ROYAL BOROUGH WINDSOR AND MAIDENHEAD

CHILDREN’S CENTRES ANNUAL REPORT

SELF ASSESSMENT 2013/14 AND BUSINESS PLAN 2014

Children’s Services vision is that resident needs are met as early as possible by highly skilled professionals. The number of children, young people and their families with high levels of need is reduced and our residents, children and young people, are given every opportunity to be successful.

The service is passionate that they are our future and we are highly ambitious for them all. We hold ourselves to account for their success and therefore we will:  Provide education, prevention and safeguarding services.  Ensure basic standards are met for every child/young person.  Practice standards, of the workforce, is high. So that every team becomes a pocket of excellence and service users are genuinely at the centre of their care  Strengthen partnerships.  Create a healthy working environment, where staff are respected, enjoy their work and experience inspirational leadership.

Our Children’s Centres support work with our younger residents and their parents, with a particular focus on reaching out to the most disadvantaged families. Assisting them, and their parents, to raise their aspirations, self esteem, physical health, mental health and development as well as supporting parents to improve their parenting skills.

If we get it right our young children will be school ready, have reduced health inequalities and long term successful life outcomes.

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CONTENTS

1 Introduction 1.1 Business objectives of Children’s Centres 1.2 Targets 2014-15 of Children’s Centres

2 Assessment and Priorities 2.1 Assessment grade 2.2 Strengths

3 Context 3.1 General population demographics 3.2 Children demographics 3.3 General deprivation in the Borough 3.4 Demographics of hubs 3.5 Changing children needs, growing demands and response 3.6 Responding to changing needs with reducing resources 3.7 Sample activities across the two hubs 3.8 Effectiveness of leadership, governance and management

4 Maidenhead Hub 4.1 Summary 4.2 Reaching Our Targeted Families 4.3 Quality and impact of process and services

5 Windsor Hub 5.1 Summary 5.2 Access to services by young children & their families 5.3 Reaching out targeted families 5.4 Quality and impact of process and service

6 Action Plan and Key Performance Indicators

7 Appendix Appendix 1: Levels of provision Appendix 2: Full programme offered in each outreach site Appendix 3: Maidenhead outreach site assessment

Fig 1: Children’s centres hub and spoke model

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Woodlands Park Children’s Centre

Little Acorns Pinkney’s Green Children’s Centre Children’s Centres Maidenhead Hub Six Children’s Centres Children’s Centre Maidenhead Larchfield Hub Coordinator Nursery Site Children’s Centre Riverside CC Children’s Centre

Family Support Manager

Old Windsor Poppies Children’s Centre Windsor / Datchet Hub Children’s Centre Seven Children’s Centres Children’s Centre Hub Coordinator Little Cygnets Lawns Little Cygnets Datchet CC Children’s Centre South Ascot Children’s Centre

Little Cygnets The Manor Eton Wick Children’s Centre Children’s Centre

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1 INTRODUCTION

Most children and young people thrive in the Royal Borough. We are ambitious for them and all the evidence suggests that the vast majority benefit from the many excellent services that the council and it partners provide. With such strong foundations in place, the Borough’s children and young people can look forward to a healthy and safe life where they achieve well. To specifically support our very young children, of which there are 8,800 under 5’s across the Borough, and their families we continue to maintain Children’s Centres. We have 72% of our Borough 5s and under are registered with the Centres. Services provided span across universal, preventative and targeted. See appendix 1 for levels of provision.

During 2012 the Children’s Centres delivery model changed significantly and evolved into a ‘hub and spoke model’, see fig 1. The main difference is that the 13 centres ceased operating as individual centres. They were replaced with two Children’s Centre Hubs with integrated service, shared leadership and governance. Each Hub has a main centre and six or seven outreach sites, hence the ‘hub and spoke’ model.

The two Hubs are geographically linked to the main two towns of the Borough: Maidenhead and Windsor.  Maidenhead Hub comprises of Ellington and five outreach sites: Pinkneys Green; Woodlands Park, Little Acorns, Maidenhead, Larchfield.  Windsor/Datchet Hub comprises Little Cygnets Datchet and six outreach sites: Old Windsor, Poppies, two Little Cygnets (South Ascot and Eton Wick), the Manor and the Lawns.

The services delivered at Children’s Centres are diverse and in many cases delivered in partnership with the local health provider and in some instances adult learning. For instance: centre based services such as child development checks, health visitor drop in clinics, adult learning courses and paediatric first aid.

The Councils invested £716,000 in Children’s Centres in 2013/14. This covers: £478k staffing (13.4fte); £93k premises; £137k supplies and services; £16k transport and income of £10k. In addition 8 relief staff and 13 volunteers work in the centres.

Alongside the structure change, service delivery was refined. Moving from a mainly universal service to four levels of service: universal, preventative, targeted and specialist, see Appendix 1: Levels of provision. Our Children’s Centres are a cornerstone of our Early Help provision.

1.1 Business objectives of Children’s Centres The business objectives for the Children’s Centres are drawn from the Children’s Services and the wider Borough objectives, see tables 1 and 2. These link directly to local Children’s Partnership and the Health and Well-being Board.

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Table 1: Corporate strategic objectives and directorate objectives Corporate Children’s Services Business Objectives objectives Residents 1. To renew focus on improving the quality of early years and education First provision for all children and young people with resources to deliver the Authority’s statutory responsibilities. 2. To deliver good and outstanding services that meet the expectations of residents and service users, as measured by external inspections and adherence to agreed key performance indicators. 3. To improve access to services, streamlining the child’s journey. 4. To align early intervention more closely with safeguarding and specialist services thereby meeting needs sooner. Value for 5. To ensure that the needs of children, young people and their families Money are met earlier, with greater impact and cost effectiveness. 6. To effectively manage staff in order to reduce foreseeable sickness absence, reduce dependency on agency staff and deal fairly and proportionally with any episodes of poor performance. Delivering 7. To work together with Partners to provide effective early help, Together prevention and targeted support to vulnerable children, young people and their families 8. To deliver against the aim and objectives of the Borough, specifically to deliver on the agenda set by the Lead Member for Children’s Services. Equip 9. To effectively manage performance, so that morale is high; so that Ourselves each member of our staff can see how their work contributes to the for the good of the service; and so that professional development plans align Future with our development as a service 10. To transform Children’s Services, so that our structures, procedures and ways of working are held up as the standard to achieve, across the South East Sector and beyond, as identified by peer review and external inspection.

1.2 Targets 2014-15 of Children’s Centres The Children’s Centres targets, during 2014/15 will address the specific priorities of the Children’s Centres and deliver the wider Children’s Services business objectives and Borough strategic objectives

Table 2: Directorate objective and Children’s Centres targets Business Objective Children’s Centres priorities and performance targets 1 Focus on improving  Increase the number of children registered at the children’s the quality of early centres to: Windsor/Datchet Hub: 70% Maidenhead Hub: years/education 65%. provision for all  Increase by 10% the number of children, with additional children and young needs accessing Children’s Centres. people with resources  Support the increase of the number of children being appropriately to immunised in the Borough, in line with surrounding deliver the Authority’s Boroughs. statutory  Support the reduction of 7.4% of children measured as responsibilities obese.  Increase the impact of Children’s Centre services by an average of by 2 points on average the Outcome Star measurement impact data.

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Business Objective Children’s Centres priorities and performance targets 2 Deliver Good and  Both Children’s Centres, when inspected by Ofsted, receive Outstanding services a result of ‘Good’. that meet the  Proportion of staff performance assessments at ‘good’ expectations of (benchmark in Q1 & Q2 and increase by 50% in Q3 & Q4). residents and service  Achieve a net promoter score of 75% and 80% of parents users. saying they are satisfied with Children’s Centre services.  Introduce parent led sessions in the Maidenhead Hub.

3 Improve access to  Communication of Children’s Centres activities on all services, streamlining relevant websites, at GP surgeries, health centres, nursery, the child’s journey schools and relevant sites.  Implement PARIS (social care case recording system) and track family support interventions.  Build a process to track children receiving a targeted intervention from Children’s Centres: - who have not needed Social Care involvement in the following two years. - who have achieved satisfactory and above Key Stage One SATS results.  Demonstrate more cohesive partnership working with schools to improve school readiness especially those that have a lower than average Early Years Profiling (General Level of Development).

4 Align early  Increase by 10% the attendance of targeted families at intervention provision Children’s Centres. closely with  Sustain the number of families on a CP Plan who are safeguarding and receiving support from Children’s Centres. specialist services,  Increase by 10% the number of families receiving support meeting needs from Children’s Centres that have a CAF and receive 2 year sooner. old funding.  Foster and sustain effective partnership working that delivers a cohesive programme of services. 5 Ensure that the needs  To contribute to reducing by the number of families requiring of children, young additional support through child protection and children in people and their need from social care teams. families are met  Increase the number of parenting programmes delivered in earlier. the Children’s Centres by 20%

6 Effectively manage  Revise the annual conversation model to ensure it is more staff rigorous and an improved quality assurance tool.  Maintain staffing stability, morale and increase staff confidence.  Ensure quality assurance is a golden thread throughout our services, especially in relation to safeguarding procedures.

7 Work together with  Increase the number of programmes delivered in Partners partnership with other agencies (including the Midwifery team and Adult Learning) by 30% in Q2 14/15 compared to Q2 13/14.  Conduct an annual questionnaire with partner agencies and evidence improved outcomes from feedback.  Strengthen partnership with Health commissioners and providers.

