Aichi Prefectural Office
Aichi Prefecture in Japan provides a compelling example of how local governments can address the challenges of declining birth rates through comprehensive and community-focused childcare strategies. Japan, like the UK, faces significant demographic challenges, including a declining birthrate and an ageing population. In response, Aichi Prefecture has developed a proactive approach that integrates policy, community engagement, and financial support to create a family-friendly society. These initiatives offer valuable lessons for British local authorities working to improve childcare provision and family support.
In 2007, Aichi Prefecture enacted the Low Birth Rate Countermeasure Promotion Ordinance to tackle the region’s shrinking population. Building on this, the Aichi Hugmin Plan 2020-2024 was introduced to provide a framework for supporting families throughout the life course. The plan encompasses key stages of life, including education, employment, marriage, childbirth, and parenting. It aims to create an environment where families feel confident about having and raising children. This approach aligns closely with policy objectives in the UK, where addressing childcare affordability, accessibility, and quality is also a priority.
One of the key features of Aichi’s strategy is its integration of multiple policies into a single cohesive framework. The Hugmin Plan combines measures to improve early childhood education and care, reduce child poverty, and prevent child abuse. This holistic approach ensures that support for families is continuous and coordinated, avoiding gaps that might otherwise leave some families unsupported. For British local authorities, this model illustrates the importance of cross-sector collaboration and policy alignment in delivering effective family services.
Aichi Prefecture has also recognised the importance of addressing the societal barriers that discourage people from starting families. It has introduced practical measures to promote gender equality in parenting, encouraging fathers to take an active role in childcare. This helps to address the imbalance in childcare responsibilities, which often leaves mothers feeling overburdened. By fostering workplace policies that support parenting—such as flexible working arrangements—Aichi aims to reduce the pressures that discourage couples from having more children. For British councils, this highlights the importance of engaging with employers and promoting family-friendly workplace practices as part of broader childcare strategies.
A distinctive feature of Aichi’s approach is its emphasis on community engagement. The prefecture designates the 19th of every month as Childcare Support Day, encouraging local residents, businesses, and organisations to participate in activities that support families. By embedding childcare support into the social fabric, Aichi demonstrates how local governments can mobilise communities to share the responsibility of raising children. British authorities might consider similar initiatives to strengthen community involvement in childcare, such as volunteer-led playgroups or parenting networks.
Financial support is another cornerstone of Aichi’s strategy. Recognising the economic burden of raising children, the prefecture has implemented measures such as free or reduced nursery fees for third and subsequent children under three years old. It also provides child allowances to ensure families have the financial stability needed to support their children’s growth and development. These measures echo ongoing debates in the UK about the cost of childcare and the need for targeted financial assistance to help families access high-quality care.
What sets Aichi’s approach apart is its integration of childcare into wider community planning. For example, it supports after-school programmes and drop-in centres where families can access childcare and parenting advice. By situating these services within local communities, Aichi ensures they are accessible to all families, including those raising children at home. For British councils working to address childcare deserts, this model underscores the value of tailoring services to local needs and ensuring they are geographically accessible.
In the broader context, Japan’s experience highlights the need for local governments to take a proactive and long-term view of childcare policy. Aichi Prefecture’s comprehensive approach demonstrates that investing in families is not only a social imperative but also an economic one, as it helps to sustain communities and foster social cohesion.
For British local government professionals, Aichi’s policies offer valuable insights into addressing challenges such as affordability, accessibility, and parental support. By adopting elements of this model—such as integrating childcare into broader community development, promoting gender equality in parenting, and mobilising community support—local authorities in the UK can enhance their own efforts to support families and create child-friendly societies.
Aichi’s example reminds us that childcare policy is about more than just services; it is about fostering a culture where raising children is seen as a shared societal responsibility. As both Japan and the UK grapple with similar demographic challenges, the exchange of best practices offers a unique opportunity for mutual learning and innovation in supporting families.
