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The ambition...

Early Years Framework Planning for Effective Implementation in Argyll and Bute Community Services Early Years Team Anne Paterson- QIO Mark Lines- Service Manager Service Standards. The ambition.

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The ambition...

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  1. Early Years Framework Planning for Effective Implementation in Argyll and ButeCommunity Services Early Years TeamAnne Paterson- QIOMark Lines- Service Manager Service Standards

  2. The ambition... “...children should be valued and provided for within communities; the importance of strong, sensitive relationships with parents and carers; the right to a high quality of life and access to play; the need to put children at the centre of service delivery; to provide more support through universal services when children need it; and that children should be able to achieve positive outcomes irrespective of race, disability or social background.”

  3. Community ServicesRemit for Early Years Service Redesign • Provide a coherent approach • Utilising strengths of current services to deliver prevention and early intervention within Early Years • Providing a service which meets the needs of children and families in Argyll and Bute • Simplifying and streamline delivery • Establishing more effective collaboration

  4. Community Services Early YearsAugust 2009 • Identify core team from within Community Services • Review current position against framework • Developing capacity for change • Through a community of practice we have engaged with the Early years Framework • Building an integrated team • Building a team that can work with wider partnership • Draft Strategy • Meanwhile continue to fly the plane!

  5. Transforming together: early years development in Argyll and Bute A community of practice September 2009 –December2010

  6. 5 key components... • Vision and mission sets out the long term aspiration for the children of Argyll and Bute. This vision is compatible with the overall vision for the delivery of services to children and the strategy to raise achievement across the LA. • Strategic priorities represent those aspects of policy and practice that form the core of activity for those working to develop services for young learners and their carers in the next 3 years. These are the outcomes that are identified as being of the highest priority for action within this period. • Strategic enablers relates to the key areas of work through which outcomes might be delivered. • Strategic levers relates to those mechanisms within Argyll and Bute that add weight, force and coherence to the strategy. • Strategic amplifiers connect to those contextual conditions that can be engineered to add value to the quality of implementation of the work. They concern the ways that people work together on behalf of young people, the quality of their professional relationships and the heightened sense of moral purpose that pervades their efforts.

  7. Amplifiers Collaboration Engagement Prevention Quality Levers Enablers Leadership and learning culture Evaluating and improving quality Local solutions and diversity Effective collabora-tion Strategic goals Identifying and supporting vulnerable children Resources C for E QIO Inspection World class children’s workforce Happy healthy learners Vision and aspiration for young people Quality childcare, learning and support Priorities Enablers Levers Amplifiers Data and intelligence Self evaluation Modelling GIRFEC

  8. Where are we now? • EYF – considerably more ambitious and far reaching • Early Years team –engaged with review and willing to take on challenges of implementation • Building a Community of Practice • Emerging vision, shared understanding, common value set • Strong commitment

  9. Clear Focus for DevelopmentsTo move the next phase of development forward their needs to be focus on the identified areas: • Quality • Engagement • Prevention • Parenting • Literacy • Play • Wellbeing • Curriculum for Excellence • GIRFEC

  10. Moving forwards...involving others The strategy has the potential to impact upon a large number of people...and established groups... • How do we engage them and build their ownership? • How do we build understanding of the strategy so that it is likely to be successfully implemented? • How do we design an engagement process that models the principals of the strategy?

  11. What Next? • Establish the review group as Community Services Early Years Team • Clear management and operational structure of the Early Years Team • Clear focus for team developments • Restructure of staff and budgets • Relation to partner work

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