Employees, Public Policy

Ownership. That's the vital missing ingredient, says Opportunity 2000. Previously its 'success model' had four ingredients: commitment from the top, a willingness to challenge and change behaviour, good communications and resources to invest in the change process. Now fostering a sense of shared ownership is added as the fifth ingredient, with line managers and women themselves taking responsibility.

That must be right. Lack of ownership also explains why there is still comparative little progress nationally on expanding nursery and other childcare provision. Who is responsible? Central government? Local government? Individual parents? Employers? Each has a good reason why someone else should pay.

So it is just possible that the government's voucher scheme might actually work, freeing up the system and stimulating new places. Empowered with ?1,100 in hand, parents may badger their employers to match it, perhaps also putting more of their own money in. Without new money, very few extra facilities will start.

So far the omens don't look good. The bureaucracy is expensive. Well-off parents now paying the full cost suddenly get a state subsidy. Rather than expanding provision, existing providers like local councils try to lock people in to protect their funding. Only time will tell if the benefits outweigh the costs. In the meantime the evidence grows stronger that companies will gain if they take these issue seriously.

And by the way, happy birthday Opportunity 2000! A five fold increase in members in five years, with the issue very firmly on the national and political agenda, must make you Business in the Community's most successful campaign ever.

Corporate Citizenship Briefing, issue no: 32 - February, 1997