2006 Learning Community on Early Childhood Finance Reform
March 5 – 6, 2006
Discussion Group #7:
Using Principles of Economics and Community Development
to Shape Business Leaders’ Agendas
To understand how to talk and work with business leaders requires first that we think carefully about how the issue is framed, who we work with and who leads the agenda. One reason that early care and education - as well as many issues that face women and children - have not received widespread support in the U.S. has to do with how we frame the issue. Typical frames include the following:
Private Frame - We see early care and education (ECE) as the private responsibility
of parents and failures as moral, not structural.
Welfare Frame - We see access to quality early care and education only as a
problem for the poor and provide subsidized child care and Head Start only to poor
children. Most of the preschool debate is focused on targeted programs for
Education Frame - We agree education is a public responsibility but it does not begin
until age 5 (though there is growing support for preschool).
Economic Development Frame - We craft policies that favor businesses over workers
and physical infrastructure over social and human investments.
But each of these frames is expanding. The economists arguing for expanded preschool see children’s education as a public good. Subsidies under welfare reform have grown and states across the country are expanding preschool to 4 year olds. A recent survey of economic developers in Wisconsin found 48% considered ECE to be part of an economic development strategy (Nacker 2006), which would not have been the case even a few years ago. The ECE sector itself is doing basic market research on its size and composition, its market (parents and children served) and its market challenges (which can be addressed with economic development solutions) (Warner et al 2004). And the American Planning Association recently released a report encouraging planners to include ECE in their economic development plans (Warner 2006).
This issue brief was written by Anne Mitchell and Louise Stoney of the Alliance for Early Childhood
Finance and Mildred Warner of Cornell University on behalf of Smart Start’s National Technical
What Can Business Leaders Actually Do?
While economists like to talk about the high rates of return from selected preschool programs in the long term, business leaders want to hear about what they can do now in the short term. In addition to joining ECE leaders in requesting increased public funds for ECE, there are some very real things they can do that directly address work place policy and improve their bottom line.
Unlike economists who focus on human capital investment but ignore the unpaid work of parents, especially mothers, human resource managers and business executives are keenly aware of the work/family conflicts faced by their employees. And they would like to see them solved. This is why the best employers in the country provide work/family benefits (flex time, full benefits for part time work, paid parental leave, and child care subsidies). These work/life policies have a positive impact on the productivity and profitability of firms (Shellenback 2004).
What can Human Resource managers do?
Human Resource (HR) managers are an excellent group to start with in building collaborations with the business community. They can help to: advertise dependent care tax credits to workers; improve design of employer-sponsored flexible spending accounts so more parents participate; collaborate with child care providers to expand supply (by guaranteeing slots for evening and weekend care or providing free or low cost space); subsidize quality; advocate for more subsidy funding and help with outreach to low income parents. And these kinds of initiatives are happening all over the country.
What can Economic Developers do?
Economic Developers are another important group. They can help to: include child care in transportation plans, bus routes, park and ride lots and transit stations (all with transportation dollars); build child care facilities in industrial parks (with economic development zone financing); determine the level of supply-demand gap for child care and mobilize a community response to strengthen the ECE sector; tie business tax breaks to provision of child care; and target business management training and workforce development programs to the child care sector. Experiments with these approaches are also happening all over the country.
Short term economic development strategies may not have the high rates of return some claim from model preschool programs but they do offer real activities that will make a difference in the lives of parents and their employers. And they give concrete activities that ECE and business leaders can address in the short term. They give business leaders a chance to “walk the talk.” By walking together, business leaders will learn to appreciate the complexity of the ECE sector, the expertise ECE leaders bring, and the reality that there are no simple solutions (Stoney et al 2006). This should help us place children in the context of their parents, their employers and their communities.
Child Care and Economic Development.
Nacker, Roger (2006). Paper prepared for Strongest Links Conference, Madison: Wisconsin Economic Development Institute
Child Care and Parent Productivity: Making the Business Case.
Shellenback, K. (2004). Ithaca, NY: Cornell Department of City and Regional Planning. http://government.cce.cornell.edu/doc/pdf/ChildCareParentProductivity.pdf
“Smarter Reform: Moving Beyond Single Program Solutions to an Early Care and
Stoney, L., A. Mitchell & M. Warner 2006. Community Development 37(2).
Child Care and Economic Development: The Role for Planners.
Warner, M. E.(2006). PAS Memo, American Planning Association. Jan/Feb 2006. http://government.cce.cornell.edu/doc/pdf/pasmemo0106.pdf
Economic Development Strategies to Promote Quality Child Care.
Warner, M., Adriance, S., Barai, N., Halla, J., Markeson, B., & Soref, W. (2004). Ithaca, NY:
Cornell University Department of City and Regional Planning.
1. Who leads? And how is leadership structured? In some states, business
leaders have decided to move ahead with their own proposals without
adequate consultation with the ECE community or recognition of the
complexities of the ECE sector. To move into a new product area without doing
basic market research would never happen in a business sector. Why is it
happening as they move into ECE? What are some ways to effectively address
this concern? How do we form collaborations that share power and leadership?
2. What about gender? Many partnerships have chosen to portray ECE as a
societal issue - not just a women's issue, and have highlighted male
spokespersons in launching their initiatives. But the cold hard reality is that
ECE issues affect women much more directly than men. If we don’t give
explicit attention to gender imbalance, how can we expect economic
development investments in ECE to level the playing field for women workers
who still face greater job discrimination, lower wages, truncated career ladders
and greater work/family stress?
3. Many economists focus only on the long term benefits of formal preschool and
its benefits for school readiness and later labor force performance. But little or
no attention is paid to the care needs of parent workers and our nation’s lack
of support for progressive work place policy or paid family leave. Are there
ways to help move our partnerships with business toward a more