembering Mary Daley, the executive director of Northwest Bronx, Clergy & Laity Concerned, when she jumped up in a meeting in North Carolina some years ago and stated in the loudest terms that she wanted to address her remarks to real organizers, and not freelance activists.  She turned on the crowd and demanded to know how many of them had ever loaded up yellow school buses?  And, the organizers roared!  They knew what she was talking about, and the rest were clueless.  Little yellow school buses mean direct actions.  Actions mean members getting in the bench seats and rolling to action.  A modest count in a recent three month period indicated that “the little yellow buses” rolled on H&R Block more than 400 times between December and February alone! 

 Looking under the hood one can see how the engine driving these programs really works!  There are a couple of other stories that give the more humorous side of how actions, campaigns, and negotiations really work. 

 Yesterday, literally as our committee walked in after our prep session before what we hoped would be our final session with H&R Block, as I walked into the conference room, I took my glasses out of their case and they FELL APART IN MY HANDS!  So, there we are looking at the company spokespeople across the table, and I was blind as a bat.  Blackberry messages and cell phone calls vibrating at my hips, proposals being passed back and forth, and I had to get my fellow committee members to read me the documents every time we took a caucus and finger out the messages on the blackberry.  Madness!  We were bringing this agreement in on a blind man’s bluff!

 In a similar vein we had gotten some support to put up an “opposition” website directed at H&R Block called www.dontbeablockhead.org.   Our contractor got the site up finally about a month after we had begun hitting the company, luckily the very weekend before our first meeting with representatives of H&R Block in New Orleans.  Like many of these sites, the whole point was to barrage the company throughout the campaign with emails from supporters.  We thought that was happening, but a rep of the contractor finally asked us right before tax day, April 15th,  if we wanted to send the whole 800 odd emails to the company then:  aaaarrgh!  In short this tactic had effectively yielded NO pressure on the company – so much for our slick stuff, eh?  Our web guy, the unparalleled Mark Madere, tried to make us feel better by pointing out that at least we were a little slicker than the company, because we (which is to say, he!) had figured out how to send all 800 emails out at once, and the company seemed to have been forced to literally have some person individually type out email answers to every one of the messages by hand.  Sort of a, “we may be horse-and-buggy, but they’re still caveman” kind of comfort, which is not much comfort, really!

 Our car drives smoothly and powerfully enough, and over the long haul can really purr, but often when one looks under the hood, the engine is a confusing and mysterious thing.  As one stares down in the guts of it, it is sometimes an amazement that it gets going on the highway at all.