The best start for Sheffield s children and families

Transcription

1 Sheffield s 0 to 5 strategy The best start for Sheffield s children and families September 2010 C:\Documents and Settings\JW15179\Local Settings\Temporary Internet Files\OLK281\0 to 5 draft strategy V13 (JW ).doc

2 Sheffield s 0 to 5 strategy Contents Foreword 1. Introduction 2. Sheffield s early years services - where are we now? 3. What will a 0 to 5 strategy mean for Sheffield People? - looking ahead 4. Objective 1 Strengthening and reviewing the role of Sure Start Children s Centres 5. Objective 2 Facilitating sustainability of sufficient childcare 6. Objective 3 - Promoting Health and Well-being and ensure the Safeguarding of all Children 7. Objective 4 Raising Attainment and Aspirations 8. Objective 5 Improving Communication and Partnership Working 9. Evidence Based Practice 10. Equality Impact Assessment 11. Evaluation 12. Conclusion (including planned activities) Appendix 1 - Every Child Matters Policies and legislation Appendix 2 - Strategy Working Groups Membership Appendix 3 - Children s Centre Key Principles Appendix 4 - Communications Key Principles Appendix 5 2 Year Evaluation Cycle 2

3 0 to 5 Strategy - Sheffield s Vision The best start for Sheffield s children and families Foreword from Sonia Sharp, Executive Director, Children and Young People and Cllr Colin Ross, Cabinet Member for Children and Young People s Services The importance of a child s early years experience from pre-birth to age five (through to the end of the Early Years Foundation Stage at Primary School) is well documented as the most important period in a child s growth and development. Therefore, it is essential we put the child at the centre of everything we do, bringing together the range of services in Children s Centre Areas for young children and their families and using a joined up approach for health, early education and care professionals. Every child is unique, and we want to offer services that support their learning and development from birth so that the child becomes a resilient, capable, confident and self assured individual. The good news is that there is lots of great work already happening in Children s Centre Areas, but we also know we still have some way to go. This means we all have to work together in partnership and this 0 to 5 strategy explains how we want to get there. It has been produced in collaboration with key partners and service providers. This strategy is for all professionals and practitioners providing services for mums, dads and carers of children aged 0 to 5 years. We are sure it will make a real difference for children and families in Sheffield. Thank you to everyone who has worked so hard and given so willingly of their time and efforts. Note Parents has been used as shorthand throughout to include mothers, fathers, carers and other adults with responsibility for caring for a child, including looked after children. 3

4 1 Introduction A child s early years experience from pre-birth to age five is the most important period in a child s growth and development. The quality of health, care and education that young children experience during these years is critical to ensuring that their needs are met and to give them the best start in life. For this to happen, all providers of health, education and care for young children and their families must work in partnership to deliver high quality, easily accessible services. Parents and families have a major role to play in ensuring that their children s needs are met. The aim of this 0 to 5 Strategy is to bring together the range of services for young children and families through Children s Centre Areas.. This will require improved collaborative working between health, social care, and early education practitioners in order to provide a range of integrated services to support young children and their families. This is a working document and we have set a two year time frame for the implementation of this important strategy. This is because a number of national Early Years requirements are expected to be introduced between The coalition government s plans for families and children will impact on some areas of this strategy. This will be reviewed and updated when information becomes available. The Coalition: our programme for government published in May 2010 sets out the government s plans for families and children - these include: Taking Sure Start back to its original purpose of early intervention, increase its focus on the neediest families, and better involve organisations with a track record of supporting families. Investigate ways of ensuring that providers are paid in part by the results they achieve. Refocusing funding from Sure Start peripatetic outreach services, and from the Department of Health budget, to pay for 4,200 extra Sure Start health visitors. The aims of the Sheffield s 0 to 5 Strategy links very closely with the Prevention and Early Intervention Service (PEIS). Working together, we will improve the way we deliver services and implement a Team around the Child process, which ensures a package of services tailored to the needs of the family is delivered. Practitioners will work closely with children and families and ask them what their express needs are services will be personalised, recognising that not one size fits all when offering services to families. We will focus on social exclusion, 4

5 health and educational inequality and those children whose circumstances may expose them to the risks of problems developing. The Children and Young People s Plan is the hub of all the plans, strategies, projects and initiatives that are being currently taken forward in Sheffield children s services See Appendix 1 for a list of national and local Policies and Legislation that this strategy links with. This strategy follows the principles and vision set out by the council for the next 3 years, which is to be; a modern vibrant green city where people choose to live, invest and work, that gets things right for our customers, and where everyone can achieve their full potential. ( In order to ensure we deliver on our priorities within this challenging financial context a strategic process, Future Shape will determine how re-designed services will be put in place to support this strategy. This strategy is routed in the principles, particularly: Focus on outcomes Choose and Use Devolution and Localism Prevention An Enterprising Council Fair Charging Fairness This strategy will be embedded within Community Assemblies that have been established in Sheffield, by helping families and those who provide services to shape and influence decisions within their local areas. We will be maximising Children s Centres as a local resource and venue for early health and social welfare services. This strategy has been produced in partnership and collaboration with a wide range of service providers for children aged 0 to 5 and their families (see Appendix 2 Strategy Working Groups - Membership). 5

