Supporting Employers
Supporting Childcare
Employer Childcare Options in Ireland
Report Commissioned by
October 2006
Acknowledgements
The four Dublin area childcare committees - Dublin City
Childcare Committee; Dun Laoghaire Rathdown County
Childcare Committee; Fingal County Childcare Committee; and
South Dublin County Childcare Committee - would like to
thank all those who gave generously of their time and
expertise throughout the development of this publication:
Heidi Lougheed, IBEC
Marie Marin, Employers for Childcare
Lynne Herbison, Employers for Childcare
Patricia Callan, Small Firms Association
Julie McNamara, Kildare County Childcare Committee
Roseanne Killeen, Intel Ireland
Regina Bushell, Grovelands Childcare
Collier Broderick, Management Consultants
Graham Smith, WordSmith
The aim of this publication is to help transfer good practice
across organisations so that employers can understand what
they can do to assist their staff in finding appropriate
childcare solutions, irrespective of their company size.
The publication gives details on a wide range of measures
being taken by employers to help parents meet their childcare
and work responsibilities. These measures greatly benefit
employers, providing enhanced image, reputation, lower costs
of recruitment, retention and training, reduced absenteeism
and increased motivation.
Table of Contents
1
1.1
1.2
2
3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
3.13
3.14
3.15
4
4.1
5
5.1
5.2
5.3
6
6.1
6.2
6.3
6.4
6.5
7
7.1
7.2
7.3
8
8.1
8.2
8.3
Executive Summary and Conclusions
Summary
Conclusions
Background and Introduction
Employer Childcare Options
Introduction
Informational
Resource and Referral
Flexible Working
Part-time Working
Flexitime
Job Sharing and Job Splitting
Home working / Teleworking
Term time or school hours working
Compressed Hours
Career Breaks
Setting Up Flexible Working
Workplace Crèches
Buying / Reserving places
Setting up a Shared Childcare Facility
Grants
Equal Opportunity Childcare Programme
2000-2006 and National Childcare
Investment Programme 2006 - 2010
Tax Allowances
Introduction
BIK Exemption
Capital Allowances
Case Studies (Large)
Northbrook Technology of Northern
Ireland Ltd (IRL)
INTEL Ireland Ltd (ROI)
The Penguin Group (UK)
Enlida Faberge Ltd (UK)
101 Great Ideas from Best Large
Companies in USA
Case Studies (Medium)
Botanic Inns (IRL)
Listawood Ltd (UK)
Farrelly Facilities & Engineering Ltd (UK)
Case Studies (Small)
Calor Gas NI Ltd (IRL)
Happy Computers (UK)
Fish.Net (UK)
3
3
4
5
6
6
6
6
7
7
7
7
8
8
8
8
8
9
10
10
12
12
13
13
13
14
16
16
16
17
18
19
22
22
22
23
24
24
24
25
8.4
Ideas From SME's in UK
25
9
Appendices
27
10
Appendix 1: Childcare Legal Context
28
10.1
Introduction
28
10.2
Maternity Protection Act, 1994 and 2004
28
10.3
Maternity Protection (Protection of Mothers
who are Breastfeeding) Regulations 2004
29
10.4
Adoptive Leave Act, 1995
29
10.5
Parental Leave Act 1998
30
10.6
Unfair Dismissal Acts, 1997 - 2001
30
10.7
Safety, Health and Welfare at Work
(Pregnant Employees) Regulations 2000
30
10.8
Disputes Under the Acts
31
11
Appendix 2: Sample Policy Statements
32
11.1
Maternity Leave
32
11.2
Additional Maternity Leave
32
11.3
Ante-Natal/Post-Natal Visits
32
11.4
Maternity Benefit
32
11.5
Parental Leave
32
11.6
Force Majeure Leave
33
11.7
Breastfeeding
33
12
Appendix 3: Contact Details for
County and City Childcare Committees
35
12.1
Other Useful Contacts
37
13
Appendix 4: Sample Employee
Childcare Needs Questionnaire
14
38
Appendix 5: Examples from Best
USA Companies
41
14.1
Allstate Insurance Company(USA)
41
14.2
American Express (USA)
41
14.3
Bank of America (USA)
41
14.4
Citigroup (USA)
41
14.5
DuPont (USA)
41
14.6
Hewlett-Packard Company (USA)
41
14.7
IBM Corporation (USA)
41
14.8
Johnson & Johnson (USA)
42
14.9
Lincoln Financial Group (USA)
42
14.10 Marriott International Inc. (USA)
42
14.11 Merck & Co. Inc (USA)
42
14.12 Patagonia (USA)
42
14.13 The Procter & Gamble Company (USA)
42
14.14 Prudential Financial (USA)
42
14.15 S.C. Johnson & Son Inc (USA)
43
page 1
1
Executive Summary and Conclusions
1.1 Summary
Employers that offer support for staff with childcare
responsibilities have a wider pool to draw from at recruitment.
These employers are also more likely to retain valued staff
when they become parents. Measures to support staff balance
their work and childcare responsibilities can speed the process
of staff returning to work after maternity, attain high levels of
employee satisfaction, provide opportunities to extend
provision of customer service and be seen as employers of
choice.
Employees in companies supportive of childcare
responsibilities are likely to be more flexible, motivated,
absent from work much less, committed to the organisation,
focused when they are at work and less stressed, as they have
greater balance and quality of home and work life.
Flexible work arrangements are attractive measures for staff to
phase back into work after maternity leave and to continue in
work, while at the same time be good parents. Flexible work
arrangements such as part-time working, flexi-time, job
sharing and job splitting, home working / teleworking, term
time or school hours working, compressed hours (e.g. 4.5 day
week or nine day fortnight) and career breaks or sabbaticals
are relevant to all sizes of organisations.
Other options that are likely to be feasible for most employers
include providing information on all aspects of maternity from
pregnancy through to finding childminders. This information
can be made available through intranet, publications,
newsletters, noticeboards, seminars etc. There are public and
private sources of information that employers can call on to
help employees meet the challenges of parenting while at the
same time being effective employees.
The provision of childcare facilities directly by the employer is
an option more likely to be relevant to the larger
organisations. Grant aid (up to €100,000 for one site and
€500,000 for multiple sites) and tax incentives (including
accelerated capital allowances - 100% on qualifying childcare
premises) exist to encourage employers to get involved in the
provision of childcare facilities. The capital allowances are
available to owner-occupiers or investors but not to property
developers. A qualifying premises must be involved in the
provision of a pre-school service and comply with childcare
regulations.
Where the employer is involved in the on-going financing and
management of the childcare centre, employees are not
subject to benefit-in-kind on the expenses incurred by the
employer on the provision of childcare services in the
qualifying premises. The employer must be actively involved
in financing and managing the facility and not simply
subsidise the employees' childcare costs.
In addition to tax and grant issues, there are many other
compliance factors in setting up and running a childcare
centre. These include planning permission, Health Service
Executive regulations, childcare regulations and fire
regulations.
A variant of providing childcare facilities is where an employer
pays for emergency childcare in existing childcare facilities.
This service operates as a safety net when the employees' own
childcare service fails to deliver. Payment for one childcare
place is sufficient to cater for 250 employees.
Having selected the most suitable option, the employer needs
to write down in a simple document the company policy so
that employees know where they stand and know they will be
treated fairly. The written policy statement spells out what is
available and to whom and what procedure is to be followed
for the employee to avail of the measure(s). Employers and
employees need to continuously align and follow the
procedures laid down under the legislation related to
maternity.
page 3
The legislation covers all pregnant employees, employees for a
period of 14 weeks after they have given birth and 26 weeks
where the employee is breast-feeding, provided the employee
has informed their employer of their condition.
The legal provisions on maternity in employment are
contained in the Maternity Protection Acts 1994 and 2004, the
Unfair Dismissals Acts 1977 - 2001 and the Safety, Health and
Welfare at Work (pregnant employees) Regulation 2000.
1.2 Conclusions
Employers need to be very aware of and follow legislation and
procedures affecting maternity not only in respect of leave
entitlements but to health and safety matters, unfair dismissal
and legislation related to flexible work arrangements.
to the employee's circumstances and avoid a one-size-fits-all
approach.
Employees may need assistance drawing up a business case to
submit to their employer.
Policies and procedures are only part of an employer support
measure. Approachability of managers, good employeeemployer communications, employee-employer trust and
embracing a culture of change are also key elements of
success for a supportive childcare employer.
Employer-employee trust may require a pre-defined tenure
before an employee becomes entitled to certain flexible work
arrangements.
Transferring good practice across organisations would be
supplemented greatly by shared learning groups
understanding what employers are and can do.
There are many examples of very significant benefits to
employers embracing childcare support measures including
enhanced image, reputation, lower costs of recruitment,
retention and training, reduced absenteeism and increased
motivation.
There is an opportunity to set up and run a good practice
award scheme in relation to childcare in the Republic of
Ireland.
There is a wide range of measures being taken by employers
to help parents meet their childcare and work responsibilities.
Many employers exceed the statutory requirements in relation
to maternity.
County Childcare Committees should also compile examples of
and highlight what various size companies are doing in
relation to supporting childcare.
The most feasible options for small- and medium-size
companies are likely to be flexible working arrangements and
measures related to the provision of information.
Flexible working times are likely to be part of the provision of
large companies but the provision of childcare facilities or
contracting existing childcare facilities are also likely to be
more relevant for large companies.
IT enables the implementation of more flexible working
arrangements. IT combined with flexibility may be the key to
future competitiveness.
The employee needs to take some of the responsibility and
initiative in presenting a business case to the employer that
meets their childcare needs and the employer's business
needs. This offers the opportunity to customise the measure
page 4
2
Background and Introduction
Female participation in the labour force is currently at the EU
average of 56% while in the 25-29 age group it is 80%. The
expected growth in female participation in the labour force by
2011 is 218,000 (IBEC, 2005). As a result the number of
children in childcare will increase by 27% over the same
period from today's level of 146,000.
Childcare continues to be an issue of affordability and
availability for Irish workers. A recent survey on childcare
issues reported in a recent Small Firms Association newsletter
found that:
50% of people spend between €500 and €1100 per
month on childcare
96% of respondents do not have access to childcare
facilities in work
69% of employees would leave their current employer if
offered a similar job by an employer with childcare
facilities, even if it meant taking a salary cut
29% rely on their family and relations for their childcare
needs
THIS PUBLICATION SETS OUT:
Options for employers to support their employees;
The business case for employers to support their
employees in meeting the challenge of childcare and
work responsibilities;
Grant and tax incentives to help employers provide
supports;
Case studies of measures that small, medium and large
employers in Ireland, UK and USA are taking;
The main legislation affecting the area (see Appendix 1);
Sample policies and procedures for companies to adopt
or adapt to their own circumstances (see Appendix 2)
and
Useful contacts and sources of information (see
Appendix 3).
While the Government is spending large sums of money on
the issue, there is need for more action by all the stakeholders
to advance the provision of childcare facilities and support
services. In order to grow the involvement of employers
supporting their staff childcare needs, four Dublin area
Childcare Committees (Dublin City, Fingal, South Dublin and
Dun Laoghaire Rathdown) came together to produce an
up-to- date publication outlining options available to
employers in relation to childcare.
CollierBroderick Management Consultants were engaged to
conduct the research on behalf of the Childcare Committees.
