Empowering Girls and Women is Critical to Fighting Poverty

8 Mar

Helene D. Gayle

President and CEO, CARE USA

 International Women’s Day: The Measure Of A Woman
Posted: 03/ 8/2012 8:41 am
 When I want to explain why empowering girls and women is critical to fighting poverty, I often tell a person’s story. It’s easier to relate to a personal story than to global data telling us that the majority of the billion people who live on less than $2 per day are women and girls. We are often told to never treat a person like a statistic.

But what if conventional wisdom is wrong? What if quantifying results can help us reach our goals?

Rina Begum is a real person — but she’s also a statistic. When CARE met her, Rina and other women in her remote village in Bangladesh lived under virtual house arrest. Local tradition forbade women from leaving home without male escorts. Women who dared do so were subjected to public sexual harassment and even violence.

Many women and girls around the world face similar limits to their freedom. For example, in parts of Nepal, women are confined to sheds while they menstruate. Adolescent girls, who cannot go out in public, are denied the opportunity to go to school. With restricted movement, women are less likely to earn income and less able to access health care. Furthermore, in too many places such rules often go hand-in-hand with forced child marriage.

CARE invited Rina and more than 2 million other Bangladeshis to participate in a program designed to fight malnutrition. Called SHOUHARDO (a Bangla word meaning friendship) and funded by the U.S. Agency for International Development, the program combined direct nutrition-focused interventions such as child feeding with indirect interventions that struck at the roots of the problem — most notably the deep inequalities between women and men.

Rina lives in one of 408 villages and urban slums where groups of 20 women and 10 adolescent girls gathered regularly to discuss how to confront the barriers holding them back. The groups discussed their lack of decision-making power, violence against women, barriers to education, and early marriage. They received literacy training, and learned basics of Bangladeshi law.

The women in Rina’s group confronted the men in the village about the harassment of girls and women until it eventually ceased. They stopped four child marriages with police assistance. And, most noticeably, women and girls began leaving their homes and moving about more freely.

But what happened to Rina and her neighbors was more than a story. Researchers evaluating SHOUHARDO were actually able to quantify the growing influence of women in their communities. For example, they found a 46 percent increase in the proportion of women who participated in decisions about the use of loans and savings.

So what does greater gender equality have to do with child malnutrition? A lot, according to a recent study of SHOUHARDO published by the Institute of Development Studies. SHOUHARDO reduced the proportion of young children with “stunting,” a measure of the shortfall in growth due to malnutrition, by an astounding 28 percent in less than 4 years. And women’s empowerment played a major role in that drop, researchers found. The young children of women who were part of empowerment efforts like Rina’s were taller than those of women who participated only in traditional programs that included direct nutritional support such as regular food rations.

Poverty-fighting organizations have known for decades that empowering girls and women yields benefits for entire families and communities, but here was clear proof. This was empowerment you could measure with a yardstick.

On International Women’s Day, CARE is shining a light on the need for more such evidence in the growing movement to empower women and girls. After all, how can you celebrate wins — or more importantly, replicate them — if no one is keeping score? We drive home that point in a new report titled “Reaching New Heights: The Case for Measuring Women’s Empowerment.

In the report you can read, among other things, more about Rina. Her destiny was not to be confined in her home or even her group’s meeting room. “I had to explore beyond it,” she said. The statistics showed that, in this way, Rina was not unique. And that is exactly why her story is so important.

Shark Fins Are Loaded With a Neurotoxin, Study Finds

8 Mar

March 6, 2012, 11:21 am

Shark Fins Are Loaded With a Neurotoxin, Study Finds

By DOUGLAS M. MAIN
Shark fins (second row from top) at a store in New York's Chinatown section.Marcus Yam for The New York TimesShark fins (second row from top) at a store in New York’s Chinatown section.
Green: Science

Shark fins contain high levels of a potent neurotoxin that scientists have linked to neurodegenerative diseases like Alzheimer’s and Parkinson’s, according to a recent study published in the journal Marine Drugs.

The study was the first to find the toxin, BMAA, or Beta-methylamino-L-alanine, in sharks, said the lead author, Deborah C. Mash, a researcher at the University of Miami. Previous research by the same group found significant quantities of the substance in several varieties of fish, crustaceans and shellfish on the Florida coast.

The study provides another reason not to eat shark fins or shark fin soup, an expensive delicacy prized in Asia for its taste and supposed health benefits. Growing demand for the product drives a global hunt that kills an estimated 73 million sharks a year; the animals are often brutally definned and tossed back into the water to slowly die.

Several species are on the brink of extinction, and the loss of so many sharks spells trouble for marine ecosystems.

The trade continues despite growing evidence of its health risks and the negative environmental impacts as well as legislation against the practice. Four states — Hawaii, California, Oregon and Washington — have banned the      trade and possession of shark fins, and a billintroduced last month to do the same in New York is working its way through the state Legislature.

“Everybody would be happy if this study has some impact on conservation,” Paul A. Cox, a researcher with the Institute for EthnoMedicine in Jackson Hole, Wyo., who was not involved in the study, said in an interview.

The researchers took tiny clippings from the fins of seven different species of sharks off the coast of south Florida before releasing the animals and then analyzed their tissues for the toxin. They found it present in high levels in each of the seven species tested, without any apparent link to the animal’s size, diet, age or habitat. Blacknose, bonnethead and hammerhead sharks contained the greatest concentrations.

BMAA is produced by virtually every known species of cyanobacteria, a ubiquitous algae-like microbe present in freshwater and saltwater worldwide.

The study suggests that the toxin can accumulate up the food chain, increasing in concentration as one animal eats another.

That is worrisome because sharks, like humans, are apex predators, and if BMAA can accumulate in shark tissues, the same could possibly happen in humans. “We could be exposed to BMAA over our life span, and it could accumulate in our tissues as well,” Dr. Mash said. But exactly what foods contain BMAA — or what concentrations could cause problems — has not been thoroughly investigated.

A growing body of research suggests there may be a connection between exposure to the toxin and the development of neurodegenerative diseases like Alzheimer’s, Parkinson’s and Lou Gehrig’s disease, also known as amyotrophic lateral sclerosis, or A.L.S.

Working in Guam, Dr. Cox and the neurologist Oliver Sacks hypothesized that the toxin might be partly responsible for a mystifying degenerative disease amongst the Chamorro people called lytico-botig whose symptoms resemble those of other neurodegenerative diseases. The pair suggested that the disease could result from a heavy dose of BMAA related to dining on the Guam flying fox, or fruit bat, which has since been hunted to extinction.

Tests showed that these animals biomagnified BMAA from the cycad seeds upon which they subsisted; the seeds get it from symbiotic cyanobacteria in the plant’s roots.

More recent research has found high levels of BMAA in the brains of some people who died from Alzheimer’s and Parkinson’s, but not in the brains of other people with similar backgrounds and physiology who died from other conditions, said Douglas C. Lobner, a Marquette University researcher who was not involved in the study. These concentrations are similar to those seen in the Guam fruit bat — and now, in shark fins.

The toxin has been shown to incorporate itself into brain proteins in animal studies, causing protein tangles like those seen in neurodegenerative conditions, Dr. Mash said.

Dr. Lobner said BMAA also acts synergistically with other neurotoxins like mercury; research has shown that when sublethal amounts of the two are combined, they become exponentially more deadly. That is of particular concern because shark fins are often contaminated with mercury and other heavy metals.

Dr. Cox has found BMAA in other foods, including a type of Peruvian soup and a species of fish in Japan. In each case — as with the Guam bats and shark fin soup — people generally describe the taste as delicious and are willing to pay a lot to obtain it. This may be because the toxin binds to glutamate receptors, possibly like those found in “umami” taste buds, said Dr. Cox and his colleague, Sandra Banack.

Dr. Cox emphasized that this remains a hypothesis, however, as does the link between BMAA and neurodegenerative conditions. But that does not mean it is necessarily smart to dine on shark.

“A delicious bowl of shark fin soup, loaded with mercury, loaded with BMAA — yum, yum, yum,” Dr. Mash said. “I mean, come on. Who would feed that to their family?”


