1. Time for work & private life Dutch emancipation policy
Flexible working hours, longer opening hours and good facilities for combining work with care
Bolzano Time Conference – october 12, 2007

2. Dutch society still based on the traditional breadwinner principle

4. Emancipation policy
74% of all women have paid work by 2016
This will be achieved by the following:
Work must be rewarding - personally and financially
Affordable childcare with a high standard of quality
Non-transferable parental leave rights for women and men
Flexible working and opening hours
Market for domestic services

5. More opportunities to combine work & private life
‘seven-to-seven culture’ (instead of ‘nine-to-five’)
Longer (or smarter) opening hours: more flexibility at the start and end of the day
Flexible working hours
Working remotely
On-line services

6. Other purposes 74% women on the labour market in 2016, but also
Making it easier to combine work and care
Improving quality of life
Preservation of services in the countryside
Reducing traffic congestion

7. Shift of focus
the focus is shifted from individual rights to institutional change, and
along with institutional change cultural changes are needed

8. Governmental strategy
Project ESF3 Daily routine: local innovative experiments (now: experimentation → implementation)
Agreements with local government: group of fore-runners
Installation of the “Taskforce Part-time Plus” to promote cultural change

9. (1) Project ESF3 Daily Routine
EU ESF-3 programme
24 mln euro, 100% subsidies (no co-financing
174 experiments run by municipalities, local welfare organisations, companies
Solutions that anticipate changing living patterns in the Netherlands

10. Daily Routine Project Fields of experimentation
Extended opening hours which are tailored to working hours
Flexible working hours
Entrepreneurship in care and practical domestic services
Town planning encouraging work-life balance

11. Examples (I)
Survey of local inhabitans about opening hours as a basis for agreements between local authority and local partners about smarter opening hours
Installation company with more flexible working hours = better possibilities to combine work and care and longer opening hours
Service in health care: reducing waiting time, combination of services, longer opening hours

12. Examples (II)
Informal care worker agent = practical support to working carers by taking responsibility for a variety of tasks
Daytime arrangements, preservation and customisation of services in the countryside
Flexible childcare (at home)
Service center for employers and employees 7 to 7 on business parks

13. (2) Agreements with local authorities
Local authorities that act like a catalyst for change: flexible time arrangements (working hours, opening hours, on-line services)
Special position for the ‘Group of fore-runners’ on local timepolicy
3 roles for the local autorities: as an employer, service organisation and policymaker

14. What do the fore-runners get?
Commitment from the national government
Profile of a fore-runner in national and regional media
A small financial contribution for achieving their targets
Fleximeter: instrument that gives an indication of the local situation + advice from a consultant
Acces to a special troubleshooter for breaking through barriers at national level

15. Fleximeter Are facilities or services in various domains available outside standard office hours (9 to 5)?
A questionnaire that allows municipalities to check to what extent they are '7 to 7' proof
After a municipality has filled in the Fleximeter, it receives a score card with results on each of the seven domains (traffic light model: red, orange and green)
For those domains with an orange or a red score, innovative solutions and examples of good practices are offered.

16. Fleximeter: seven domains
Time Coordination
Public Services
Private Services
Child Care & Daily Arrangements for School children
Health care
Transport and
the Municipality as Employer

17. Fleximeter: examples of questions
To what extent are services or facilities available in the evening or on Saturdays?
Is time coordination, aimed at solving time-bottlenecks in the rhythm of daily life, on the municipal agenda?
How flexible are the working hours of municipal employees?

18. (3) Taskforce Part-time Plus a two year initiative
Installation by the cabinet in January 2008
To stimulate cultural change in companies (including more flexibel working hours and remote working)
To create a more positive image of the combination of work and motherhood
With famous topwomen from business, science and media
Indicator for success: increase in the number of hours worked a week by women

19. Conclusion
We just made a start with agreements with local autorities to realise the transition we need.
Together the national, regional and local government have to investigate what works and what is needed to achieve it.
Therefore we have to learn as much as possible from other initiatieves with the same goal when it comes to time strategy.

20. Which municipalities are in the International group of local fore-runners?