The research comprises a review of reports, websites, face-toface and phone interviews. Information on large companies
and overseas companies was easier to find than information
on small companies, particularly in Ireland.
page 5
3
Employer Childcare Options
3.1 Introduction
The Irish workforce is set to grow up to 2011 and female
participation in the labour force is also set to increase in this
period. Employers who have a childcare 'string to their bow'
(over and above statutory requirements) have the edge over
other employers in attracting applicants and retaining staff
with childcare responsibilities.
Employers who support their staff balancing their childcare
with their work responsibilities are more likely to have a
competitive edge attracting staff with specialist skills. These
specialist skills can be key to maximising the use of resources.
Contact details for all county childcare committees are
available from www.omc.gov.ie and are also provided in
Appendix 3.
Employers may consider providing information such as:
Information
List of Childcare Providers
Booklets on how to select a
childminder/facility
Employers who provide childcare support increase the chances
of women returning to work after maternity leave.
There is a wide range of options open to employers in relation
to supporting employees balance their work and childcare
responsibilities and these are elaborated on below. Some
options, such as provision of information and flexible work
arrangements, are relevant to all sizes of employers while
other options such as the provision of childcare facilities are
likely to be more relevant to larger employers.
Tips sheets
Breastfeeding
Sources
County Childcare
Committee
websites/offices
IPPA - The Early
Childhood
Organisation:
www.ippa.ie
Childminding Ireland:
www.childminding.ie
Health Service Executive
www.healthpromotion.ie/
breastfeeding
3.2 Informational
Employers may consider running seminars or workshops with
specialist speakers on topics relevant to their employees.
These topics will vary depending on the age profile of the
employees' children and range from having a baby to dealing
with difficult teens. Expert advice and guidance may be made
available to employees through '1800' numbers.
All employers, regardless of size, can offer staff information on
childcare which can be done by establishing links with County
Childcare Committees.
Private providers also offer consultancy services to employers
to help their staff identify the best solution to their childcare
requirements.
The 33 County and City Childcare Committees (CCCs) were set
up in 2001 to encourage the development of childcare locally.
As part of the National Childcare Investment Programme 2006
- 2010, the CCCs offer a wide variety of services and can
provide information and advice, including:
3.3 Resource and Referral
information on local childcare committees
setting up your own childcare business
training courses for those considering a career in childcare
applying for grants under the NCIP 2006-2010
training and other supports for childminders in the home
Resource and Referral is a service that offers information,
advice and referral to parent staff regarding their childcare
needs. Some large companies employ a childcare co-ordinator
and others buy the service from outside providers. This may
include the provision of information on childminders in the
area or a much broader range of information. The provision of
information and referral is an attractive option for employers
who are not in a position to provide more direct support.
page 6
3.4 Flexible Working
Flexible work arrangements are very relevant and useful
measures that can be used to support staff with childcare
responsibilities. These measures can be used to help:
Phase a new mother back into work after maternity
leave
Cater for parents who have to drop off and collect
children from school and look after them during
school holidays
Allow staff to fit in their work around childcare
and school arrangements
Help parent staff be more focused at their workplace
There is a wide range of flexible working options. The
following is a list of the most common ones:
Part-time working
Flexi-time
Job sharing and job splitting
Home working / Teleworking
Term time or school hours working
Compressed hours (e.g. 4.5 day week or 9-day fortnight)
Career breaks or sabbaticals
3.5 Part-Time Working
Part-time work is generally defined as less than the 5 days per
week or less than the normal 38 hours per week. Various
pieces of research shows that part-time work is more common
for women than for men.
The benefits to the employer include retaining valuable
employees who would otherwise be lost, reduced absenteeism
as a result of challenges of childcare and an ability to meet
variations in work loads.
On the other hand, there is a greater demand on supervisory
or management time to control work and there is lack of
continuity.
The Protection of Employees (Part-Time Work) Act 2001
provides that the extent to which any condition of
employment is provided to a part-time employee shall be
related to the proportion of the normal hours of work of a
comparable full-time employee.
3.6 Flexi-time
Flexi-time systems operate on the basis that the employee
works on average a standard number of hours per week, but
may vary the time worked on any particular day or week as
long as the standard number of hours are worked. Usually,
there is a core number of hours worked, e.g. from 10 am to 4
pm and the individual may work a number of hours above or
below the normal working hours.
The advantage to the employer is that the employee is less
likely to be absent due to family reasons and also there is
likely to be less over-time. Employees can drop off and pick
up their children and enable children to participate in extra
activities.
The disadvantage relates to communication difficulties
outside core hours and the cost of administration. There may
also be resentment from staff excluded from the scheme.
3.7 Job Sharing and Job Splitting
Job sharing involves dividing one full-time position into two
or more positions while retaining all the rights and privileges
attached to the full-time position. Typically, jobs are divided
into alternative weeks, two equal periods of two and one halfdays per week or mornings and afternoons.
The main benefit to the employer is improved staff
motivation. The employer is likely to incur increased
supervision and administration costs.
page 7
a decrease in the “warm up costs”. Longer workdays may
result in fatigue and as a result a decrease in job performance.
Furthermore there is the challenge of providing cover on the
days when the employee is off.
The employees get to spend quality time with their children
and keep in touch with their careers.
3.8 Home working / Teleworking
Home working and teleworking often go together and describe
a situation where a person works from a home base. Rather
than commuting to an office, the person uses information
technology to communicate and conduct their work.
Where both parents are working and have compressed hours,
they can be available for their children on a number of days
mid-week.
3.11 Career Breaks
The employer has the benefit of accessing skills from
anywhere or from applicants with a mobility problem. Facility
costs are less, as there is less expenditure on rent, heat, light
etc. Managing home and teleworking poses a new challenge
for performance monitoring. There may be some additional
costs providing the technology to enable teleworking.
This entails a period of unpaid leave for a specific duration.
This can be for a short period to allow employees to travel
abroad, undertake voluntary work of complete further
education. Sabbaticals can be for longer periods of between 1
and 5 years.
The employees have flexibility in meeting their childcare
needs by being second-line management of their childcare at
home and adapting their working times to blend in with their
children's timetables and being able to cater for various short
notice events such as in-service teacher training.
The employer benefits by retaining experienced staff that
gains experience and or new qualifications. The change can
be disruptive, imposing extra work on the remaining staff and
there are costs of training the temporary staff and the staff
member on return.
3.9 Term-time or school hours working
3.11.1 Flexible Working and the Law
A term-time working policy allows employees to take leave of
absence without pay for 4 to 12 weeks during the summer
months, when school children are on holidays. This leave is in
addition to normal annual leave. Typically, nine months pay is
spread over 12 months.
The Protection of Employees (Part-time Work) Act 2001 and
Fixed-Term Work Act 2003) prohibits less favourable treatment
of a part-time and/or fixed-term employee with regard to
conditions of employment.
The challenge for employers is to replace those participating
in term-time working.
3.10 Compressed Hours
This allows full-time employees to work longer days for part of
the week in exchange for shorter days or a day off each week.
For example, an employee may opt to work 9 or 10 hours per
day for 4 days in a week and take the fifth day off. There are
many variants of this, such as taking two days off every two
weeks etc.
Employers can benefit from increased opening hours of
business as a result of longer working weeks and there is also
Employees on part-time or fixed-term contracts can only be
treated differently if such treatment can be justified on
objective grounds. Objective grounds are considerations other
than the status of the employee and the less favourable
treatment is for the purposes of achieving a legitimate
objective of the employer and such treatment is necessary for
that purpose.
3.12 Setting Up Flexible Working
1. Define the Policy
Consider the various flexible work options that are available
and which of them is most suitable for you. Then write down
the policy so that employees know where they stand.
Employees will see this as fair and be reassured that everyone
page 8
is treated in the same way. The written policy doesn't have to
be a long and formal document but a simple statement. For
example:
“An employee of this company who asks to do so will be
allowed to work flexibly under one of the following
arrangements; part-time, job share or school hours only provided that such an option can be accommodated within the
needs of the business at that time.”
The policy statement needs to address such questions as:
Who is eligible to apply?
Do applicants have to be with the company for a fixed
period before they can apply?
Does it provide a clear statement in advance of the
criteria on which decisions will be made?
See Appendix 2 of this guide for sample policies.
2. Set out Request Procedures
You will need to define a clear system to allow employees to
make requests and guidance for the managers to reach a
decision on each request.
Questions such as the following will need to be addressed in
drawing up the policy:
When must employee apply?
Can the supervisor/first-line manager approve the
application?
Will the employees be invited to make a business case
for the flexible working arrangement they would prefer?
Will assistance be given to employees to make these
cases?
Methods of forwarding correspondence (phone calls,
urgent correspondence)
Dealing with calls outside core hours - hand over
arrangements, can the company contact employee during
time off?
Procedures for dealing with problems relating to flexible
working - how will the arrangements affect other staff?
When and how will arrangements be monitored?
Procedures for dealing with leave (annual, sick etc)
Procedures for dealing with training
4. Provide a Written Statement
As an employer, you are legally obliged to provide an
employee with a written statement of their terms and
conditions of employment within two months of
commencement of employment (Industrial Relation Act 19461990). Any flexible arrangements (specifying times etc), which
you have agreed, should be described here. If you have a new
agreement with an existing employee, remember to issue a
new written statement of terms and conditions.
3.13 Workplace Crèches
Employers can set up and operate a crèche in or in close
proximity to the workplace.
Prior to setting up a workplace crèche, there is a need to
investigate all aspects of the feasibility of the project. The
approach and focus of such a feasibility is outlined below and
will cover:
See Appendix 2 for sample procedures to be followed.
3. Agreement Checklist
Core hours when the employee will be at work - are
people required to clock in/out, how will time be
recorded, are employees required to be at the workplace
at certain times during the week?
page 9
.. continued next page
Market Feasibility
This includes a survey of staff to establish needs for a
workplace crèche. A sample questionnaire that could be used
to establish needs is given in Appendix 4. Other data such as
the age profile of the staff will need to be considered when
reviewing the potential market for the facility. If the market
feasibility proves positive, a financial feasibility study is carried
out.
Financial Feasibility
The financial feasibility examines the full costs of setting up
and running the facility. The task of identifying a site or sites
is a critical success factor. The source of funding for the set-up
costs and the price which staff are willing to pay will be key to
the financial feasibility of the workplace crèche. Attention to
detail is imperative so that all costs such as art and craft
materials are considered, as well as the more obvious ones
such as insurance, staffing ratios etc. The cost of
establishment of a 70-place childcare facility is in excess of
€1m.
Operational Feasibility
The operational aspects of the feasibility study will examine
models of running the service such as contracting professional
childcare providers to run the service compared to engaging
staff directly. Contact with the Health Service Executive, the
fire services, etc. would be worthwhile at this stage of the
process.
If the employer provides a childcare facility on their own or
with a partner and the employer is wholly or partly
responsible for financing and managing the provision, then
this is not treated as benefit-in-kind to the employee for tax
purposes. Care needs to be taken to make sure that your
business meets the criteria and some more detail is given on
this in Section 5 of this guide.
Outsourcing
The high capital cost is likely to be prohibitively expensive for
most employers. Some companies provide the premises and
finance start-up costs and engage a professional childcare
provider to operate the service. Companies that have multisites may have a crèche at their headquarters or in a few of
their sites and supplement these by buying/reserving places at
existing childcare centres.
3.14 Buying / Reserving places
Employers can buy or reserve a number of places at existing
childcare centres for their employees. Where a high
percentage of employees have children of school-going age,
employers may have issues with absenteeism after schools
close or during school holidays. Where this is the case, the
employer could pay for the child to attend an after-school
club and/or attend a summer camp.
