Contact: Tracey Sanders, 01962 813887, [email protected]

1 Summary

1.1 This report provides a summary of the progress of Phase 2 of the Children's Centre Project and builds upon the report presented by the Children and Young People's Strategic Partnership (CYPSP) on the 24 May 2006. It also needs to be read in conjunction with the Children's Centre Procurement paper submitted on 14 December 2006. In this report there is an analysis of the financial implications and options available given the capital and revenue challenges relating to the programme. It is recommended that the Executive Lead Member for Children's Services approves the proposal for a review of the Children's Centres project so that the number of centres is reduced, however, services delivered at a district level remain the same, and approves the principles upon which the review would be based and receives regular updates.

2 Background

2.1 Children's Centres are at the heart of the Governments Every Child Matters : Change for Children Programme. They are a key vehicle for improving outcomes for children. They provide an exciting and revolutionary opportunity for services to join together to make a real difference for young children and their families.

2.2 There are two models of Children's Centres. `Full core offer' Children's Centres are located in, and serve the top 35% areas of the Index of Multiple Deprivation (IMD) 2004 and `Graduated' Children's Centres, the 65% more advantaged areas. Both have to be open a minimum of 10 hours a day, 5 days a week, and 48 weeks of the year. Both have to provide a range of services including child and family health, links with Job Centre Plus for training and advice, outreach and family support, support for childminders and for children with special needs. The full core models, however, also have to provide integrated childcare and early education for children under-5 years. This childcare has to be provided on site or within half a mile of the Centre.

2.3 In Phase 1 of the Project, seven full core offer Children's Centres were developed in Hampshire by March 2006, reaching 6% of the under-5 population. Of these seven Centres, two Children's Centres were Sure Start Local Programmes These two centres evolved under enhanced funding and individualised governance arrangements. It is important to bear in mind, therefore, that they are not representative of the majority of centres within the programme. Initially, in Phase 2 of the Children's Centre project, the DfES required services to be coordinated through 53 centres to reach 69% of the under-5 population in Hampshire by March 2008. Of the proposed Phase 2 Children's Centres, 22 were full core offer and 31 were graduated Centres. Since then the programme has been reviewed and a target number of 52 centres has been agreed.

2.4 The Early Education and Childcare Unit (EECU) has received £20m capital and £10.5 m revenue funding for the development of the Phase 2 Children's Centres Project through the General Sure Start Grant (GSSG) 2006-08, and the Children Services capital programme.

3 Children's Centre Project Development

3.1 Phase 2 of the Children's Centre Project is progressing positively and steadily. A countywide consultation has taken place to agree identified areas for the 52 Centres. Four Phase 2 Children's Centres have been designated. A further 33
sites have been approved to proceed by the Children's Centre Board and are located in schools and colleges, community centres and youth centres. Six of the 33 sites have agreed to enter the Children's Centre Project and 27 have been agreed in principle. Thirteen areas require individual locations to be appraised and two areas have no locations identified.

3.2 Phase 2 of the Children's Centre Project has also involved a number of steps to establish a consistent and robust countywide structure. A Governance model has been designed and will be undergoing consultation (see Appendix 2). The consultation is being circulated to key stakeholders and is due to close on
17 February 2007.

3.3 Role profiles for Children's Centre managers, family support and outreach workers, finance officers, administration officers, and caretaker posts have been evaluated. The role profiles for Children's Centre co-ordinators, nursery manager, senior early year's practitioner, and early year's practitioner are under going evaluation.

3.4 Recruitment to the Children's Centre manager, family support and outreach workers, and administration officers are planned to be held in advance of the Governance model being agreed so that local consultation can take place in advance of the Centres being developed. This will require an interim line management arrangement where the Centre manager reports directly to the EECU, however, local stakeholders will be invited to join the interview processes. This interim arrangement will be in place until the Children's Centre Governance is finalised and aims to prevent further delays in the Project. A guidance pack for consulting with local communities is being developed.

3.5 A Policies and Procedures Group is working on support for Centre heads and will build upon the existing Centre heads meetings and access to training. A performance management framework has been developed which now needs aligning with data systems.