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Business Objective Children’s Centres priorities and performance targets 8 Deliver against the  Increase the volunteer workforce by 90% in Q3 14/15 aim and objectives of compared to Q3 13/14. the Borough and  Develop a Parent Champions programme in partnership Lead Member. with the 2 year funding programme 9 Effectively manage  All staff receiving an assessment against each performance for performance standard in their 12 month appraisal cycle.  All staff assessed as ‘inadequate’ in Q1 or Q2 practice has improved (to good or outstanding) or have entered HR procedures by Q3 or Q4.  Improve parent representation by 50% and improve the diversity and effectiveness of the Advisory Board.  Maintain staffing stability, morale and increase staff confidence. 10 Transform Children’s  Review services in line with need and inspection outcomes. Services  Implement Children’s Services reorganisation.

This self evaluation report starts with the assessment of the Children’s Centres – drawing our strengths and priorities for the coming year, 2014/15. It then outlines the context and growing needs of the Borough’s residents, followed by section 4 and 5 that details the specific assessment of the two Hubs: Maidenhead and Windsor/Datchet. The final section, 6, contains the action plan for improving the service in line with priorities.

2 ASSESSMENT AND PRIORITIES

2.1 Assessment Grade Inspection of Children’s Centres focuses sharply on the impact of the work on targeted young children and their families, especially those that Centres have identified as being in most need of intervention and support.

Centres are judged against three key judgements. With an overall effectiveness judgement. The three key judgements are:  Access to services by young children and their families.  The quality and impact of practice and services.  The effectiveness of leadership, governance and management.

An inspection results in a grade: outstanding, good, requires improvement or inadequate being awarded.

The Borough’s Children’s Centres will be inspected as two Hubs: Maidenhead and Windsor/Datchet. The inspection will inspect access, quality, impact and leadership and governance across the outreach sites that comprise of the Hub.

In the latter part of 2013/14 the two Children Centre Hubs undertook a self assessment, against the Ofsted criteria. The conclusion - the two hubs are good, see table 3. The two self assessments are drawn together in this report to secure a wider insight of the work and impact. The self assessment has been reviewed and challenged by the: Hub Advisory Board; Local Authority Early Years Advisor; Children’s Services Directorate Leadership Team.

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Table 3: RBWM Children’s Centres self assessment grades Maidenhead Ofsted judgements Windsor/Datchet Hub Hub 1 Access to services by young children 3 2 and families 2 Quality and impact of practice and 2 2 services 3 Effectiveness of leadership and 2 2 governance and management 4 Overall effectiveness 2 2

Evidence against the judgements is in section 4 and 5 of this report, along with an action plan for securing improvement against priorities in section 6.

2.1.1 Areas of development since 2011 Over the last few years the Children’s Centres in the Borough have improved. However a specific area of concern in 2011 was the service’s ability to respond to safeguarding issues. The service has robustly addressed this issue through a range of action covering policy development, staff awareness and implementation, training, supervision, monitoring and audits.

To assure safeguarding performance is appropriate an annual safeguarding audit takes place across the Centres by the Family Support Manager. Starting from 2014/15 the audit will be quality assured by the wider Children’s Services quality assurance team.

The 2013/14 safeguarding audit was completed in October 2013 and confirmed:

2.1.2 Policy and procedure development  The Safeguarding policy has been refreshed and strengthened.  There is a clear Behaviour Management Policy  Health and Safety Policies were refreshed.

2.1.3 Staff awareness and implementation  The staff are aware of, understand and are using the Safeguarding policy, Behaviour Management Policy, Health and Safety Policy and Safer recruitment policy of the local authority.  Each Hub is using the single central register of all staff, volunteers and service providers who attend the Children’s Centre  The procedure for how to identify concerns about possible abuse and how those concerns are recorded accurately and shared appropriately is used.  Risk assessments are completed for each Children Centre session, family fun days and outings.

2.1.4 Training  All Children’s Centres employees have completed relevant safeguarding and Common Assessment Framework training to ensure awareness in the identification and engagement of families at risk of escalating concerns.  The Family Support Manager and Hub Co-ordinators have undertaken Safer Recruitment training.  Paediatric First Aid workshops have been implemented to provide families with the skills they may need in the event of an emergency.

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2.1.5 Supervision  Reflective supervision is conducted monthly to ensure families are moving forward and there is close scrutiny of any safeguarding issues.

2.1.6 Monitoring  Safeguarding is on the agenda at every team meeting and supervision.

2.2 Strengths The centres are performing well in many areas. The specific strengths identified during 2013/14 are summarised in table 4. Further details are in section 4 and 5.

Table 4: Children’s centres strengths 2013/14

Windsor/ Maidenhead Strengths Datchet Hub Hub Access Easily accessible centres Yes Yes Identification of families most in need – increase of 80% of Yes Yes families in the 30% most deprived wards. Supporting families most in need – 100% of under 5’s on Yes CP plan; 79% with a CAF and 63% receiving two year old funding . Supporting families most in need – 80% of under 5’s on Yes CP plan; 88% with a CAF and 67% receiving two year old funding. Increase, by 50%, of usage of centre by BME families Yes Quality Use of evidence based practice to delivery services and Yes Yes develop new programmes. Leadership, governance and management Stronger management oversight. Yes Yes Improved partnership working – delivery of parenting Yes Yes courses, adult learning and health provision. Stronger links with the safeguarding teams. Yes Yes Impact - outcomes for children Needs lead provision – transition to school programme, Yes Yes terrific twos, stay and play (Wellesley House – hostel for homeless families)

3 CONTEXT

3.1 General population demographics Between the 2001 and 2011 censuses, the population of the Royal Borough increased by 8.2%.

The Office of National Statistics (ONS) 2010 estimated resident population of RBWM at July 2010 was 146,200 (72,200 males and 74,000 females). No ONS mid year estimates have been released for 2011 as the census results will reshape local estimates substantively in July 2012.

The age profile of the Borough is:  under 5,

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 school age,  middle age,  older people.

Until the 2011 Census results are published (expected in July 2012) overall the proportion of the population in RBWM which is from White British ethnic groups is estimated to be 72.1% for pupils resident in the borough and 59.6% for those who come into the boroughs schools. There is great variation at ward level. For example BME percentages are highest in Boyn Hill (44%) and Maidenhead Riverside (46%), then Belmont (33%). SEN percentages are highest in Furze Platt (43%).

In the 12 months since the census, population projections show a net migration to the borough of some 1160 people, 167 from overseas and 993 from elsewhere in the UK. Those coming from outside the UK are predominately aged 20-44 or 0-4. This demonstrates a growing number of families which consequently puts added pressures on the Children’s Centres, health and education services, especially early years and school places.

3.2 Children demographics There are 26,812 children and young people aged 0-14. Of that there are 8,800 under 5’s. Number of children – and spilt per age band and gender.

According to the (Intec children’s centre data report, July 2010) there are 1232 children between the ages of 0-4 years from BME groups in the following areas of the Windsor and Datchet Hub:  Poppies – 150 children  Lawns – 305 children  The Manor – 199 children  Datchet – 95 children  Ascot – 245 children  Old Windsor – 169 children  Eton Wick – 69 children

According to the (Intec children’s centre data report, July 2010) there are 1308 children between the ages of 0-4 years from BME groups in the following areas of the Maidenhead Hub:  Maidenhead – 188  Woodlands Park – 240  Ellington – 309  Little Acorns – 193  Little Acorns (Pinkneys) - 140  Larchfield – 238

3.3 General deprivation in the Borough The Office National Statistics criteria covering: employment; education; health and housing shows RBWM ranked at 15 out of 357 local authorities on this compound measure, and a relatively high proportion of households without deprivation. This data, which uses the 2011 household census return, shows 26,287 (or 45%) of households in RBWM as deprived in one or more of these four areas. But our favourable position on the compound measure seems to mask some widespread social issues.

The local economy has an impact on the work of Children’s Services and the Children’s Centres - where financial pressure increases the risk of family breakdown; and education, where social class has been shown to be associated with educational attainment, particularly

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in later years. Our data indicates that Housing Benefit caseloads are at unusually high levels, with 11% of local households currently in receipt of benefit.

In 2013, there were 11 ‘Super Output Areas’ with double the number of children living in low income households compared with the Borough average. At the upper end, 30% of children under the age of 16 live in low income households in Clewer South compared to a Borough average of 10%.

The deprivation levels across the two Hubs vary. According to the IMD 2010 where 1 being the most deprived to 32482 being the least deprived super output area in the country, our Children’s Centre outreach sites are based in the following super output areas:  The Manor Children’s Centres = (9746 – 12993)  Poppies Children’s Centres = (22738 – 25986)  Lawns Children’s Centres = (29235 – 32482)  Little Cygnets Datchet = (25987 – 29234)  Little Cygnets Eton Wick = (12994 – 16241)  Little Cygnets Ascot = (25987 – 29234)  Little Cygnets Old Windsor = (29235 – 32482)  Ellington Children’s Centre = (9746 – 12993)  Larchfield Children’s Centre = (12994 – 16241)  Little Acorns Children’s Centre = (25987 – 29234)  Little Acorns Children’s Centre at Pinkneys = (9746 – 12993)  Maidenhead Children’s Centre = (19490 – 22737)  Woodlands Park Children’s Centre = (22738 – 25986)

Whilst Old Windsor represents one of the least deprived areas in surrounding super output areas there parts of the ward with deprivation scores in the 9746 – 12993 and 12994 – 16241 groups.

3.4 Demographics of Hubs The centres are all based in based in communities across the borough. It is a comparatively affluent area which can mask pockets of deprivation and increased need. The total population of the borough is 144,560.

