|| Print ||
|Wednesday, April 17, 2013|
BY DEBBIE KITCHIN | OP-ED CONTRIBUTOR
I spent much of the last 30 years experiencing life as a parent, an employee, and a regional economist. Today, I can add one more perspective to the list: business owner. In 1994, my husband founded InterWorks, LLC, a construction services company that performs as a general contractor and construction manager in commercial and residential remodeling and renovation. I left my job and joined two years later.
Through all these facets of my life and career, a few things have remained constant. One is that workers — whether it was me back in the early 90s or my own employees now — are more productive and happier when they have safe, reliable arrangements for their children while they work. This is especially true in the construction and manufacturing industries, where worker safety and optimal performance require employees to be focused and not distracted by personal stressors.
And yet, too many Oregon workers face significant barriers to this one common, basic necessity. Oregon is one of the least affordable states in the country for child care. The average cost of enrolling a toddler at an Oregon day care center now exceeds the cost of college tuition at our public colleges and universities. In real terms, this pencils out to more than $10,000 a year for a family. Is this really sustainable when more than 80 percent of Oregon parents are working and nearly one-third of our workforce is comprised of parents?
Further, the majority of the 30 occupations expected to see the most growth in the next decade have median incomes of less than $30,000. As child care costs continue to increase, parents’ salaries are not keeping up. Costs for child care rose 7% more than family incomes from 2004-2010. The monthly cost of toddler care has increased 99% since InterWorks launched almost 20 years ago. In the business world, we have to wonder: What is the impact to the state economy when so much of the potential workforce struggles to maintain employment under this steadily increasing financial burden? What is the impact to our local business climate?
Here are a few answers: A national study showed that businesses lost $3 billion due to employee absenteeism related to lack of child care. Here in Oregon, child care supports 8% of the economy — that’s roughly $8.4 billion in income and wages, and $25 billion in revenue to other industries. And yet, the child care infrastructure itself struggles to meet the growing need of our workforce.
When parents cannot consistently afford the payments that keep their children enrolled, then child care businesses can not depend on a steady client base to expand capacity and meet the need for their services. The result? Wait lists at local child care centers can approach two years. In the meantime, what is a parent with an opportunity to enter or reenter the workforce to do?
Over the years, I have seen many working parents find creative solutions to these challenges. Some will alternate shifts so that one parent can always be home to watch the children. But too often this arrangement winds up leaving families exhausted and depleted—parents rarely get to see one another during waking hours, and children lose out on the benefit of time with both parents.
But child care is more than a vital support to working parents. There is a growing movement to recognize that access to stimulating, quality care prepares children for school, enhances their development, and sets them on a path to future success. Business leaders must, therefore, also begin to consider the cost barrier to child care access as a workforce development issue.
As a business owner and a former economist, I know that child care businesses have low profit margins. No one is getting rich from this work, despite the steady increase in costs. There has to be a middle ground where parents can afford child care yet child care providers have the means to run their businesses, pay their teachers, and grow capacity to meet demand.
As members of the business community, we have an obligation to support initiatives that bridge this gap, such as the Employment Related Day Care program, which provides child care subsidies to those working parents who need it most.
Given the importance of child care for Oregon workers, employers, and the economy as a whole, the child care sector will be key to the state’s economic recovery. As employers, we have to ask ourselves: What sacrifices are our employees making just to show up everyday? What worries are keeping them from being their most focused, their most productive, their most thoughtful?
A robust child care industry — in which parents have access to affordable, quality options — supports Oregon workers and businesses, and strengthens our economy.
Debbie Kitchin is the co-owner of InterWorks LLC, a Portland-based construction services company.
Editor's Note: Oregon Business accepts opinion pieces on topics relevant to the state's business community. See Op-Ed submission guidelines here.
Monday, April 27, 2015
BY LINDA BAKER
Oregon already ranks as the nation’s second largest generator of hydroelectric power. (Washington is No. 1). Now an elegant new installation in Portland is putting an unconventional, sharing economy twist on this age-old water-energy pairing. The new system, launched this winter, uses the flow of water inside city water pipes to spin four turbines that produce electricity for Portland General Electric customers.
Thursday, March 19, 2015
BY JACOB PALMER | DIGITAL NEWS EDITOR
There are 278 companies licensed to operate as brewery, according to the Oregon Liquor Control Commission. Here are three new beer-making hubs slated to open soon.
Monday, April 27, 2015
BY JACOB PALMER AND EILEEN GARVIN
A power lunch at Solstice Wood Fire Cafe & Bar.
Friday, February 27, 2015
VIDEO: 2015 100 Best Companies to work for in Oregon
Friday, February 27, 2015
PHOTOS BY JASON E. KAPLAN
Images from the 2015 celebration of Oregon's great workplaces.
Friday, March 27, 2015
BY AMY MILSHTEIN
Damian Smith bets on changing himself — and Portland — through consulting.
Monday, April 27, 2015
BY JACOB PALMER
As a general rule, the more people with autism can be provided with visual cues, the better they will be able to understand and manage their environment. It’s a lesson Tom Keating learned well. The 61-year-old Eugene grant writer spent 31 years taking care of his autistic brother James, and in the late 1980s developed a spreadsheet that created a series of nonsense characters that grew or shrank depending on how much money James had in his account.
|Bike Chic: 7 stylish options for cyclists|
|Beam Me Up|
|Get on the bus!|
|Emperor of the Sea|
|The Road to Reinvention|
|Epitaph for a Boondoggle|
|Group dating company breaks 21st century mold|
|Hawaii about to be first state banning all teens from smoking|
|FLOTUS: Tech industry to train, hire 90K vets|
|'Man-made' earthquakes becoming more frequent, powerful|
|FCC poised to block Comcast, Time Warner merger|
|Dunkin' Donuts, Domino's lead junk food revival|
|Pulitzer-winning journalist chooses PR|
A new report highlights how Oregon bankers are giving back to their communities.
Since 1932 Tidewater Transportation & Terminals (operating as Tidewater Barge Lines and Tidewater Terminal Company) has operated a multicommodity transportation and terminal company based in Vancouver, Washington. The friendly expression on the company’s shipping containers reflects the attitude of about 330 safety and community-conscious employees but belies how complicated the barge business really is.
The Port of The Dalles has run marine facilities since the 1930s, but they are part of a larger mission to strengthen the local economy. They focus on regional economic development with a strong bent toward adding good-paying jobs in high tech, manufacturing and other industries.
Thinking about an MBA? Join us for our upcoming Wine & Cheese Information Session to learn more about Concordia University's MBA program.
Providing attendees with unique taste of the Northwest Reception.
CFM Strategic Communications turns 25 this year and is celebrating with a revamped website, special events for firm alumni and clients, a special-label wine and a list of 25 stories about its client work over the past quarter century.