This post has been revised to reflect the following correction:

Correction: March 7, 2012

The Institute for EthnoMedicine was misidentified in an earlier version of this article.

I Was a Warehouse Wage Slave

5 Mar

My brief, backbreaking, rage-inducing, low-paying, dildo-packing time inside the online-shipping machine.

—By Mac McClelland

“Don’t take anything that happens to you there personally,” the woman at the local chamber of commerce says when I tell her that tomorrow I start working at Amalgamated Product Giant Shipping Worldwide Inc. She winks at me. I stare at her for a second.

What?” I ask. “Why, is somebody going to be mean to me or something?”

She smiles. “Oh, yeah.” This town somewhere west of the Mississippi is not big; everyone knows someone or is someone who’s worked for Amalgamated. “But look at it from their perspective. They need you to work as fast as possible to push out as much as they can as fast as they can. So they’re gonna give you goals, and then you know what? If you make those goals, they’re gonna increase the goals. But they’ll be yelling at you all the time. It’s like the military. They have to break you down so they can turn you into what they want you to be. So they’re going to tell you, ‘You’re not good enough, you’re not good enough, you’re not good enough,’ to make you work harder. Don’t say, ‘This is the best I can do.’ Say, ‘I’ll try,’ even if you know you can’t do it. Because if you say, ‘This is the best I can do,’ they’ll let you go. They hire and fire constantly, every day. You’ll see people dropping all around you. But don’t take it personally and break down or start crying when they yell at you.”

Several months prior, I’d reported on an Ohio warehouse where workers shipped products for online retailers under conditions that were surprisingly demoralizing and dehumanizing, even to someone who’s spent a lot of time working in warehouses, which I have. And then my editors sat me down. “We want you to go work for Amalgamated Product Giant Shipping Worldwide Inc.,” they said. I’d have to give my real name and job history when I applied, and I couldn’t lie if asked for any specifics. (I wasn’t.) But I’d smudge identifying details of people and the company itself. Anyway, to do otherwise might give people the impression that these conditions apply only to one warehouse or one company. Which they don’t.

So I fretted about whether I’d have to abort the application process, like if someone asked me why I wanted the job. But no one did. And though I was kind of excited to trot out my warehouse experience, mainly all I needed to get hired was to confirm 20 or 30 times that I had not been to prison.

The application process took place at a staffing office in a run-down city, the kind where there are boarded-up businesses and broken windows downtown and billboards advertising things like “Foreclosure Fridays!” at a local law firm. Six or seven other people apply for jobs along with me. We answer questions at computers grouped in several stations. Have I ever been to prison? the system asks. No? Well, but have I ever been to prison for assault? Burglary? A felony? A misdemeanor? Raping someone? Murdering anybody? Am I sure? There’s no point in lying, the computer warns me, because criminal-background checks are run on employees. Additionally, I have to confirm at the next computer station that I can read, by taking a multiple-choice test in which I’m given pictures of several album covers, including Michael Jackson’s Thriller, and asked what the name of the Michael Jackson album is. At yet another set of computers I’m asked about my work history and character. How do I feel about dangerous activities? Would I say I’m not really into them? Or really into them?

Macduff Everton/CorbisMacduff Everton/CorbisIn the center of the room, a video plays loudly and continuously on a big screen. Even more than you are hurting the company, a voice-over intones as animated people do things like accidentally oversleep, you are hurting yourself when you are late because you will be penalized on a point system, and when you get too many points, you’re fired—unless you’re late at any point during your first week, in which case you are instantly fired. Also because when you’re late or sick you miss the opportunity to maximize your overtime pay. And working more than eight hours is mandatory. Stretching is also mandatory, since you will either be standing still at a conveyor line for most of your minimum 10-hour shift or walking on concrete or metal stairs. And be careful, because you could seriously hurt yourself. And watch out, because some of your coworkers will be the kind of monsters who will file false workers’ comp claims. If you know of someone doing this and you tell on him and he gets convicted, you will be rewarded with $500.

The computers screening us for suitability to pack boxes or paste labels belong to a temporary-staffing agency. The stuff we order from big online retailers lives in large warehouses, owned and operated either by the retailers themselves or by third-party logistics contractors, a.k.a. 3PLs. These companies often fulfill orders for more than one retailer out of a single warehouse. America’s largest 3PL, Exel, has 86 million square feet of warehouse in North America; it’s a subsidiary of Deutsche Post DHL, which is cute because Deutsche Post is the German post office, which was privatized in the 1990s and bought DHL in 2002, becoming one of the world’s biggest corporate employers. The $31 billion “value-added warehousing and distribution” sector of 3PLs is just a fraction of what large 3PLs’ parent companies pull in. UPS’s logistics division, for example, pulls in more than a half a billion, but it feeds billions of dollars of business to UPS Inc.

“Leave your pride and your personal life at the door,” the lady at the chamber of commerce says, if I want to last as an online warehouse worker.

Anyhow, regardless of whether the retailer itself or a 3PL contractor houses and processes the stuff you buy, the actual stuff is often handled by people working for yet another company—a temporary-staffing agency. The agency to which I apply is hiring 4,000 drones for this single Amalgamated warehouse between October and December. Four thousand. Before leaving the staffing office, I’m one of them.

I’m assigned a schedule of Sunday through Thursday, 7 a.m. to 5:30 p.m. When additional overtime is necessary, which it will be soon (Christmas!), I should expect to leave at 7 or 7:30 p.m. instead. Eight days after applying, i.e., after my drug test has cleared, I walk through a small, desolate town nearly an hour outside the city where I was hired. This is where the warehouse is, way out here, a long commute for many of my coworkers. I wander off the main road and into the chamber of commerce to kill some afternoon time—though not too much since my first day starts at 5 a.m.—but I end up getting useful job advice.

“Well, what if I do start crying?” I ask the woman who warns me to keep it together no matter how awfully I’m treated. “Are they really going to fire me for that?”

“Yes,” she says. “There’s 16 other people who want your job. Why would they keep a person who gets emotional, especially in this economy?”

Still, she advises, regardless of how much they push me, don’t work so hard that I injure myself. I’m young. I have a long life ahead of me. It’s not worth it to do permanent physical damage, she says, which, considering that I got hired at elevensomething dollars an hour, is a bit of an understatement.

As the sun gets lower in the curt November sky, I thank the woman for her help. When I start toward the door, she repeats her “No. 1 rule of survival” one more time.

“Leave your pride and your personal life at the door.” If there’s any way I’m going to last, she says, tomorrow I have to start pretending like I don’t have either.

Though it’s inconvenient for most employees, the rural location of the Amalgamated Product Giant Shipping Worldwide Inc. warehouse isn’t an accident. The town is bisected by a primary interstate, close to a busy airport, serviced by several major highways. There’s a lot of rail out here. The town became a station stop on the way to more important places a hundred years ago, and it now feeds part of the massive transit networks used to get consumers anywhere goods from everywhere. Every now and then, a long line of railcars rolls past my hotel and gives my room a good shake. I don’t ever get a good look at them, because it’s dark outside when I go to work, and dark again when I get back.

We are surrounded by signs that state our productivity goals. Other signs proclaim that a good customer experience, to which our goal-meeting is essential, is the key to growth, and growth is the key to lower prices, which leads to a better customer experience. There is no room for inefficiencies.

Inside Amalgamated, an employee’s first day is training day. Though we’re not paid to be here until 6, we have been informed that we need to arrive at 5. If we don’t show up in time to stand around while they sort out who we are and where they’ve put our ID badges, we could miss the beginning of training, which would mean termination. “I was up half the night because I was so afraid I was going to be late,” a woman in her 60s tells me. I was, too. A minute’s tardiness after the first week earns us 0.5 penalty points, an hour’s tardiness is worth 1 point, and an absence 1.5; 6 is the number that equals “release.” But during the first week even a minute’s tardiness gets us fired. When we get lined up so we can be counted a third or fourth time, the woman conducting the roll call recognizes the last name of a young trainee. “Does your dad work here? Or uncle?” she asks. “Grandpa,” he says, as another supervisor snaps at the same time, sounding not mean but very stressed out, “We gotta get goin’ here.”

