The Department for Education’s newly published Best Start in Life Strategy marks another pivotal moment in early years policy. With the bold ambition that 75% of five-year-olds in England will reach a good level of development by 2028 (from the current 67.7%), the strategy demands urgent and coordinated action from DCSs across the country.
The strategy sets out three primary goals.The first is to improve family services from pregnancy to age five. Then to ensure early education and childcare is more accessible and affordable.And finally, to raise the quality of care and learning in early years settings, including nurseries, childminders, and reception classes.
To translate this vision into reality, DCSs must lead with clarity, ambition, and collaboration. Here are the essential actions:
1. Embed Family Hubs as community anchors.
Each local authority should have a fully integrated network of family hubs, building on those that have been established in half of LAs.Strategically, hubs should be positioned as gateways to universal and targeted support, including mental health, parenting classes, financial advice, and safeguarding.They are targeted services which presents advantages and disadvantages, and so values and cultures should prioritise non-judgemental, stigma-free, and consistent service delivery that builds trust with families.
2. Champion cross-sector collaboration.
Partnerships take work, through leadership and letting go.LAs need to convene local partnerships that secure the work and collaboration between health, education, social care, and voluntary sectors to achieve this vision.I have seen the importance, when supporting the theory of change for Leicestershire’s hubs, the crucial need to develop shared outcomes frameworks that align with the strategy’s developmental goals, and inputs through to impacts.That requires the use of shared data intelligently to identify gaps and target interventions.
3. Invest in workforce development.
Early years professionals and teachers have skills, what they need is the environment and conditions to enable them deliver high-quality, evidence-based practice.The sector also has many (some would say chaotic or even counterproductive) career pathways.And so local career pathways and retention strategies are needed to build a resilient workforce, connected with national directives.In early years, the average age of the workforce is also the average age that people leave, and so we not only need to diversify the workforce, but we also need to ensure the factors that are encouraging them to leave are properly addressed.
4. Expand access to affordable childcare.
We have been privileged to be working with all LAs and very many providers in recent years to increase early years and school age childcare places, especially in disadvantaged areas, for families in need, and those who are working.We are entering a period that requires a sharp and sustainable focus on supply and demand, viability, and affordability so we all benefit from this investment.LAs need to do that, and promote schemes like Childcare Choices, Tax-Free Childcare, and Start for Life to families.There is also a vital job in connecting wraparound care, the Holiday Activities and Food (HAF) programme, and free breakfast clubs so they are available, inclusive, and mutually beneficial across the PVI sector and schools.
5. Monitor and evaluate progress.
Activity alone is insufficient.By establishing robust local metrics, we can track children’s development and identify what is working and where interventions and improvements would be most effective.Yes, use the EYFS early learning goals as benchmarks, and report transparently and celebrate successes to build momentum.
A call to leadership
This strategy is not just a policy document; it’s a call to action. DCSs are uniquely positioned to drive this systemic change, and this should be informed by LA early years and childcare leaders. They are telling me lots of things they would like to see:
- That the amount of retained early years funding, provided by DfE to discharge duties in sufficiency, market management, and quality ensures their capacity to do so.
- To learn the many lessons (and evidence) from previous programmes such as Sure Start, children’s centres, and family hubs, so we build on those and don’t repeat their mistakes.
- That seemingly artificial or historical blocks, barriers, and territories are removed so services are seamless and the most effective they can be, through partnership, multi-agency working, and open and sharing communication.
- Where detail isn’t forthcoming from DfE, to have to confidence and pace to develop local approaches and models.
- Explore the potential opportunities for working with providers, including charities and social enterprises, to explore new ways for them to access funding they need to expand e.g. social investment funds or federated models of delivery.
- That this sits in the context of wider reforms and part of the end-to-end system. Evidenced based leadership will be a key factor and in response to robust needs analysis/assessment to inform local priorities, links to wider Local Government Outcomes Framework and child poverty agenda etc. so we are able to evidence the impact of intervention more succinctly and effectively, a switch from less delivery to more attention on impact.
By embracing this challenge, we can ensure that every child, of every background, can thrive from the very beginning.