3.6 A Service Level Agreement (SLA) has been agreed with Education Financial Services to provide Hampshire County Council (HCC) sites with financial support and monitoring. A financial Governance framework continues to need to be developed. Further SLAs are being developed to ensure that HCC based Children's Centres have access to the appropriate ICT, Human Resource, Insurance, Legal, grounds maintenance, caretaking, repairs and maintenance systems. Those that are not being developed on HCC sites will follow individual systems and receive funding accordingly.

3.7 Work with partners has been progressing well. Job Centre Plus and Health colleagues have engaged closely with the project team to consider implications for service delivery. Other partner agencies such as the Pre School Learning Alliance (PLA) and National Childminding Association (NCMA) have been briefed regarding the support that they will need to offer the early years education and childcare providers in engaging with the rollout of Children's Centres.

3.8 A Children's Centre Board has been established to ensure that decision-making is timely and based upon the views of a representative group of stakeholders (see Appendix 1 for Terms of Reference). This board reports to Children's Services department Management Team and the Children and Young Peoples Partnership Board.

3.9 All the developments listed here have also been conducted in close liaison with the local authority and district council partners. Particular consideration has been given to the linkages between Children's Centres, Extended Schools, and locality teams. Whilst this represents good progress, many of the activities listed in this section need finalising.

4 Capital Update

4.1 Capital funding for Phase 2 (2006-08), currently available, totals £20.383m made up from:

Funding	£m
General Sure Start Grant - Children's Centres	14.699
General Sure Start Grant - Extended schools (70% of total)	2.433
General Sure Start Grant - Sustainability Capital	1.000
Early Years Capital Provision 05/06 carry forward	1.626
Children's Services Capital Programme	0.625
	20.383

4.2 This does not take into account funding from other parties such as district councils or third party childcare providers who may wish to make a capital contribution.

4.3 The capital costs for each model are based on an average cost per square metre and estimates of floor space required for each centre.

The Models are explained below:

· Model 1 - large full core offer Centre (requiring childcare on site)

· Model 2 - small full core offer Centre (requiring childcare on site)

· Model 3 - rural based graduated offer Centre

· Model 4 - graduated offer Centre.

		Model	Children's Centres	Total
				£m
		Model 1	11	12.385
		Model 2	10	7.225
		Model 3	7	1.445
		Model 4	24	4.541
		Total	52	25.596

4.4 At the start of the financial year, the total capital costs were calculated based on the four models for delivery.

4.5 Using the above model figures, Hampshire has an estimated capital shortfall of £5.213m. However, as tender quotations and actual cost figures become available the capital costs become more accurate.

4.6 Appendix 3 shows a summary of the most up-to-date available capital costs and indicates that some of the Projects are costing less than anticipated. Option 1 highlights that currently the total cost is £24.26m, giving a potential funding shortfall of £3.87m. It is important to note that other Projects may
counter-balance this trend.

4.7 One solution to reduce this shortfall is to reduce the target number of proposed Centres and still retain the reach targets set by the DfES. This will enable funding to be used in a manner that ensures local service delivery remains the same. Option 2 in Appendix 3, proposes the deletion of six Centres from the Phase 2 Project. With these six Centres deleted, the estimated capital shortfall would be £1.52m. Option 3 shows that if a further three Centres were deleted from the programme (possible Centres have been identified) there would be a minimal capital shortfall. However, it is important to remember that the figures in Appendix 3 still contain costs based upon the models.

4.8 Any decision to cut the number of target Centres would have to be approved by the DfES, but clearly, if the feasibility studies show that there will be a capital shortfall then this option should be pursued. The number of Centres developed will also have an impact on reducing the revenue costs, not just for Phase 2 but for the longer-term overall running costs.

5 Revenue Update

5.1 A revenue model has also been developed to look at the costs for 2006/07 and 2007/08 based upon the assumption that all Centres will be developed by the March 2008 deadline.

5.2 This model takes into account the appointment of staff prior to the establishment of Centres (as noted earlier in this report) and on the likely phasing of capital project completions.