3.4.1 Maidenhead demographics Family data for the Hub area:  3787 families with children 0-4 (Intec children’s centre data report, July 2010)  4530 children 0-4 (Intec children’s centre data report, July 2010)  The average number of new births was 34 per month (January 2013), this has decreased to an average of 30 per month (Dec 2013).

Geographical data:  Pockets of significant deprivation in particular Riverside, Little Acorns and Larchfield Children’s Centre reach areas IMD (Index of Multiple Deprivation)  1308 (28%) children 0-4 from BME groups (Intec children’s centre data report (July 2010) with a significant Pakistani community  604 lone parents (Intec children’s centre data report, July 2010)  515 (11%) children aged 0-4 in households dependant on workless benefits (Intec children’s centre data report, July 2010)

3.4.2 Windsor/Datchet demographics

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The reach area is situated within one of the most prosperous and affluent areas in the country. However, there are pocket of deprivation such as Dedworth and sections of Datchet. The local area has a diverse mix of residents from the traveller community, army bases and increasing numbers from European countries.

Family data for the Hub:  4270 children 0-4yrs live in the reach area (Intec children’s centre data report, July 2010)  Average number of new births is 39 per month (Jan 2013), this has increased to an average of 41 per month (Dec 2013).

 The Windsor/Datchet Hub area is a socially, culturally and economically diverse area with pockets of significant deprivation in particular The Manor and Little Cygnets (Eton Wick) Children’s Centre reach areas IMD (Index of Multiple Deprivation)

 1232 children 0-4 from BME groups (Intec children’s centre data report, July 2010)

 632 lone parents (Intec children’s centre data report, July 2010)

 420 children aged 0-4 in households dependant on workless benefits (Intec children’s centre data report, July 2010)

3.5 Changing children’s needs, growing demands and response The strategic needs assessment (JSNA) identifies core areas of need affecting statutory and discretionary services. There is an anticipated growing demand for services, with specific areas of need identified, for example:  Growth in demand for early years, primary and secondary school provision  Growth in the number of parents requesting statuary assessments. The number of children/young people defined with special education needs continues to rise – from 650 to 700 in the last two years. The current data projects a further increase in 2014/15.  Until September 2013 88% (95% primary and 61% secondary) schools in the Borough were graded by Ofsted as good or outstanding. The number of schools inspected who have dropped one or two grades is increasing. Currently only 86% (93% primaries and 59% secondarys) are graded good or outstanding. It is anticipated that a further eight schools are at risk of receiving an Ofsted judgement of ‘Requiring Improvement’ during the next financial year.  10% of our children are eligible for free schools meals and this group tends to underachieve at all key education stages, for instance: at key stage 4 there is a 23% point attainment gap between children eligible for free school meals, and those not eligible.  The level of Children in Need has remained constant over the last two years.  The number and level of workforce delivering services remains under pressure.  The number of children being brought into the Care of the authority continues to rise. We anticipate that in 2014/15 the number of children/young people requiring placements will rise to 187 from a current figure of 179. Currently too few placements exist in the Borough, with a high dependence on Independent Fostering Agencies.

3.6 Responding to changing needs with reducing resources In responding to needs differently Children’s Services have reconfigured services differently. The intention is to deliver a larger number of low cost services earlier to reduce the volume of high cost provision. We deliver services at four levels: universal; preventative; targeted; and specialist, see appendix 1: Levels of need.

The Children’s Centre Hubs are delivering services across these levels, for instance:

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Level – Universal: Health visitor drop-in and citizen advice. Level – Preventative: Speech and language drop-in, parenting programmes and adult learning. Level – Targeted:. Parents as First Teachers (PaFT), individual family support Level – Specialist: Social Care supervised contact sessions.

3.7 Sample activities across the two Hubs The programme of activities varies across the outreach sites. The intention is to provide a board range of responsive services, for example: Speech & Language Drop In; Health Visitor Drop In; Child Development Checks (Health Visitors); Nurture Groups; Stay & Play (0-5years); Outside Stay & Play; Asian Women’s Support Group; Action Kids; Parenting Group (Incredible Years); Terrific Twos @ the weekend; Story and Rhyme time; Family Links parenting group (in Punjabi/ Urdu); Freedom Programme, Women’s Aid meetings; Family Support; Adult Learning; Triple P Parenting Seminars / Groups; Citizen Advice services; Yoga Babies; Stay & Play at the weekend; Social Care supervised contacts; Health Clinics with breastfeeding support; Young Parents Group; Expectant Fathers Course; MAD Academy (music & dance for pre- walkers); Targeted Baby Massage; Women only aerobics; Adult Learning courses for parents (Paediatric First Aid). See Appendix 2 for full programme offered in each outreach site.

3.8 Effectiveness of leadership, governance and management

3.8.1 Our governance The leadership, governance and management of the Hub is good. The leadership team understand the issues at hand, along with the wider management team and the Advisory Broad. The Advisory Board is increasing its challenge to the management team.

The management team and Advisory Board are using data to ensure the direction of services provided is making the maximum impact on the families who require the support the

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most. This is balanced with maintaining a robust universal offer, a drive to ensure that information reaches as many families as possible and those targeted for additional support are accessing the service.

The Early Help and First Response Service Leader leads on one of the Children and Young People’s Partnership Board priority groups around parenting support and attends a joint Tasking Group with the Police. This provides strategic overview, ensures Children’s Centres are an integral part of the communication and links with partners to achieve greater joined up working.

The Family Support Manager sits on a priority group around health needs for the Children and Young People’s Partnership Board and the Early Intervention Panel. She is on the 2 year old funding strategy panel and the Family Nurse Partnership Advisory Board. She also regularly liaises with Health and back to work programmes such as Grow Our Own, Progress.

All policies and procedures have been rewritten and these are actively discussed and shared amongst the staff. There are robust processes in place for supervision, appraisals and audits that ensure the service is quality assured. Staff are provided with continual professional development.

3.8.2 Our most important asset Supporting our staff is core to the management team’s values. Delivering transformational change demands exceptional leadership. Creating stability and a healthy working environment requires effective operational management. Delivering outstanding practice requires outstanding practitioners. To support these core values:

 The management team have a strong focus on people focussed leadership with regular meetings, team days and shared training providing an opportunity to share good practice and extend skills.  All staff members have annual appraisals and monthly supervision meetings with their direct line manager. Providing an opportunity for discussion, reflective practice and planning for casework, safeguarding, health & safety concerns, service planning, training and personal development. Weekly team meetings enable planning and information sharing.  There is a strong focus on training staff ranging from masters level and early years qualifications, evidence based intervention programmes and a bite-size training opportunities with partner agencies.  The creation of a Development Officer post to develop the Volunteer workforce, oversee the Health & Safety of the Children’s Centres and promote the Children’s Centre services to families provides a real opportunity to make further improvements to provision and increase attendance. This enables the Children’s Centre Hub Coordinators to focus on the management and leadership of the Children’s Centres.  The recent focus of recruiting and developing a volunteer workforce and relief workers enables greater flexibility and further increases provision especially for additional targeted work to be undertaken by Support Workers. The encouragement of independent providers will also develop provision within the Centres.

3.8.3 Our approach to managing for performance

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Quality assurance systems are in place with managers observing sessions and carrying out joint observations. An auditing process is in place checking the quality of family files/ records and staff supervision files. Evaluation analysis allows us to monitor the quality of services and shape sessions to best meet the needs of service users.

The Children’s Centres work closely with partners and recently undertook a survey of partner agencies views.

The Journey of a Volunteer

Jane felt the Children’s Centre helped her a lot as it was a place that she could meet friends and receive support, whether it was a listening ear or advice on raising a family. When her son went to school she began to volunteer at the Children’s Centre. Jane felt that volunteering would offer the opportunity to return to other families the help and support she received from the Children’s Centre. Since volunteering she has undertaken training in Safeguarding and First Aid. The volunteering experience gave her the confidence to apply for a job as a lunchtime controller. Happily she got this position and is still continuing to volunteer too! Jane’s future goal is to complete the community volunteer training programme starting in January and hopefully apply to become a Relief Assistant Support Worker within the Children’s Centre. (names have been changed to protect identity)

January 2014

The Maidenhead Hub and Reach Area

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MAIDENHEAD HUB

4.1 Summary There are six Children’s Centres in the Maidenhead Hub. Ellington Children’s Centre is the Hub with five satellite Centres based within communities across the area.

The Hub offers a broad selection of services to meet local need and our data reflects increasing numbers of universal and targeted families using the Hub. For instance in the last two financial years the number of lone parents, teenage parents and children with disabilities accessing the Centres services has increased significantly.

The strengths and priorities for the Hub are detailed in 2.2. The action plan is in section 6.

4.1.1 Overall effectiveness – good 2 Whilst there is a significant focus on increasing Children’s Centre registrations and the numbers are increasing there are still far too few families registered with the service. Current registration is 68% of children under 5 years old (including those who have turned 5 years old during 2013).

Over the last year the Children’s Centres have made considerable progress. The focus has been on increasing targeted work to those in need, evidenced based practice, quality of provision, consolidation of the model, efficient use of resources and the development work with our Health partners to increase registrations.

The use of evidence based models allows for the evaluation of impact. The review of impact data, evidence and feedback from users of the Centres is informing future service delivery.

The Hub budget is £273,751.00 The staffing comprises of a Children’s Centre Hub Co- ordinator (1fte), Development Officer (1fte across both Hubs), Support Workers (4.8fte), Relief Assistant Support Workers and an increasing Volunteer workforce. There is an income target of £5,000.

The assessors for Annual Conversation has assessed the Hub against the Ofsted framework and graded itself as ‘good’ see table 5.