6 2. Sheffield s Early Years Services where are we now? National Context Since the introduction of the National Childcare Strategy in 1997 the government has introduced a significant number of initiatives which have given priority to early education and childcare. The number of childcare places has doubled nationally and there is universal free childcare and education places for all 3 and 4 year olds and a number of places developing for vulnerable 2 year olds (up to 15 hours per week term time). The 10 year Childcare Strategy was launched in 2004 to set out a policy programme which would deliver the best outcomes for children and families. The emphasis is on supporting parents to make informed choices about the early learning and care they choose for their child. Provision should be affordable and flexible enough to meet the needs of parents. The public, private, community and voluntary sectors are jointly responsible for providing early learning and childcare. The national Healthy Child Programme (HCP) launched in 2008 is the early intervention and prevention public health programme that lies at the heart of universal services for children and families. In Sheffield the HCP is being supported through Multi Agency Support Teams (MAST). The HCP is led by Health Visitors and is being delivered though integrated services that bring together Sure Start Children s Centres, general practitioners, midwifery and community nurses. Nationally there are now 3,500 Sure Start Children s Centres, so that every family with children under 5 has access to a range of services in their local area. Children s Centres have a key role in co-coordinating the delivery of services and targeting the families and children most in need. Sheffield Context Children and young people are the future of Sheffield. It is essential that they have the opportunities to achieve their full potential. The key priorities in the Children and Young Peoples Plan are improving the health and safety of Sheffield s children, raising attainment and aspirations, and strengthening the focus on parenting and improving the health and safety of Sheffield s children. Through the provision of prevention and early intervention support services, Sheffield s aim is to provide seamless and safe support to children and young people with additional needs, giving them help at an early stage. This means professionals will communicate to ensure that children will always have access to a service at the optimum time. Giving them help at an early stage. Multi Agency Support Teams and partner agencies provide essential support so that the 6

7 problems are addressed early and the appropriate support and intervention is provided to prevent situations becoming worse, and avoids leading to poor outcomes for children and their families. Sheffield s organisation of its multi agency teams (MASTs) in localities, provide integrated practice and a mechanism for needs led support for the most vulnerable children and families. This configuration of teams is central to strengthening their involvement and contribution to the learning needs of children and families. By addressing the needs of the entire household MASTs are looking to:- o work with families in their home or own environment o support the adult to support the child o link with adult services to provide further assessments where needed o introduce consistency in chaotic lifestyles o stabilise behaviour to lessen impacts on children o promote and encourage attendance at nursery and school o signpost to further specialist support (depending on the families circumstances). Children s Centre Areas form a vital part of this support network with the early identification of needs and delivery of supporting services to families. These areas ensure services cover the entire city. Childcare forms a key part of the package of services which every child and young person may access to support them to reach their full potential, and also supports parents to enter, or remain in, work or training. Following the Childcare Act, the Government produced guidance for local authorities which explained that they should coordinate activities to ensure that the childcare provided meets the needs of parents and children. Local authorities are expected to use their influence and powers to promote good outcomes for all children, and to reduce the gap in outcomes for the most disadvantaged children compared with the rest. This means the local authority will work to help parents to access services they and their children need, and will work with all childcare providers to help them deliver the best quality provision. The local authority may also work with providers to develop, re-organise or change provision to match the needs of parents. These activities are known as market management and Sheffield has developed a citywide plan to explain how this work will be progressed. A copy of the Market Management Plan is available on In Sheffield there are approximately 39,000 children aged under 5 years old and the city is experiencing a rise in birth rate. These young children are able to access a range of provision in different types of settings. 7

8 The take up of children using 3 and 4 year old free early learning places is over 90% and places for vulnerable 2 years olds are now being developed across the city. We currently have 48 settings and 7 childminders offering places to over 200 eligible 2 year olds. 8

9 3. What will a 0 to 5 strategy mean for Sheffield People? Looking ahead If we work together to provide care, education, social care and health to we will improve ways of working together in Children s Centre Areas to provide services to young children. This will provide the opportunities to enable children to have the best possible start in life. For families in Sheffield it will mean that they will have a choice of high quality and accessible early education and childcare opportunities. they will know what opportunities are available for children aged from 0 to 5. they will know how to access services they require and where to access them in their Children s Centre area, or other area of their choice. the most vulnerable children and families will receive tailored support from childcare, health, education, advice and social care professionals. For children in Sheffield it will mean that their health, social and emotional development, and ability to learn will be improved. For communities in Sheffield it will mean that we will have strengthened families and communities who can access support, health, care and learning opportunities within their community. we will have improved ways of people working together in Children s Centre Areas to provide services to young children to ensure that children have the best possible start in life. For Looked After Children, who are our most vulnerable children, it will mean that where they are in educational nursery provision, they will have a Personal Education Plan (PEP). their carers will be offered a personal visit from their local Children s Centre to connect them to any support they may require. Additional services will be linked in should the need arise. as their corporate parents all Local Authority officers and statutory partners will have a duty to provide good quality and timely services to ensure the best possible outcomes for such children. 9