5.3 Revenue funding of the Centres has been confirmed now for 2006/07 and for 2007/08. Beyond 2008, forward funding for Children's Centres nationally has to be determined through the Comprehensive Spending Review 2007. The table below shows the funding for the two years and the total costs based on the model:

* (this figure includes the 7 Phase I Children's Centres)

5.4 The models used for revenue funding for Children's Centres highlight that it is possible to deliver the target number of Centres within the overall General Sure Start Grant (GSSG) funding for the two years by phasing delivery to happen for most Centres later in 2007/08. However, recent guidance from the DfES has confirmed that there is no prospect of a carry forward of GSSG funding from 2006/07 to 2007/08. As the earlier table highlights, the majority of Centres will be developed in 2007/08 due to the nature of capital projects, so the revenue costs are profiled accordingly, resulting in a £1.4m shortfall. Other internal carry forward mechanisms for the revenue funding into 2007/08, therefore, need to be considered. One possibility involves providing the Extended Schools programme with the whole 2006-08 GSSG allocation this year to releasing around £300k in 2007/08.

5.5 Another option is to transfer the Dedicated Schools Grant (DSG) expenditure on Early Years activities to the GSSG this year in order to utilise a carry forward for in 2007/08.

5.6 If a way to carry forward the funding required for the Children's Centres Project in 2007/08 cannot be found, consideration will need to be given to the option of reducing the number of Children's Centres in Phase 2, or re-phasing them to open in the last quarter of 2007/08 (to minimise revenue costs).

5.7 Using the six Centres identified as possible project deletions, (Option 3 as mentioned in the capital section), as an example, the shortfall in 2007/08 would be reduced to £950k, a `saving' of £450k; although there would be an increase in the cost of outreach workers needed in other Centres to cover the areas relating to the project deletions.

5.8 Current revenue expenditure for 2006/07 totals £1.44m and is forecast in the table as £2.16m. Interim payments have been made to the existing Centres from Phase 1, and those existing Early Years Centres progressing towards designation as Children's Centres in Phase 2.

6 Conclusion

6.1 The development of Children's Centres in Hampshire is progressing positively and steadily. Many steps have been taken to ensure that Children's Centres are located in areas where they will have the greatest impact and that the Centres will provide high quality integrated services for children 0 - 5, and their families. As such, Children's Centres are providing a key contribution to the Change for Children Programme.

6.2 However, there are a number of challenges ahead, which are also being experienced nationally. In particular, the capital funding available to implement the Phase 2 Children's Centre Project is insufficient to establish the target number of Centres. This report proposes that target number of Centres should be reviewed based upon the principles listed in Appendix 4. Whilst there would be fewer Children's Centre sites within Hampshire, the services delivered by the remaining Centres will reach the same number of children and families in each district. Reducing the capital programme will not only help to ensure that the project is completed within the budget allocation, but will also reduce pressures upon building contractors and enable the project team to enhance support to the remaining Centres.

7 Legal implications

7.1 There are legal processes that need to be applied in the procurement of services delivered from Children's Centres. These will be outlined in an additional report presented to Executive Members in December.

8 Financial implications

8.1 The financial implications have been discussed in Sections 4 and 5.

9 Personnel implications

9.1 The Personnel implications have been discussed in Section 3.

10 Impact assessment

10.1 Race and Equality issues have been fully considered in the design of the Children's Centre Project. In particular, the project has been based upon demographic data including levels of deprivation, and the profile of vulnerable groups within localities. Performance data and management processes will identify the impact upon services users. The project has been planned in collaboration with partner agencies and the impact upon partner colleagues and Children's Services staff has been taken into account.

11 Crime prevention issues

11.1 The Police are represented on the Extended Schools and Children's Centres Stakeholder groups. In addition, Children's Centres have implications for the work of the community Police.

12 Views of the Local County Councillor

12.1 This report will be circulated to Members by Democratic Services and subsequent comments will be incorporated.

Recommendations

1 That the Executive Lead Member for Children's Services approves arrangements for the delivery of the Children's Centre Project and receives regular updates, including a final report on the future governance arrangements.

2 That the Executive Lead Member agrees to the principles guiding the possible reduction of Centres within the Phase 2 Project (Appendix 4) and considers a review of six Centres within the Capital programme for Phase 2 as outlined in Option 2 (Appendix 3). This option whilst reducing the number of Phase 2 Children's Centres will continue as planned, ensures that services continue to be delivered to children and families within each district.

Section 100 D - Local Government Act 1972 - background documents

The following documents discuss facts or matters on which this report, or an important part of it, is based and have been relied upon to a material extent in the preparation of this report.

NB: the list excludes

1. Published works

Documents, which disclose exempt or confidential information as, defined in the Act.2.

3.List documents here or type `none'.