The culture is intense, an Amalgamated higher-up acknowledges at the beginning of our training. He’s speaking to us from a video, one of several videos—about company policies, sexual harassment etc.—that we watch while we try to keep our eyes open. We don’t want to be so intense, the higher-up says. But our customers demand it. We are surrounded by signs that state our productivity goals. Other signs proclaim that a good customer experience, to which our goal-meeting is essential, is the key to growth, and growth is the key to lower prices, which leads to a better customer experience. There is no room for inefficiencies. The gal conducting our training reminds us again that we cannot miss any days our first week. There are NO exceptions to this policy. She says to take Brian, for example, who’s here with us in training today. Brian already went through this training, but then during his first week his lady had a baby, so he missed a day and he had to be fired. Having to start the application process over could cost a brand-new dad like Brian a couple of weeks’ worth of work and pay. Okay? Everybody turn around and look at Brian. Welcome back, Brian. Don’t end up like Brian.

Soon, we move on to practical training. Like all workplaces with automated and heavy machinery, this one contains plenty of ways to get hurt, and they are enumerated. There are transition points in the warehouse floor where the footing is uneven, and people trip and sprain ankles. Give forklifts that are raised up several stories to access products a wide berth: “If a pallet falls on you, you won’t be working with us anymore.” Watch your fingers around the conveyor belts that run waist-high throughout the entire facility. People lose fingers. Or parts of fingers. And about once a year, they tell us, someone in an Amalgamated warehouse gets caught by the hair, and when a conveyor belt catches you by the hair, it doesn’t just take your hair with it. It rips out a piece of scalp as well.

If the primary message of one-half of our practical training is Be Careful, the takeaway of the other half is Move As Fast As Humanly Possible. Or superhumanly possible. I have been hired as a picker, which means my job is to find, scan, place in a plastic tote, and send away via conveyor whatever item within the multiple stories of this several-hundred-thousand-square-foot warehouse my scanner tells me to. We are broken into groups and taught how to read the scanner to find the object among some practice shelves. Then we immediately move on to practicing doing it faster, racing each other to fill the orders our scanners dictate, then racing each other to put all the items back.Hurry up,” a trainer encourages me when he sees me pulling ahead of the others, “and you can put the other items back!” I roll my eyes that my reward for doing a good job is that I get to do more work, but he’s got my number: I am exactly the kind of freak this sort of motivation appeals to. I win, and set myself on my prize of the bonus errand.

That afternoon, we are turned loose in the warehouse, scanners in hand. And that’s when I realize that for whatever relative youth and regular exercise and overachievement complexes I have brought to this job, I will never be able to keep up with the goals I’ve been given.

The place is immense. Cold, cavernous. Silent, despite thousands of people quietly doing their picking, or standing along the conveyors quietly packing or box-taping, nothing noisy but the occasional whir of a passing forklift. My scanner tells me in what exact section—there are nine merchandise sections, so sprawling that there’s a map attached to my ID badge—of vast shelving systems the item I’m supposed to find resides. It also tells me how many seconds it thinks I should take to get there. Dallas sector, section yellow, row H34, bin 22, level D: wearable blanket. Battery-operated flour sifter. Twenty seconds. I count how many steps it takes me to speed-walk to my destination: 20. At 5-foot-9, I’ve got a decently long stride, and I only cover the 20 steps and locate the exact shelving unit in the allotted time if I don’t hesitate for one second or get lost or take a drink of water before heading in the right direction as fast as I can walk or even occasionally jog. Olive-oil mister. Male libido enhancement pills. Rifle strap. Who the fuck buys their paper towels off the internet? Fairy calendar. Neoprene lunch bag. Often as not, I miss my time target.

TOP 60
US Online Retailers

  1. Amazon
  2. Staples
  3. Apple
  4. Dell
  5. Office Depot
  6. Walmart
  7. Sears
  8. Liberty Media Corp. (QVC)
  9. Office Max
  10. CDW Corp.
  11. Best Buy
  12. Newegg
  13. Netflix
  14. Sony USA
  15. W.W. Grainger
  16. Costco
  17. Macy’s
  18. Victoria Secret and Bath & Body Works
  19. HP Home & Home Office Store
  20. J.C. Penney
  21. L.L. Bean
  22. Target
  23. Systemax
  24. Gap
  25. Williams-Sonoma
  26. HSN
  27. Overstock.com
  28. Amway Global
  29. Toys R Us
  30. Avon
  31. Kohl’s
  32. Buy.com
  33. Redcats USA
  34. Nordstrom
  35. Symantec
  36. Vistaprint
  37. PC Connection
  38. Saks
  39. Neiman Marcus
  40. Cabela’s
  41. Barnes & Noble
  42. Blockbuster
  43. Home Depot
  44. Musician’s Friend
  45. 1-800-Flowers.com
  46. Drugstore.com
  47. Peapod
  48. Urban Outfitters
  49. Gilt Groupe
  50. J. Crew Group
  51. CSN Stores
  52. PC Mall
  53. Foot Locker
  54. Scholastic
  55. Crate and Barrel
  56. Abercrombie & Fitch
  57. American Eagle Outfitters
  58. Follett Higher Education group
  59. US Auto Parts Network
  60. Blue Nile

Source: Internet Retailer Top 500 Guide

Plenty of things can hurt my goals. The programs for our scanners are designed with the assumption that we disposable employees don’t know what we’re doing. Find a Rob Zombie Voodoo Doll in the blue section of the Rockies sector in the third bin of the A-level in row Z42, my scanner tells me. But if I punch into my scanner that it’s not there, I have to prove it by scanning every single other item in the bin, though I swear on my life there’s no Rob Zombie Voodoo Doll in this pile of 30 individually wrapped and bar-coded batteries that take me quite a while to beep one by one. It could be five minutes before I can move on to, and make it to, and find, my next item. That lapse is supposed to be mere seconds.

This week, we newbies need to make 75 percent of our total picking-volume targets. If we don’t, we get “counseled.” If the people in here who’ve been around longer than a few weeks don’t make their 100 percent, they get counseled. Why aren’t you making your targets? the supervisors will ask. You really need to make your targets.

More than 15 percent of pickers, packers, movers, and unloaders are temps. They make $3 less an hour on average than permanent workers. And they can be “temporary” for years.

From the temp agency, Amalgamated has ordered the exact number of humans it should take to fill this week’s orders if we work at top capacity. Lots of retailers use temporary help in peak season, and online ones are no exception. But lots of warehousing and distribution centers like this also use temps year-round. The Bureau of Labor Statistics found that more than 15 percent of pickers, packers, movers, and unloaders are temps. They make $3 less an hour on average than permanent workers. And they can be “temporary” for years. There are so many temps in this warehouse that the staffing agency has its own office here. Industry consultants describe the temp-staffing business as “very, very busy.” “On fire.” Maximizing profits means making sure no employee has a slow day, means having only as many employees as are necessary to get the job done, the number of which can be determined and ordered from a huge pool of on-demand labor literally by the day. Often, temp workers have to call in before shifts to see if they’ll get work. Sometimes, they’re paid piece rate, according to the number of units they fill or unload or move. Always, they can be let go in an instant, and replaced just as quickly.

Everyone in here is hustling. At the announcement to take one of our two 15-minute breaks, we hustle even harder. We pickers close out the totes we’re currently filling and send them away on the conveyor belt, then make our way as fast as we can with the rest of the masses across the long haul of concrete between wherever we are and the break room, but not before passing through metal detectors, for which there is a line—we’re required to be screened on our way out, though not on our way in; apparently the concern is that we’re sneaking Xbox 360s up under our shirts, not bringing in weapons. If we don’t set off the metal detector and have to be taken aside and searched, we can run into the break room and try to find a seat among the rows and rows and long-ass rows of tables. We lose more time if we want to pee—and I do want to pee, and when amid the panic about the time constraints it occurs to me that I don’t have my period I toss a fist victoriously into the air—between the actual peeing and the waiting in line to pee in the nearest one of the two bathrooms, which has eight stalls in the ladies’ and I’m not sure how many in the men’s and serves thousands of people a day. Once I pare this process down as much as possible, by stringing a necktie through my belt loops because I can’t find a metal-less replacement for my belt at the local Walmart—and if my underwear or butt-crack slips out, I’ve been warned, I can get penalized—and by leaving my car keys in the break room after a manager helps me find an admittedly “still risky” hiding place for them because we have no lockers and “things get stolen out of here all the time,” I get myself up to seven minutes’ worth of break time to inhale as many high-fat and -protein snacks as I can. People who work at Amalgamated are always working this fast. Right now, because it’s almost Black Friday, there are just more of us doing it.