10 Objectives of the 0 to 5 strategy The Sheffield 0 to 5 strategy has five key objectives:- Strengthening and reviewing the role of Sure Start Children s Centres Facilitating sustainability of sufficient childcare Promoting Health and Well-being and ensure the Safeguarding of all Children Raising attainment and aspirations Improving Communication and Partnership Working 4. Objective 1 - Strengthening and reviewing the role of Sure Start Children s Centres Children s Centres and their partners are key in bringing services closer to families, so that they get the services, advice, help and information they need. They offer access to childcare and early learning, health and family support, advice services, help with finding jobs and training, drop-in sessions and groups. Children s Centres areas bring together the delivery of services for everyone as well as additional services for families with specific needs, ensuring that all providers are included. A Children s Centre area refers to a range of services that are available locally. They offer services for everyone and serve families from the ante-natal period through to the end of the Early Years Foundation Stage at primary school. There are 36 Children s Centre Areas located across the City, one in each community developing integrated Early Years services. They play a major role in delivering services to parents and carers, provide a hub of information and advice for families, childcare and early learning, health and other family support. Multi Agency Support Teams (MAST) work closely with Children s Centres and bring together services provided across the City by securing support from other organisations including Safeguarding, Social Care, Midwives, Health Visitors, Early Years Childcare, Mental Health Professionals, Safer Neighbourhood Officers, Drug and Alcohol support services, Careers Advice, and Youth Support, Family Support, Citizens Advice Bureaux and independent advice services and Job Centre Plus. 10

11 As part of the Prevention and Early Intervention Service (PEIS), MAST provide the first step in focussing and redesigning services that support families when faced with challenges. Working together we will ensure a comprehensive range of support packages are available to teams working directly with families at the earliest stage. This will be strengthened by the changes in the integrated children s workforce, through Multi Agency Support Teams. Parenting support includes information, advice and support accessed through schools and multi agency teams including drop in and information sessions for parents in communities, parenting programmes, access to activities and courses and support for starting or moving school. Through Children s Centre services working in partnership, we will: Have clear principles around Children s Centre governance Have an agreed strategy for communication of Children s Centre principles Have a strategy for the engagement of users and providers Provide a firm base for the transition of children from early years to school Bring together services for children from pre birth to five years at a neighbourhood level Provide a key source of early support for families Respond to local need by building on existing provision and becoming a service to all families within a community Ensure effective measures are in place so that children and young people are safe and protected from harm and neglect Place an emphasis on supporting children at risk of falling behind to catch up with their peers Strengthen the role of the private, voluntary and independent sectors in providing core offer services in partnership with statutory sectors Strengthen relationships with health and the Primary Care Trust (PCT) to embed the Healthy Child Programme and agree a shared set of priorities and plans for children from 0 to 5 years Children s Centres work jointly with MASTs to enable, through coordination of a multi agency response, accessibility of support through a greater range of professionals. Encourage greater involvement of fathers in children s early learning, development and care Have a strategy for the consultation and participation of young children See Appendix 3 for Children s Centre s Key Principles. The case study below demonstrates how joint working can lead to positive outcomes for families. 11

12 Case Study Working together for real results for the whole family A dad (X) came into the Children s Centre asking to discuss his child s (Y s) behaviour as he was concerned about their attitude towards him. Key staff spent time with X. discussing the issue and then made a referral to a range of services:- A referral was sent to the Centre s linked Primary Mental Health Worker for her to explore Y s behaviour and identify ways of dealing with this. X. attended the session and reported that he had found it very useful. A referral was sent to the partner Advice Centre; an under fives Advice Worker home-visited X. and put together a package of support around debt management and benefits. X. was able to significantly resolve his financial difficulties. X. was introduced to the Centre s Men s Project Worker and soon afterwards began to attend a Dads Group on a weekly basis with Y. X gained a place on a parenting course and anger management course A family meeting was held with X and his wife, so that all involved parties could share information, and develop a Support Plan for working with together. This demonstrates how families can access a range of support services in a Children s Centre area through partnership working. 12