None.

Appendix 1

Terms of Reference : Children's Centre Project Board

1. Aim

To ensure that the 2006-08 DfES Phase 2 Children's Centre targets are met by decisions on major issue resolutions and risk management.

2. Objectives

Main objective:

· To provide overall direction and guidance throughout the project ensuring it remains within specified constraints.

Working with partners:

· Designate the number of Children's Centres agreed with the DfES in Hampshire by March 2008 within budget

· Develop effective models of Children's Centres to meet the needs of varied populations

· Establish an agreed system of Governance

· Agree a core staffing model that is likely to be sustainable

· Ensure that Children's Centres planning is consistent with other developments such as locality teams and extended services around schools.

3. Functions

· To approve decisions regarding:

Governance of Children's Centres

Models of Children's Centres in Hampshire

Overall capital programme

Revenue finance model

Location of children's Centres

· To ensure that the project remains on course to deliver Children's Centres across Hampshire

· To ensure required resources are committed

· To arbitrate on any conflicts within the project or negotiates a solution to any problems between the project with any parties beyond the scope of the project

· To receive regular reports on progress

· To meet monthly

· To set tolerances of overarching project and interim stage tolerances for each stage

· To plan the process for sharing information with Committee Members, and the timely presentation of decisions to Executive Members for approval.

4. Membership

· Deputy Director (Education and Inclusion)

· Project Manager

· Acting Head of Early Education and Childcare Unit (EECU)

· Representative of community and voluntary sector

· Primary Care Trust representative

· Strategic Programme Manager (Capital)

· County Treasurer representation

· Children and Families Branch representative

· District Council representative (to be confirmed)

· Extended Learning Manager

· A user.

Appendix 2

Governance of in Hampshire : draft policy paper

1 Background

Research to inform the Management and Governance of Children's Centres (SureStart 2006) distinguishes between Governance and management. Governance is "to ensure that an organisation or partnership fulfils its overall purpose, achieves its intended outcomes for citizens and service users, and operates in an effective, efficient, and ethical manner". Management "is concerned with co-ordinating service delivery, Human Resources and budgeting to ensure that services are delivered to the best possible outcome for end users and the wider community". This paper is primarily concerned with Governance.

Based on a study of 25 existing Centres, SureStart (2006) describe two approaches to Governance both of which are reflected in Hampshire. During Phase 1 of Children's Centre developments, Governance was either based on a school governing body structure or a more independent SureStart Local Programme (SSLP) depending largely on site location.

School governing body models were either:

a) fully integrated (so that the governing body expanded its remit to include the Children's Centre)

b) partially integrated (so that a separate board was established reporting to the governing body), or

c) parallel (so that a separate board was established, like the governing body, but with responsibility for the Children's Centre).

SSLP models were either:

d) Local authority or Primary Care Trust (PCT) led

e) Developed as not-for-profit companies

f) Led by voluntary or community sector organisations

Successful Governance arrangements should be:

· Responsive to community needs

· Clear about functions and roles

· Robust and sustainable to ensure quality of service provision

· Engaged with parents through representation on the management group and/or a parent forum

· Involved with the wider community

· Structured to promote partnership working

Clearly, whatever Governance model is adopted it must be supportive of efficient
day-to-day operational management. Within SureStart (2006) there is a recommendation that SSLP-type models are more likely to be fit for purpose, and an asset of local authority or PCT-led Governance arrangements is that they a more likely to be linked with broader strategic development of services for children. As we are involved in Phase 2 of Children's Centre developments, this model seems particularly desirable because it is now clear that local authorities are now the accountable body for Children's Centres.

Hampshire context

In Hampshire, a variety of approaches to Governance (and management) arose during Phase 1 of the implementation of Children's Centres, some of which are problematic. There is a recognition that corporately we need to learn from this experience, and move existing Centres to a single or at least agreed finite range of effective Governance arrangements. Apart from those Children's Centres formally designated as schools, the agreed model is intended to apply to all Children's Centres. It is recognised that further detailed negotiation will be needed regarding some Phase 1 Children's Centres, in order to modify existing arrangements. Within all Children's Centres, there is a need to ensure robust accountability for the Governance of all aspects of management, including:

· Devolved finance

· Health and safety

· Human resource management

· Local partnership working

· Outcomes for children

Within the County, consultation with a range of stakeholders, facilitated by Government Office South East (GOSE), took place earlier this year. The outcome was a proposal to ensure that each Centre head was accountable to a "Children's Centre Partnership Board" (with a similar composition to a governing body), informed by a Practitioners' Forum and a Parents' Forum. This proposal was broadly accepted by Children's Services Departmental Management Team (CSDMT).