A survey of 153 companies in the US showed that the familyfriendly practice that produced the most positive impact in
terms of increasing satisfaction and morale for staff and in
increasing commitment, productivity and participation was
the introduction of subsidised emergency childcare,
particularly in the employees' own home.
3.15 Setting up a Shared Childcare Facility
One option, which is more suitable than setting up their own
childcare facility, is for small- to medium-size companies to
set up and run a childcare facility as part of a consortium.
Each member of the consortium is responsible for only some
of the places.
In the late 1990s, local development companies in Kerry and
Galway tested the feasibility of setting up and running a
childcare facility involving a consortium of employers and the
lessons from these demonstration projects are shown in the
following table:
Challenges
Critical Success Factors
Time to negotiate and plan
Local development Project
Manager to drive the project
research and development work
or childcare provider negotiates
and plans
Commitment from all parties
from the start
Commitment from senior
management of participating
companies
Key people may leave the
company
Get organisation agreement at
the highest level
Higher priorities emerge
Companies not moving at same
pace in relation to needs
analysis, consultation, agreement
and commitment
Provide the necessary
questionnaire, approach,
methods, information, notices
etc.
.. continued next page
page 10
.. continued from previous page
Challenges
Critical Success Factors
Identifying a suitable site and
planning permission
Potential set-up costs and also
rate per child to make it viable
Indicative commitment on
money from outset and prefeasibility work on likely costs
to parent
Legal structure
Ownership and exit
mechanisms
Sufficient spaces to cater for
varying needs of parties over
time, may be only a “drop in the
ocean” of the number of
children
Allocation of childcare places
Imbalance between those paying
for most and least places
Clear policies in relation to
allocation of spaces
Changing age profile of
employees
Spread of companies will
reduce this
The table shows there is a wide range of factors influencing the
success of setting up a childcare facility as part of a consortium.
page 11
4
Grants
4.1 Equal Opportunity Childcare
Programme 2000-2006 and National
Childcare Investment Programme
2006-2010
The Equal Opportunity Childcare Programme (EOCP) 20002006, which is administered by the Department of Justice1 ,
facilitates further development and expansion of childcare
facilities. The National Childcare Investment Programme 20062010 was announced on December 7th 2005 and came into
effect on January 1st 2006. This succeeds the Equal
Opportunity Childcare Programme 2000-2006.
The EOCP will continue to be operational in parallel with the
new Programme until all applications on hand are processed
and commitments are honoured and the drawdown and
verification of existing grant allocations are fully complete.
4.1.1 Self-Employed Childcare Providers
until December 31st 2007. These groups will be free to apply
under the new staffing lines approximately 6 months prior to
the end of their EOCP funding term.
4.1.3 Private Sector Childcare Providers
Under the new capital grant scheme, applicants may apply for
grant assistance of up to €100,000 towards the capital cost of
developing a childcare service facility in an area where there
is a demonstrated childcare need. An applicant may apply for
more than one grant under this scheme, provided the
subsequent childcare facilities are in different catchment areas
and subject to an overall ceiling of €500,000 per applicant. In
each case, the applicant must provide at least 25% of the total
funding required for the project.
Work on the project must not commence before the applicant
has been notified of the decision on their application.
4.1.4 Other Capital
A capital grant scheme is available for self-employed childcare
providers, catering for (1) not more than 20 children at a time
and (2) for over 20 children. This scheme provides support
towards the building, renovation, upgrading and equipping of
childcare facilities.
4.1.2 Community-based
A capital grant scheme is also available to communitybased/not-for-profit organisations for the establishment,
renovation or upgrading of childcare facilities. Groups may
apply for grant assistance based on a demonstrated childcare
need in the area. The number of places which the group
proposes to provide will determine the level of funding.
Under the new capital grant scheme in January 2006, the
maximum grant payable per project is not expected to exceed
€1,000,000.
Arrangements are being made for the introduction of an
improved capital grant scheme to assist childminding services
and a new capital grant scheme to assist parent and toddler
groups.
Further information on the above grants is available from
Childcare Directorate, Department of Justice, Equality and Law
Reform, 72-76 St. Stephens Green, Dublin 2, lo-call: 1890 20 90
30 or alternatively by e-mail at [email protected];
website www.omc.gov.ie or from Pobal (formerly known as ADM
Ltd.) at 01- 2400727; website www.pobal.ie
In addition, staff grant assistance is also available to
community-based/not for profit organisations with a strong
focus on disadvantage. The staffing grant commitments made
to the community-based groups under the EOCP will continue
1Pobal (formely known as ADM Ltd) will continue to implement the day-to-day operation of the EOCP as well as taking on this role under the Childcare Programme 2006 - 2010
page 12
5
Tax Allowances
5.1 Introduction
and
The 1999 Finance Act introduced two provisions relating to
childcare:
- The Child Care (Pre-school Services) Regulations 1996 (S.I. No.
398 of 1996) are complied with fully.
Exemption as benefit-in-kind for tax purposes of certain
5.2.1 Qualifying Premises
childcare facilities provided by employers for their
employees (Section 34 Finance Act 1999)
Capital allowances for buildings used for certain childcare
purposes (Section 49 Finance Act 1999)
The premises may be provided solely by the employer, in
partnership with or by someone else. However, the employer
must be wholly or partly responsible for financing and
managing the provision of the service.
These were amended by the Finance Act 2000 and 2001.
5.2.2 Financing
5.2 BIK Exemption
There must be a commitment by the employer to fund the
facility or provide it with capital. Examples of this would be
funding of the construction or refurbishment of the premises
and equipment, staff salaries etc.
The provision of childcare facilities by employers are not
treated as benefit-in-kind for tax purposes where
Facilities are made available solely by the employer
Facilities are made available by the employer jointly
with other persons and the employer is wholly or partly
responsible for financing and managing the provision
of the childcare service
or
Facilities are made available by any other person or
persons and the employer is wholly or partly responsible
for financing and managing the provision of childcare
service
It is not sufficient to simply pay for places in a crèche or
nursery run by someone else.
5.2.3 Managing
It is not necessary for the employer to manage the day-to-day
operations of the facility or have direct responsibility for the
care of the children.
The role envisaged for the employer in managing the facility is
at a strategic level such as:
Overall policy of the facility
Appointing and monitoring the performance of
personnel engaged to look after the children
Allocation of spaces, and
Financial control and management.
5.2.4 Benefit to the Employer
Employer's PRSI
If the conditions outlined in Sections 5.2.2 and 5.2.3 are
satisfied, then the provision of childcare/crèche facilities to
page 13
employees is exempt from Employer's PRSI. A saving equal to
the Employer's PRSI on the benefit provided to the employee
is made. The benefit is the difference between the cost to the
employee and the open market rate for the service provided.
Capital Allowances
Capital allowances are available to employers that have
taxable income. The capital allowances can be offset against
income from the childcare centre and other income. Section
5.3 elaborates on the use of capital allowances against taxable
income.
5.2.5 Benefit to the Employee
If the conditions outlined in Sections 5.2.2 and 5.2.3 are
satisfied, then the value of childcare services to the employee
is not subject to Income Tax, PRSI or Health Contribution. The
benefit could be savings of 42% Income Tax, Employee PRSI
and Health Contribution on the cost of the childcare facilities
to the employee.
5.3.2 Impact of Capital Allowances
Employer (Company)
Employer A Ltd constructs a childcare centre for €500,000
(excluding site costs) and leases it to a childcare operator for
€20,000 per annum. Employer A Ltd has other income of
€100,000 per annum.
Tax relief available to Employer A Ltd. is:
Year 1
€
Qualifying Expenditure
500,000
Capital Allowances
500,000
Employer A Ltd Annual Income
120,000
Capital Allowances
(500,000)
Excess Capital Allowances
380,000
5.3 Capital Allowances
Employer A Ltd’s annual income comprises of income from
leasing the childcare centre to the childcare operator and the
profits of the immediately preceding accounting period. The
remaining unused capital allowances can be carried forward
and used against the rental income of Employer A Ltd.
5.3.1 Introduction
Employer (Individual)
Capital allowance is a method of tax depreciation used to
reduce taxable trading income over a set number of years.
Employer B Individual constructs a childcare centre for
€500,000 (excluding site costs) and leases it to a childcare
operator for €20,000 per annum. Employer B Individual has
other income of €120,000 per annum.
Accelerated capital allowances at a rate of 100% are available
in the first year on childcare facilities which meet the required
standards for such facilities, as provided under the Childcare
Act 1991 and the Child Care (Pre-School Services) Regulations,
1996. The relief is available to all childcare facilities whether
provided by employers or commercial childcare operators. The
relief is available to both owners of facilities and investors
who wish to invest by way of leasing arrangements. The
allowances apply in respect of expenditure incurred on and
from December 1st 1999 on the construction, extension or
refurbishment of childcare facilities. Expenditure incurred on
the conversion of a building to a qualifying childcare facility is
also eligible for relief.
These capital allowances are also available as 15% for the first
6 years and 10% in year 7.
Tax relief available to Employer B Individual is:
Year 1
€
Qualifying Expenditure
500,000
Capital Allowances
500,000
Employer B Individual Rental
Income
20,000
Capital Allowances
(500,000)
Excess Capital Allowances
480,000
Salary
120,000
Excess Capital Allowances
Restricted
31,743
Taxable Salary
88,257
Excess Capital Allowances Carried 448,257
Forward
page 14
As the qualifying expenditure is incurred by an individual who
is a passive investor (i.e. an investor who lets the property to
an operator or an individual who is not an active partner in a
partnership operating the childcare facility) then the
maximum excess allowance (over rental income) is restricted.
The maximum amount, which may be set against other
income of passive investors in respect of expenditure on
certain buildings is €31,743. The remaining unused capital
allowances can be carried forward and used against rental
income of the Employer B Individual.
Childcare Operator
Tax relief available to Childcare Operator is:
Year 1
€
Qualifying Expenditure
500,000
Capital Allowances
500,000
Income from Childcare Centre
50,000
Capital Allowances
(500,000)
Excess Capital Allowances
450,000
The excess capital allowances can be used against other
income in Year 1 and any unused capital allowances can be
carried forward, to be offset against income from the
childcare facility in the following years.
Childcare Operator constructs a childcare centre for €500,000
(excluding site costs). Childcare Operator has income of
€50,000 from the childcare facility.
page 15
6
Case Studies (Large)
6.1 Northbrook Technology of Northern
Ireland Ltd (NI)2
6.1.4 Benefits to Employees
Mrs. Kelly's children are delighted to be collected from school
by their mother. They can now become involved in outside
school interests such as music tuition and sports.
6.1.1 Background
Northbrook Technology of Northern Ireland Ltd (NTNI) is a
subsidiary company of a US software company Allstate
Insurance Co. Located in Belfast City, it has 791 employees,
28% of which are female.
All requests for flexible work hours for childcare have been
approved. Employees using family-friendly policies are more
content as they have less stress due to a better balance and
quality of home and work life.
6.1.2 Measures
6.2 INTEL IRELAND (ROI)
NTNI introduced a number of family-friendly policies, which
later formed the basis of its award-winning Work/Life Balance
strategy. These include:
6.2.1 Background
Intel Ireland is a multi-national IT manufacturer with facilities
and offices and approximately 4,000 employees in Ireland.
provision of a baby car seat for all new parents
baby gift hampers
enhanced maternity and paternity leave
flexible working
6.2.2 Measures
Intel Ireland operates the following childcare programmes:
One example of a flexible work schedule in NTNI is where an
employee, Mrs. Kelly proposed a personal work schedule
which permitted her to retain a full-time career by finishing
work each day at 2.30 pm. This enabled her to collect her
children from school and take them home. On Tuesday,
Wednesday and Thursday evenings, she returns to the office at
8.00 pm and works until 11.30 pm.