Table 5 Maidenhead Self Assessment

Maidenhead Comment on how to be Ofsted judgements Hub outstanding 1 Access to services by young children 3 Highly challenging access and families and participation rates are met or exceeded and/or evidence show a discernable trend of sustained improvement in meeting such targets over time. Information sharing between the Hub and its partners are exceptionally well established ensuring almost all families with young children are known and target groups identified. Shared information is used to plan carefully targeted provision.

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2 Quality and impact of practice and 2 It can be evidenced that services services have a significant impact on 97% of the targeted families and the Hub is remorseless in engaging with those most in need.

97% of families from target groups idenitifed as needing to develop their parenting skills attend parenting courses and the data shows 97% of their families have improved lives.

Data shows that 97% of the young children attending CCs make exceptional progress for school readiness and gaps in educational achievement are reducing rapidly.

3 Effectiveness of leadership and 2 Strengthen Advisory Board governance and membership and its management challenge Imbed the practice of working towards more challenging performance targets Further strengthen practice that celebrates diversity 4 Overall effectiveness 2 The Hub practice consistently reflects the highest aspirations for all children and their families and in particular those in target groups and, as a result, inequalities are reducing rapidly.

All three key judgements are outstanding. Exceptionally one of the key judgements

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may be good and rapidly improving and all other principal aspects of the Hub’s work is good or outstanding.

The remainder of this section provides evidence to support the assessment.

4.1.2 Access to services by young children and their families

With six outreach sites spread across the Maidenhead area this allows for easy reach for most families.

The Service Delivery Plan is designed based on our data information and centre usage and aims to meet the needs of target groups and the community.

Q2/3 shows an increase of 164% in new registrations from 2012. One of our main areas of deprivation has been targeted (Ellington CC) and 61% of children under 5 years old are registered. See appendix 3 for the individual breakdown of families registered in each reach area.

Close partnership working with Health has meant that parents are requested to complete Children's Centre registration at the initial new birth health visits and there are strategic negotiations for the NHS to share live birth data with the Local Authority.

E-mail communication to registered families enables information (including the programme guide) to be effectively circulated. Families without an email receive information via the post. The use of social media as a marketing and information sharing tool is currently being developed.

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4.2 Reaching our Targeted Families

4.2.1 Our Approach to Engagement Our best asset is our staff and the management team are committed to building and sustaining a motivated workforce that has good morale and a keen passion for working with families with young children. This is reflected in the positive feedback we consistently receive about our staff being welcoming and supportive. We firmly believe that ‘first impressions’ can make or break engagement and this is one of the Hub’s most notable assets.

The Hub positively encourages access by all members of the local community. Staff receive relevant, regular training in areas such as diversity (incorporated in PaFT training). Staff are encouraged to learn about different cultures. Delivery incorporates religious festivals where applicable. There is a wide selection of multicultural toys, books and posters portraying different cultures in the Children’s Centres.

4.2.2 Our Partner Agency Working The data from eStart confirms the strong links the Hub has with Social Care, Health and the voluntary sector. For instance in January 2014:  79% of children with a CAF are receiving targeted children’s centre support  100% of children on a CP plan are receiving targeted children’s centre support  63% of two year old funding are receiving support.

There is a robust referral system to ensure families have easy access to services offered. The referral pathway has been designed to be quick and simple to complete, restricting barriers to making referrals. Families can self-refer and referrals are accepted from other agencies or Children’s Centre staff.

Partnership working with Health, Social Care and Parenting Service to identify, refer and monitor families receiving support provides joined up thinking and cohesive working between agencies. There are developing links in place with Midwives and Family Nurse Partnership to identify young vulnerable parents including those expecting.

Children Centre staff implement the CAF process to support families. There are currently 10 open CAFs with 5 Children’s Centre Lead Professionals.

4.2.3 Our Individual Targeted Family Support Our Children’s Centres are not just centre based, outreach work is undertaken in family homes with a cumulative total of 114 families supported in January 2014.

Family Outcome Star is used as a main assessment tool. This has been adapted to meet the varying needs of families. Intervention is agreed and this can include Post Natal Depression Baby Massage, PaFT and free places at universal sessions delivered by outside providers. Family support in the home allows for engagement with parents who do not access Children’s Centre services and is often used as a stepping stone to attendance.

The use of CAFs and assessment and intervention tools, such as the Family Outcome Star and Parents as First Teachers, allow for the regular review of progress. Staff use reflective supervision to discuss families they are supporting. This allows them to consider how best to consistently meet families’ needs.

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4.2.4 Our Targeted Groups We encourage attendance from groups who are less likely to access services e.g.: Stay & Play at the weekend is designed to attract parents who can’t attend sessions during the week (especially fathers), Social Care supervised contacts and the Freedom Programme.

North Maidenhead has a high proportion of Muslim families with attendance at the local link school being 95% from the Muslim faith. Working with the Asian community has reduced perceived barriers and enabled greater take up of provision. The team has a bilingual Asian Support Worker. This is an asset in enhancing engagement and demonstrates that the Hub works towards reflecting its community. In partnership with the Parenting Service we offer groups for Asian parents delivered in mother tongue e.g: Asian fathers group, parenting groups and an ante-natal group with breastfeeding support.

There are links with the Children & Young People Disability Service to ensure children with disabilities make use of the Centres. Specific sessions such as “Look and Learn” are run at the Little Acorns site.

Partner agencies refer women to the Freedom Programme. The programme is delivered from Maidenhead Nursery Children’s Centre and information that supports parents suffering from domestic abuse are widely available i.e.: posters in toilets, takeaway cards.

Project Young Parents is delivered in collaboration with the Borough’s Youth Service, Adult and Community Learning and local faith groups. Young parents receive a menu of parenthood support i.e. adult learning sessions, learning through play, budgeting support and accessing food parcels as necessary. Family Nurse Partnership and the Health Visitor Team actively promote this service.

To target disadvantaged families with two year olds we deliver “Terrific Twos” groups. Through play children learn to develop skills in line with EYFS goals. Partnership working has resulted in Centres identifying eligible families with 63% of two year olds accessing 2 year funding also accessing Children’s Centre services. The Family Support Manager sits on the strategy group for the 2 year old funding programme. The development of Parent Champions to promote Children’s Centre usage and two year old funding will further strengthen this link.

Transitions groups are linked into schools in our two main areas of deprivation. The groups focus on improving school readiness. These groups are received favourably by schools with a link school requesting this as an integrated rolling programme. Children are tracked in line with the EYFS Profile and supported at home prior to starting school if necessary.

4.2.5 Our Universal Offer Children's Centre core delivery is complimented by the independent/voluntary sector that can hire or use the Centres to deliver activity sessions. Providers offer free spaces for families most in need. Our Development Officer is developing the use of the Centres through encouraging and promoting them as appropriate venues for this type of delivery or alternative uses that are consistent with Children’s Centre services. See appendix 2 for list of services

Nurture groups are delivered in partnership with the Health. The aim is to support parents/carers with their newborn to pre-walking babies. This is a positive way of introducing new families to Children's Centre services.

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Speech & Language Therapy (SALT) services offer a Drop In for families. SALT Therapists rotate their presence at Stay & Plays to enable parents to seek advice and offer expertise to inform the delivery of sessions.

Parenting support is an integral part of the Service Delivery Plan. Support ranges from brief advice sessions, parenting seminars and parenting groups e.g: Webster-Stratton Baby Incredible Years Programme, Triple P Primary Programme and parenting programmes delivered in mother tongue. Parent led seminars are delivered to cover requested topics i.e. sleep issues.

The Adult & Community Team is co-located in the Hub Children’s Centre. A rationale agreement has been agreed and there are developments to further integrate adult learning into the Children’s Centres. A strategic group oversees these developments and the rationale agreement. First Aid workshops are delivered and the take up and feedback from these workshops are positive. ESOL (English for speakers of other languages) is freely available and actively promoted within the Children’s Centres.

The use of Volunteers within the Children’s Centres and as Parent Champions is being developed with a new accredited Community Volunteer Training Course being rolled out. Examples of some modules covered are: Safeguarding, Equality and Diversity, Domestic Abuse and Community Involvement,

Parents as First Teachers (PaFT)

Lisa (mother) Mark (father) Chay (child)

The family were referred by the Health Visitor following concerns that Chay was developmental delayed. They lived in a 1 bedroom house and were suffering from neighbourhood intimidation. As a result Lisa felt unable to leave the family home without her husband and was becoming increasingly isolated. With family agreement a CAF was raised to address the multiple issues the family was facing. A referral was made to the Child Development Centre, 2 year funding was secured, food bags were accessed via the Children’s Centre and the Children’s Centre Support Worker visited the family at home on a regular basis to deliver PaFT. The parents engaged well and learnt how to best play with Chay to help him develop. The family were supported to be re-housed to a 2 bedroom flat. Over the months Chay’s development started to progress and Mum’s confidence and self esteem is increasing. Lisa’s feedback: What have you gained from the PaFT visits? ‘I am learning how to play with my child, as I did not know how to do this as no one played with me when I was younger’ (names have been changed to protect identity) Nov 2013

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4.3 Quality and impact of practice and services

4.3.1 How we evaluate Impact

A range of data sources is used to measure impact. This includes: the Child Health Profile, RBWM Data Pack, data supplied by partner agencies measurement via the PaFT and Outcome Star and from direct feedback with families. Work is being developed to measure the EYFS profiling and explore what impact the Children’s Centre experience has on school readiness i.e.: Early Years Profiling GLD informs us of the schools that have the lowest percentile rating and we target our Transition groups at these schools.

A strong emphasis on ’scaling’ as an evaluation measure allows us to collaboratively measure impact. We use the outcome star model as a basis to evaluate our family support and group sessions. This allows us to measure the average distance travelled for service users engaged in Children’s Centre programmes and outreach work.