13 5. Objective 2: Facilitating Sustainability of Sufficient Childcare Creating sustainable childcare is an issue that is key to the success of both the National Childcare Strategy and to many local Early Years Development and Childcare plans. In areas of moderate to high economic activity, childcare is essential to supporting working parents and providing positive opportunities for children. Through increased availability of places stimulated by extra funding and with the support that is available through tax credits and good business advice and support, childcare in most areas has a high chance of being sustainable through market forces alone. In areas of high unemployment and low economic activity, the need for high quality childcare is no less, but it is needed for different reasons: parents and carers need childcare before they can access work and training. children need safe opportunities to play in an environment that expands their learning ability, confidence and personal development. families need childcare for respite and to help alleviate stress. deprived communities need to consider childcare as a part of any regeneration strategy. In areas of low incomes and high unemployment, although the need for childcare is high, provision is unlikely to be sustained by market forces alone. Working in partnership, the local authority will:- offer all providers the opportunity to access advice and support with regard to planning for sustainable childcare for the future offer additional business support advice to providers in the most challenging areas in the City to enable them to maintain childcare services inform parents of ways to supplement childcare fees to explore other available funding e.g. working family tax credit childcare element and maximising household income generally 13

14 Early Years Providers, in partnership with the Local Authority will: look at ideas for sustainable childcare and examine strategies for creating quality sustainable provision consider/evaluate the provider s own view of sustainability identify what are the key areas for becoming sustainable and which prevent services from being sustainable provide a framework as to how can future sustainability be evaluated look at the best way to communicate and market the Local Authority toolkit (which gives sustainability advice) to all providers evaluate other factors which impact on sustainable childcare (market management) Case Study Sustainability success for local playgroup The Waterthorpe area of the city now has a newly opened playgroup following support from the early years quality capital and access grant and a Pre-School Learning Alliance Development Worker. After running for 30 years, the playgroup closed in 2007 because it was not financially viable. The playgroup provided a good stepping stone to help make the children s entry into nursery straightforward and seamless helped further by the fact that the playgroup was in the same complex as the school, offering a familiar environment to the children once they reached nursery stage. The group made a successful application for funds which have been used to develop a small outdoor area on land donated by the Junior School. The area is already proving a real success with children and their parents and is expected to be even more valuable during the summer. The funds helped the group in the short term and they continue to look for ways to become sustainable. 14

15 6. Objective 3 Promoting Health and Well-being and ensure the Safeguarding of all Children Children s Centres working in partnership offer a range of opportunities to promote health and well being of all children and families in Sheffield. Everyone working with young children has a statutory responsibility to safeguard and promote the welfare of children and young people. Accessing health services at the earliest opportunity is proven to have long term benefits for both children and their families. Through Children s Centre and Multi Agency Support Team services working in partnership we will: Embed the Healthy Child Programme that will enable every family to access a programme of services to support optimum health and wellbeing: including screening, immunisation, and health and development reviews; supplemented by advice on health and wellbeing and parenting. Contribute to the delivery of identified actions to reduce infant mortality in Sheffield, for example by supporting direct access to local midwifery services in early pregnancy, and by supporting work to reduce the prevalence of smoking in pregnancy. Contribute to the implementation of National Institute for Health and Clinical Excellence (NICE) public health guidance and local public health campaigns for example Healthy Start. Support the transition to parenthood, especially for first-time mothers and fathers. Provide breastfeeding support to mums and families. Raise awareness and ensure safeguarding practices and procedures are in place in all early years provision to protect children from maltreatment, preventing impairment to children s health and development, and giving children optimum life chances to enter adulthood successfully. Make sure all early years practitioners are aware of actions required from recent Serious Case Reviews and are informed about recommendations from the recent Laming Report. 15

16 Contribute to initiatives tackling Child Poverty and financial exclusion working with delivery partners where appropriate to help Achieve Economic Wellbeing. Facilitate and contribute to good communications across universal specialist and clinical services. Case Study - Healthy Start Vitamins in Sheffield Healthy Start Vitamin distribution in Sheffield has recently been restructured to ensure easier access to women s and children s vitamins. Healthy Start vitamins are now available at Jessop Wing Maternity Unit and local Children s Centres for eligible women throughout pregnancy and until their child is one. Vitamins for children up to the age of 4 can also be picked up from local Children s Centres. Healthy Start is a UK-wide government scheme to improve the health of pregnant women and families on benefits or low incomes. The scheme already supports over 7000 women and young children in Sheffield by providing vouchers that can be exchanged for free fruit, fresh vegetables, milk and vitamins. The provision of vitamins helps to make sure that pregnant women and young children get a boost at this important time. It is hoped that the provision of vitamins from Children Centres will encourage families to access other opportunities offered by the Centre such as breastfeeding support. This approach has been achieved by Children s Centres working in partnership with NHS Sheffield Public Health, Sheffield Primary Care Trust, Sheffield City Council and Jessop Wing Maternity Unit. 16