Family links - is a referral and information service to
provide consultation, information and assistance to employees
seeking help with their childcare needs. Employees make
contact with the company's Family Links Co-ordinator who
works through various options. Employees can also find
information on education, community, entertainment and
childcare on the Family Links web page.
6.1.3 Benefits to Employer
Monthly Parenting Bulletins - these comprise papers
The benefits to Northbrook are that the late evening hours
overlap with the US workday. Mrs. Kelly, who works in the HR
division, is available to deal with any issues that arise in the
Northbrook call centre which is open until 11 pm. Mrs. Kelly
also has three evenings of uninterrupted time to dedicate to
report writing and other work that cannot be done effectively
during the day due to a constant stream of meetings that are
typical of the HR role.
Northbrook had an attrition rate well below industry average
between 1995 and 2002 (4-9% vs. 26%). Its absenteeism rate
reduced from 14.3 days in 1991 to 3.2 days now.
on various child topics written by a parenting expert and
clinical psychologist. They are made available through Family
Links Web and also in hard copy, which is sent to all
employees monthly.
Parenting and Dependent Care Seminars - every
quarter, the company runs at least one seminar covering
relevant topics on parenting and dependent care. Recent
seminars covered topics such as coping with teenagers and
child behaviour.
2Source: Employers for Childcare
page 16
Summer Camps - Intel Ireland runs summer camps for
children (age 5 to 12 years) of employees. The camps are run
to assist employees with childcare during the summer months.
These are all-day programmes from 8 am to 6 pm during 4
weeks of the summer holiday. This is the fifth year running
the summer camp.
What the employees have to say:
Baby hampers - the company sends a gift of a baby
Kids to Work Days
'Thank you to the team who organised and co-ordinated the
kids-to-work day last week. The kids thoroughly enjoyed it
and thought all the activities were excellent.'
hamper to congratulate employees on the birth or adoption of
their baby.
Kid to Work Days - twice a year, employees are invited to
bring their children to work to become familiar with their
work environment. It also helps the children to discover how
the subjects taught in school are applied in the workplace.
Childcare Development Fund - this comprises a sum
of money which was allocated to develop and enhance
childcare facilities in the Greater Dublin area. The money was
used to provide additional facilities (montessori rooms/baby
rooms, outdoor play area), after school service etc.
In addition to the above programmes, Intel offers the
following:
Baby Hampers
'Thought the baby hamper was very good, lovely good
quality items, chocs, jigsaw and jumper, was really pleased. '
Kids Summer Camp
'Camp KOOL is the best and I mean 'the best' camp ever...'
'I really enjoyed the Camp, it's the best I've been to.'
Kids Summer Camp
‘Christmas Panto is far superior to the old kids Christmas
parties. Fantastic……… Oh, no it isn't……oh, yes it is!'
6.3 The Penguin Group (UK)
6.3.1 Background
Penguin is a large private sector company based in the UK
and is engaged in book publishing. Penguin has a strong
ethos about positive parenting. The company has 1,200
employees and 67% are female. 10% are likely to be pregnant
or on maternity leave at any one time.
Job sharing
Part-time Work
Telecommuting / Home-working
Flexible Start Times and
Leave of Absence for educational and personal reasons
Kids' Christmas Panto etc.
The Penguin Group won Family Friendly Employer of the Year
Award 2004.
6.2.3 Benefits to Employer
Retain valued employees
Family-friendly brand for recruitment
More motivated and committed staff
6.2.4 Benefits to Employees
Parents receive information and advice on challenges
and issues related to child rearing
Parents can re-integrate gradually after maternity leave
Approximately 5% of employees avail of the flexible
work arrangements
page 17
engaged in manufacturing. The European Board targets a 5%
improvement in employee satisfaction every 2 years. Sites
develop their own action plans to achieve this objective.
6.3.2 Measures
Penguin measures to ensure that parents get as much time
with their children as possible include:
6.4.2 Measures
30 days annual holiday leave
extra time off for new mothers
four weeks paid paternity leave for new fathers over the
first four years of a child's life
up to 15 days compassionate leave for days when
children or their carers get sick
positive approach to all requests for part-time work and
flexi-time work whenever feasible
6-month career break available for family or
developmental reasons
pay up to £95 per month childcare allowance towards
the cost of pre-school children
children of staff get invited to parties and book
launches
6.3.3 Benefits to Employer
Retains valuable employees
Retains staff who are very determined - employees
complete an average of 5 years service
Low level of absenteeism (1.6%)
High level of satisfaction with the employer's approach
to work-life balance
Positive external publicity about their work ethos
99% of women return to work after maternity leave
6.3.4 Benefits to Employees
Staff know they can leave to have a child and there will
be support and a job for them when they get back
The overall approach is to be open and approachable to
employees and to meet individual as well as business needs.
Management is happy to accommodate changes in working
hours where possible and staff are encouraged to discuss
requests to work flexible hours with HR.
The company has provided an on-site child co-ordinator two
days per week to help employees find suitable childcare. The
childcare co-ordinator also maintains a childminding network
and helps parents find places in local nurseries. The company
subsidises children while they are with childminders and
retains a place for a parent returning from maternity leave.
The company also covers the cost of childminders' insurance,
membership of the National Childminding Association and
training courses.
The company also makes a contribution to a play-scheme for
school-age children which operates during all holiday periods.
The play-scheme, which is open to all employees and on-site
contractors at Elida Faberge is run in partnership with other
local employers including Agfa Gaevert and West Yorkshire
Police.
6.4.3 Benefits to Employer
Retain valued member of the workforce
Speeding the process of staff returning to work after
maternity
6.4.4 Benefits to Employees
6.4
Elida Faberge Ltd (UK)
6.4.1 Background
Elida Faberge, based in Leeds, is part of a European business
Subsidised childcare
Priority in local nurseries given to children referred from
employees at Elida Faberge
Ease identifying quality childcare
page 18
6.5 101 Great Ideas from Best Large
Companies in USA3
6.5.1 Training / Information / Advice
EMPLOYERS PROVIDE:
Advice
• 24/7 telephone and online support programme for
employees who need help resolving work/life conflicts
• 24-hour hotline and a website on topics like choosing a
summer camp
• 24-hour nurse hotline provided by Mayo Clinic
• Personal parent coach to help mothers via phone and
internet with everything from getting newborn to sleep to
communicating with teens
• Five free counselling sessions if families hit a rough patch
during teenage years
• Assessing non-company childcare services
• For female employees exploring problems encountered in
balancing work and home life
• Pregnancy
Information
• Seminars on internet safety for kids, raising kids with high
self-esteem, effective communication, risk behaviours,
mother-daughter book-club, smooth transition from work
to parenthood and back again, having a new baby,
balancing work and family, dealing with difficult teens,
parenting classes
• Finding non-company childcare services
• Summer teens volunteer programme designed to give older
kids a look at career opportunities
• Webcasts and experts available through 1800 numbers to
assist employees with related topics
6.5.2 Expectant Mothers
EMPLOYERS PROVIDE:
• $5,000 to $10,000 towards adoption-related expenses per
child
• Up to $20,000 for in-vitro fertility procedures
• Infertility treatment (up to three rounds of in-vitro
fertilisation and artificial insemination)
• A new baby kit complete with baby seat, bib and pregnancy
books
• Pre-natal exercises at on-site wellness centres
• Materials on pre-natal care
• Every three months hold a baby shower to say
congratulations
• Free or discounted perks such as pregnancy massage
6.5.3 New Mothers
EMPLOYERS PROVIDE:
• Basket of goodies with nappies, bibs, thank-you notes,
infant clothes and supplies
• Complimentary take-home meal from the restaurant
• Laptop computer to use at home during their time off
6.5.4 Lactating Mothers
EMPLOYERS PROVIDE:
Training
• Safe sitters programme to teach teens rescue skills and
basic first aid
• Workshops on stress management
• Six week FIT KIDS programme for pre-teens on healthy
eating and fitness habits
• Courses on kiddie kick-boxing
• Training network for parents
3 Examples of measures taken by specific USA companies are shown in Appendix 5
•
•
•
•
Phone consultations with lactation specialists
Access to lactation consultants 24/7
Breast-feeding counselling
Private pumping rooms equipped with recliners,
refrigerators, sinks, internet connections, phones, light
dimmers, comfortable chairs, rocking chair, ergonomic
chairs, electric pump, corkboard for posting baby pictures
• Buddy programmes linking employee mothers who have
nursed with working mothers who have just started
breastfeeding
page 19
•
•
•
•
•
•
•
Lactation support network
Portable professional-grade breast pump
Information packet
Contribution to purchase of a breast pump
Contribution to rental of a breast pump
Extra pump kit accessories
Discounts on lactation supplies
6.5.7 Leave
EMPLOYERS OFFER:
6.5.5 Return to Work
EMPLOYERS ALLOW:
• Staff to phase back into their jobs (in one case can spend 8
weeks phasing back on a part-time basis)
• Re-integration to use flexi-time, compressed weeks and
telecommuting to return to work gradually after maternity
leave
• Provide a 3-week orientation for those out for more than 6
months
• Request work in a virtual office i.e. work at home full-time
with equipment provided by the company
6.5.6 Suite of Flexi-time Policies
• 26-week maternity leave
• Mothers the opportunity to take 2 weeks paid leave
before due date and 6 weeks after
• 6 to 13 weeks paid leave
• Fathers can take 3 paid weeks anytime within the child's
first year
• New fathers and adoptive parents get 8 weeks paid leave
• 26-week unpaid family leave for paternity, adoption,
placement for a foster child
• New parents including adoptive parents, with at least 1
year service, 52 weeks of job guaranteed time off
• Shared Leave Bank which allows employees to donate days
off to one another
• Mothers encountering any post-baby complications
additional short term disability leave with pay
• Employees up to 5 days of family sick leave per year
• New mothers and fathers 12 weeks of job guaranteed leave
beyond the legislated 12
• Extended personal leave of up to 52 weeks for reasons such
as taking care of a family emergency
EMPLOYERS:
• Install a new phone system that automatically forwards
office calls to any phone including employees home lines
• Allow compressed workweeks year round or for just a few
months e.g. 4 x 10 hours, 3 x 12 hours, alternate 7 day
weeks, allow workers leave early on Friday
• Allow job sharing and part-time options (one company uses
the web to assist in finding potential job share partners) one company allows 2 to 6 hours per day and start and
finish when you like
• Allow school hours only with no summers
• Allow 3-month sabbatical with only 5-year service i.e. fully
paid for the first month and partly paid for months 2 and 3
• Allow alternative start and finish times (start as early as 6
am and leave as early as 3 pm)
• Increase number of weekend positions
• Allow telecommuting
• Give one day per year that can be taken without notice
• Allow working a few hours at the weekend in order to be
available for after-school activities
• Allow access to intranet portal from outside the office
6.5.8 Childcare Services
EMPLOYERS PROVIDE:
• Parent employees on or near site day care facilities with
part-time, full-time and back-up programmes
• Discounts (10%) at back-up childcare centres
• $50 a day for 20 weekdays and unlimited weekend of backup care
• 100 hours back-up care per year at $2 per child for drop-in
and $4 per child for in-home care
• Re-imburse the child care expenses of employees who work
overtime on urgent projects
• 24-hour care giver on-call service for in-home childcare at
$25 per day
• Childcare benefits to grandchildren
• 90% of the costs for up to 10 days in-home or centre-based
back-up services
• Before and after school and holiday and summer
programmes
• Subsidies of up to 45% at two on-site childcare centres
page 20
• Resource and referral service
• Company athletic clubs as a back-up care facility where the
children can play basketball, swim or do arts and crafts
• Summer camps onsite or similar re-imbursements for kids
in other programmes
• 10% match for employees' dependent-care flexible
spending accounts
• Parents' nights out babysitting twice a year
• Day care centres to staff on a sliding scale and employees
who use alternative childcare receive a subsidy of $1,040
per year
• Employees with the opportunity to view their kids at play
from their desktops
• Virtual childcare programme including 80 hours of free inhome child care, back-up care and discounts at area
centres, summer programmes, referrals and flexible
spending accounts
• Ten slots for emergencies at a local day care centre
• Separate on-site sick childcare centre with nursing services
• Local school guarantees enrolment of children of company
employees
page 21
7
Case Studies (Medium)
7.1 Botanic Inns (NI)
7.1.4 Benefits to Employee
7.1.1 Background
Botanic Inns is in the hospitality industry in Northern Ireland
and employs between 100 to 150 staff. In recent years, it set
about putting in place a childcare strategy to retain many of
its skilled and valued employees that were starting to take on
caring responsibilities. As a result of its childcare strategy, it
was awarded The Boss on Board Award in 2005.