Then as quickly as we’ve come, we all run back. At the end of the 15 minutes, we’re supposed to be back at whichever far-flung corner of the warehouse we came from, scanners in hand, working. We run to grab the wheeled carts we put the totes on. We run past each other and if we do say something, we say it as we keep moving. “How’s the job market?” a supervisor says, laughing, as several of us newbies run by. “Just kidding!” Ha ha! “I know why you guys are here. That’s why I’m here, too!” At another near collision between employees, one wants to know how complaining about not being able to get time off went and the other spits that he was told he was lucky to havea job. This is no way to have a conversation, but at least conversations are not forbidden, as they were in the Ohio warehouse I reported on—whereI saw a guy get fired for talking, specifically for asking another employee, “Where are you from?” So I’m allowed the extravagance of smiling at a guy who is always so unhappy and saying, “How’s it goin’?” And he can respond, “Terrible,” as I’m running to the big industrial cage-lift that takes our carts up to the second or third floors, which involves walking under a big metal bar gating the front of it, and which I should really take my time around. Within the last month, three different people have needed stitches in the head after being clocked by these big metal bars, so it’s dangerous. Especially the lift in the Dallas sector, whose bar has been installed wrong, so it is extra prone to falling, they tell us. Be careful. Seriously, though. We really need to meet our goals here.

It’s a welcome distraction from the pain to imagine all these sex toys being taken out from under a tree and unwrapped. Merry Christmas. I got you this giant black cock you wanted.

Amalgamated has estimated that we pickers speed-walk an average of 12 miles a day on cold concrete, and the twinge in my legs blurs into the heavy soreness in my feet that complements the pinch in my hips when I crouch to the floor—the pickers’ shelving runs from the floor to seven feet high or so—to retrieve an iPad protective case. iPad anti-glare protector. iPad one-hand grip-holder device. Thing that looks like a landline phone handset that plugs into your iPad so you can pretend that rather than talking via iPad you are talking on a phone. And dildos. Really, a staggering number of dildos. At breaks, some of my coworkers complain that they have to handle so many dildos. But it’s one of the few joys of my day. I’ve started cringing every time my scanner shows a code that means the item I need to pick is on the ground, which, in the course of a 10.5-hour shift—much less the mandatory 12-hour shifts everyone is slated to start working next week—is literally hundreds of times a day. “How has OSHA signed off on this?” I’ve taken to muttering to myself. “Has OSHA signed off on this?” (“The thing about ergonomics,” OSHA says when I call them later to ask, “is that OSHA doesn’t have a standard. Best practices. But no laws.”) So it’s a welcome distraction, really, to imagine all these sex toys being taken out from under a tree and unwrapped. Merry Christmas. I got you this giant black cock you wanted.

At lunch, the most common question, aside from “Which offensive dick-shaped product did you handle the most of today?” is “Why are you here?” like in prison. A guy in his mid-20s says he’s from Chicago, came to this state for a full-time job in the city an hour away from here because “Chicago’s going down.” His other job doesn’t pay especially well, so he’s here—pulling 10.5-hour shifts and commuting two hours a day—anytime he’s not there. One guy says he’s a writer; he applies for grants in his time off from the warehouse. A middle-aged lady near me used to be a bookkeeper. She’s a peak-season hire, worked here last year during Christmas, too. “What do you do the rest of the year?” I ask. “Collect unemployment!” she says, and laughs the sad laugh you laugh when you’re saying something really unfunny. All around us in the break room, mothers frantically call home. “Hi, baby!” you can hear them say; coos to children echo around the walls the moment lunch begins. It’s brave of these women to keep their phones in the break room, where theft is so high—they can’t keep them in their cars if they want to use them during the day, because we aren’t supposed to leave the premises without permission, and they can’t take them onto the warehouse floor, because “nothing but the clothes on your backs” is allowed on the warehouse floor (anything on your person that Amalgamated sells can be confiscated—”And what does Amalgamated sell?” they asked us in training. “Everything!”). I suppose that if I were responsible for a child, I would have no choice but to risk leaving my phone in here, too. But the mothers make it quick. “How are you doing?” “Is everything okay?” “Did you eat something?” “I love you!” and then they’re off the phone and eating as fast as the rest of us. Lunch is 29 minutes and 59 seconds—we’ve been reminded of this: “Lunch is not30 minutes and 1 second”—that’s a penalty-point-earning offense—and that includes the time to get through the metal detectors and use the disgustingly overcrowded bathroom—the suggestion board hosts several pleas that someone do something about that smell—and time to stand in line to clock out and back in. So we chew quickly, and are often still chewing as we run back to our stations.

The days blend into each other. But it’s near the end of my third day that I get written up. I sent two of some product down the conveyor line when my scanner was only asking for one; the product was boxed in twos, so I should’ve opened the box and separated them, but I didn’t notice because I was in a hurry. With an hour left in the day, I’ve already picked 800 items. Despite moving fast enough to get sloppy, my scanner tells me that means I’m fulfilling only 52 percent of my goal. A supervisor who is a genuinely nice person comes by with a clipboard listing my numbers. Like the rest of the supervisors, she tries to create a friendly work environment and doesn’t want to enforce the policies that make this job so unpleasant. But her hands are tied. She needs this job, too, so she has no choice but to tell me something I have never been told in 19 years of school or at any of some dozen workplaces.”You’re doing really bad,” she says.

I’ll admit that I did start crying a little. Not at work, thankfully, since that’s evidently frowned upon, but later, when I explained to someone over Skype that it hurts, oh, how my body hurts after failing to make my goals despite speed-walking or flat-out jogging and pausing every 20 or 30 seconds to reach on my tiptoes or bend or drop to the floor for 10.5 hours, and isn’t it awful that they fired Brian because he had a baby, and, in fact, when I was hired I signed off on something acknowledging that anyone who leaves without at least a week’s notice—whether because they’re a journalist who will just walk off or because they miss a day for having a baby and are terminated—has their hours paid out not at their hired rate but at the legal minimum. Which in this state, like in lots of states, is about $7 an hour. Thank God that I (unlike Brian, probably) didn’t need to pay for opting into Amalgamated’s “limited” health insurance program. Because in my 10.5-hour day I’ll make about $60 after taxes.

“This is America?” my Skype pal asks, because often I’m abroad.

With an hour left in the day, I’ve already picked 800 items. Despite moving fast enough to get sloppy, my scanner tells me that means I’m fulfilling only 52 percent of my goal.

Indeed, and I’m working for a gigantic, immensely profitable company. Or for the staffing company that works for that company, anyway. Which is a nice arrangement, because temporary-staffing agencies keep the stink of unacceptable labor conditions off the companies whose names you know. When temps working at a Walmart warehouse sued for not getting paid for all their hours, and for then getting sent home without pay for complaining, Walmart—not technically their employer—wasn’t named as a defendant. (Though Amazon has been namedin a similar suit.) Temporary staffers aren’t legally entitled to decent health care because they are just short-term “contractors” no matter how long they keep the same job. They aren’t entitled to raises, either, and they don’t get vacation and they’d have a hell of a time unionizing and they don’t have the privilege of knowing if they’ll have work on a particular day or for how long they’ll have a job. And that is how you slash prices and deliver products superfast and offer free shipping and still post profits in the millions or billions.

“This really doesn’t have to be this awful,” I shake my head over Skype. But it is. And this job is just about the only game in town, like it is in lots of towns, and eventually will be in more towns, with US internet retail sales projected to grow 10 percent every year to $279 billion in 2015 and with Amazon, the largest of the online retailers, seeing revenues rise 30 to 40 percent year after year and already having 69 giant warehouses, 17 of which came online in 2011 alone. So butch up, Sally.

“You look way too happy,” an Amalgamated supervisor says to me. He has appeared next to me as I work, and in the silence of the vast warehouse, his presence catches me by surprise. His comment, even more so.