Accountability for outcomes was envisaged to be through the Early Education and Childcare Unit (EECU) to Director of Children's Services and the CSDMT via the Children's Centre sponsor (Deputy Director: Education and Inclusion). Clearly, the Director is accountable both to the Chief Executive and elected members, and is
well placed to give account to external partners as chair of the Children and Young People's Strategic Partnership.

Accountability for partnership working was envisaged to be through the District Children and Young People's Partnerships and Area Directors (for both Children and Families and Education and Inclusion).

CSDMT expressed concern about splitting accountabilities in this way, and requested further work on appropriate Governance systems for Hampshire as a matter of some urgency. County Treasurers raised additional concerns specific to financial accountability (e.g. the need to ensure that money allocated for is spent for the intended purpose). The Governance Working Group (see 3.9, Designed by...) was convened to develop an alternative proposal. The group has met on three occasions and has developed the proposal described below that builds on previous consultation.

Proposal

3.1 Introduction

The working group proposes that we adopt an approach to Governance that is modelled on the successful national SSLP Governance arrangements developed during Phase 1 (specifically type "d" in section 1 of this document) as the preferred model for Hampshire. The evidence suggests that this proposal is most likely to secure an approach to Governance that is both robust (in terms of accountability to the local authority) and flexible (to the community's expressed needs). As most of Hampshire's Children's Centres will be on school sites, a key task will be to plan and implement effective links both with schools and their governing bodies, and the broad range of partners that will be required or expected to provide services through Children's Centres. In such circumstances, a hybrid model will be needed. This provides an opportunity to pick the best features of school Governance and to combine them with the more flexible bespoke arrangements that were created to meet the Governance needs of the SSLPs. More detailed Service Level Agreements (SLA) are being developed to cover relationships between Children's Centres and schools. To ensure that where the Children's Centre is on a site, which, is the responsibility of another body (but not a school), there are effective agreements in place, which clarify the roles and responsibilities of the Children's Centre and the other bodies involved.

The model locates all aspects of accountability (including partnership working) through the Children's Centre Partnership Board to the EECU to the Director of Children's Services. Hampshire County Council reserves the right to intervene should any aspect of management, performance, or outcome be unsatisfactory.

The working group affirms the previous suggestion that Centre heads should be locally accountable to Children's Centre Partnership Boards. Similarly, we affirm the notion of a parents' forum and practitioners' forum, although in some areas (e.g. where there are several relatively small Centres) it may well be that these forums represent several Centres serving a wider community. The purpose of the parents' forum is to represent the wide range of people using the Centre. A representative from the Parents' Forum would be elected to be a member of the Children's Centre Partnership Board. The purpose of the practitioners' group is to represent the wide range of people delivering services through the Children's Centre. A representative from the Practitioners' Forum would be elected to be a member of the Children's Centre Partnership Board.

3.2 Devolved finance

The following principles for devolved financial management are proposed:

The County Council has chosen to distribute funds among the Centres in accordance with a formula, which, takes account of the size, and type of each Centre and which may take account of other factors deemed relevant including any brought forward balance.

The Children's Centre Partnership Boards have the devolved financial management responsibility for all the revenue funds of the Children's Centres, including income from : the County Council, government grants, and charges to users, sales, other grants, and payments from other bodies.

The Children's Centre Partnership Boards and Centre managers should have devolved authority to determine spending priorities, including related decisions on the appointment of staff and the use of premises.

The Children's Centre Partnership Boards should have the incentive to plan future spending to meet longer-term needs and objectives by retaining unspent balances for specific purposes and the amounts should not be excessive.

The Children's Centre Partnership Boards should exercise local discretion on the level of fees and charges only as permitted within the "Hampshire County Council Policy for Fees and Charges at Children's Centres ".

The Children's Centre Partnership Boards do not have responsibility for capital expenditure, which remains the responsibility of the County Council. The use of Children's Centre balances for capital expenditure requires the specific consent of the County Council.

