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MEMORANDUM SUBMITTED BY
HAMMERSMITH AND FULHAM COUNCIL
Summary of
Hammersmith and Fulham of Children's Centres
· Five Phase
1 Children's centres drawn from three former Sure Start Local Programmes (SSLP)
and two former Early Excellence Centres (EEC).
Seven Phase 2 centres, four co-located in schools, three based within
the third sector.
· One
designated Phase 3 children's centre with a further two in process of gaining
designation, two to be managed by a third sector organisation and the other a
school.
· By 2010
there will 15 children's centres in the borough ensuring that there is a
children's centre in every community.
· All early
years and childcare provision is managed within the PVIM sector with no
children's centre directly delivering this.
All children's centres are linked to a childminder's network with
services for those childminders in their catchment.
1. How have Hammersmith and Fulham
models of Children's Centres been developed as the programme spreads from the
most deprived neighbourhoods?
1.1 Phase 1 children's centres were developed
through the transition of the former three SSLP's and two EEC's. Hammersmith & Fulham's strategic vision
meant that the SSLP's developed in areas
of most disadvantage and in areas where there were no EEC's ensuring improved
outcomes for more families with children under four years.
1.2 With
the Phase 1 target to develop five children's centres, Hammersmith & Fulham
selected the three former SSLP's and two EEC's to undertake the transition to
children's centres. With this
transition, the governance and direct management of two SSLP's changed so all
three of the SSLP's were to be managed by the early years and childcare
service.
1.3 The
authority was initially set a target to identify seven additional Children's
Centres in Phase 2. However certain
factors, the reduction in funding soon to be experienced in the three former SSLP's
children's centres, plus consultation with other neighbouring boroughs -
Wandsworth, Kensington & Chelsea, Brent and Hounslow encouraged us to review
our proposals and to consider potential ways forward which would both meet
local need and enable us to deliver a cost effective service initially in all
of the 30% most disadvantaged areas.
1.4 A mapping
exercise was undertaken to identify reach areas using the Income Deprivation
Affecting Children Index
(IDACI 2004). This
enabled us to ensure all Phase 1 and 2 children's centres included reach areas,
with over 50% of their population in the 30% most disadvantaged areas. In
addition we reviewed the natural neighbourhood boundaries as key factors in
determining reach areas. This meant a
reprofiling of all children's centres reach areas including existing Phase 1
children's centres and the proposed Phase 3 children's centres. This was based on the families living in 30%
most disadvantaged areas and other determinants including schools statistics.
1.5 We
proposed to develop a 'hub and spoke' model whereby the Phase 1 children's
centres would act as hubs to Phase 2 and 3 children's centres.
1.6 This
was undertaken in line with the transition of our three SSLP's to children's
centres and a best value review. We
evaluated and reviewed the work of the SSLP's specifically around certain roles
i.e. meeting with health colleagues regarding the delivery of health related
activities. It was felt that the several
posts within SSLP's were not delivering additional services, became disjointed
and the post holders feeling removed
from their colleagues. These posts were not adding additional value as expected
so a commissioned model was implemented.
1.7 In
addition key partners directives i.e. National Service Framework for Children,
Young People and Maternity Services continues to expect that health services
will increasingly be delivered in children's centres therefore supporting our
methodology of not recruiting such posts directly and moving to a commissioning
model of delivery.
1.8 Hammersmith
and Fulham undertook an evaluation report, 'Working with High Need, High Harm
and High Cost Families'. This
proposed the benefits of early intervention and the long term best value in
preventing families continuing to require such services. Therefore as part of
the children's centre review we looked at including the need for a borough wide
Children's Centre Family Support Team.
This team would be multi-disciplinary and provide intensive short-term
support to vulnerable families at tier two/three. As part of this team we worked with key
partners for example SLT and commissioned two therapists along the successful
whole schools model whereby they remained as part of the SLT team, providing
services in children's centres. Other
commissioned services included a voluntary sector befriending service, CAMHS,
health visitor and dieticians.