“Really?” I ask.

I don’t really feel happy. By the fourth morning that I drag myself out of bed long before dawn, my self-pity has turned into actual concern. There’s a screaming pain running across the back of my shoulders. “You need to take 800 milligrams of Advil a day,” a woman in her late 50s or early 60s advised me when we all congregated in the break room before work. When I arrived, I stashed my lunch on a bottom ledge of the cheap metal shelving lining the break room walls, then hesitated before walking away. I cursed myself. I forgot something in the bag, but there was no way to get at it without crouching or bending over, and any extra times of doing that today were times I couldn’t really afford. The unhappy-looking guy I always make a point of smiling at told me, as we were hustling to our stations, that this is actually the second time he’s worked here: A few weeks back he missed some time for doctors’ appointments when his arthritis flared up, and though he had notes for the absences, he was fired; he had to start the application process over again, which cost him an extra week and a half of work. “Zoom zoom! Pick it up! Pickers’ pace, guys!” we were prodded this morning. Since we already felt like we were moving pretty fast, I’m quite dispirited, in fact.

Really?” I ask.

“Well,” the supervisor qualifies. “Just everybody else is usually really sad or mad by the time they’ve been working here this long.”

It’s my 28th hour as an employee.

I probably look happier than I should because I have the extreme luxury of not giving a shit about keeping this job. Nevertheless, I’m tearing around my assigned sector hard enough to keep myself consistently light-headed and a little out of breath. I’m working in books today. “Oh,” I smiled to myself when I reached the paper-packed shelves. I love being around books.

A hot spark shoots between my hand and the metal shelving, striking enough to make my body learn to fear it.

Picking books for Amalgamated has a disadvantage over picking dildos or baby food or Barbies, however, in that the shelving numbers don’t always line up. When my scanner tells me the book I need is on the lowest level in section 28 of a row, section 28 of the eye-level shelf of that row may or may not line up with section 28 of the lowest level. So when I spot eye-level section 28 and squat or kneel on the floor, the section 28 I’m looking for might be five feet to my right or left. Which means I have to stand up and crouch back down again to get there, greatly increasing the number of times I need to stand and crouch/kneel in a day. Or I can crawl. Usually, I crawl. A coworker is choosing the crouch/kneel option. “This gets so tiring after a while,” he says when we pass each other. He’s 20. It’s 9:07 a.m.

There are other disadvantages to working in books. In the summer, it’s the heat. Lots of the volumes are stored on the second and third floors of this immense cement box; the job descriptions we had to sign off on acknowledged that temperatures can be as low as 60 and higher than 95 degrees, and higher floors tend to be hotter. “They had to get fans because in the summer people were dying in here,” one of the supervisors tells us. The fans still blow now even though I’m wearing five shirts. “If you think it’s cold in here,” one of my coworkers told me when she saw me rubbing my arms for warmth one morning, “just hope we don’t have a fire drill.” They evacuated everyone for one recently, and lots of the fast-moving employees had stripped down to T-shirts. They stood outside, masses of them, shivering for an hour as snow fell on their bare arms.

In the books sector, in the cold, in the winter dryness, made worse by the fans and all the paper, I jet across the floor in my rubber-soled Adidas, panlegs whooshing against each other, 30 seconds according to my scanner to take 35 steps to get to the right section and row and bin and level and reach for Diary of a Wimpy Kidand “FUCK!” A hot spark shoots between my hand and the metal shelving. It’s not the light static-electric prick I would terrorize my sister with when we got bored in carpeted department stores, but a solid shock, striking enough to make my body learn to fear it. I start inadvertently hesitating every time I approach my target. One of my coworkers races up to a shelving unit and leans in with the top of his body first; his head touches the metal, and the shock knocks him back. “Be careful of your head,” he says to me. In the first two hours of my day, I pick 300 items. The majority of them zap me painfully.

“Please tell me you have suggestions for dealing with the static electricity,” I say to a person in charge when the morning break comes. This conversation is going to cost me a couple of my precious few minutes to eat/drink/pee, but I’ve started to get paranoid that maybe it’s not good for my body to exchange an electric charge with metal several hundred times in one day.

“You’ll feel carpal tunnel start to set in,” one of the supervisors told me, “so you’ll want to change hands.”

“Oh, are you workin’ in books?”

“Yeah.”

“No. Sorry.” She means this. I feel bad for the supervisors who are trying their damnedest to help us succeed and not be miserable. “They’ve done everything they can”—”they” are not aware, it would appear, that anti-static coating and matting exist—”to ground things up there but there’s nothing you can do.”

I produce a deep frown. But even if she did have suggestions, I probably wouldn’t have time to implement them. One suggestion for minimizing work-related pain and strain is to get a stepladder to retrieve any items on shelves above your head rather than getting up on your toes and overreaching. But grabbing one of the stepladders stashed few and far between among the rows of merchandise takes time. Another is to alternate the hand you use to hold and wield your cumbersome scanner. “You’ll feel carpal tunnel start to set in,” one of the supervisors told me, “so you’ll want to change hands.” But that, too, he admitted, costs time, since you have to hit the bar code at just the right angle for it to scan, and your dominant hand is way more likely to nail it the first time. Time is not a thing I have to spare. I’m still only at 57 percent of my goal. It’s been 10 years since I was a mover and packer for a moving company, and only slightly less since I worked ridiculously long hours as a waitress and housecleaner. My back and knees were younger then, but I’m only 31 and feel pretty confident that if I were doing those jobs again I’d still wake up with soreness like a person who’d worked out too much, not the soreness of a person whose body was staging a revolt. I can break into goal-meeting suicide pace for short bouts, sure, but I can’t keep it up for 10.5 hours.

“Do not say that,” one of the workampers tells me at break. Workampers are people who drive RVs around the country, from temporary job to temporary job, docking in trailer camps. “We’re retired but we can’t…” another explains to me about himself and his wife, shrugging, “make it. And there’s no jobs, so we go where the jobs are.”

Amalgamated advertises positions on websites workampers frequent. In this warehouse alone, there are hundreds of them.

“Never say that you can’t do it,” the first workamper emphasizes. “When they ask you why you aren’t reaching your goals—”

“Say, ‘It’s because they’re totally unreasonable’?” I suggest.

“These decisions are made at a business level and are based on cost,” an industry analyst says. “I never, ever thought about what they’re like and how they treat people. Fulfillment centers want to keep clients blissfully ignorant of their conditions.”

“Say you’ll do better, even if you know you can’t,” she continues, ignoring me. “Say you’ll try harder, even if the truth is that you’re trying your absolute hardest right now, no matter how many times they tell you you’re not doing good enough.”

There are people who make the goals. One of the trainers does. She works here all year, not just during Christmas. “I hated picking for the first month,” she told me sympathetically the other day. “Then you just get used to it.” She’s one of many hardcore workers here, a labor pool studded with dedicated and solid employees. One of the permanent employees has tried to encourage me by explaining that he always makes his goals, and sometimes makes 120 percent of them. When I ask him if that isn’t totally exhausting, he says, “Oh yeah. You’re gonna be crying for your mommy when today’s over.” When I ask him if there’s any sort of incentive for his overperformance, if he’s rewarded in any way, he says occasionally Amalgamated enters him in drawings for company gift cards. For $15 or $20. He shrugs when he admits the size of the bonus. “These days you need it.” Anyway, he says, he thinks it’s important to have a good attitude and try to do a good job. Even some of the employees who are total failures are still trying really hard. “I heard you’re doing good,” one of the ladies in my training group says to me. Her eyebrows are heavy with stress. I am still hitting less than 60 percent of my target. Still, that’s better than she’s doing. “Congratulations,” she says, and smiles sadly.

We will be fired if we say we just can’t or won’t get better, the workamper tells me. But solong as I resign myself to hearing how inadequate I am on a regular basis, I can keep this job. “Do you think this job has to be this terrible?” I ask the workamper.