We have introduced a process that measures the net promoter and customer satisfaction. This will feed into our annual targets.

Assessing progress and reviewing how best to support families enables clear focus for change and is supported by our supervision process.

Children’s Centre questionnaires (August/ Sept) found that parents and carers greatly valued the Children's Centre services. In particular information, advice, sign posting and providing opportunities for learning, play and development. Sleeping, weaning and developing good routines were topics that were identified as a need, and workshops were put in place and well evaluated.

Families receiving the PaFT programme are tracked from enrolment to 3 years or exit, using the Idaho Retrospective evaluation tool.

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To ensure we develop our understanding of local children’s needs and provide relevant services we conduct family forums, provide user friendly feedback opportunities in all the Centres and have ‘face to face’ informal discussion with parents on an ongoing basis.

4.3.2 How we Shape our Services to meet the needs of families with young children

Advisory Board meetings, Family Forums, evaluations and informal discussions provide us with feedback that ensures a greater understanding of local children’s needs and enable us to shape our services according to need

The Advisory Board is key to knowing our communities and influences the monitoring and shaping of services. The Board consists of parent and community representatives. In order to gather feedback parent forums take place within existing services and has proved a successful way of gathering feedback. Local knowledge and data collection informs service development and we strive to be actively involved in community events i.e.: school fetes etc.

Each session / service has a project proposal showing the work stream provided, relevant planning notes, evaluations and impact of the service.

EYFS tools are used within the session plans for groups facilitated by Children Centre staff. This ensures we plan with a baseline of effective and appropriate early education for the age range of children

Reviewing general level of development (GLD) percentages from Early Years Profiling we have identified schools with lower averages and are targeting these schools to develop transition to school groups. The Transition and Terrific Twos groups address these needs and optimise the chance for a smooth transition to school. Feedback from parents and professionals have shown the groups to be beneficial in increasing school readiness and helping with behavioural issues.

Parent quote “Terrific Twos group helped my child learn how to listen, share and socialise with other children.

Discussion with service users and parent forums raises awareness of the individual and collective needs of the families accessing the Children’s Centres. There are suggestions boxes in each Children’s Centre and parents are actively encouraged to share their views. For example: families requested a trip to the zoo and this took place in Spring 2013. Families asked for a weekend Stay & Play to accommodate parents who are working during the week and this is now delivered on Saturdays.

Our focus on targeted work to support our most vulnerable families has significantly increased by 78% since April 2013. From April 2013 to date we have offered individual family support to 114 families. Families have an initial assessment often using the Family Outcome Star. The assessment outcome decides a support package that optimises improving the child’s outcome.

4.3.3 Quality Assurance The quality of family support interventions are monitored by case discussion in monthly supervision with the Children’s Centre Hub Co-ordinator (case discussion notes are kept in family files). Supervision and case file audits are reviewed by the Family Support Manager. Regular PaFT peer supervision which is externally facilitated.

Sessions are designed in line within the EYFS guidance and the Hub Co-ordinator regularly monitors the quality of delivery. This is further supported by the Family Support Manager

25 of 50 joining them to conduct joint observation audits. A random selection of supervision and case files are audited every six months and an annual Safeguarding Audit is conducted.

All Children’s Centres have had a recent Health & Safety audit carried out by the Borough Health & Safety Officer. Recommendations have been noted and actioned. Each activity session has a risk assessment and a pre session check is carried out at the beginning of each session. Independent/volunteer providers sign an agreed contract with the Children’s Centre setting out Health & Safety and Safeguarding requirements.

Independent / Voluntary providers are invited to deliver sessions at a reduced cost to families and we offset this with free or assisted rental. Free places are offered to families where financial restrictions create a barrier to accessing sessions. Our Development Officer is responsible for overseeing these providers and ensuring they are providing good quality sessions. Also providers are contracted to adhere to a clear set of expectations and standards, as appropriate i.e.: holding paediatric first aid qualification, safeguarding training.

Terrific Twos Group

Sandra (Mum), Dave (Dad) and their 2 year old daughter Maisie cannot access children’s centre services during the week as both parents work fulltime.

Due to concerns about Maisie’s social and interactive skills they self referred to the “Terrific Twos” course. Over the 8 weeks Maisie began to speak more and join in with the activities. Initially she was reluctant to even move off mum’s lap but gradually she gained confidence to in teract with the rest of the group. Mum and Dad were both keen to learn about weaning Maisie from her bottle to an open cup and sought advice around bedtime routines, picky eating and discipline.

Comments from Mum at evaluation: “This Children’s Centre group has immensely helped Maisie with her social, interactive skills and her shy behaviour. She has learned how to share and enjoy at the same time, which is a bit difficult at home as she is a lone child. Coming to this group gave me the opportunity to meet other parents and kids and get valuable advice and information with regard to child rearing. I think the Children’s Centre is an amazing place” (names have been changed to protect identity)

October 2013

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The Windsor / Datchet Hub and Reach Area

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5 WINDSOR HUB

5.1 Summary There are seven Children’s Centres in the Windsor/Datchet Hub. Little Cygnets Children’s Centre (Datchet) is the Hub with six satellite Centres based within communities across the area.

The Hub offers a broad selection of services to meet local need and our data reflects increasing numbers of universal and targeted families using the Hub. Current registration is 77% of children under 5 years old (including those who have turned 5 years old during 2013).

The strengths and priorities for the Hub are detailed in 2.2. The action plan is in section 6.

5.1.1 Overall effectiveness – good 2

Over the last year the Children’s Centres have made considerable progress. The focus has been on increasing targeted work – to those in need; evidenced based practice, quality of provision; consolidation of the model; efficient use of resources and the development work with our Health partners to increase registrations.

The use of evidence based models allows for the evaluation of impact. The review of impact data, evidence and feedback from users of the centres is informing future service delivery.

The Hub budget is £275,711 with an income target of £5,000. The staffing comprises of a Children’s Centre Hub Co-ordinator (1fte), Development Officer (1fte across both Hubs), Support Workers (4.6fte), Relief Assistant Support Workers and an increasing Volunteer workforce.

The strengths and priorities for the Hub are detailed in 1.1 section 2.1.7 The action plan is in section 6.

The assessors for the Annual Conversation has assessed itself against the Ofsted framework and awarded a grade 2 – Good, see table 5

Table 5: Windsor/ Datchet self assessment

Windsor/ Comment on how to be Ofsted judgements Datchet outstanding Hub 1 Access to services by young children 2 Highly challenging access and and families participation rates are met or exceeded and/or evidence show a discernable trend of sustained improvement in meeting such targets over time. Information sharing between the Hub and its partners are exceptionally well established ensuring almost all families with young children are known and target groups identified. Shared information is used to plan carefully targeted provision.

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2 Quality and impact of practice and 2 It can be evidenced that services services have a significant impact on 97% of the targeted families and the Hub is remorseless in engaging with those most in need.

97% of families from target groups idenitifed as needing to develop their parenting skills attend parenting courses and the data shows 97% of their families have improved lives.

Data shows that 97% of the young children attending CCs make exceptional progress for school readiness and gaps in educational achievement are reducing rapidly. 3 Effectiveness of leadership and 2 Strengthen Advisory Board governance and management membership and its challenge Imbed the practice of working towards more challenging performance targets Further strengthen practice that celebrates diversity 4 Overall effectiveness 2 The Hub practice consistently reflects the highest aspirations for all children and their families and in particular those in target groups and, as a result, inequalities are reducing rapidly.

All three key judgements are outstanding. Exceptionally one of the key judgements may be good and rapidly improving and all other principal aspects of the Hub’s work is good or outstanding.

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5.1.2 The remainder of this section provides evidence to support the assessment.

5.2 Access to services by young children and their families

With seven outreach sites spread across the Windsor/Datchet area this allows for easy reach for most families.

The Service Delivery Plan is designed based on our data information and centre usage aiming to meet the needs of target groups and the community. Q2/3 shows an increase of 86% in new registrations from 2012. See appendix 3 for the individual breakdown of families registered in each reach area

Close partnership working with Health has meant that parents are requested to complete Children's Centre registration at the initial new birth health visits and there are strategic negotiations for the NHS to share live birth data with the Local Authority.

E-mail communication to registered families enables information (especially the programme guide) to be cost effectively circulated. Families without an email receive information via the post. The use of social media as a marketing and information sharing tool is currently being developed.

5.3 Reaching our Targeted Families 5.3.1 Our Approach to Engagement Our best asset is our staff and the management team are committed to building and sustaining a motivated workforce that has good morale and a keen passion for working with families with young children. This is reflected in the positive feedback we consistently receive about our staff being welcoming and supportive. We firmly believe that ‘first

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impressions’ can make or break engagement and this is one of the Hub’s most notable assets.

There is an established Traveller community in Datchet, Wraysbury and Old Windsor. Datchet St Mary’s Academy (Little Cygnets Datchet is situated in the school grounds) has a 25% pupil intake of children from this community. Whilst we know that Traveller families attend the Children’s Centre it is not reflected in our data as parents state on forms their ethnicity is White British. They say it is for fear of discrimination. We also know there are poor transport links from Wraysbury village (which holds a large traveller population) to the Children’s Centre in Datchet. To better engage this community we run a Nurture Group (in partnership with Health) from a local community venue.

The Hub positively encourages access by all members of the local community. Staff receive relevant, regular training in areas such as Diversity (incorporated in PaFT training). Staff are encouraged to learn about different cultures. Delivery incorporates religious festivals where applicable. There is a wide selection of multicultural toys, books and posters portraying different cultures in the Children’s Centres.