Children's Centres must use the approved financial system (SAP), to account properly for all their funds, and keep sufficient financial records to satisfy the county council's requirements.

All contracts and formal legal agreements remain the legal responsibility of Hampshire County Council (normally exercised by the EECU).

Partnership Boards and Centre managers should take a realistic approach to financial planning, in particular, its future effects and must not plan for deficits. The regular monitoring and periodic revision of budgets should be undertaken to support this.

The Children's Centres will obtain their support services, such as Human Resources, ICT, Finance from County Council specialist support teams and business units under the terms of SLAs.

These principles underlie the Scheme of Financial and Personnel Management for Children's Centres (currently being developed) and will give more detail.

3.3 Health and safety

The Children's Centre Partnership Board is responsible to an identified local authority representative (normally a member of the EECU staff) for health and safety on site including child protection issues. The Centre manager will, therefore, need to report to the Board regarding health and safety policies and procedures. This is a particular issue on Children's Centre sites because by definition they are expected to be resource used by a wide section of the community. The possibility exists, therefore, that unsupervised adults could be using the same or proximal resources as young and potentially highly vulnerable children. When Children's Centres are on a school site, then it will be essential to link with the governing body of the school and its health and safety officer. Ultimately, Hampshire County Council is responsible for all health and safety issues. An identified local authority representative within the EECU will offer general advice. Additional specialist advice will be available from Health and Safety advisors and the Safeguarding Unit of Children's Services.

3.4 Human resource management

The Children's Centre Partnership Board is responsible for all appointments to the Centre, induction, performance reviews, professional development, and any internal grievance, disciplinary or competency issues. An identified local authority representative (normally a member of the EECU staff) will participate in the key appointments for each Centre. Human Resource support will be available to Children's Centre Partnership Boards via an SLA.. As indicated above, the Scheme of Financial and Personnel Management for Children's Centres (under development) will give more detail.

3.5 Local partnership working

Accountability for local partnerships with the community and voluntary sector, health professionals, Children's Services (including extended services around schools) and the Police sits with the Children's Centre Partnership Board, normally exercised on their behalf of the group by the Centre head. Children's Centre Partnership Boards will report to the identified local authority representative within the EECU regarding this aspect of their role. There will also be a need to link local partnerships with those on a wider geographic basis (such as the District or Area level). Support in developing partnerships will be available from District managers within the Children's Services Branch.

3.6 Outcomes for children

It is anticipated that clear outcome targets will be set nationally for Children's Centres that are based on the five outcomes for children enshrined in Every Child Matters. Each Children's Centre Partnership Board will be required to develop, implement, and evaluate its own plan to achieve these outcomes, informed by county, district, and local priorities. Support will be available from the EECU staff, e.g. the development officers regarding childcare targets, the advisory teachers regarding Pre-3 curricula and the Foundation Stage curriculum, Area SENCO's regarding special educational needs and other aspects of inclusive practice.

Monitoring each Centre's plans will be the responsibility of the identified local authority representative within the EECU who will report to the Head of the Unit, who in turn reports to, through the Director of Children's Services, to Hampshire County Council. The Council reserves powers of intervention when Centres are shown to be underperforming.

3.7 Constitutional considerations

All are expected to have a Children's Centre Partnership Board that represents users and the interests of other local stakeholders. Training and support mechanisms are being developed for Centre staff and Children's Centre Partnership Boards. More detailed considerations regarding the role and function of Children's Centre Partnership Boards are listed in Appendix 2.

3.8 Key functions and responsibilities of Children's Centre Partnership Board

1. To work closely with the Children's Centre manager, regarding internal organization and management, and to take overall responsibility for the development, delivery and continuous improvement of high quality services that impact on the lives of local families and improve outcomes, as defined in Every Child Matters.

2. To ensure services are delivered, monitored, and evaluated and work objectives are achieved, in line with implementation and delivery plans, accessing support and advice as necessary.

3. To approve the annual spending and delivery plans.

4. To ensure work with parents, children, members of the local community and other stakeholders reflects ongoing evidence of local need. This will include regular consultation exercises designed to reach all sections of the community followed by clear planning and action.

5. To ensure that Health and Safety and Child Protection procedures are in place across all areas of service delivery that meet the requirements of Hampshire County Council and Ofsted.