“Oh, no,” she says, and makes a face at me like I’ve asked a stupid question, which I have. As if Amalgamated couldn’t bear to lose a fraction of a percent of profits by employing a few more than the absolute minimum of bodies they have to, or by storing the merchandise at halfway ergonomic heights and angles. But that would cost space, and space costs money, and money is not a thing customers could possibly be expected to hand over for this service without huffily taking their business elsewhere. Charging for shipping does cause high abandonment rates of online orders, though it’s not clear whether people wouldn’t pay a few bucks for shipping, or a bit more for the products, if they were guaranteed that no low-income workers would be tortured or exploited in the handling of their purchases.

“The first step is awareness,” an e-commerce specialist will tell me later. There have been trickles of information leaking out of the Internet Order Fulfillment Industrial Complex: an investigation by the Allentown, Pennsylvania, Morning Call in which Amazon workers complained of fainting in stifling heat, being disciplined for getting heat exhaustion, and otherwise being “treated like a piece of crap”; a workampers’ blog picked up by Gizmodo; a Huffington Post exposé about the lasting physical damage and wild economic instability temporary warehouse staffers suffer. And workers have filed lawsuits against online retailers, their logistics companies, and their temp agencies over off-the-clock work and other compensation issues, as well as at least one that details working conditions that are all too similar. (That case has been dismissed but is on appeal.) Still, most people really don’t know how most internet goods get to them. The e-commerce specialist didn’t even know, and she was in charge of choosing the 3PL for her midsize online-retail company. “These decisions are made at a business level and are based on cost,” she says. “I never, ever thought about what they’re like and how they treat people. Fulfillment centers want to keep clients blissfully ignorant of their conditions.” If you called major clothing retailers, she ventured, and asked them “what it was like at the warehouse that ships their sweaters, no one at company headquarters would have any fucking clue.”

Further, she said, now that I mentioned it, she has no idea how to go about getting any information on the conditions at the 3PL she herself hired. Nor how to find a responsible one. “A standard has to be created. Like fair trade or organic certification, where social good is built into the cost. There is a segment of the population”—like the consumers of her company’s higher-end product, she felt—”that cares and will pay for it.”

There’s no time off on Election Day. “What if I want to vote?” I ask a supervisor. “I think you should!” he says. “But if I leave I’ll get fired,” I say. To which he makes a sad face before saying, “Yeah.”

If they are aware how inhumane the reality is. But awareness has a long way to go, and logistics doesn’t just mean online retail; food packagers and processors, medical suppliers, and factories use mega-3PLs as well. And a whole lot of other industries—hotels, call centers—take advantage of the price controls and plausible deniability that temporary staffing offers.

“Maybe awareness will lead to better working conditions,” says Vinod Singhal, a professor of operations management at Georgia Tech. “But…” Given the state of the economy, he isn’t optimistic.

This is the kind of resignation many of my coworkers have been forced to accept. At the end of break, the workamper and I are starting to fast-walk back to our stations. A guy who’s been listening to our conversation butts in. “They can take you for everything you’ve got,” he says. “They know it’s your last resort.”

At today’s pickers’ meeting, we are reminded that customers are waiting. We cannot move at a “comfortable pace,” because if we are comfortable, we will never make our numbers, and customers are not willing to wait. And it’s Christmastime. We got 2.7 million orders this week. People need—need—these items and they need them right now. So even if you’ve worked here long enough to be granted time off, you are not allowed to use it until the holidays are over. (And also forget about Election Day, which is today. “What if I want to vote?” I ask a supervisor. “I think you should!” he says. “But if I leave I’ll get fired,” I say. To which he makes a sad face before saying, “Yeah.”) No time off includes those of you who are scheduled to work Thanksgiving. There are two Amalgamated-catered Thanksgiving dinners offered to employees next week, but you can only go to one of them. If you attend one, your employee badge will be branded with a nonremovable sticker so that you cannot also attempt to eat at the other. Anyway, good luck, everybody. Everybody back to work. Quickly!

I feel genuinely sorry for any child who ever asks me for anything for Christmas, only to be informed that every time a “Place Order” button rings, a poor person takes four Advil and gets told they suck at their job.

Speed-walking back to the electro-trauma of the books sector, I wince when I unintentionally imagine the types of Christmas lore that will prevail around my future household. I feel genuinely sorry for any child I might have who ever asks me for anything for Christmas, only to be informed that every time a “Place Order” button rings, a poor person takes four Advil and gets told they suck at their job.

I suppose this is what they were talking about in the radio ad I heard on the way to work, the one that was paid for by a coalition of local businesses, gently begging citizens to buy from them instead of off the internet and warning about the importance of supporting local shops. But if my coworker Brian wants to feed his new baby any of these 24-packs of Plum Organics Apple & Carrot baby food I’ve been picking, he should probably buy them from Amazon, where they cost only $31.16. In my locally owned grocery store, that’s $47.76 worth of sustenance. Even if he finds the time to get in the car to go buy it at a brick-and-mortar Target, where it’d be less convenient but cost about the same as on Amazon, that’d be before sales tax, which physical stores, unlike Amazon, are legally required to charge to help pay for the roads on which Brian’s truck, and more to the point Amazon’s trucks, drive.

Back in books, I take a sharp shock to my right hand when I grab the book the scanner cramping my left hand demands me to and make some self-righteous promises to myself about continuing to buy food at my more-expensive grocery store, because I can. Because I’m not actually a person who makes $7.25 an hour, not anymore, not one of the 1 in 3 Americans who is now poor or “near poor.” For the moment, I’m just playing one.

“Lucky girl,” I whisper to myself at the tail of a deep breath, as soon as fresh winter air hits my lungs. It’s only lunchtime, but I’ve breached the warehouse doors without permission. I’ve picked 500 items this morning, and don’t want to get shocked anymore, or hear from the guy with the clipboard what a total disappointment I am. “Lucky girl, lucky girl, lucky girl,” I repeat on my way to my car. I told the lady from my training group who’s so stressed about her poor performance to tell our supervisor not to look for me—and she grabbed my arm as I turned to leave, looking even more worried than usual, asking if I was sure I knew what I was doing. I don’t want our supervisor to waste any time; he’s got goals to make, too. He won’t miss me, and nobody else will, either. The temp agency is certainly as full of applicants as it was when I went to ask for a job.

“Just look around in here if you wanna see how bad it is out there,” one of the associates at the temp office said to me, unprompted, when I got hired. It’s the first time anyone has ever tried to comfort me because I got a job, because he knew, and everyone in this industry that’s growing wildfire fast knows, and accepts, that its model by design is mean. He offered me the same kind of solidarity the workers inside the warehouse try to provide each other at every break: Why are you here? What happened that you have to let people treat you like this? “We’re all in the same boat,” he said, after shaking my hand to welcome me aboard. “It’s a really big boat.”

 

This story ran in the March/April 2012 issue of Mother Jones, under the headline “Shelf Lives.”

PreviousPage 4 of 4

Mac McClelland

Reporter

Mac McClelland is Mother Jones‘ human rights reporter, writer of The Rights Stuff, and the author of For Us Surrender Is Out of the Question: A Story From Burma’s Never-Ending War. Read more of her stories and follow her on Twitter. RSS | Twitter

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Occupy Rallies Against Powerful Right-Wing Group You’ve Never Heard Of

5 Mar

—By Josh Harkinson

| Wed Feb. 29, 2012 3:00 AM PST

Occupiers in 80 American cities will hold the movement’s largest coordinated demonstration since fall: a huge protest against the American Legislative Exchange Council.

Never heard of it? That’s the point.

“It’s an extremely secretive organization,” says David Osborn, an organizer with Occupy Portland’s Portland Action Lab, which is spearheading the national protest (known on Twitter as #F29 and #ShutDownTheCorporations). “Our goal is to expose the destructive role that it plays in our society.”

Founded in 1973 as a “nonpartisan membership organization for conservative state lawmakers,” ALEC brings together elected officials and corporations like Walmart, Bank of America, and McDonald’s to draft model legislation that often promotes a right-wing agenda. It claims to be behind 10 percent of bills introduced in state legislatures.