1.9 Our
hub and spoke model with a borough wide Children's Centre Family Support Team
(CCFST) has been recognised by Together for Children as an effective model for
service delivery.
1.10 We
implemented a funding level equitable to DSCF Sure Start children's centres
guidelines. The remaining funding was
pulled together under a 'bidding pot' whereby children's centres and
organisations could apply
to deliver services in children's centres improving outcomes for children and
families.
1.11 Following
this we invited potential partners to information sessions. These included social land lords, schools and
several PVI sector organisations.
The organisations then submitted expressions of interest. Following this the CCSMB and CYPP selected
seven successful applicants.
1.12 Close
partnership working was proposed with the extended services team in order to
maximise the funding available for family learning, health and family support
services.
1.13 All our
children's centres partners have grounding in H&F with a variety of
expertise in providing a range of services. Four of the Phase
2 centres are co-located and governed by schools and the other three are
attached to a community centre, a training centre and a charity working with
homeless families. One Phase 3 is linked
to a school, with the other two being governed by the Pre-School Learning
Alliance, with one linked to a wider housing regeneration project.
1.14 The
children's centres deliver a programme of activities on a cluster basis model
to ensure maximum capacity and value for money and an evolving menu of
activities to offer families meeting their and their children's needs.
1.15 By
commissioning children centres we are confident that we are delivering services
from a wide range of organisations with unique specialisms, and continue to
share good practice and staff. We are also able to ensure that the delivery of
activities reflects and meets the children's centre and extended schools core
offer. Also through encouraged
partnership working, some activities such as Positive Parenting Programme can
be rolled out on a cluster basis model, making best use of resources and
promoting long term sustainability.
1.16 All
building works identified within the designated centres went through a
commissioning process, the work was tendered out and contracts awarded to the
contractors who demonstrated experience of developing children centres or
similar projects and offered best value for money with high quality of
service.
2.0. THE RANGE
AND EFFECTIVENESS OF SERVICES PROVIDED BY
HAMMERSMITH AND FULHAM CHILDREN'S CENTRES
2.1. Hammersmith and Fulham offer
a wide range of services effectively delivered through the centres from staff
with multi-disciplinary expertise either linked directly to the centre or
through partnership working. We expect
experts in their field to deliver quality services in the children's centres
ensuring children's centre staff are able to offer effective outreach family
support, targeting traditionally excluded groups and vulnerable families
leading to enhanced engagement at services being provided.
2.2. The children's centres working
group is a forum for managers to attend and discuss good practice. In addition we liaise with organisations that
are looking to partner children's centres and invite them to present to
managers leading to additional services delivered in centres.
2.3. The three former SSLP's used
several IT systems to record and evaluate services. These were evaluated and one system was
selected to use across all three.
E-Start was successful and by using one system enabled improved
monitoring and evaluation of outcomes for children and families. With all other children's centres development
we promote the use of E-Start with all now using this apart from one
centre. This will enable an improved
consistent monitoring and evaluation of all services and activities.
2.4. All children's centres
undertake regular consultation with children and families to ensure services
and activities are effective and of good quality in meeting their needs.
2.5. Children's Centres
implemented a range of parents' programmes.
These were evaluated and the key concerns raised. These included the issue whereby Hammersmith
& Fulham has a 40% transient population were some of the programmes
involved long term ongoing work with a family.
In addition some proved not to be effective to parents. Therefore a strategic overview was taken
looking at families with children of all ages.
The decision to advocate one programme meeting the needs of all families
be it through the children's centre, extended schools or targeted youth support
ensured consistency to families. The
selected program was the Positive Parenting Programme. The coordinated boroughwide delivery and
training is implemented by the Parents Coordinator, commissioned and provided
by the third sector.