There is no feeling of guilt as managers are
understanding and accommodating of certain
circumstances. Staff feel part of a family and
valued. Staff are in receipt of financial assistance
towards childcare costs.
7.2 Listawood Ltd (UK)
7.2.1 Background
7.1.2 Measures
The following measures are operated:
- Recognition of births (bouquets for parents, personalised
babygros etc)
- Enhanced paternity and maternity leave
- Maternity packs
- Flexible work arrangements (part-time, term-time, career
breaks, phased return etc)
- Annual family fun day (all employees, extended families
and friends invited to fun day and proceeds donated to
charity)
- Father's Day event
- Free family photo (for Botanic Inn parents and babies)
- Childcare Vouchers to assist working parents with the cost
of childcare
7.1.3 Benefits to Employer
There is increased staff commitment and loyalty as
indicated by the rankings in The Sunday Times Best
Companies (68th) and Financial Times Great Workplaces
(35th) in 2005. Staff short-term absenteeism has reduced
to 1.9% and Botanic Inns has improved its reputation
as an employer of choice which gives rise to attracting
a more varied workforce.
Listawood is a family business with 137 employees producing
promotional magnets, mouse mats and WoW-Mugs. Familyfriendly culture is an integral part of the Listawood business
as the company operates an open culture and value staff lives
outside work as well as looking after their customers.
In 2001, Listawood was voted UK Medium Employer of the
Year. Listawood's commercial success was also recognised by
the UK business gift trade association (PROMOTA) which gave
it the Supplier of the Year Award.
7.2.2 Measures
Flexible working is at the core of the company's philosophy to
ensure mutual respect and to encourage staff to learn and
develop.
Staggered hours, compressed working weeks, job share,
annualised hours and term-time working are all in operation
in Listawood. Approximately three quarters of the staff's
working patterns are different to the norm. Many choose to
work part-time and one-third of the managers are equipped
with laptops so they can work from home.
Maternity pay is £100 per week for 26 weeks, and there is no
problem taking additional unpaid leave. Staff are encouraged
to return when they feel comfortable.
page 22
7.2.3 Benefits to the Employer
7.3.3 Benefits to Employer
Staff are willing to give a great deal of commitment and
loyalty
Staff work with great initiative and minimum of
supervision
Staff acquire skills and responsibilities
As staff are more satisfied with their working conditions
they more readily take ownership of their work and
provide a better service to their customers. This high
level of customer service through satisfied staff gives
the company a competitive edge.
Staff are more flexible and wasted project and
management time is a thing of the past.
7.2.4 Benefits to the Employee
Staff can agree their work patterns and hours according
to their wider work-life needs
Staff are consulted in relation to work and life issues
End to long-hours culture
7.3.4 Benefits to Employee
Staff can meet their family and business needs through
the flexible work arrangements
7.3 Farrelly Facilities & Engineering Ltd
(UK)
7.3.1 Background
Farrelly Facilities & Engineering designs, installs and maintains
heating, ventilation and air conditioning systems and supplies
power wiring and controls throughout the UK. Of its 50
employees, 12% are female and 90% of them return to work
after maternity leave.
7.3.2 Measures
The following policies are operated:
• Parental leave
• Leave for children's medical leave and school holidays
• Parents' working hours are flexible to fit around childcare
and school arrangements
• Football and entertainment evenings for Farrelly staff are
encouraged
In practice
• Parents with school/nursery runs start work around 9.15 to
9.30 am and finish around 3pm
• 80% of staff take extended annual leave for school holidays
and other family matters
• Up to 85% of employees take advantage of Farrelly's
flexible working hours scheme
page 23
8
Case Studies (Small)
8.1 Calor Gas NI Ltd (NI)
8.2.2 Measures
8.1.1 Background
Individualised flexible working and leave arrangements are
agreed to suit staff requirements.
Calor Gas NI Ltd is a distributor of liquefied petroleum gas.
The business is located in Belfast and employs 72 staff.
8.1.2 Measures
One of the measures operated at Calor Gas NI is reduced
hours following maternity leave. Gillian Witherow worked for
Calor Gas Northern Ireland as a HR Officer for 4 years on a
full-time basis until she had her first child. After her maternity
leave, Gillian returned to work on a 3-day basis. Following the
birth of her second child, Gillian returned to work on a 2-day
week basis. Now that her son has settled into a nursery, Gillian
has resumed working a 3-day a week.
8.1.3 Benefits to Employer
One employee bought 24 additional days annual leave which
was deducted from her salary at two days per month so she
could spend all school holidays with her children. A maternity
returner works a three-day week for the moment, choosing
her days and hours. One father works a seven-day fortnight so
he can share childcare with his wife. Another father works a
compressed (four day) full-time week, as does the MD. Two
trainers arrive to work after they have met their childcare
needs.
Children are welcome to come into the office when staff
childcare arrangements breakdown.
Regular (3/4 times per year) checking on staff satisfaction in
relation to work-life-balance.
Calor Gas has benefited from this arrangement with
Gillian in that they have been able to keep a valued
member of staff and have not had the costs of
recruiting and training a new employee.
8.2.3 Benefits to Employer
8.1.4 Benefits to Employee
Gillian feels that by working part-time she is both more
focused at home and in the workplace. She feels that
she was allowed get the balance of work and home
right after having her two children.
8.2 Happy Computers (UK)
Open phone lines to clients for an extra half hour per
day
Unsolicited CVs from prospective employees
Employee parents are more motivated and confident to
perform their job well
Employee parents are more focused at work and
committed to the organisation
Absenteeism is reduced and retention increased
8.2.4 Benefits to Employees
8.2.1 Background
Happy Computers is a small private company engaged in
computer training and operating in London and South-East
England. The company won Employer of the Year Innovation
Award in 2003.
page 24
Flexibility
Working long hours is discouraged
Staff are judged by results, not hours worked
Emergency childcare
8.3 Fish.Net (UK)
8.3.4 Benefit to Employees
8.3.1 Background
It is flexible and work can be fitted in with caring
responsibilities for young children.
Fish.Net, is a small IT consultancy offering web-related
business services. It employs 9 permanent and 2 contract staff
and operates in North-West England.
There is a supportive culture and childcare is not seen
as a problem
It takes full advantage of its technology environment to
facilitate flexible learning.
The employee is not made feel guilty and told to take
time off as holiday.
8.3.2 Measures
8.4 Ideas From SMEs in UK
Staff can work remotely by dialling into the office computer or
those of their clients.
Staff can work flexi-hours as most of their business is project
based.
The company has a room with colouring pens and squash
where employee's older children can come after school and
do their homework or play if they need to.
8.3.3 Benefits to Employer
There is a larger pool to choose from when the
company adapts to people with child-caring
responsibilities.
8.4.1 Approaches to Flexible Working
Arrangements
Best Practice SME Employers:
• Articulate ethos of flexibility
• Apply flexible working arrangements to all staff
• Base their arrangements on individual requests
• Organise work to allow flexible working arrangements
• Formalise informal arrangements
• Engage in open and effective communication
• Overlap recruitment strategies and working arrangements
to meet the needs of the workforce recruited
• Encourage trust, responsibility and autonomy in all of the
workforce
8.4.2 Individual Balance Sheet
Employees make the business case by storing up credit (from
increased productivity, flexibility, overtime) in advance.
8.4.3 Multi-skilled Team
Employees are encouraged to become multi-skilled and
support each other in work-based teams to cover for any type
of leave. Employees learn to do other jobs by doing
sabbaticals in other's teams.
One company operated a points system whereby points were
given for low sickness, hard work, loyalty and being a good
team member.
page 25
9
Appendices
APPENDIX 1
28
Childcare legal Context
APPENDIX 2
32
Sample Policy Statements
APPENDIX 3
34
Contact Details for County
and City Childcare Committees
APPENDIX 4
38
Sample Employee Childcare
Needs Questionnaire
APPENDIX 5
Examples from Best USA
Companies
41
10
Appendix 1: Childcare Legal Context
10.1 Introduction
The legal provisions on maternity in employment are
contained in the Maternity Protection Acts 1994 and 2004, the
Unfair Dismissals Acts 1977 - 2001 and the Safety, Health and
Welfare at Work (pregnant employees) Regulation 2000.
The legislations covers:
1. All pregnant employees
2. All employees for a period of 14 weeks after they have
given birth, and
3. All employees who are breastfeeding for a period of up to
26 weeks from the date of birth provided they have
informed their employer of their condition.
10.2 Maternity Protection Act, 1994
and 2004
From March 2006, any pregnant employee is entitled to 22
consecutive weeks' maternity leave. Four of the 22 weeks have
to be taken before the end of the week of the expected date
of confinement and 4 weeks after. From March 2007, this will
be increased by a further 4 weeks which will entitle mothers
of new-born children a full six months of paid maternity
leave.
Should confinement take place 4 weeks or more before the
expected week of confinement, the employee is entitled to a
full 22 weeks beginning on the date of the birth, or the first
day of maternity leave (if she is already on leave) whichever is
the earlier.
maternity leave unless there is an agreement to the contrary
based on the terms of the contract of employment. An
employee may qualify for a Social Welfare payment/ Maternity
Benefit from the Department of Social and Family Affairs.
Social Welfare maternity is 80% of an employee's reckonable
earnings to a ceiling of €12,000. The minimum maternity
benefit for 2005 was €165.60 and the maximum rate was
€249 per week.
At the end of the maternity leave, the employee must be
allowed to return to her old job.
From March 2006, employees who have taken maternity leave
have the right to take 12 consecutive weeks additional
maternity leave if they so desire. This will be increased by
another 4 weeks in 2007, bringing the total unpaid maternity
leave to 16 weeks. There is no entitlement to social welfare
maternity benefit during this period. The employer is not
obliged unless there is an agreement to the contrary, to make
payment during the additional maternity leave.
For 2006, the combined paid and unpaid maternity leave is 34
weeks and for 2007 it is 42 weeks. In addition, there is an
entitlement to 14 weeks of unpaid parental leave as outlined
in a later section.
The Maternity Protection Bill 2003 provides for paid time off
for the mother to attend a set of ante-natal classes and for the
father to attend the last two such classes.