5.3.2 Our Partner Agency Working The data from eStart confirms the strong links the Hub has with Social Care, Health and the voluntary sector. For instance in Jan 2014  88% of children with a CAF are receiving targeted children’s centre support  80% of children on a CP plan are receiving targeted children’s centre support  67% of two year old funded children are receiving support.

Partnership working with Health, Social Care and Parenting Service to identify, refer and monitor families receiving support provides joined up thinking and cohesive working between agencies. There are developing links in place with Midwives and Family Nurse Partnership to identify young vulnerable parents including those expecting.

Children Centre staff implement the CAF process to support families. Since January 2013 45 CAFs have been raised with staff acting as Lead Professionals for eight CAFs .

Datchet St Mary’s and Little Cygnets Children’s Centre work together in a variety of ways to ensure smooth transition to the school, e.g.

 Children’s learning journeys are passed on when children enter Datchet St Mary’s nursery

 Staff at Datchet St Mary’s visit the “Stay and Play” sessions on Wednesday afternoons

 “Rising 3’s” who are in the school’s catchment area visit the school nursery

 Little Cygnet parents will be invited to join the school’s “parent picnics” in the summer term

 Little Cygnets “Stay and Play” sessions to be hosted in the school’s playground

Children’s centre staff are currently planning to adopt “Talk for Writing” with Pie Corbett (a method of teaching reading and writing that is used throughout the school) with Little Cygnets children to give them a head start with literacy when they begin nursery.

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5.3.3 Our Targeted Family Support The Children’s Centres are not just centre based, outreach work is undertaken in family homes with a cumulative total of 196 families supported in January 2014 .

There is a robust referral system to ensure families have easy access to services offered. The referral pathway has been designed to be quick and simple to complete, restricting barriers to making referrals. Families can self-refer and referrals are accepted from other agencies or Children’s Centre staff.

Family Outcome Star is used as a main assessment tool. This has been adapted to meet the varying needs of family intervention is agreed and this can include PN.

Depression Baby Massage, PaFT and free places at universal sessions delivered by independent providers. Family support in the home allows for engagement with parents who do not access Children’s Centre services and is often used as a stepping stone to attendance.

The use of CAFs and assessment and intervention tools, such as the Family Outcome Star and Parents as First Teachers, allow for the regular review of progress. Staff use reflective supervision to discuss families they are supporting. This allows them to consider how best to consistently meet families’ needs.

5.3.4 Our Targeted Groups We encourage attendance from groups who are less likely to access services e.g.: Stay & Plays at the weekend is designed to attract parents who can’t attend sessions during the week (especially fathers), Wraysbury Nurture Group to attract members of the traveller community and parents who may not access the nearest Children's Centre due to distance and poor transport links and the Freedom Programme.

In response to local knowledge about the prevalence of domestic violence in Windsor staff deliver the Freedom Programme from Poppies Children’s Centre which is situated on an Army base. This group has been very well attended and the impact is clear from parental and partner agency feedback. There are 11 established members and a group of parents who have completed the course have set up a parent led session called 'Freedom Friends'.

There are close links with the Children & Young People Disability Service to ensure children with disabilities make use of the Centres. A specific session such as 'Twinkle Twinkle' (parent & child session for children with special needs) is delivered from Poppies Children's Centre.

The Young Parents Group supports parents under the age of 25 years. Between September 2012 and February 2013 we had 4 young parents and a volume of attendance of 4. Between September 2013 and February 2014 we have had 34 young parents and the volume of attendance is 94. Young parents receive a menu of parenthood support i.e. adult learning sessions, learning through play, counselling support, budgeting and accessing food parcels as necessary. Family Nurse Partnership and the Health Visitor Team actively promote this service and links between the services are well established.

To target disadvantaged families with two year olds we deliver a “Terrific Twos” group. Through play children learn to develop skills in line with EYFS goals. Partnership working has resulted in Centres identifying eligible families with 67% of two year olds accessing 2 year funding also accessing Children’s Centre services. The Family Support Manager sits on the strategy group for the 2 year old funding programme. The development of Parent Champions to promote Children’s Centre usage and the two year old funding will further strengthen this link.

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Transitions groups are being piloted. They will initially be delivered in partnership with our two link schools. The groups will focus on preparing children for the transition to school. Children will be tracked in line with the EYFS Profile and supported at home prior to starting school if necessary.

5.3.5 Our Universal Offer Children's Centre core delivery is complimented by the independent/voluntary sector that can hire or use the Centres to deliver activity sessions. Providers offer free spaces for Children’s Centres to allocate those families most in need. Our Development Officer focuses on developing the use of the Centres through encouraging and promoting them as appropriate venues for this type of delivery or alternatives uses that are consistant with Children’s Centre services. See appendix 2 for list of services

Nurture groups are delivered in partnership with the Health. The aim is to support parents/carers with their newborn to pre-walking babies. This is a positive way of introducing new families to Children's Centre services.

Speech & Language Therapy (SALT) services offer a Drop In for families. SALT Therapists rotate their presence at Stay & Plays to enable parents to seek advice and offer expertise to inform the delivery of the sessions.

Parenting support is an integral part of the Service Delivery Plan. Support ranges from brief advice sessions, parenting seminars and parenting groups i.e.: Webster-Stratton Baby Incredible Years programme, Triple P Primary programme parenting programmes.

A rationale agreement has been strategically agreed between the Borough Children's Centres and Adult Learning and there are developments to more fully integrate Adult Learning into the Children’s Centres. A strategic group oversees these developments and the rationale agreement. A wider programme is now being offered covering topics such as: First Aid, Budgeting, Early Years Education for parents and Arts and Crafts.

The use of Volunteers within the Children’s Centres and as Parent Champions is being developed with a new accredited Community Volunteer Training Course being rolled out in 2014. Examples of some modules covered are: Safeguarding, Equality and Diversity, Domestic Abuse and Community Involvement.

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The Freedom Programme

Anna (mother) attended the Freedom Programme and Sam (her child) attended the crèche. Both Anna and Sam are greatly affected by the domestic abuse they

suffered. Sam was very withdrawn and would not interact with other adults and children at the crèche. Anna talked of being too scared to take her child out of the house so they were unable to socialise or interact with other people. Even with their house and buggy alarmed and with personal alarms on both of them Anna was very anxious about being out of the family home as their perpetrator was due

to be released from prison. After completing the programme Anna said she felt happier and more confident in being able to be away from her home. She said she now understood the importance of positive social activities for both her and Sam. She stated she was ‘100% more informed about domestic abuse behaviours’ and she felt that the programme had given her and her family a clearer understanding of how to keep themselves safe. Anna said for the first time she understood she was not to blame for the violence she and her child has suffered. She now feels much more able to keep herself and her family safe. (names have been changed to protect identity)

5.4 Quality and impact of practice and services

5.4.1 How we evaluate the impact of our services A range of data sources is used to measure impact. This includes: the Child Health Profile, RBWM Data Pack, data supplied by partner agencies measurement via the PaFT and Outcome Star and from direct feedback with families. Work is being developed to measure the EYFS profiling and explore what impact the Children’s Centre experience has on school readiness e.g: Early Years Profiling GLD informs us of the schools that have the lowest percentile rating and we target our Transition groups at these schools.

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A strong emphasis on ’scaling’ as an impact measure allows us to collaboratively measure impact. We use the outcome star model as a basis to evaluate our family support and group sessions. This allows us to measure the average distance travelled for service users engaged in Children’s Centre programmes and outreach work.

We have introduced a process that measures the net promoter and customer satisfaction. This will feed into our annual targets.

Children’s Centre questionnaires (August/ Sept 2013), found that parents and carers greatly valued the Children's Centre services. In particular information, advice and sign posting and providing opportunities for learning, play and development.

Families receiving PaFT programme are tracked from enrolment to 3 years or exit, using the Idaho Retrospective evaluation tool.

To ensure we develop our understanding of local children’s needs and provide relevant services we conduct family forums, provide user friendly feedback opportunities in all the centres and have ‘face to face’ informal discussion with parents on an ongoing basis.

5.4.2 How we shape our services to meet the needs of families with young children Advisory Board meetings, Family Forums, evaluations and informal discussions provide us with feedback that ensures a greater understanding of local children’s needs and enable us to shape our services according to need.

The Advisory Board is key to knowing our communities and influences the monitoring and shaping of services. The Board consists of parent and community representatives. Local knowledge and data collection informs service development and we strive to be actively involved in community events e.g: school fetes.

A focus on targeted work to support our most vulnerable families has significantly increased by 83% since April 2013. Since April 2013 we have offered individual family support to 196 families cumulative (Jan 14). Families have an initial assessment often using the Family Outcome Star. The assessment outcome decides a support package that optimises improving the child’s outcome. It can range from light touch approaches such as taxi provision, free places at activity sessions to CAF, Parents as First Teachers (PaFT) or signposting the families to services that can provide more intensive, specialised support such as Intensive Family Support and Social Care.

Each session / service has a project proposal showing the work stream provided, relevant planning notes and evaluations and impact of the service.

EYFS tools are used within the session plans for groups facilitated by Children Centre staff. This ensures we plan with a baseline of effective and appropriate early education for the age range of children.

Reviewing general level of development (GLD) percentages from Early Years Profiling we have identified schools with low averages and we are targeting these schools to develop transition to school groups. The Transition and Terrific Twos groups are planned to address these needs and optimise the chance for a smooth transition to school. The feedback from parents and professionals has shown the groups to be beneficial for increasing school readiness and helping with behavioural issues.

