Delivering the Childcare Strategy – 12 Local Authorities Carey Oppenheim Drawn from work with Robert Hill Consulting, DfES, LGA, IDeA 22 February 2006

DfES, LGA, IDeA project 1.To test different approaches towards implementing the childcare agenda in a systematic way 2.To identify and push best practice round the system 3. To use practice on the ground to inform policy development, guidance and codes of practice

Four project themes Making and managing the childcare market The role of childrens centres in both the most deprived and less disadvantaged areas The flexible entitlement to early years education Developing the workforce

The 12 authorities Counties Unitaries London boroughs and met districts Derbyshire East Sussex Gloucestershire Northumberland Blackburn with Darwen Southampton Telford & Wrekin West Berkshire Barnet Camden Rochdale Sheffield Lots of networking between authorities – contact list in the pack

Key challenges: making and managing the market New role for LAs in relation to childcare Move to strategic management rather than delivering X childcare places or particular programmes Developing an accurate and up-to-date picture of supply and demand Developing effective relationships with PVI sector

LA responses to making and managing the market Model parental demand questionnaires (including household income) Imaginative ways of identifying and reaching parents Engagement with employers – through questionnaires, forums Mapping of demographic data and supply Looking at developing a ready reckoner

Key challenges: tax credits Two barriers for some parents – the use of formal childcare and accessing childcare element of WTC If demand is for part-time childcare – tax credit claim may be perceived as too complex to bother Gaps in WTC for those undergoing training/preparation for work

LA responses to tax credit difficulties Designated workers Camden Childcare Support Fund – different strands of funding to meet gaps in Working Tax Credit (casual, transitional employment, training, preparation for work) Nursery providers – actively help with claims Childcare Affordability pilots

Key challenges: childrens centres Sustainability of childrens centres as childcare moves towards being self-sustaining Oversupply in some deprived areas Childrens centre model outside deprived areas still to be developed Relationship with childminders Partnership working – some LA good partnership and procurement, others less experienced, wary

Key challenges: Childrens Centres Data and tracking – each LA trying to find its own solutions Integrating CCs with wider childrens services agenda Performance Management Framework very early stages – need to look beyond early learning, to integrate value for money/management/business planning Translation of self-evaluation/assessment into changing practice

LA responses to challenges for Childrens Centres Effective planning of Phase 1 roll out – often area based management Development of Performance Indicators in line with overall Children and Young Peoples Plan Good examples of self-evaluation – with attempts to broaden across childrens services Model contracts

Key challenges: integrated childcare for 3 and 4s Understanding demand Delivering flexibility to meet parents needs Trade off – parents and childrens needs? Engaging schools Premises Staff terms and conditions Viability of sessional care Brokerage – minimal to more comprehensive sharing ethos

LA responses to challenges for 3 and 4 year olds Survey of parental demand for flexibility Surveys of providers and likely response Setting up forums for schools Setting up forums with PVI sector Using CIS to broker packages

Key challenges: workforce Quality control of qualifications in Early Years field Difficulty in recruiting Qualified Teachers for Childrens Centres LSCs – less focus on 25+ and on NVQs above levels 2/3 Information-gathering from PVI sector Implications of the Early Years Foundation for childminders

LA responses to Workforce Challenge Workforce audits Teacher input through part-time, peripatetic Micro developments - in Blackburn with Darwen – staff development and structure within CCs (Family Support Workers and Educare Workers) Awaiting Transformation Fund details

Where next? Challenge is translating policy into delivery a) across a wide range of areas b) in short time scale c) tighter funding and d) fragile consensus Expanding WTC/financial support for those preparing for work Clarity about policy developments Clarity about delivery framework Greater certainty over funding More support for delivery