Though Mother Jones broke the story on ALEC in 2002, the group began gaining more attention from progressive activists in July, when the Center for Media and Democracy obtained and published a trove of more than 800 “model bills” crafted and voted upon by ALEC’s members. Since then, the Center’s website, ALEC Exposed, has drawn attention to ALEC’s conservative agenda and funders, which include ExxonMobil, the Olin and Scaife families, and foundations tied to Koch Industries. “ALEC is like a speed-dating service for lonely legislators and corporate executives,” says Mark Pocan, a Democratic state assemblyman in Wisconsin, where ALEC played a rolein last year’s efforts to cripple public-sector unions. “The corporations write the bills and the legislators sign their names to the bills. In the end, we’re stuck with bad laws and nobody knows where they came from.” 

“ALEC is like a speed-dating service for lonely legislators and corporate executives,” says one activist.

Prominent bills drafted by ALEC include Arizona’s SB 1070 (the nation’s strictest anti-immigration legislation) and proposals introduced in 38 states to undermine Obama’s health care law by making it illegal to penalize residents for failing to obtain health insurance. A recent study of ALEC’s impact in Virginia found that it was responsible for 50 bills introduced there, including legislation to require people to show identification before voting, encourage schools to contract with private education companies, and legalize the use of deadly force in defending one’s home.

Democratic lawmakers in Arizona and Wisconsin are fighting back. Their proposed ALEC Accountability Act would require the group to register as a lobbying organization, thereby forcing it to disclose its financiers. Pocan, the Wisconsin assemblyman, went so far as to crash an ALEC convention in New Orleans and post his findings on YouTube.

In the works since January, today’s protests are just as much about the broader issue of corporate control of politics. “We are rejecting a society that does not allow us to control our future,” says a call to action on Shut Down the Corporations, the umbrella website for the protests. Here is a rundown of some of the planned actions:

  • Southern California: Actions targeting one of the largest Walmart distribution centers in support of nonunion warehouse workers
  • New York City: A teach-in by Rolling Stone writer Matt Taibbi (coiner of the “vampire squid” meme) and actions targeting Bank of America, Pfizer, and the Koch brothers
  • Salt Lake City: A mock debutante ball in the state capitol that will draw attention to a Utah replica of Arizona’s anti-immigrant law
  • Portland, Oregon: Actions targeting ALEC corporations throughout the city
  • Phoenix: A rally at the state capitol focusing on union-busting and anti-immigrant bills followed by a “museum-style” tour of ALEC corporations

Josh Harkinson

Reporter

Josh Harkinson is a staff reporter at Mother Jones. For more of his stories, click here. Email him with tips at jharkinson (at) motherjones (dot) com. To follow him on Twitter, click here. RSS | Twitter

Rick Santorum: Obamacare Poster Boy

5 Mar

The candidate’s tax returns reveal staggering medical bills that would bankrupt many Americans—yet Santorum wants to roll back programs that would help families like his.

—By Stephanie Mencimer

| Thu Mar. 1, 2012 3:00 AM PST
2012 Republican presidential candidate Rick Santorum Gage Skidmore/Flickr

During a recent interview with Glenn Beck, Rick and Karen Santorum suggested that the Obama administration’s health care reform law would harm people with disabilities, like their three-year-old daughter, Bella, who suffers from a rare and usually fatal genetic disorder. In fact, it was because of President Obama’s health care overhaul, they said, that the former Pennsylvania senator decided to seek the presidency. “We have as you know a little angel, little Bella, special-needs little girl, and when Obamacare passed, that was it, that put the fire in my belly,” Karen said. Rick added that Obama’s Affordable Care Act is “all about the usefulness of the person to society, instead of the dignity of every human life and the opportunity for people who love and care for people to give them the best possibility to have the best possible life.” Yet, even as the Santorums bash Obamacare, their own family story—which includes staggering medical bills that would bankrupt many American families—makes the case for the health care policies that they vigorously oppose.

By cashing in on his senatorial connections to join the 1 percent, Santorum managed to escape the crippling debt that can come with raising a disabled child. But his tax returns appear to show how expensive caring for a disabled child can be under the current health care system, even for someone with health insurance. In 2009 and 2010, the Santorums racked up $100,000 in medical expenses—more than the median American family income each year—and that’s after their private insurance paid some costs. During that same time period, they also had nearly $100,000 worth of household assistance—help they didn’t have in 2007, before Bella was born. (The Santorum campaign did not respond to questions from Mother Jones about the exact nature of these expenses.)

“The financial implications [of having a disabled child] can be pretty catastrophic pretty fast,” says Katy Neas, senior vice president for government affairs at Easter Seals, which provides services to more than a million disabled people every year. “Families end up losing everything because of health care costs.” She says the medical expenses the Santorums have incurred aren’t unusual for families with disabled children. Private insurance plans, she says, don’t meet these kids’ needs, largely because they impose tight limits on payments for the various therapies disabled kids require. And until the Obama health care reform law passed, insurers simply wouldn’t cover many disabled children.

 Nebraska resident Lisa Gourley knows this well. Deprived of oxygen in the womb, her son Colin was born with serious brain damage. After his birth, Gourley couldn’t go back to work because Colin needed round-the-clock attention and intensive medical care. The family had to rely on one income. And as Colin, now 18, got older, Gourley says that private insurance didn’t cover everything he needed. For instance, one year his feet grew faster than expected, and he ended up requiring a second set of $3,000 leg braces. Insurance would only pay for one pair each year.

Not only has he had 14 orthopedic surgeries, but Colin needs physical therapy between three and five times a week to stay out of a wheelchair. Private insurance would only pay for enough therapy visits to get him through March or April, leaving the family scrambling to pay for the rest of his sessions. The mounting medical expenses nearly sent the family of six into bankruptcy, a fate they only avoided by selling their house and moving in with Gourley’s in-laws for several years. Gourley’s husband lost his banking job during the financial crisis, and with it, their private insurance. Later, after her husband found a new job, Gourley discovered that not a single company would insure Colin. “They barely insure you if you have high blood pressure, let alone brain damage,” she says.

The new health care reform law now requires insurers to cover kids like Colin, but most of the provisions that will really make private insurance a viable option for families like the Gourleys won’t kick in for a few more years. So he remains on Medicaid, the government health care program for low-income people that has seen severe cuts during the recession, making it difficult for the Gourleys to even find doctors and caretakers who will participate in the program because the reimbursements are now so low.

Despite Medicaid’s crucial role in helping families with disabled kids, Santorum has promised that, if elected, he would further slash the program by 10 percent and then freeze the budget for four years. He has also proposed shifting the program’s funding into block grants to the states, a move that would likely result in severe budget cuts. Easter Seals, not surprisingly, opposes both of these moves because of the impact it could have on disabled people.

Of course, many middle-class families of disabled children like the Gourleys might not need Medicaid if private health insurance coverage were sufficient—but as the Santorums’ tax returns suggest, it isn’t. The new health care reform law that Santorum has vowed to repeal if elected is designed to eventually remedy part of that problem.

It will put an end to annual or lifetime caps on benefits, which are easily hit by disabled kids. By 2014, the law’s “essential benefits” package will require coverage for “habilitative” services, things like speech, occupational, or physical therapy, which are critical to the quality of life for special-needs children. And the law will increase payments to doctors who take Medicaid, which will help ensure that disabled kids in the program can actually find a good provider.

Beyond that, the Affordable Care Act expands the number of people who are eligible for Medicaid to include families making 133 percent of the federal poverty line, so that more disabled children will be covered. Santorum is deeply opposed to this sort of socialism. In November, he complained that people who weren’t stuck in poverty could qualify for Medicaid, which he said would only lead to a sense of entitlement among children in the program. Better to let the people do without, he said: “Suffering, if you’re a Christian, suffering is a part of life. And it’s not a bad thing, it is an essential thing in life.”

If Santorum were to win the White House, his health care policies would certainly impose some suffering upon many families with disabled children. And the negative impacts of those policies would be exacerbated if Santorum were able to implement his theologically driven opposition to abortion and birth control. A devout Catholic, Santorum has said that birth control is “harmful to women” and “harmful to our society”—because he thinks that sex should only be a procreative act among heterosexual married people. He thinks the Supreme Court was misguided when it struck down a ban on the sale of contraception to married people in 1965. Presumably, he and Karen have eschewed contraception—and at the age of 48, Karen had Bella.