6. To be accountable and provide regular progress reports in relation to delivery plan outcomes to the nominated officer within the EECU, through the Director of Children's Services, to Hampshire County Council.

7. To work within the plans of the District 0-19 Group in the development of district delivery plans and partnership work.

8. To consider formal complaints in line with the Children's Centre Complaints Procedure and agree actions in response to complaints.

9. To ensure effective financial management systems are in place that are in line with the DfES and Hampshire County Council financial requirements for Children's Centres as set out in the Scheme of Financial and Personnel Management for Children's Centres.

10. To ensure effective working relationships are developed with other initiatives to ensure integrated delivery of services in the local community and best use of resources.

11. To ensure there are clear lines of communication with the Parent Forum and Practitioner Forum.

12. To exercise Personnel powers in line with the Scheme of Financial and Personnel Management.

13. To carry out the above responsibilities in an open and transparent manner and in accordance with the Nolan Principles of Public Life and to show respect for colleagues, staff, families and other stakeholders.

14. To provide data and reports to the local authority on request.

In addition, where the children's Centre is on a school site:

15. To ensure there is an effective working relationship clarifying roles and responsibilities with the school and its Governing Body, in line with the `partnership agreement' and SLA.

16. To ensure there are effective systems in place to clarify roles and

responsibilities regarding the school, Children's Centre and the school site.

3.9 Further details

a. Size

Between 6 - 15 to be determined by the local authority in consultation with Children's Centre Partnership Boards.

b. Membership

Should represent a 33% split between:

-Parent/Carers

-Providers/Partners

-Community

At least one:

· representative from the Parent Forum elected by them

· representative from the Practitioners Integrated team elected by them

· A nominee of the local elected member

· Children's Centre Manager

· School governing body representative (if on school site)

· Voluntary and/or community representative nominated by the rest of the partnership group.

All appointments made under delegated powers by the Director of Children's Services. It is proposed that membership records will be maintained by an adaptation of the existing system used to record membership of school governing bodies.

c. Term of Office

Normally 4 years. Removal from office of individuals in cases of misconduct would be determined by a panel of elected members convened by Executive Member.

d. Vetting

CRB checks in line with central government advice.

e. Chairman

Elected by partnership group

Not a member of staff or a provider

f. Frequency of Meetings

At least quarterly

g. Sub Committees

Partnership Boards may set up one or more committees to which they can delegate any of their functions. Such committees must be reviewed annually. Committees with delegated powers must:

· be administered in accordance with the requirements of the Partnership Board as a whole

· consist of a minimum of three members

· have terms of reference detailing their delegated authority

· report their meetings and actions to the Board at the next meeting

· be professionally advised by the Head of Centre or his/her nominee.

The Partnership Board remains responsible for the actions of its committees. Notwithstanding its decision to delegate a matter, the Partnership Board remains able to make such decisions, should the need arise.

h. Clerk to the Partnership Group

Appointed by the Children's Centre Partnership Board, but not a member of it.

i. Meeting administration

Agendas, papers, reports, minutes being considered by the Children's Centre Partnership Board should be supplied to the local authority five days prior to, and 10 days following the meeting in question. Officers of the local authority have a right to convene or attend the Children's Centre Partnership Board on request from the Head of the Early Years Education and Childcare Unit.

3.9 Designed by:

Pam Morland (Children's Centre Project Manager)

Janet Sheriton (Governor Services)

Adeshtha Ramsander and Christine Bucket (Chief Execs)

Hazel Round (Extended Schools)

Cliff Turner (Children and Families)

John Wakeling (Human Resources)

Thomas Whiffen (Financial Strategy)

Appendix 4

Principles for the deletion of Children Centres from the Phase 2 project

· to maintain the DfES target reach numbers so that services planned under Phase 2 of the Children's Centre project are delivered within each district.

· to only remove Children Centres from the programme if the Centre is in a less deprived area (over 40%) and /or there is a neighbouring high quality children's Centres which can extend its reach to include the effected community

· to only remove Children's Centres where there is evidence of sufficient childcare in the community

· to remove Children's Centres from the programme where there are no identified sites or the sites are likely to be highly problematic.

Each Centre will be considered against this criteria and the six Centres which best fit the criteria will be proposed for deletion. This proposal will then be subject to local consultation before seeking approval from the Executive Member for Children's Services.