10.2.1 Notification
THE EMPLOYEE MUST:
Should the birth take place later than expected and the
employee has less than 4 weeks leave after confinement, the
minimum period will be extended by up to but not more than
4 weeks to ensure that she has 4 weeks after the birth.
There is no entitlement to statutory maternity leave for a
miscarriage occurring up to and including the 24th week of
pregnancy. Any confinement occurring after the 24th week,
even if it does not result in a live birth, is covered by the Act.
There is no obligation on employers to pay women on
Give the employer notice in writing, enclosing a
medical certificate confirming the pregnancy and
indicating the expected week of confinement
Give the employer notice four weeks before the
beginning of maternity leave i.e. eight weeks before
it is expected the baby will be born
Give the employer notice of additional maternity leave
page 28
Notify the employer as soon as is reasonably practicable
or not later than the date shown in Maternity Act 1994
and
at least four weeks before the day on which her
additional maternity leave is due to commence
Give the employer 4 weeks written notice of her
intention to return after her maternity leave
Furnish if requested, the birth certificate of the child
concerned or any other document establishing the date
of birth of the child.
Give the employer at least 2 weeks notice before the
first ante-natal class and appropriate documentation,
giving the dates and times of the classes, and
10.4 Adoptive Leave Act, 1995
Take additional maternity leave immediately following
ordinary maternity leave.
If an employee fails to give the four weeks written notification
of her return to work that may be a fair reason for her
dismissal.
Fathers are only entitled to maternity leave if the mother dies
while on maternity leave. In these circumstances, the father
may be entitled to the unused part of the mother's leave.
10.3 Maternity Protection (Protection of
Mothers who are Breastfeeding)
Regulations 2004
An employee who is breastfeeding and to whom Maternity Act
1994 (No. 34 of 1994) applies shall be entitled, without loss of
pay, to take one hour off from her work each working day as a
breastfeeding break which may be taken in the form of:
- One break of 60 minutes
- Two breaks of 30 minutes each, or
- Three breaks of 20 minutes each or in such other manner
and duration as may be agreed by her and her employer.
An employee who is breastfeeding shall be entitled, without
loss of pay to have her working hours reduced by one or any
combination as shown above.
Part-time employees who are breast-feeding are entitled to
the same conditions on a pro-rata basis.
The Act entitles female employees, and in certain
circumstances male employees, to employment leave for the
purposes of child adoption. The leave entitlement is for 16
weeks after the adoption takes place, but an additional 8
weeks unpaid leave may be claimed.
During the adoptive leave, all normal contractual entitlements
other than wages or salary are maintained. The Social Welfare
Acts provide the payment of an adoptive allowance for
employees taking Statutory Adoptive Leave.
At the end of the adoptive leave, the employees must be
allowed to return to their old job.
10.4.1 Notification
THE EMPLOYEE MUST:
Give the employer a minimum of 4 weeks notice
before the expected placement of the child
Give the employer notice in writing at least 4 weeks
beforehand of their intention to take additional
adoptive leave
Give the employer written notice at least 4 weeks
before the date on which she/he intends to return to
work after adoptive or additional adoptive leave
Take additional adoptive leave immediately following
ordinary adoptive leave, and
10.3.1 Notification
The employee who is breastfeeding and wishes to exercise her
entitlements must:
Furnish the employer with a certificate of placement
(in the case of Irish adoptions).
page 29
matters connected therewith. Furthermore, the Act protects an
10.5 Parental Leave Act 1998
employee who exercises or proposes to exercise a right under
This Act entitles employees to avail of unpaid leave from
employment to enable them to take care of their young
children, and for a limited paid leave (force majeure leave) to
enable employees to deal with family emergencies resulting
from injury or illness of certain family members.
the Maternity Acts, 1994 and 2004, to any form of protective
Parental leave may be taken as a continuous block of 14
weeks in a 12-month period or with agreement of the
employer, broken up over a period of time. The leave must be
taken before the child is aged 5 years.
10.7 Safety, Health and Welfare at Work
(Pregnant Employees) Regulations
2000
Employees are entitled to Force Majeure leave provided it
does not exceed 3 days in any 12 consecutive months or 5
days in any 36 consecutive months. The employee is entitled
to be paid while on such leave.
The Regulations cover employees who (1) are pregnant (2)
leave or natal care absence.
The employee does not have to have 52 weeks continuous
service to be covered by the Unfair Dismissal Acts.
have recently given birth (3) are breastfeeding and who have
notified their employer of their condition.
Employers must assess any risk to the employee mentioned in
Generally, employees must have at least one year's continuous
service with the employer before s/he is entitled to take
parental leave. Where there is less than one year's service,
parental leave entitlement is on a pro-rata basis.
(1) to (3) above from exposure to a hazard. Employers are
obliged to inform employees or their safety representatives on
the results of hazard assessments carried out in accordance
with the regulations and the measures to be taken concerning
employee's safety and health.
Each parent has a separate entitlement to parental leave from
his or her job. The leave may not be transferred between the
parents i.e. the mother's leave may not be transferred to the
father or vice versa.
Employers may decide to postpone granting parental leave for
up to 6 months if it would have substantial adverse effects on
business. If that is the case, the employer must do so before a
confirmation document is signed.
If any risk is found and it is not possible to ensure the safety
or health of the employee through protective or preventative
measures, then the employer must adjust temporarily the
working conditions so that the risk is avoided.
If this is not feasible, then the employee must be given health
and safety leave.
The employee is entitled to be paid by the employer for the
10.5.1 Notification
first 21 calendar days of health and safety leave granted in
any period surrounding a pregnancy. During the remaining
THE EMPLOYEE MUST:
leave, the employee will receive a health and safety benefit
Give written notice of their intention to take parental
leave, not later than 6 weeks before commencement of
the leave.
from Social Welfare.
If the circumstances change for the employee such that she is
no longer vulnerable to the risk, then she is obliged to inform
her employer in writing as soon as is practical. If the
10.6 Unfair Dismissal Acts, 1997 - 2001
employers' circumstances change so that they can offer
suitable alternative work, then they may notify the employee
This Act protects an employee against dismissal on the
and the safety and health leave will terminate 7 days after the
grounds of pregnancy, giving birth or breast-feeding or for any
employer's notification.
page 30
10.8 Disputes Under the Acts
Disputes under the Acts go initially to a Rights Commissioner
and only on appeal to the Employment Appeals Tribunal and
may be appealed to the High Court on a point of law.
Disputes in relation to the health and safety regulations are
taken to the Health and Safety Authority and on appeal to the
civil courts.
page 31
11
Appendix 2: Sample Policy Statements
11.1 Maternity Leave
All female employees are entitled to 18 weeks maternity leave.
Maternity leave must commence no later than 2 weeks before
the end of the expected week of confinement. During this
time, employees will be treated as if they were still present in
their job with all contractual benefits still applying. On return
to work, they will be entitled to return to the same job under
the same terms and conditions as before.
11.2 Additional Maternity Leave
certificates to your manager two weeks in advance of each
visit so that the appropriate arrangements can be made for
your absence.
11.4 Maternity Benefit
Employees who have paid the required PRSI contributions
may qualify for payment from the Department of Social,
Community and Family Affairs during the 18 weeks maternity
leave but not for the (optional) 8 weeks additional leave.
11.5 Parental Leave
An employee who has taken 18 weeks maternity leave may
also take another 8 additional weeks (unpaid) commencing
immediately after her 18 weeks maternity leave.
Additional maternity leave will count for employment rights
such as service and accrual of annual leave and public
holidays.
Please advise your manager as soon as possible that you are
pregnant, as this is crucial in case extra precautions are
needed to protect the health and safety of both you and your
baby.
11.2.1 Procedure
• Discuss with your manager your intention to take maternity
leave
• Confirm your date of intention to take this leave at least 24 weeks prior to the leave
• Attach a copy of the doctor's certificate confirming the
expected date of birth of the baby
• 4 weeks before you return to work you must confirm your
intention of returning in writing
• Should you wish to take 8 weeks additional maternity
leave, you must request this 4 weeks in advance of the end
of your 18 weeks maternity leave, stating your intention to
take this extra leave
11.3 Ante-Natal/Post-Natal Visits
All female employees are entitled to paid time off for one set
of ante-natal and doctor's visits. Please provide medical
Any full-time permanent employee (with one year's service)
who is a natural or adoptive parent (male and female) is
entitled to 14 weeks unpaid leave to enable him/her to take
care of his/her child. If you have less than one year's service
and your child is reaching the age threshold (5) and you have
over three months service, the entitlement will be one week
for each month worked with the company.
During this time, employees will be treated as if they were still
present in their job with all contractual benefits still applying
with the exception of pay. To qualify for this, the child must
be born after June 3rd 1996 and be under five years of age
and up to 8 in cases of adoption.
11.5.1 Procedure
• Talk to your manager about your intention to take parental
leave a minimum of six weeks in advance
• Complete the 'Notice for Parental Leave Form' detailing
how long you wish to take leave etc.
• Retain a copy of this form and forward one copy to your
manager
• On receiving approval from your manager you will receive a
confirmation document outlining the terms of this
arrangement. Please retain this for your records
In so far as is feasible, all employees will be entitled to return
to their normal job on completion of their period of parental
leave. Any employee abusing their entitlement to parental
leave will immediately have their parental leave entitlement
terminated and will be subject to the disciplinary process.
page 32
11.6 Force Majeure Leave
All employees are entitled to 3 days paid leave in a 12-month
period or 5 days in 36 consecutive months in the event of
illness or injury and their assistance is required. Any
employee wishing to take Force Majeure leave may do so in
respect of:
Child/adoptive child
Spouse/partner
Brother/sister
Person to whom they are in loco parentis
points, lockable door, comfortable chairs, a table, hand
washing facilities, a fridge (where possible) a secure breast
pump storage area, as well as the use of a company
provided electric breast pump (where possible).
• Access to breastfeeding resources. Employees who are
pregnant or considering parenthood will be provided with
the booklet “Combining Breastfeeding and Work” along
with information on maternity leave/parental leave
entitlements and work/life balance information
Force Majeure Leave is available to any employee whose
situation meets the following criteria:
1. Urgent
2. Immediate
3. Indispensable
11.6.1. Procedure:
• Give notice where possible - either telephone your
manager or speak to the office manager
• Where possible, give some explanation for absence on your
return by completing the force majeure leave form located
in 'My Documents/parental leave/force majeure leave
form' and forwarding it to your manager
• All information exchanged for this absence will remain
strictly confidential
Flexible work options: Employed expectant and new mothers
can negotiate flexible work options (such as flexi-time, parttime, job sharing and home based work) with her employer,
taking in account both the employee's and organisation's
needs
11.7 Breastfeeding
We, (Employer) recognise the importance of breastfeeding and
undertake to promote and support breastfeeding by providing
the facilities and supports necessary to enable mothers in our
workforce to combine breastfeeding with their work.
