"There is an almost universal
view that partnerships between the public and private and third
sector providers could and should work better." |
This report started the ten elements of the Early Years Framework with a Coherent Approach. This tenth element returns to the theme of working together. This report has highlighted the range of work that is ongoing at local level. A significant proportion of work in early years, early intervention and family learning is undertaken with the community and voluntary sector, in particular in childcare and childminding. Much of this work has developed to meet local needs and circumstances with support from charitable foundations that work with children in the early years. Partnership with parents and effective working with a wide range of agencies can provide very good support for children, parents and families within the community. However, it does not always allow children, families and communities to connect to the wider range of support services available at local or national levels.
Better partnership working is needed across statutory and community/ voluntary sectors to share and access services for children and families. To develop this approach, strategic integrated working will have to increase with the community and voluntary sector. There is still further work to do to build upon the GIRFEC regional and thematic pathfinders.
This approach to partnership is likely to become increasingly prevalent. The financial situation for councils is challenging and likely to remain so for the next several years. The relevant partnerships present a number of challenges in that they do not always link to the strategic planning frameworks such as single outcome agreements or community Plans. For councils and their community planning partners, this may require building a more strategic form of Service Level Agreement with an associated focus on service commissioning for community and voluntary services.
Scottish Government is presently seeking to direct the community and voluntary sector and other parts of the Third Sector, such as social enterprises and local co-operatives towards increased links to Community Planning Partnerships. At the same time, Scottish Government is seeking to quantify the impact of these types of partnerships using tools such as Social Return on Investment2, to gauge the social return on the public pound. Equally Well will also take us into new territory of both strategic approaches and delivery mechanisms.
Points for reflection
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Borders Parenting
Programme CASE STUDY 19 |
This programme was led by YMCA Scotland in partnership with three primary schools and one secondary school, with parents, with Scottish Borders Council (as part of its More Choices More Chances Strategy) and with the Robertson Trust. Through the programme, young people who were at risk of disaffection with school were identified in primary schools. Those identified were then referred during their P6 school year to Achieve Your Potential programme. Their parents were engaged in the same programme.
Successful management and delivery of the work was achieved through training and supporting teams of volunteer youth mentors and family monitors. Strong, supportive relationships were developed between volunteer youth mentors and children. Alongside this, family monitors were established in each family to support parents and keep an eye on the progress and development of the young people over each school term.
Teams intervened where appropriate to remove obstacles to healthy development and provide support for parents when requested. A key principle to the success and positive feedback from all involved was in maintaining the relationships and support programme over the two year programme. Collaborative working had the direct benefit of helping the children involved to achieve their potential.