17 7. Objective 4 Raising Attainment and Aspirations Early learning, both in the home and in the early years setting, has a significant impact on children s social, emotional and cognitive development, and contributes to better outcomes for life. We aim to ensure that services are of the highest quality and delivered by well qualified staff. Research informs us that children benefit from quality early years provision, where knowledgeable practitioners respond to the needs of all children, placing the child at the centre of everything they do, whilst giving due regard to children with equalities requirements and identities. We aim : To improve the outcomes for all children 0 to 5 To improve the outcomes of the lowest achieving 20% in the early years foundation stage profile To engage with the 10% of families where 3 and 4 year olds are currently not accessing their free early learning entitlement To increase children s ability and confidence in communication orally To increase children s skills and enjoyment in reading and writing To increase the involvement of the parents/carers in the development of their children s language and literacy skills To raise awareness among parents/carers of the importance of quality provision and what high quality looks like (links to Every Sheffield Child Articulate and Literate (ESCAL) To support providers through the Quality, Improvement and Support Service by offering tiered, targeted and tailored support To listen to the voice of young children and take into account their views when planning services Working in partnership, the Local Authority and early years partners will do this by: Recognising that every child is unique, developing positive relationships between children and adults to develop children s personal, social and emotional skills. Developing a quality teaching and learning environment that also safeguards and promotes listening to the voice of the young child, children s health and wellbeing through the Early Years Foundation Stage Developing a Charter for Quality Provision in the Early Years to inspire and influence the delivery of the best possible early years practice in both the non-maintained and maintained sector Supporting parents/practitioners to develop children s personal social and emotional skills to enhance children s wellbeing 17

18 Improving the quality of teaching and learning making sure that every child has the basics of communication, reading, writing and mathematics which is key for all subsequent learning Improving the assessment and tracking of children s progress and development through the foundation stage so that children s individual needs are identified as early as possible and appropriate support and intervention strategies are put in place Empowering parents and carers as first and most enduring educators of young children. Improve home environment and family life through support and advice to tackle poverty, housing need and financial exclusion. Having a well qualified workforce in all Early Years provision Providing tiered, targeted and tailored support to providers through the Differentiation, Challenge, Support and Monitoring Policy. This provides a framework to support the development of high quality early childhood education and care. Case Study - Jill Schofield - Childminder, Sheffield S9 Ofsted Inspection Judgement Outstanding 2010 Jill Schofield has been registered as a childminder since She is a member of the Sheffield City Council Childminding Network and works in partnership with her area Network Co-ordinator to continuously improve the quality of her setting. Jill is part of a local group of childminders who work closely with First Start Children s Centre. Jill embodies the current spirit of professionalism within the childminding sector in Sheffield, offering an Outstanding service to children and parents in the north of the city, which was recognised by her Ofsted Inspection Judgement She has recently completed an NVQ Level 3 Childcare Qualification and is planning to continue her continuous professional development journey by undertaking an Early Years Degree. Jill establishes excellent partnerships with parents and good communication links with local schools and settings. For example, she works very closely with Brightside School to share ideas and examples of best practice. Jill and a member of the school staff have plans to spend a morning in each others setting, to gain a better understanding of what their shared children experience. This way, they hope to ensure that children in their care have complementary experiences. Jill is currently undergoing Accreditation to enable parents to use their right to flexible free early learning funding with their childminder. Jill says this will offer parents and children the opportunity for continuity of care within my setting from birth to five years. It will also help parents who want to choose a home based environment for their child without losing the financial support for the costs of the childcare. 18

19 8. Objective 5 Improving Communication and Partnership Working Good communication and partnership working is key in ensuring everyone works together to improve outcomes for children and families. Families need to know what opportunities are available for them and how they can easily access services. Improved communication between all partners who work with families with young children will mean that those most in need (and less likely to take up services) can be targeted and supported. Good communication and partnership working is a key theme that runs throughout the 0 to 5 strategy. Early Years Providers have identified this as an area that is key to improving services for children and families. If children and families are to make the most of the services available to them, they need to be aware of what these services are and how to access them easily. Sheffield City Council and its partners currently have a variety of communication systems in place eg newsletters and regular briefing events, and these will be reviewed and improved. Through Children s Centre area services working in partnership we will: Agree a strategy for communicating and consulting Provide clear and consistent two and multi- way communication channels Agree a process to access, share and transfer data and information Have a clear communications strategy for consulting and sharing information with families and young children Set out the aims, ambitions and approach to developing services for families with children birth to five years from key partners across health, social care and the private, voluntary, independent and maintained sectors Provide a comprehensive policy for a wide range of providers in the development of early years services, which is underpinned by the Early Years outcome duties and which complements both national and local priorities. Put mechanisms in place to ensure children s rights and needs are identified, coordinated, monitored and promoted. Ensure a more collaborative approach on children s issues. Develop proposals to shape the consultation and eventual strategy for all partners and providers Identify services available, gaps and how we make the vision for children a reality Agree challenging long term goals and coordinated action Raise awareness of the needs of the young children and their families in Sheffield 19