Facilities and support include:
• The provision of breastfeeding breaks. The timing of these
paid breaks can be negotiated between the employed
breastfeeding mother and her line manager or supervisor
• For the purposes of breastfeeding or breast milk expression
access will be provided to a clean, private room with power
page 33
Alex MacLean
Sean Linnane
Pat Leogue
Galway
Kerry
Kildare
Dr. Martin
Gormley
Donegal
Grainne Burke
(Acting
Chairperson)
Margaret
O’Donovan
Cork County
Fingal
Catherine
Sheehan
Cork City
Neil Brown
Joe Arkins
Clare
Dun
Laoghaire
Rathdown
Ann Hanley
Cavan
Carmel
Brennan
Anne
Carpenter
Carlow
Dublin City
Chairperson
CCC Name
page 34
Niamh
Flemming
Vacant
Shauna
McClenaghan
Vacant
Jim
O’Donovan
Pat Shannon
Julie
McNamara
Oonagh
Fleming
Mary Giblin
Mary
Fitzpatrick
Chris Coffey
Alex MacLean
Michelle Butler To be
confirmed
Michéle
Relihan
Nuala
Nic Giobuin
Maria Gallo
Karen
McDonnell
Kathryn
O’Riordan
Karen
McCarthy
Floor 2
The Mill
Co. Cork
29 Penrose Wharf
Cork
1 Kilrush Rd.
Ennis
Co. Clare
Railway Station
Belturbet
Co. Cavan
Alison Kelly
Pamela
Curran
Susanne
Burke
Helen
Campbell
Harriet
Sherlock
Geraldine
Gannon
The Woods
Clane, Co. Kildare
1 Powers Court
Boherbee, Tralee
Co. Kerry
9B Liosban
Retail Centre
Tuam Rd, Galway
ABCO KOVEX
Building
Swords Business
Park, Swords,
Co. Dublin
5a Woodpark
Sallynoggin
Co. Dublin
Block 4, Floor l
Dublin City Council
Civic Offices
Woodquay
Dublin 8
Maud McClean Glenview Business
Park, Donegal Rd.
Ballybofey
Co. Donegal
Rose O’Brien
Elizabeth
Horgan
Martina
O’Loughlin
Eimear Carron
16 Dublin Rd.
Carlow Town
Contact
Administrator CCC
Addresses
Markita Mulvey Maria Hassan
Jannette
Kavanagh
Treasa Quigley Anne Clarke
Áine Gahan
Co-ordinator Treasurer
045 861307
066 7181582
091 752039
01 8077660
01 2368030
01 2223073
074 9132416
022 26648
021 4507942
065 6864862
049 9529882
059 91 40244/
40782/40789
Telephone
045 982411
066 7102945
091 735701
01 8077669
01 2368012
01 2222162
074 9130314
022 26649
021 4507914
065 6865515
049 9529881
059 914 0651
Fax
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
Email
www.kildarechildcare.ie
www.kerrycountychildcare.com
www.galwaychildcare.com
www.fingalcountychildcare.ie
www.dlrcountychildcare.ie
www.childcareonline.ie
www.donegalchildcare.com
www.corkchildcare.ie
www.corkcitychildcare.ie
www.clarechildcare.ie
www.cavanccc.ie
www.carlowccc.com
Website
12
Appendix 3:
Contact Details for County
and City Childcare Committees
Sadie Ward
McDermott
Majella
Gibbons
Marie Daly
Teresa
McGoohan
Donal Purcell
Peggy Walker
Louth
Mayo
Meath
Monaghan
North
Tipperary
Offaly
Helen O’Brien
page 35
Geraldine
Cronin
Vacant
Conall Collier
Vivienne
Rattigan
Susan
Kempton
Aine Brummell Nathalie Watts
Siobhan Egan
Margaret
Cleary
Breda
McKenna
Fiona Healy
Jim Power
Claire Woods
Marie McArdle Patricia
Harrison
Vacant
Longford
Tom Lavin
Ann Delaney
Aedamar
Gillespie
Dominic
Hartnett
Joan Murphy
Paschal
Mooney
Leitrim
Muriel
Dempsey
Limerick
County
Fionn Bardon
Laois
Gretta Murphy Bernie Byrne
Mary Moloney Pat O’Connor
Eileen Curtis
Kilkenny
Co-ordinator Treasurer
Limerick City Annette
Kearney
Chairperson
CCC Name
CCC Contact
Addresses
Laird House
Church St.
Drumshanbo
Co. Leitrim
6 Lismard Court
Portlaoise
Co. Laois
Sheena Strolla
Jean Connors
Marie O’Brien
Tina Clarke
Mary Conway
Mary Brown
Bernie Greene
043 42505
061 600918
061 407427
071 9640870
057 8661029
056 7752865
Telephone
St. Josephs
Community Centre
Kilcormac, Birr
Co. Offaly
Civic Offices
Limerick Rd.
Nenagh
Co. Tipperary
7 The Grange
Plantation Walk
Monaghan
1, Newbridge
Athlumney Rd.
Navan, Co. Meath
057 9135878
067 44888
047 72896
046 9073010
2nd Floor, Mill Lane 094 9034778
Bridge St.
Castlebar, Co. Mayo
Unit 14
041 6859912
Ardee Business Park
Hale St., Ardee
Co. Louth
Longford
Enterprise Centre
Ballinalee
Longford
Elaine Scanlon 32 Main St.,
Croom
Co. Limerick
Susanna Lowth City Hall
Merchants Quay
Limerick City
Olivia Nolan
Irene
Ogbulafor
Olivia Delaney Rear Choill Mhuire
Glendine Rd.
Kilkenny
Administrator
057 9135879
-
047 72881
046 9067221
094 9034815
041 6859913
043 42504
061 600898
061 312985
071 9640871
057 8681970
056 7786903
Fax
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
Email
www.offalychildcare.com
www.northtipperarychildcare.ie
www.monaghanchildcare.ie
www.community.meath.ie
www.mayocdb.ie
www.louthchildcare.ie
www.longfordchildcare.ie
www.clcc.ie
www.limerickcitydb.ie/
childcare
www.laoischildcare.ie
www.kkccc.ie
Website
Contact Details for County and City Childcare Committees (cont’d)
Roisin McGlone Sharon Boles
Margaret
Dalton
Kathleen
Prendergast
James Hewison Noirin
Healy-Magwa
Sligo
South
Dublin
South
Tipperary
Waterford
City
Diane
Richmond
Paul Bradley
Louise Ward
page 36
Margaret Doyle Joy O’Driscoll
Deirdre
Whitfield
Wexford
Wicklow
Jeremy
Kynaston
Muriel Martin
Christopher
Murtagh
Westmeath
Rosemary
Kavanagh
Maire
Ui Bhroin
Waterford
County
Claire Whelan
Helen Clancy
Cathy
Kennedy
Aileen
O’Donovan
Suzanne Cole
Maudie Kenny
Administrator
Kieron
Connolly
John Kelly
Gráinne
Conroy
Linda Garnett
Frank Murtagh Philomena
Maloney
Jim Hewison
Paud Barry
Tracy Costelloe Mary
Hennessy
Julia Hackett
Irene Cafferky
Sinead Devine
Roscommon
Co-ordinator Treasurer
Chairperson
CCC Name
Kilmantin Hill
Wicklow Town
7 Castle Hill
Enniscorthy
Co. Wexford
6 St. John’s Tce
Blackhall
Mullingar
Co. Westmeath
9 Emmett Street
Dungarvan
Co. Waterford
Unit 51
Tycor Business
Centre, Tycor
Waterford City
Unit 5,
Ground Floor
Hughes Mill
Suir Island
Clonmel
Co. Tipperary
Block D
Bawnogue
Enterprise Centre
Dublin 22
50 The Mall
Sligo
Arm
Castlerea
Co. Roscommon
CCC Contact
Addresses
0404 64455
053 9237156/
053 9239763
044 9335454
058 43601
051 860444
052 82274
01 4570122
071 91 48860
094 9622540
Telephone
0404 64444
053 9239540
044 9347962
058 43602
051 860445
052 28776
01 4570322
071 9148849
094 96 20878
Fax
[email protected]
[email protected]
[email protected]
waterfordcochildcare
@eircom.net
waterfordcitychildcarecom
@eircom.net
[email protected]
[email protected]
[email protected]
[email protected]
Email
www.wicklowcountychildcare.ie
www.wexfordchildcare.ie
www.westmeathchildcare.ie
www.waterfordcoco.ie
www.waterfordcitychildcare.com
www.southtippccc.ie
www.southdublinchildcare.ie
www.sligochildcare.ie
-
Website
Contact Details for County and City Childcare Committees (cont’d)
See March 06 publication
Best Places work
IPPA,the Early Childhood Organisation
Unit 4,
Broomhill Business Complex,
Broomhill Road,
Tallaght,
Dublin 24.
Full guidance booklets on all employment rights
are available to download from the
publications page of the Department for
Enterprise Trade and Employment website
Tel: 01 4630010
Fax: 01 4630045
048 91 28 9261 0661
Employers for Childcare
87 Main Street
Moira
BT67 0LH
Department of Enterprise, Trade and
Employment
www.justice.ie
1890 20 90 30
Childcare Directorate
Department of Justice
Equality and Law Reform
72 - 76 St. Stephens Green
Dublin 2
www.ippa.ie
www.entemp.ie
www.employersandworklifebalance.org.uk
www.workingfamilies.org.uk
www.workingmother.com
www.employersforchildcare.org
Email
Telephone
Contact Address
[email protected]
Website
12.1 Other Useful Contacts
page 37
13
Appendix 4:
a.Child #1 (youngest)
Sample Employee Childcare
Needs Questionnaire 4
Under 1 Year
2 - 3 Years
1 - 2 Years
3 - 5 Years
6 - 12 Years
Where your child receives care (Check all that apply.)
Nursery or crèche
Nanny in my home
Childminder in their home
Partner in my home
Another family member
Before/After School Programme
Nursery (attached to prep school)
Nursery (attached to primary school)
Other (Please specify)
General Directions
PART I: DEMOGRAPHIC INFORMATION
1. What is your gender?
Female
Male
2. What is your age:
25 years or under
26 - 30 years
31 - 35 years
35 - 40 years
41 - 45 years
45 years or over
________________________________________________
Average Weekly Cost ______________________ per week
How satisfied are you with the care? (Check one)
Very dissatisfied Dissatisfied
Mixed feelings Satisfied Very satisfied
3. What is your home postcode?
_________________________________________________
b.Child #2
4. How many miles is it one-way from your home to
work?
5. How do you travel to work?
Car
Train
Bus
Tube
6. Are you expecting, planning on having, or
adopting a child?
Yes, currently pregnant or adopting
Yes, within the next two to four years
No
1 - 2 Years
3 - 5 Years
6 - 12 Years
________________________________________________
Average Weekly Cost ______________________ per week
PART II: CHILDCARE INFORMATION
(TO BE COMPLETED ONLY BY THOSE WITH CHILDREN UNDER 12 YEARS OF AGE)
7.
Under 1 Year
2 - 3 Years
Where your child receives care (Check all that apply)
Nursery or crèche
Nanny in my home
Childminder in their home
Partner in my home
Another family member
Before/After School Programme
Nursery (attached to prep school)
Nursery (attached to primary school)
Other (Please specify)
______________ Miles
For your youngest four children, please tell us
about each child's care arrangement.
How satisfied are you with the care? (Check one)
Very dissatisfied Dissatisfied
Mixed feelings Satisfied
Very satisfied
4Courtesy of Bright Horizons
page 38
c.Child #3
Under 1 Year
2 - 3 Years
d.Child #4
1 - 2 Years
3 - 5 Years
6 - 12 Years
Under 1 Year
2 - 3 Years
1 - 2 Years
3 - 5 Years
6 - 12 Years
Where your child receives care (Check all that apply)
Nursery or crèche
Nanny in my home
Childminder in their home
Partner in my home
Another family member
Before/After School Programme
Nursery (attached to prep school)
Nursery (attached to primary school)
Other (Please specify)
Where your child receives care (Check all that apply)
Nursery or crèche
Nanny in my home
Childminder in their home
Partner in my home
Another family member
Before/After School Programme
Nursery (attached to prep school)
Nursery (attached to primary school)
Other (Please specify)
________________________________________________
________________________________________________
Average Weekly Cost ______________________ per week
Average Weekly Cost ______________________ per week
How satisfied are you with the care? (Check one)
Very dissatisfied Dissatisfied
Mixed feelings Satisfied
Very satisfied
How satisfied are you with the care? (Check one)
Very dissatisfied Dissatisfied
Mixed feelings Satisfied Very satisfied
8. Have you had difficulty with any of the following in trying to meet your childcare needs?
(Please check the appropriate box on the scale that follows.)