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Our services are evaluated and the data analysis informs our decisions when reviewing services. Through discussion with service users staff aim to be as aware as possible of the individual and collective needs of the families accessing the Children’s Centres. There are suggestions boxes in each Children’s Centre.

The ‘feedback tree’ and other evaluative methods allow parents to express their views on our services. This feedback informs our service delivery shaping it according to the needs of the community. An example of this is how much families enjoyed the farm visiting. This event was run with a link school and the feedback was so positive this event will be repeated this year.

5.4.3 Quality Assurance Sessions are delivered in line within the EYFS guidance and the Hub Co-ordinator regularly monitors this and the quality of delivery. This is further supported by the Family Support Manager joining them to conduct joint observation audits. A random selection of supervision and case files are audited every six months and an annual Safeguarding Audit is conducted.

All Children’s Centres have had a recent Health & Safety audit carried out by the borough Health & Safety Officer. Recommendations have been noted and actioned. Each activity session has a risk assessment and a pre session check is carried out at the beginning of each session. Independent/volunteer providers sign an agreed contract with the Children’s Centre setting out Health & Safety and Safeguarding requirements.

Independent and Voluntary providers are invited to deliver sessions at a reduced cost to families and we offset this with free or assisted rental. Free places are offered to families where financial restrictions create a barrier to accessing sessions. Our Development Officer is responsible for overseeing these providers and ensuring they are providing good quality sessions. Also providers are contracted to adhere to a clear set of expectations and standards, as appropriate i.e: holding paediatric first aid qualification, safeguarding training.

The quality of our Family Support interventions is monitored by case discussion in monthly supervision with the CC Hub Co-ordinator (case discussion notes are kept in family files). Supervision and case file audits are reviewed by the Family Support Manager. Regular PaFT peer supervision which is externally facilitated.

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Baby Massage for Parents with or at Risk of Post Natal Depression

Carolyn (mother) and Daisy (baby) attended Baby Massage after referral from their Health Visitor. Concerns were risk of depression and lack of confidence after problems with breastfeeding and Daisy’s re-admittance to hospital.

In the following sections the progression on the family star is as follows: Promoting Good Health – 6 to 9 Meeting Emotional Needs 6 to 10 Keeping Your Child Safe 9 to 10 Social Networks 4 to 10 Supporting Learning 4 to 9 Keeping a Family Routine 3 to 7

Carolyn feels she has gained confidence which has enabled her to move on to attending the Baby Incredible Years Parenting Programme. The Health Visitor feels these services have greatly supported the family and it was agreed that no further services were required. (Names have been changed to protect identity) November 2013

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6 ACTION PLAN

The action plan comprises four areas: access; quality; leadership, governance and management and outcomes. The Plan has six columns:  Column 1: no of priority.  Column 2: priority.  Column 3: specific actions being implemented with responsible officer and data.

Actions, responsible officer and date Priorities Responsible Officer Key : FSM = Family Support Manager HC = Hub Coordinator DO = Development Officer AB=Advisory Board Access 1 Further improvements in Develop the RBWM website and use social media to make information more accessible and user promoting Children’s Centres friendly (DO Jun 2014). activities on all relevant

websites and providing Negotiate information sharing protocol between NHS and LA to enable live birth data to be shared information/leaflets to all GP (FSM May 14). surgeries, health centres,

nursery, schools and relevant

sites.

2 Implement PARIS (social care Implement PARIS as an on-line recording system for families receiving a targeted intervention. (FSM case recording system) and Mar 14). track family support interventions. Develop a reporting process that tracks families who have received an intervention and are entered onto PARIS (FSM Apr 14).

Implement a process that offers flexible tracking resources that cohesively measures impact that can be incorporated into a target measure (FSM Jun 14).

3 Track the progress of children Research and develop a longitudinal tracking process that tracks children’s educational progress and receiving a targeted the estimated cost savings to the Borough when problems are solved at an early stage. (FSM Dec intervention from Children’s 14). Centres through evidencing numbers of children: - not needing Social Care involvement in the following two years - who have achieved 38 of 50

Actions, responsible officer and date Priorities Responsible Officer Key : FSM = Family Support Manager HC = Hub Coordinator DO = Development Officer AB=Advisory Board satisfactory and above Key Stage One SATS results

4 Demonstrate more cohesive Negotiate information sharing procedures with Heads of Schools in Hub, around Early Year Profiling partnership working with scores. (HCs Mar 2014). schools to improve school

readiness especially those that have a lower than Implement and deliver two transition groups in Windsor/Datchet Hub and evidence the impact on average Early Years Profiling school readiness (Win/Dat HC Jul 2014). General Level of Development.

5 To contribute to reducing by Become key members of Early Help Hubs Panel (FSM, HCs Apr 14). XX% the number of families requiring additional support Increase the number of targeted family support interventions by 20% through child protection and (HCs Mar 14). children in need from social care teams. Develop Children’s Centre workforce expertise in enhancing positive change for families through training programmes such the Twilight Training Programme and external vocational and training opportunities (FSM, HCs Dec 14).

Recruit prevention social workers based in both Hubs to accommodate increased targeted interventions (FSM, HCs Jul 14).

6 Introduce parent led sessions Support parents to start up and sustain two parent led sessions in the Maidenhead Hub. (M’Hd HC, in the Maidenhead Hub. DO Jul 14).

7 Increase by 10% the Use local knowledge and data to ensure we are providing services that are accessible and meaningful attendance of targeted to our target groups (HCs Mar 15). families at CCs.

8 Sustain the number of families Increase the level of attendance by Children’s Centres at Child Protection Conferences (FSM, HCs on a Child Protection Plan Mar 15). who are receiving support 39 of 50

Actions, responsible officer and date Priorities Responsible Officer Key : FSM = Family Support Manager HC = Hub Coordinator DO = Development Officer AB=Advisory Board from Children’s Centres.

9 Increase by 10% the number Evidence the promotion of 2 year old funding in the CCs (HCs Mar 15). of families receiving support from Children’s Centres that Evidence further strengthening the link between 2 year funding and CCs i.e.: joint working opps, have a CAF and receive 2 attendance at team meetings (HCs, DO Mar 15). year old funding. Foster and sustain effective partnership working that delivers a cohesive programme of services. (FSM, HCs, DO Mar 15).

10 Foster and sustain effective Conduct an annual questionnaire for partner agencies to feedback their view on our partnership partnership working that working. (FSM Nov 14). delivers a cohesive programme of services. Each Hub to facilitate a ‘partnership workshop’ to explore improving how we work together to best support families with young children (HCs Dec 15). 11 Increase the number of Ensure Parenting and Children’s Centres are managed more cohesively by joining the management parenting programmes team and increasing the Parenting Support Worker presence in Children’s Centres (FSM Mar 14). delivered in the Children’s Centres by 20% Develop a process that jointly plans the delivery of parenting programmes over the year (FSM, HCs June14).

Quality 12 Increase the number of Sustain the partnership working with Health Visitors who complete the registration form with parents at children registered at the initial visits. (FSM, HCs Mar 15). children’s centres to: Maintain the focus that all families accessing CC services must be registered (HCs, DO Mar 15). Windsor/Datchet Hub: 70% Maidenhead Hub: 65%. Develop the parent champions’ programme in partnership with 2 year old funding – Recruit and train 8 Parent Champions with a target of collecting 200 new registrations (DO Dec 14).

13 Increase by 10% the number Liaise with C&YP Disability Service to explore how CC services can best support children with of children, with additional additional needs. (FSM, Win/Dat HC May 14). needs, accessing Children’s

Centres. From the outcome of the above action incorporate targeted groups in the Delivery Plan, as appropriate (HCs Oct 14). 40 of 50

Actions, responsible officer and date Priorities Responsible Officer Key : FSM = Family Support Manager HC = Hub Coordinator DO = Development Officer AB=Advisory Board

14 Support the increase of the Work with the Health Visitor team and Public Health to support publishing initiatives that will promote number of children being immunisation. (FSM, HCs Mar 15). immunised in the Borough, in line with surrounding Support any initiatives that will increase the % of children immunised (Mar 15). Boroughs.

15 Support the reduction of 6.5% Increase active sessions by 20% at each Hub (HCs Mar 15). of children measured as obese. Ensure healthy eating programmes are integral to the process (HCs Mar 15).

16 Increase and evidence the Implement and consistently promote the use of outcome star (original and adapted) as an evaluation impact of Children’s Centre tool to measure CC services services using the Outcome (FSM, HCs DO Mar 15). Star measurement impact data. Implement a process that records and analyses this data (FSM Apr 14).

Quality assure sessions by joint or single observations and grading staff competence (FSM, HCs, DO Mar 15).

Evidence CPD is a common thread throughout supervision as evidenced in the supervision audits. (FSM, HCs Mar 15).

Conduct an annual safeguarding audit of Children’s Centres (FSM Oct 14).

17 Both Children’s Centres Hubs, Hold regular manager’s meeting to sustain and improve performance (FSM, HCs, DO Mar 15) . when inspected by Ofsted, receive a result of ‘Good’. Ensure the SEF/Business Plan is a working tool shared by CC staff and the Advisory Board. (FSM, . HCs, DO Apr 14).

Adhere to management cycle requirements and the quality assurance audits as evidenced in reports (FSM, HCs, DO Mar 15). 18 Achieve a net promoter score Implement and ensure the use of a process that will measure customer satisfaction (FSM, HCs Apr of 75% and 80% of parents 14).

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Actions, responsible officer and date Priorities Responsible Officer Key : FSM = Family Support Manager HC = Hub Coordinator DO = Development Officer AB=Advisory Board saying they are satisfied with Children’s Centre services. Train staff and outside providers to understand the importance of impact and customer satisfaction measures as evidenced in team meetings, supervision, team days etc. (FSM, HCs DO Jun 2014).