20 Enable parents and families to access services through the Children Centre Areas and influence the services they receive at the earliest opportunity See Appendix 4 for Communications Key Principles. Case Study Early Years Provider Briefings Briefing sessions are an opportunity to listen to all early years providers, keep up to date with the latest information and share best practice. They have been running for over 2 years now and are proving very successful. Provider representatives and the local authority work in partnership to plan and evaluate these sessions and ensure they continue to be an effective way to communicate with providers. Following feedback from providers these will now be held more often (termly 3 times a year). Attendees have said - As a new manager, these are a great way to find out about things I don t know about These sessions are vital for information and explanation Case Study Information services for families Sheffield Information Link s specialist service, SIGN Information Service, can provide detailed information about a range of disabilities, special needs and health conditions. The staff at SIGN can also advise on the support available to families of disabled children in Sheffield. Cherie from Stocksbridge sought help from SIGN when her son Nathan (4) was diagnosed with behavioural issues that could be on the autistic spectrum. Nathan was born nine weeks premature, resulting in him having multiple medical conditions. We didn t know where to go; we were getting desperate for help and advice. SIGN gave us loads of help and advice on education, support, playgroups and short-break grants. They were brilliant and could not do enough for us, said Cherie. 20

21 9. Evidence Based Practice There is now compelling evidence that what a child experiences during the early years (starting in the womb) lays down a foundation for the whole of their life. It is essential that we identify and collate knowledge and evidence about what works. Evidence by 3 early years knowledge reviews thorough the EPPE Research (EPPE.ioe.ac.uk) carried out by Iram and John Sairaj-Blatchford and Caroline Sharp shows that children s attainment and well-being is improved through:- a better quality of family based support for early learning improving development outcomes fro children through effective practice in integrating early years services. This evidence is further supported by Unicef (2008) who note; If disadvantaged children are given first call on early childhood services, if those services are of sufficiently high quality, and if services also reach out to communities with parenting support, then countries undergoing the child care transition have a rare opportunity to mitigate the effects of poverty and disadvantaged on the futures of many millions of children. Although a need has been identified for further research into the effectiveness of early intervention strategies several characteristics have emerged as golden threads. These are; the best start in life language for life engaging parents smarter working, better services knowledge is power Strong leadership inspired by a strong sense of moral purpose is critical to achieve the above. Findings from the DfES Sure Start Unit ( showed that partnership working bringing health, education and social care together achieve better outcomes for children and their families. It is the combination of early years development, including language and communication skills, and parenting support that achieves the most significant impact. This strategy aims to ensure work in the early years sector will reflect this both in policy and practice and we will be looking for evidence of impact on children s outcomes and the effect of integrated working. 21

22 10. Equality Impact Assessment An Equality Impact Assessment is a way of systematically assessing the effects that a proposed policy, project or Local Authority function, is likely to have on its residents. It ensures that projects, functions, policies, procedures, procurements, or strategies are not introduced without first assessing their impact on the communities we serve. As a Council we also have a legal duty to carry out an assessment of our policies, projects and functions in terms of race equality under the Race Relations (Amendment) Act 2000 and to assess the impact on disabled people under the Disability Discrimination (Amendment) Act 2005 and on women and men under the Equality Act We also have a legal duty to make our impact assessments available to the public upon request. An Equality Impact Assessment has been undertaken for the 0 to 5 Strategy and is available upon request. 11. Evaluation This 0 to 5 Strategy has gone through a full consultation process during its production and the final version distributed to a wide range of partners and providers. A summary poster of this strategy will be made widely available to all providers who work with families to use as a tool to signpost them to a wide variety of services within Children s Centre areas. We will encourage feedback to help develop and inform the next 0 to 5 strategy Formal evaluation will be undertaken for 2 years from the time of publication through the Partnership, Review and Working Task Groups (See Appendix 6) to constantly review and inform this and future strategies. 12. Conclusion Much has been achieved through partnership working, but there is still a lot to do. The process involved in developing this strategy has shown a great deal of support for what we are trying to achieve, but has also highlighted areas for development. We will continue to develop a strategic and joined-up approach to the design and delivery of services and take full account of partners and families views. By working together to meet the objectives outlined in this 0 to 5 strategy, we aim to give the best start for Sheffield s children and families. Together we will 22

23 ensure we give the best support available to all young children in Sheffield, particularly focussing on meeting the needs of those who are most vulnerable. This strategy is a working document that highlights priorities and progress at the time of writing. The coalition government s plans for families and children may impact on some areas of this strategy, and this will be reviewed and updated when information becomes available. The Coalition: our programme for government published in May 2010 sets out the government s plans for families and children, and this will have an impact on Sure Start Children s Centre area services within this strategy - these include: Taking Sure Start back to its original purpose of early intervention, increase its focus on the neediest families, and better involve organisations with a track record of supporting families. Investigate ways of ensuring that providers are paid in part by the results they achieve. Refocusing funding from Sure Start peripatetic outreach services, and from the Department of Health budget, to pay for 4,200 extra Sure Start health visitors. In Sheffield we need to be able to adapt rapidly in this current climate of change, and ensure we work together effectively so we can continue to deliver high quality services. Any national government policies that may affect Sheffield s 0 to 5 Strategy will be regularly reviewed by the Partnership and Working groups and adapted as necessary. Our objectives will continue to develop and change over time in order to meet any changed priorities within our local areas. This aims of this strategy link closely with the Prevention and Early Intervention Service (PEIS) and should be read in conjunction with Child Health Programme (see Appendix 1). Next Steps We welcome feedback and we will continue to work with our partners and parents to implement and review this strategy. Proposed areas for inclusion in the update to this Strategy include: Infant mortality Greater focus on health and sexual health Multi-agency support Resource follows needs Focus on outcomes Value for money Child poverty 23

