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Parent Management Committees and Pre-school Playgroups: The Partnership Model and Future Management Policy

Published online by Cambridge University Press:  20 January 2009

Julia Brophy
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Abstract

This article reconsiders the origins of ‘self management’ in pre-school daycare services in the light of new data from a national study of playgroups in England. In the absence of comprehensive nursery education, playgroup provision has mushroomed in Britain. ‘Parental involvement’ has been a central premise in the philosophy of playgroups. However, data now available suggest that aspects of this premise require reassessment.

The study establishes that ‘parents’ who are playgroup managers are in fact mothers mostly drawn from white, higher income, higher educated groups. Furthermore, they tend to be resistant to taking on such management functions. Playgroup workers in turn are dissatisfied with available levels of support and effective management. Both groups however are subject to structural pressures – not least of which is women's increased participation in paid employment – and many of these pressures are likely to increase in the 1990s.

The future management of this sector therefore requires reconsideration within a broader public sector policy framework. Such an approach should address both the real cost of effective management and such employment policies as may facilitate the involvement of all parents – irrespective of gender, income or ethnic group – in services for their children.

Type
Articles
Information
Journal of Social Policy , Volume 23 , Issue 2 , April 1994 , pp. 161 - 194
Copyright
Copyright © Cambridge University Press 1994

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