2.6. Some gaps have been
identified in working with some of our most vulnerable families and we will be
piloting Strengthening Families, Strengthening Communities in one children's
centre who work with homeless families.
2.7. Examples of current service
delivery activities taken from a cross section of children centres and grouped
in line with DCSF's children's centres guidance include
· Early Years & Childcare - Delivery of all childcare is with
the PVI and child minding sector only with all schools offering nursery and
reception education. One SSLP delivered
childcare but this was unsustainable and funding was being redirected from
supporting vulnerable families. In addition all schools have at least one
nursery class and reception providing early education.
· Early learning - transition to school, baby bounce and rhyme time,
wiggle and jiggle, art start, little kickers, and active planet.
· Drop in sessions - stay and play, fathers group, young parents groups, and
parent forums.
· Employment initiatives - Jobcentre Plus, Work Directions and Family Solutions,
a child poverty pilot targeting the most disadvantaged neighbourhoods.
· Child and family health- baby massage, early parenting, first aid for parents,
bosom buddies, ante-natal and post natal clinic, and cooking on a budget.
· Parental outreach - through home visiting by the children's centre family
support team and children's centre trained staff.
· Family Support - Positive Parenting Programme and Strengthening
Families, Strengthening Communities.
· Family Learning - a boroughwide programme offering a range of family
learning activities by adult education in addition to bespoke learning
opportunities based on parents needs including ESOL. These are offered on cluster basis to ensure
a varied programme. In addition links to
local FE College for parents to undertake vocational training.
· Support for children
with special needs and/or parents/carers - early intervention model, portage, drop-groups and
transition to the PVIM sector.
· Childminder support - childminder network coordinator managing the children's
centre childminder network providing training and drop-in groups with a
purpose.
3.0. FUNDING, SUSTAINABILITY AND VALUE FOR
MONEY
3.1. Three of our phase 1 centres who were
former SSLP have experienced a year on year decrease since 2006/2007 until it
reaches approximately £500K per centre per annum. In 2006/2007 they were funded
at a rate of £735K compared to £595K in 2008/2009.
3.2. This
reduction of funding prompted us to review the long term sustainability of all
current and future children's centres. We delayed the Phase 2 programme to
effectively review all delivery around current and future funding levels
ensuring sustainable provision and value for money. Where services exist we would not run these
concurrently but work with partners to operate in children's centres or where
not feasible signpost families to these in the local area. We would work with partner organisation to
ensure take up and identification of where and how such services and activities
are delivered.
3.3. Following
approval, the Family Support Team was developed. The multi-disciplinary
team includes two social workers, primary mental health worker, health visitor,
two family counsellors, family mentors, early years professional, child development
adviser, Connexions PA's and CAF coordinator. This team
targets vulnerable families at tiers 2/3
offering intensive short term work with the aim of encouraging vulnerable
families to eventually become active customers to services on offer in centres.
3.4. Recently the team has increased its remit
to work with children under 12 years as we recognise families need support to
meet all their families needs, along the ethos of the Think Family agenda. This has meant the transition of additional
staff to undertake the extension of this brief.
It offers value for money in providing continued support to those who
require such support and, in streamlining of services using proven successful
models of delivery and draws upon funding from other sources.
3.5. Also
a voluntary sector befriending service was commissioned to complement the
support offered to the families accessing the services of the Family Support
Team.
3.6. We
continue to work in partnership with colleagues and pilot new ideas. Currently
a Phase 1 centre is undertaking a research pilot involving GP's while another
is implementing a vaccination service.
Another undertook a pilot by charging for universal services. The results of which we will present to other
children's centres and colleagues to increase services.
3.7. The
early years and childcare service offer business and financial support to all
children's centres.
3.8. Phase
2 children's centres funding was implemented over a three year period
increasing year on year reflecting that it takes time to build up services and
activities and ensuring the funding is based on families needs ensuring best
value.