24 This is a working document that shows the here and now of how we are working towards meeting our objectives, and these activities will be reviewed and updated by the Working Groups (see Appendix 2). If you would like to contribute to or comment on any of the Working Group objectives, please contact the relevant Group Lead. 0 to 5 Strategy Objectives - Planned activities Objective 1 Strengthening and reviewing the role of Sure Start Children s Centres What more do we have to do? How will we do this? Deliver a basic core offer that is understood and available in all Children s Centre reach areas Develop work in outreach centres to ensure that families will be able to access services in a location convenient to them. Identify the barriers that prevent families and children from accessing Children s Centre services Develop an effective process for targeting vulnerable groups Work across all portfolios within Children s and Young and People s Services to ensure there is appropriate communication, understanding and development of Children s Centres Develop a format of information for Children s Centres and make this Re-launch and remarket Children s Centres to ensure that the ethos of multi-agency partnership working is clear to all users and providers Work with centres to ensure that there is a framework for consultation of users and non users Ensure that all children s individual needs are met through a sharing of knowledge and information by providers Develop a formula funding that allows all Children s Centre areas to meet the minimum core offer Develop an outreach strategy that information available at all outreach sites Work with centres to develop consistent information Clarify the roles and responsibilities of the advisory board. Commission a city wide consultation Develop the use of E-Start (Children s Centre information database) to help us understand the needs of families within the city and track their progress Investigate dynamic and innovative ways of gathering parental views, and sharing good practice. Each Children s Centre to produce information / newsletters which are local to each area e.g. utilising and linking to forum newsletters etc. Recognise everyone s expertise and coordinate to ensure that the most appropriate professionals are delivering services in the area. 24

25 effectively targets resources in areas / pockets of deprivation Identify and share good practice Look to develop a family of providers within a Children s Centre reach area. Clarify the role of the MAST (Multi Agency Support Teams) and MAAM s (Multi Agency Allocation Meetings) process Objective 2 Ensuring sustainability of childcare What more do we have to do? How will we do this? Create a policy based on outcomes including the purpose of Childcare Provision and Social Care provision Through the Market Management Programme by September 2010 Consult with appropriate stakeholders By Task and Finish Groups circulating the report by June 2010 Identify shortfall of places Through the Market Management Facilitate the market Programme. Communicate and circulate financial information Via a comprehensive marketing campaign Objective 3 Raising attainment and aspirations What more do we have to do? How will we do this? Establish the Quality Charter accreditation process, which Establish a termly award ceremony for the Quality Charter certificates. will incorporate the evidence used for the Self Evaluation Form (SEF). Promote all events including communicating the Charter at all locality and sector meetings. Organise an annual review of membership to ensure an inclusive and representative membership. Agree a constitution that includes succession planning and sustainability. Produce an annual report for the Working Partnership Group. Organise a meeting with representative from all groups to design the continued professional development (CPD) programme for 2010/11. Consider other methods of communication for parents who are less literate and for whom English is an additional language and to widen access Develop a constitution agreed by members of the Working Task Group during September Develop common understanding of children s participation and consulting with children by training and working with the MAP for the participation of children and young people Create an assessment process to inform targeted needs led CPD programme. Look at using a range of inclusive communication methods such as face to face communication and translation services. 25

26 Develop common understanding of quality Link with MAST early intervention workforce development all workers to have a thorough understanding of the Early Years Foundation Stage (EYFS) Objective 4 Promoting Health and Well-being and ensure the Safeguarding of all Children What more do we have to do? How will we do this? Embed the Healthy Child Programme that will enable every family to access a programme of services to support optimum health and well-being: including The HCP is led by Health Visitors and is being delivered though integrated services that bring together Sure Start Children s Centres, general practitioners, midwifery and community nurses. screening, immunisation, and health and development reviews; supplemented by advice and health and wellbeing and parenting Tracks identified vulnerable children through Multi Agency Allocation Meetings (MAAMs) Raise awareness and ensure safeguarding practices and procedures are in place in all early years provision to protect children from maltreatment, preventing impairment to children s health and development, and giving children optimum life chances to enter adulthood successfully By planning with; Children s Centres, MAST s, Safeguarding Children Service, Early years Safeguarding Advisors and working in partnership with Sheffield Public Health, Sheffield Primary Care Trust, and Jessop Wing Maternity Unit. Develop and implement the Sheffield Infant Mortality Strategy By liaising with partners as appropriate to contribute to and deliver the strategy Objective 5 Improving Communications and Partnerships Working What more do we have to do? Plan and evaluate provider briefings after each one to ensure they still meet the needs of providers and adapt where necessary. Increase to 3 times a year (termly) from Local Network Forum meetings be set up in each Children s How will we do this? The provider forum planning group will ensure that the views of all providers are taken into account when planning sessions. The sessions will be held and fully evaluated termly. Children s centre co-ordinators will set these up 26