Leadership, governance and management 19 Revise the annual Research other LA models (FSM Mar 14). conversation model to ensure it is more rigorous and an Revise the annual conversation form, involve partner agencies and Advisory Board members to improved quality assurance enhance external overview of services as evidenced by the feedback report containing a parent tool. representative observation of a randomly selected CC session (FSM Mar 14).

Pilot and evaluate two annual conversations (FSM Apr 14).

20 Maintain staffing stability, Sustain the management cycle of monthly supervision as evidence in supervision audits (FSM, HCs morale and increase staff Mar 15). confidence. Organise two team days a year ensuring the theme is relevant, good practise is shared and celebrated and a valuable learning experience as evidenced in the agenda content and evaluation analysis (FSM, HCs, DO Mar 15).

Continue the twilight training programme ensuring this remains a valuable learning experience as evidenced in evaluation analysis and focus on identified staff training needs (FSM, HCs Mar 15).

Monitor staff sickness and address any increasing trends (FSM, HCs Mar 15).

Conduct a local staff survey and hear and act on analysis, as appropriate (March FSM, HCs)

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Actions, responsible officer and date Priorities Responsible Officer Key : FSM = Family Support Manager HC = Hub Coordinator DO = Development Officer AB=Advisory Board 21 Ensure quality assurance is a Sustain the auditing processes for supervision and case files. FSM to conduct and evidence 6 monthly golden thread throughout our audits, HCs to conduct 3 monthly audits (FSM, HCs Mar 15). services, especially in relation to safeguarding procedures. Sustain the joint observation audits and build in staff competence grading. To conduct 6 joint observations per year (FSM, HCs, AB Mar 15).

Introduce 6 single observations of sessions randomly selected (FSM, HCs, DO, AB Mar 15).

Introduce parent observations of Children’s Centre sessions.

Conduct an RBWM Children’s Centre Survey (FSM May 14).

Conduct a safeguarding audit (Oct 14).

22 Strengthen partnership with Strategic meetings between FSM and Health Visitor Lead to be sustained (as evidence by TofR and health commissioners and minutes (FSM Mar 15). providers. Work in partnership with Health to deliver services and meet with Health Partners (as evidenced by TofR and minutes) to regularly to address operational issues and as a safeguarding measure with regard to referred families. (HCs Mar 15).

Work in partnership with Public Health to agree the commissioning and implementation of Health Visitor services 2015 as evidenced by meeting minutes and work produced in preparation for new commissioning. (FSM – Dec 2014).

23 Improve parent representation Provide an in house training package for new and prospective Advisory Board members and deliver by 50% and the diversity and one workshop (M’Head HC, AB Dec 14). effectiveness of the Advisory Board. Educate the Advisory Board on data usage and involve use the SEF as a key working tool that can provide challenge. (HCs Oct 14).

Produce an information booklet/pack for new Advisory Board members (M’Head HC, AB Apr 14).

Run a recruitment drive to enrol new Advisory Board members especially parent representatives (HCs AB Jul 14). 43 of 50

Actions, responsible officer and date Priorities Responsible Officer Key : FSM = Family Support Manager HC = Hub Coordinator DO = Development Officer AB=Advisory Board

24 Increase the volunteer Deliver 2 accredited volunteer training programmes alternating between Hubs (DO, HCs Mar 15). workforce by 90% in Q3 14/15 compared to Q3 13/14. Make appropriate matches to roles according to volunteer’s strengths and interpersonal skills ensuring

the sustainability of volunteers (DO, HCs Mar 15).

Make innovative advancements to develop the role of the volunteer in Children’s Centres evidencing 10 placements (DO, HCs Oct 14).

Demonstrate how volunteering has enhanced aspirations and created career opportunities as evidenced through case studies and tracking the progress of volunteers (DO Mar 15).

25 Increase the number of Put in place regular meetings with Midwifery services and agree a joint working process (FSM, M’Hd programmes delivered in HC Jul 14). partnership with other agencies (including the Agree the rationale agreement with Adult Learning for partnership working (FSM, HCs Mar14) Midwifery team and Adult Learning) by 30% in Q2 14/15 Working in partnership with Adult Learning Team ensure that adult learning opportunities are an compared to Q2 12/13. integral part of the service delivery plan and evidence the impact of the workshops delivered to parents (HCs Mar 15).

26 All staff receiving an All staff receiving an assessment against each performance standard in their 12 month appraisal cycle assessment against each (FSM, HCs Jun 14). performance standard in their 12 month appraisal cycle. All staff assessed as ‘inadequate’ in Q1 or Q2 whose practice has improved (to good or outstanding) All staff assessed as or who have entered HR procedures by Q3 or Q4. ‘inadequate’ in Q1 or Q2 whose practice has improved (to good or outstanding) or who have entered HR procedures by Q3 or Q4.

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Appendix 1: Levels of provision

Threshold for Social Care

Specialist : Level 4

Single Front Door

Targeted : Level 3

Early Help Panel/s

Preventative : Level 2 The Child’s Journey

Universal : Level 1

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Appendix 2: Full programme offered in each outreach site

Maidenhead Hub Programmes offered Windsor/Datchet Hub Programme offered Ellington CC Little Cygnets – Datchet Speech & Language Drop In Health Visitor Drop In Health Visitor Drop In Child Development Checks (Health Visitors) Child Development Checks (Health Visitors) Nurture Group Baby Stay & Play Stay and Play Stay & Play (0-5years) Music Zone Outside Stay & Play Parenting Groups Asian Women’s Support Group Terrific Twos @ the weekend Action Kids Family Fun @ the weekend Parenting Group (Incredible Years) Childminders Play Session Terrific Twos @ the weekend NCT Drop In Story and Rhyme time NCT First Aid Courses Family Links parenting group ( in Punjabi/ Urdu) Breastfeeding Support Women’s Aid meetings Healthy Start Vitamins Intensive Family Support Social Care supervised contacts Adult learning Information line for parents one evening a week Triple P parenting Seminars Wraysbury Nurture Group – Wraysbury Village Hall Citizen Advice services Family Learning

Larchfield CC Poppies CC – Broom Farm Yoga Babies Stay and Play Speech & Language Drop In Family Fun @ the weekend Child Development Checks (Health Visitors) Heath Visitor Drop In Stay & Play (0-5 years) Child Development Checks Stay & Play at the weekend Social Care supervised contacts Social Care supervised contacts Parenting courses Expectant Fathers Course Midwife Meet and Greet 46 of 50

Maidenhead Hub Programmes offered Windsor/Datchet Hub Programme offered Parenting courses Midwife Hypnobirthing course in the evenings Midwife Hypnobirthing course in the evenings Healthy Start Vitamins Healthy Start Vitamins Midwife anti-natal appointments Speech & Language Courses & Drop Ins Little Solders play session for Army families Family Learning Twinkle Twinkle Berkshire Downs Syndrome Support Counselling Speech and Language course Deployment support – joint support from Family Friends and CC Hartbeeps Woman’s Aid support Gemini multi-birth group – Church Hall Family Learning

Little Acorns CC The Lawns CC Speech & Language Drop In Stay and Play Help Your Child Communicate courses Midwife appointments Parenting Programme (Triple P) Childminders/Nannies Play session Stay & Play for children with Learning Disabilities Parents 4 Parents Stay & Play (0-5 years) Hartbeeps Health Visitor Drop In Clinic with breastfeeding support Freedom Programme Young Parents Group Freedom Friends Jo Jingles Die Kleinen Racker Parenting Discussion Groups Parenting Triple P Healthy Start Vitamins Social Care Contact Fantastic Food Finders

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Maidenhead Hub Programmes offered Windsor/Datchet Hub Programme offered Family Learning Agile Monkeys

Maidenhead Nursery CC The Manor CC MAD Academy (music & dance for pre-walkers) Stay and Play Child Development Checks (Health Visitors) Speech and Language Drop In Stay & Play (0-5 years) Speech and Language programme Targeted Baby massage Nurture Group Young Parents Group Health Visitor Drop In – Smiths Lane Family Learning

Pinkneys Green CC Eton Wick CC Story & Rhyme Time Stay and Play Stay & Play (0-5 years) Baby Loves Spanish Women only aerobics Messy Monets Using Your Senses Parent and Toddler Group Health Visitor Drop In – Village Hall Healthy Start Vitamins Family Learning

Woodlands Park CC Old Windsor CC Action Kids Stay and Play Stay & Play (0-5 years) Messy Monets Nurture Group (parents & babies 0-1 year) Healthy Start Vitamins Baby loves Spanish Family Learning Adult learning courses for parents (Paediatric First Aid)

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Maidenhead Hub Programmes offered Windsor/Datchet Hub Programme offered The Annexe South Ascot Breastfeeding Support Development checks Heath Start Vitamins

South Ascot Village Halls Nurture Group Stay and Play Health Visitor Drop In – Sunningdale Breastfeeding Support Healthy Start Vitamins Family Learning

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Appendix 3: Percentage of family registrations divided into each Children Centre reach area

Maidenhead Hub Number of children 0-4 registered Number of children 0-4 living in % registered (active and inactive area (from July 2010) Ellington 653 1070 61 Maidenhead 315 650 48 Larchfield 442 825 54 Little Acorns 676 1155 59 Woodlands Park 378 830 46

Windsor / Datchet Hub Number of children 0-4 registered Number of children 0-4 living in % registered (active and inactive) area (from Data Pack 2010) Broom Farm 357 520 69 Little Cygnets 760 1155 66 The Manor 379 690 55 The Lawns 744 1055 71 South Ascot 618 850 73

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