Were Santorum to deny women, particularly those in their 40s, abortion and contraception, more families—including those of lesser means—would face the severe challenges of raising disabled children. The possibility for serious complications rises exponentially among older women should they forgo contraception. Humans weren’t designed to have children well into mid-life. The risk of having a child with Down Syndrome for a woman in her 20s is 1 in 1,250. At age 45, the risk jumps to 1 in 30. At 49, it’s 1 in 10. Most American women who conceive a disabled child choose to abort. Santorum is certainly free to find fault with this on moral grounds. But if disabled children are gifts from God, as Santorum has said, why make it harder for parents to care for them? More people, too, might forgo abortion if they could be sure that bearing a disabled child would not bankrupt them.

After Santorum mentioned Bella in a debate last fall, people on the campaign trail startedasking questions about her. So he made a moving videoto let the public have a glimpse of the child who is too medically fragile to join him on the stump. On many levels, the Santorums have a lot to teach us. But what’s missing from their tale is any evidence that their own personal trials have given them insight into other people’s suffering—or compassion for it. Supporting health care reform so disabled children can have a fighting chance at living with dignity can be just as moral as opposing abortion. Yet Santorum seems unable to recognize that the inspiring tale of his own family makes that very case.

Stephanie Mencimer

Reporter

How Coca-Cola Squeezes Workers in Italy’s Orange Groves

5 Mar

—By Tom Philpott

| Fri Mar. 2, 2012 11:15 AM PST

When I think of southern Italy, a kind of mental postcard comes to mind: a table laden with seafood, pasta, and wine, with Homer’s “wine-dark sea” sparkling in the sun-drenched background.

The reality, of course, is much more complicated. The food and sights can be glorious, but amid the region’s base of small farms there exist industrialized, plantation-scale operations. And scale aside, working conditions on the region’s farms are hardly idyllic. Last year, the UK-based Ecologist published a blistering exposé of working conditions in the region’s tomato fields, which produce for the nation’s vast canned-tomato export industry. Workers, mainly migrants from Africa, live in slave-like conditions, with meager pay and awful housing. As is too often the case in the United States, people who spend their time harvesting food live in dire poverty, often having to rely on charity for enough to eat.

Now the Ecologist is back, this time with a report on conditions in southern Italy’s orange groves, which produce fruit to be juiced for the processed food industry, including Coca-Cola and its Fanta soft drink. It’s not clear whether any of the Italian juice ends up in Fanta sold in the US. “The majority of the juice we procure from this area is used in products for our Italian market,” the company wrote in a statement to the Ecologist. Honestly, I’m surprised there’s any real juice in Fanta at all.

For the article, the Ecologist reporters visited a variety of work camps and talk to numerous workers, in the process sketching a hellish picture.

They typically earn 25 euros [about $33] for a day’s work in the Calabrian orange groves. They are often recruited by gangmasters acting on behalf of farm owners cashing in on the ready supply of cheap labour. The gangmasters, both Africans and Italians, can charge workers for transport to and from the orange farms—typically between 2.5 to 5 Euros—and sometimes make other deductions from wages paid by farmers. Many of the migrants in Rosarno and the surrounding countryside live in appalling conditions, in run down buildings or in makeshift slums on the edge of town. There’s no electricity or running water. In many cases there’s no functioning roof.

The Ecologist reporters argue persuasively that the root of the problem lies largely in the power of big juice buyers like Coca-Cola to dictate price, squeezing plantation owners who then squeeze workers. One farmer tells the Ecologist that market price for industrial juicing orange has fallen under the cost of production,  putting farmers under pressure to slash costs, including wages. “I get 7 cents per kilo [about 2 pounds] for industrial oranges [used for concentrate] but need 8 cents per kilo to pay workers, so there is a paradox,” the farmer says. “At the end of the chain is a clash with poor people.” Think about that: 7 euro cents is about 9 US cents, for 2.2 pounds of oranges. Italy’s national farmers union is pushing for a price increase from the big buyers, arguing that 15 euro cents (about 20 US cents) would be fair.

Tragically, the people who work in southern Italy’s orange groves and tomato fields tend to come from some of the globe’s most economically devastated countries: Ghana, Burkina Faso, and Ivory Coast, The Ecologist reports. This is the very region of Africa dominated by the global chocolate trade. The documentary The Dark Side of Chocolate, which I reviewed here, demonstrates that the wealth generated by growing cocoa in that region accrues mainly to US and European companies, while local labor is ruthlessly abused and immiserated. Workers fleeing such conditions by migrating to Italy’s orange groves find themselves in an all-too-familiar spot.

The only hope I can see for southern Italy’s farm workers lies in Immokalee, Florida, epicenter of US tomato production from December to March. That region’s farm workers, largely economic refugees from Mexico and points south, also labor under low pay and rotten living conditions (as I witnessed myself on a vist there three years ago). But they’ve managed to organize themselves as the Coalition of Immokalee Workers and launch a campaign to force the buyers—in this case, fast-food restaurants and supermarket chains—to pay an extra penny a pound for tomatoes, earmarked to give pickers their first pay raise in decades. (Barry Estabrook’s 2009 Gourmet article, later expanded into the excellent book Tomatoland, provides great background on the situation in Immokalee.)

Supported by crack reporting from The Ecologist, perhaps southern Italy’s farm workers can pull off a similar coup. I hope so.

Tom Philpott

Food and Ag Blogger

Tom Philpott is the food and ag blogger for Mother Jones. For more of his stories, click here. To follow him on Twitter, click here. RSS | Twitter

Chart of the Day: Republicans Don’t Trust Anyone (Except Fox News)

24 Jan

—By Kevin Drum

| Thu Jan. 19, 2012 10:35 AM PST

Public Policy Polling is out with their 3rd annual TV news trust poll. Among Republicans, as the chart on the right shows, the shape of the river is simple: they don’t trust anyone except Fox News, who they adore. These numbers are spreads, with NBC, for example, garnering 17% trust vs. 69% distrust. Fox News, conversely, garners 73% trust vs. 17% distrust.

Well, you say, maybe this just means that trust in the media is really low these days? Nope. Democrats and Independents may not trust Fox, but they do trust everyone else. The percentages vary, with more skepticism toward some outlets than others, but what non-Republicans don’t do is simply dismiss television news en masse as a bunch of lying corporate shills. Paul Waldman explains:

While I was in the car yesterday I turned to a conservative talk radio station, which I recommend all liberals do from time to time. The host, whom I didn’t recognize, brought up some innocuous piece of news reporting that appeared in the Politico. As you know if you care about these things, the Politico is a complicated media entity. On one hand, they employ a lot of reporters and they sometimes break interesting stories. On the other hand, they’re almost a parody of the inside dope-obsessed Washington media, which finds the question of whether Eric Cantor’s press secretary and John Boehner’s press secretary are feuding far more compelling than, say, the question of what effects cuts in Medicaid would have on struggling Americans. But when this conservative talk show host mentioned the Politico, he found it necessary to refer to it as “the left-wing rag the Politico.”

Here in Washington, almost no one in either party is crazy enough to think that the Politicois actually a left-wing rag, an ideologically-motivated news outlet whose purpose is to advance the liberal cause. And whether this talk show host’s listeners know or care much about it in particular isn’t my point. My point is this: If you are a consumer of conservative media, you get constant reminders — every day, multiple times a day — that you absolutely must not believe anything you hear or read in any news outlet that is not explicitly conservative.

Everybody — yes, everybody — is subject to confirmation bias. We all get the warm fuzzies when someone tells us something we want to hear, and we resist listening to people who tell us things we don’t want to hear. But there’s still a difference. As Paul says, “Conservatives and liberals are not equally prone to huddle within their self-reinforcing cocoons.” Liberals don’t immediately dismiss as a conspiracy everything they hear from the news media that doesn’t fit their preconceived notions. They might downplay unwelcome news or even ignore it, but they’re still willing to listen to it. Increasingly, conservatives simply aren’t. They want to believe the world is a certain way, and they’re just flatly not willing to countenance anything that might challenge those beliefs. This is not a healthy development for a modern democracy.

UPDATE: Chart edited to show the correct figure for the Fox News trust/distrust difference (56%, not 73%). Thanks to reader Dan H. for catching the error.

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