27 Centre area. Investigate training the provider forum representatives and children s centre coordinators on Schoolpoint (web based information sharing system). We need to ensure there is a comprehensive and consistent way of ensuring families are made aware of services available in each children s centre area. All partners need to be committed to reaching out to families, (particularly those who are harder to reach) and share information, where appropriate, to enable this. The sub-group set up will continue to meet to investigate the use of School Point to communicate with providers throughout 2010 We will ensure clear and consistent branding of children s centre services, so they are easily recognised by families. We will ensure parents influence the services they receive by having representation on Children s Centre Advisory Boards. Develop the children s voices network meetings in children s centres 27

28 Appendix 1 - Every Child Matters - Policies and Legislation Childcare Act The Childcare Act has four parts: duties on local authorities in England; duties on local authorities in Wales, regulation and inspection arrangements for childcare providers in England; and general provisions, Key provisions are as follows. Local authorities and their NHS and Jobcentre Plus partners have a duty to work together to improve the outcomes of all children up to 5 and reduce inequalities between them, by ensuring early childhood services are integrated to maximise access and benefits to families - underpinning a Sure Start Children s Centre for every community. National Children s Centre Statutory Guidance This statutory guidance explains the legal provisions as they relate to Sure Start Children s Centres and gives advice on the action local authorities, Primary Care Trusts and Jobcentre Plus should take to comply with their new duties. ov.uk/eorderingdownload/dcsf pdf Early Years Outcomes duty The early years outcomes provisions set out in the Childcare Act 2006 (the Act) place a duty on local authorities, working with their NHS and Jobcentre Plus partners, to improve the five Every Child Matters (ECM) outcomes of all young children (0 to 5) in their area and reduce inequalities between them, through integrated early childhood services. nloadabledocs/raising%20standards%2 0-%20Improving%20Outcomes%20- Healthy Child Programme A long-term strategy to improve health outcomes for all children and young people. m_dh/groups/dh_digitalassets/@d h/@en/@ps/documents/digitalass et/dh_ pdf Early Years Foundation Stage Framework Setting the standards for learning, development and care for children from 0 to 5 years. The framework aims at laying a secure foundation for future learning through learning and development that is planned around the individual needs and interests of the child. Also aims at improving quality and consistency in the early years sector through a universal set of standards. v.uk/node/ Working Together to Safeguard Children Statutory guidance that sets out how organisations, including early years services, should work together to safeguard and promote the welfare of children and young people in accordance with the Children Act 1989 and the Children Act It is addressed to practitioners and front-line managers who have particular responsibilities for safeguarding and promoting the welfare of children, and to senior and operational managers gdownload/ dom-en.pdf Children and Young People s Plan It sets out for everyone working with children and young people in Sheffield what we need to do together to improve their lives and help them succeed. Local Sheffield Strategy for the Participation and Consultation of Children and Young People Developed to implement creation of a strong partnership commitment to extend the influence and involvement of children and young people in the work of all service providers. uk/homepage/profession als/strategy/participation Children s Workforce Development Strategy As partners, we want Sheffield to have a unified, confident children and young people s services workforce, sharing a common purpose and a common culture that delivers better outcomes for children and young people. uk/homepage/professio nals/strategy/childrens- workforce-development- Parenting Strategy Sheffield City Council and its partners are developing services for parents and how we can involve them in shaping services for themselves and their children. Childcare Sufficiency As part of the statutory duty set out by the Childcare Act Sufficiency Consultation takes place in Sheffield, to make sure there is enough childcare for parents and carers to allow them to work or take up education opportunities Every Sheffield Child Articulate and Literate (ESCAL) The city wide strategy makes links between existing good practice, will identify gaps and explore opportunities to expand support for literacy especially reading in the home. Prevention and Early Intervention Multi Agency Support Teams (MAST) Through MASTs, this service provides a framework and the principles to address and challenge how services are provided to prevent problems arising in the first place, or get effective help to children when the problems first arise. masts Safeguarding Sheffield Children Board Sheffield Safeguarding Children s Board has lead responsibility for meeting one of the Government's key objectives for children as set out in guidance in the Children Act 2004, that of keeping children safe. This includes prevention of significant harm or the risk of significant harm as well as ensuring that every child and young person s welfare is safeguarded hildren.org.uk 28