No
difficulty
Some
difficulty
Major
difficulty
Not
applicable
a. Finding care that meets my quality standards
________
________
________
________
b. Finding out what childcare is available in the community
________
________
________
________
c. Finding reliable care
________
________
________
________
d. Affording the cost of the care I want
________
________
________
________
e. Getting into the setting I want without a long waiting period
________
________
________
________
f. Finding child care that is conveniently located
________
________
________
________
g. Finding child care for early morning, night or weekend hours
________
________
________
________
h. Finding care for my child when he/she is sick
________
________
________
________
arrangement falls through)
________
________
________
________
j. Finding childcare when I travel
________
________
________
________
k. Arranging care during school holidays
________
________
________
________
l. Finding services for older children/teens
________
________
________
________
m. Transporting child to and from child care and/or school
________
________
________
________
n. Arranging care for special needs child
________
________
________
________
i. Arranging alternative/back-up care (e.g. when regular childcare
o. Other (Please specify) ______________________________________________________________________________
page 39
9. Among the items listed in Question 4, rank the three that have been the most difficult for you.
(Please write in the letter of the corresponding statement from Question 7a above)
Most difficult:
2nd most difficult:
3rd most difficult:
________
________
________
10. During the past three months, approximately how many days have you been absent from work because
of a breakdown in your regular childcare arrangement (nursery closed, childminder or nanny sick,
etc.)?
(Please enter the number of days. If you have not been absent, enter “0.”)
Days absent:
________
11. During the past three months, approximately how many times have you been late to work or left work
early due to childcare difficulties?
(Please enter the number of times. If you have not been late or left work early, enter “0.”)
No. of times:
________
12. Have you had difficulty with any of the following at work due to childcare needs?
(Please check the appropriate box on the scale that follows)
No
difficulty
Some
difficulty
Major
difficulty
Not
applicable
a. Working overtime
________
________
________
________
b. Pursuing or accepting a position with more responsibility
________
________
________
________
c. Participating in work-related training
________
________
________
________
d.Arriving to work on time
________
________
________
________
e. Meeting job performance expectations
________
________
________
________
f. Staying on positive terms with your supervisor
________
________
________
________
g. Concentrating on the job, being as productive as possible
________
________
________
________
h.Travelling for business
________
________
________
________
i. Maintaining a high level of accuracy
________
________
________
________
j. Functioning effectively as a team member
________
________
________
________
k. Participating in other facilities/social events offered at work
________
________
________
________
l. Other (Please specify) _______________________________________________________________________________
THANK YOU FOR YOUR INTEREST. PLEASE COMPLETE THIS SURVEY NO LATER THAN ______________________
AND RETURN TO/VIA_______________________________
page 40
14
Appendix 5:
Examples from Best USA
Companies
14.1 Allstate Insurance Company
Many of Allstate's 37,000-plus employees can tap into flex
options like telecommuting, job-sharing, compressed
workweeks and flexi-time. The insurer also adjusted its paidtime-off policy, now allowing hourly employees to take partial
days off. Employees have access to four on- or near-site
childcare centres that look after more than 170 kids, as well as
10% discounts at other national childcare providers.
14.5 DuPont
The firm makes flexitime widely available. Last year, more
than half of DuPont's 28,000 full-time employees took
advantage of it. And the company's on-site childcare centre
looks after about 50 infants, toddlers and pre-schoolers. When
a crunch week demands extra hours at the office, the centre
at headquarters provides extended hours and back-up care.
14.2 American Express
In 2004, Amex spent $572,290 on childcare resources, up from
$336,885 in 2003. Some 2,600 children benefited from backup care alone: Parents have access to a childcare centre at the
headquarters or a re-imbursement of up to $75 per
emergency.
14.3 Bank of America
In 2004, the firm increased paid parental leave to eight weeks
(from six weeks for new mothers and from two weeks for new
fathers and adoptive parents) at Bank of America. To reach
the maximum number of families, there are childcare centres
at the headquarters and in Jacksonville, FL, and discounts at
national back-up centres, supplemented by $87 to $175 in
monthly childcare re-imbursements, available to workers who
make less than $34,000 per year.
Parent support services at headquarters include health fairs
and family nights in which employees and their kids
participate in company-sponsored activities. Recently, local
police talked about keeping kids safe and fingerprinted
children to assist authorities in the event of an abduction.
In addition to 26 weeks of maternity leave - with eight weeks
fully paid - employees can take a six-month unpaid family
leave for paternity, adoption, placement of a foster child or to
care for a sick family member.
14.6 Hewlett-Packard Company
Face-time with the boss isn't a requirement at HewlettPackard, where 23,000 employees have children under the age
of 12 and flexibility is a business imperative. In 2004, more
than 65% of HP's staff flexed their hours. Others shared jobs
and compressed their schedules.
14.4 Citigroup
14.7 IBM Corporation
Citigroup mothers and fathers can make use of seven on-site
full-time and three back-up care facilities, most of which offer
sliding-scale fees and free overtime. And 10% discounts at
national day-care chains are available to all U.S. employees. As
for maternity leave, Citigroup gives a generous 13 paid weeks
off, a benefit that was standardized for all business units in
2004. When mothers return, if management approves, they
can phase back into their jobs and flex their hours or work
from home.
Last year, the company introduced a number of flex options to
every business department worldwide, including work-athome and telecommuting options. Parents can tap IBM's
premier parental leave benefits: New mothers get six weeks
fully paid, and new fathers get two. All new parents also get
full health benefits for extended unpaid leave (up to 156
weeks, job-guaranteed.)
page 41
IBM produced and distributed the CD Talking to Children
About Work, a collection of stories and conversations with kids
and their parents about work pressures. The CD offers advice
on how to be a good parent even when you're stressed.
14.8 Johnson & Johnson
J&J has six company-sponsored day-care centres, all of which
provide full-time care and some of which also offer part-time
and back-up care, summer programmes and school holiday
care. Employee surveys that touch on work/life issues are
conducted every 18 months, and the results are used to help
evaluate ways for workers to find balance at work and at
home.
All new fathers and adoptive parents now get one week of
paid leave. New mothers receive three weeks at full pay and
at least three weeks at partial pay. All new parents with at
least one year of service, including adoptive parents, are
entitled to 52 weeks of job-guaranteed time off.
14.9 Lincoln Financial Group
Lincoln employees can also take advantage of flexible
scheduling options. New mothers receive six weeks of fully
paid leave, and, as of last year, fathers can take three paid
weeks anytime within the child's first year.
and Spanish classes.
To promote flexibility, Merck introduced work/life training for
540 new “people managers” last year and asked that
employees' requests for alternative work arrangements be
honoured with at least a trial.
14.12 Patagonia
The company's philosophy is that a career can co-exist with a
healthy, balanced life, and employees use flexitime,
telecommuting and other options to help them achieve that
goal. Patagonia managers, trusting that employees know how
to get their jobs done, have no problem with occasional
extended lunches to visit a child at day care, go for a run or
even catch some waves. New fathers and adoptive parents get
eight weeks' paid leave, and as of 2004 adoptive parents
receive a $5,000 subsidy toward adoption-related expenses.
Mothers at the Ventura headquarters can visit their children at
the on-site Child Development Centre and nurse in one of two
lactation rooms. To show its commitment to employee family
time, the centre closes sharply at 5:15 p.m. every day.
14.13 The Procter & Gamble Company
14.10 Marriott International Inc.
Marriott has a wide array of generous flex options, such as
reduced-work schedules that allow employees to scale down
their hours to accommodate their lives. And at many of the
global hotel company's locations, a flexible holiday
programme lets staffers substitute a day of their choice, such
as a child's birthday, for one of the company's seven holidays.
About ten locations have access to on- or near-site childcare
centres, and for employees at other offices there are discounts
that average about 10% at childcare centres nationwide.
14.11 Merck & Co. Inc.
Merck offers four on-site childcare centres offering full-time,
part-time, summer and holiday care for kids 6 weeks old
through kindergarten age, as well as music, cooking, science
Taking a year off from work to care for a new baby isn't just a
dream for mothers at Procter & Gamble. The household
products maker offers new mothers and fathers, including
adoptive parents, 52 weeks of job-guaranteed leave, 40 weeks
beyond the legislated 12. Mothers can take two weeks of their
paid leave before the due date and six weeks after. To help
parents who work the night shift on production lines, P&G
opened its first 24/7 on-site child development centre at its
plant in Albany, GA, last year and is using the centre as a
three-year global test. If it's successful, the model will be
exported to other sites around the world.
14.14 Prudential Financial
The more than 22,000 U.S.-based employees of Prudential
Financial know they'll be heard when they speak up about
their most pressing family needs. A 2004 work/life survey,
which included a separate questionnaire on benefits
preferences, led to the increase of affiliated childcare centres
page 42
last year to a whopping 4,000 from 200 nationwide. More
childcare centres means that most employees have access to
closer facilities.
The company also increased the options parents can tap to
access at-home back-up care for those times when a child is
sick or when regular care falls through.
14.15 S.C. Johnson & Son Inc
The Childcare Learning Centre at headquarters offers full-time,
part-time and before- and after-school care for more than 350
kids. In 2003, the company completed a $4.5 million
expansion that includes a gym, an aquatic centre and the
Kiddie Corral, which offers weekend care so that parents can
take yoga classes.
page 43
National Voluntary Childcare
Organisation Contacts
Barnardos
Anne Conroy, National Manager
Christchurch Square, Dublin 8
Tel: 01 4530 355
Fax: 01 4530 300
[email protected]
www.barnardos.ie
National Childminding Association of Ireland
(NCMAI)
Patricia Murray, CEO
Wicklow Enterprise Park, The Murrough, Co. Wicklow
0404-64007
0404-64008
[email protected]
www.childminding.ie
Irish Steiner Waldorf Early Childhood Association
(ISWECA)
Pearse O'Sheil, Director
Cappaduff, Mountshannon, Co. Clare
061-927944
061-927944
[email protected]
www.steinerireland.org
National Childrens Nurseries Assocation (NCNA)
Catherine Bond, Director of Services
Unit 12c, Bluebell Business Park, Old Naas Road, Bluebell,
Dublin 12
01-4601138/4601158
01-4601185
[email protected]
www.ncna.net
Forbairt Naíonraí Teo
Cliona Frost, Príomhoifigeach
7 Cearnóg Mhuirfean, Baile Átha Cliath 2
01-6398442/6398449
01-6398401
[email protected]
IPPA, the Early Childhood Organisation
St. Nicholas Montessori Society of Ireland
Catherine Lawlor
Ground Floor, 29 Patrick St., Dun Laoghaire, Co. Dublin
01-2805705
01-2805705
[email protected]
www.montessoriireland.ie
Irene Gunning, CEO
Unit 4, Broomhill Business Complex
Broomhill Rd., Tallaght, Dublin 24
01-4630010
01-4630045
[email protected] or [email protected]
www.ippa.ie
page 44