4.0 STAFFING AND GOVERNANCE
ARRANGEMENTS
4.1 The DCSF and Together for Children have
specifically identified the levels
of
staffing required for centres in all three phases. All centres have sufficient funding
allocations for family support workers / family mentoring posts. We increased funding for the 0.5 family
mentor posts in each of the five phase one centres to full time posts.
4.2 The body strategically accountable to for
the implementation of children's centres across Hammersmith and Fulham Council
is the borough wide
Children's Centre Strategic Management Board (CCSMB), made up of key strategic
partners from Health, CAMHS, Local Authority, private, voluntary, independent
sector leads, JobCentre Plus and Adult Education, is the established advisory
board to provide strategic support in the planning and delivery of children's centres. The
CCSMB reports to the Children and Young People's Board and is chaired by an
assistant director in Children's Services.
4.3 In
addition to this, each phase one children's centre has an established Local
Delivery Board. This is a forum made up local health, linked PVI sectors,
CAMHS, JobCentre Plus, Housing, other professional agencies delivering
services, schools and parents. It
provides a platform for the sharing of information from the local partners, review
and monitor the targets, explore opportunities for joint working, looking at
the on-going issues surrounding the five outcomes and responsible for the development,
implementation, monitoring and review of the programme of activities.
4.4 Phase
two and three centres are linked to their relevant hub's Local Delivery
Board. Feedback / issues from the Local Delivery
Board is channeled through to the Strategic Board by the phase one Children's
Centre manager. Again this will be
extended to the phase three Children's Centres. All Children's Centres have their own
governance structure in accordance with their current management structure.
5.0 HOW WELL
CHILDREN'S CENTRES WORK WITH OTHER PARTNERS AND SERVICES ESPECIALLY SCHOOLS AND
HEALTH SERVICES
5.1 Close partnership working is essential to
the H&F model. We have SLA's or Memorandums of Understanding with the JobCentre
Plus, Midwifery Services, Speech and Language Team, CAMHS, PCT, range of
successful partners under the bidding pot.
We also have protocols with the PVI early years and childcare sector,
schools and Family Solutions.
5.2
We work in partnership with those responsible for extended services in order
to maximise the funding available for family learning, health and family
support services. By developing
centres for such support in local neighbourhoods, schools too would benefit
from the services as families with children, with that principle in
consideration; four of our Phase Two centres are co-located in schools.
5.3
Increased training and work readiness preparation is a feature of the
centres. Parents are given the
opportunity to volunteer to gain work experience, train to prepare for work and
at the same time have access to a range of quality childcare which will assist
them to return to employment.
5.4
Family Friends was successful in their tender application for the home
visiting scheme and has been active in recruiting volunteers to befriend
families. Referrals for this service
come via CAF to the Family Support Team who refers appropriate families to the
service. To date more than 38 families
are benefiting from the scheme with increased interest from private and
voluntary sector organisations as well as health and council services. They
have recently implemented their child befriending service supporting children
over five years in line with our Think Family approach.
5.5
Close links have been developed with the Social Work teams; school based
Learning Mentors and extended schools services e.g. the NDC Family Support
Project based at Normand Croft. Links
within the Early Years & Childcare Service and their existing teams ensure
that children who were moving in or out of private, voluntary, independent
(PVI) sector early years provision also receive continuity of support.
5.6
A service level agreement has been developed with JobCentre Plus which
closely link their service's back to work programmes with the work undertaken
in the centres.
5.7
Stronger links have been developed with Midwifery and the PCT. Midwifery services are going to move from
in-house services to services in the community.
All of our phase one and two centres will house or have access to both
ante and post natal services delivered by Queen Charlotte's and Chelsea and
Westminster Midwifery services. The PCT
is also considering delivering their Child Health Promotion programmes from
centre sites and we will work in partnership with the PCT to deliver programmes
which will contribute to reducing childhood obesity levels and promote healthy
eating and, cooking on a budget initiatives.
October 2009
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