Sure Start children’s centre summary self-evaluation form for a centre or group of centres

Section A. Self-evaluation Introduction

This self-evaluation form is linked to the judgements that Ofsted will make at inspection. Its purpose is to:

 help you in your own self-evaluation  be used as a basis for the inspection of your children’s centre/s.

You do not need to complete this form if you have a different way of recording the self-evaluation for your children’s centre/s. We will consider any evidence of self- evaluation that you wish us to consider.

Where a centre is part of a group of centres that share leadership and management and integrated services, and is recorded as such for inspection purposes on the Surestart-on database, you should consider only having one SEF for the group.

You should refer closely to the grade descriptors in the evaluation schedule when deciding on a grade; briefly listing your major reasons for deciding on this grade. You should include only the minimum amount of detail in support of your judgement; bullet points are quite acceptable. You do not need to include any detailed analysis or evidence.

Each question in this self-evaluation form starts by asking centres to grade aspects of their work on a four-point scale:

 Grade 1: outstanding  Grade 2: good  Grade 3: requires improvement  Grade 4: inadequate.

Windhill Children’s Centres Network SEF October 2013

2 Sure Start children’s centre summary SEF for a centre or group of centres April 2013, No. 130138 Access to services by young children and 1 2 3 4 families Grade:

Briefly list your main reasons for deciding on this grade for the centre or group of centres. Include the strengths of individual centres within a group and key areas for development. (Boxes will expand.)

Accesses to Services for families with young children in the Network reach areas are GOOD.

CC Estimated % reg as No of 0-5 How % seen Number % seen % 0-3’s 0-5 in CC of registered many 0-3 out of of out of seen & area MYE (31/09/13) (31/07/13) seen MYE children MYE children 2011) DOB 2011 in receipt 2011 in ¾ yr (01/01/10- of3/4 yr old 31/07/13) old in funded In past place in places year Jan (01/08/12- census 31/07/13) 2103 EH3 861 82% 709 215 25.0% 335 38.9% 63.9% EH4 936 93% 875 260 27.8% 340 36.3% 64.1% EH5 626 73% 459 104 16.6% 253 40.4% 57.0% WCCN 2423 83% 2043 788 32.5% 928 38.3% 70.8% Network (EH3/4/5)

Key % Criteria Key Criteria Registered % reached More than More than 80% 65% 70-79% 51-64% Less than Less than 70% 51%

Partnership working and effective information sharing demonstrate that most families within the area's are registered with the network, and have access to information, advice and guidance about childhood services, outreach work and sign posting to relevant agencies. • Effective systems for monitoring access to services, attendance and participation include, new birth and movement in data from Health, ante natal services, liaison with Housing providers, data from schools and EY settings and strong links with Youth Connexions, specifically for young parents and expectant teenagers. • Outreach work identifies target groups through referrals from partner agencies or individuals. This service encourages target families to access the universal services across the Network. • Sustained contact with EY settings and Childminders facilitates arrangements for the take up for free entitlement to early education. Again our Outreach Team underpins identification of disadvantaged families with two year olds and there are x2 members of the team with a specific duty to identify, support applications for and track all known funded 2 yr olds. • The Network collects monthly data which identifies registration and reach. This includes access to services by families in greatest need encouraging sustained and supported involvement in the program. • Recent staff restructure facilitates effective Network staff deployment including a hub for Outreach service delivery, which embraces the whole network. • The Network consistently engages with a broad range of vulnerable groups, however there is little 3 Sure Start children’s centre summary SEF for a centre or group of centres April 2013, No. 130138 evidence to show that families such as Asylum Seekers, Armed Force Personnel, Gypsy, Roma or Traveller families reside across our Children's Centre communities. • There are clear links indicating the priorities of engagement and maintained contact with families set in the development plan, which is scrutinised by the Children's Centre Management Committee (CCMC). For example Children's Centre Performance Measures (CCPM) 0.4 Proportion of eligible 2 year olds taking up funded place entitlement. • Information and data are shared effectively between partners and demonstrate that most (80- 96%) families with young children in the reach area are known and target groups are identified • Performance targets set by the local authority (CCHIP) outlines the priorities for the Network which are then clearly linked into the Network Service Development Plan, For example CCPM 06 the number of families targeted by estart. • Referrals for intervention and support from the Outreach Team are made by a range of partner agencies including Health, Children's Services, EY settings, Local Councillors, Schools and self. Effective systems to monitor all families registered on the caseload are in place. This facilitates identification of any target families that fail to engage and also to celebrate success. • The Outreach Team also has a high level of involvement in joint needs assessments for example CIN plans, Case Conferences and multi agency meetings such as TAF's. We also are lead professionals in CAF processes. • The monthly data the Network produces indicates reach, registration broken down to each LSOA across the network. This informs our future planning, staff allocation and resource deployment. • There is a clear understanding and process when further high level interventions and support are identified and a 'step up' is required. • There is also evidence to show that we have involvement when a 'step down' process to either a CAF or CIN is established. All cases are monitored at monthly meetings or as a need arise. • In supporting the Outreach Team to manage these interventions and their own well being there is regular access to external clinical supervision. Monthly Outreach Work data is collected which includes numbers of CAF, ES, CIN, CLA, CP and is broken down again to SOA level. This is shared at each full team meeting, with CCMC, CCHIP and the Partnership Board (PB). • The Network financially supports one of the four weekly well baby clinics; this includes specific breast feeding support. Regular attendance of the Children's Centre Team enables us to capture further registrations, referrals to the Outreach Team and sign posting to other agencies, for example Job Centre plus. • Via a county initiative supporting pregnant teenagers and young parents (Youth Connexions) the Children's Centre facilitated a community project which dove tailed into the City and Guilds accreditation. • Strong links and regular visits to all of our EY settings and Toddler Groups by our Community Co- ordinator also increases our registration base and families access to our services. • Data and parental consultation informed the Network that working parents and fathers were unable to access information, support and opportunities to interact with their children on a regular basis. To reflect this identified need we regularly host a 'Super Saturday' and support a 'Me & Dad' session jointly with the Community Church. • Health Visitors at the 10 day visit ensure all families have received information about the Network. Information is also shared at transfer in visits, where families move into our area, this can lead to a direct referral if Outreach support is required. • Our EYP is actively supporting local settings to register as two year funding providers. As a result the choice for parents is growing; however the Network has identified a lack of sufficiency in EH3 area and has shared this knowledge with the local authority to inform their future planning. • The Network has identified through LIS, local knowledge and caseload evidence the two year olds currently accessing 2 year funded places. Tracking of these children will commence in the Autumn term 2013. • Local data indicates that across the Network a mean average of 93% of 3 and 4 years olds take up their free entitlement – in EH4 (including the 30% LSOA = 99.7%). The total for HCC is 95.3%, East Hertfordshire 95.3%. • The Network is able to signpost families to HCC FIS (family information service), in addition there is information about each EY setting and CM readily available. Where necessary this signposting may include other agencies such as Job Centre Plus where back to work benefit calculations can take place, supporting parental decision making. • Consistently across the activity program a proportion of places are reserved for our target families. These include our more structured activities such as Infant Massage, First Parents Group 4 Sure Start children’s centre summary SEF for a centre or group of centres April 2013, No. 130138 and Musical PALS. This facilitates referrals from partner agencies as well as identified families on the Outreach caseload. In addition to this there are weekly universal activities for example Baby & Physical PALS and the PALS (play and learning) sessions • The Network operates a voluntary contribution system for all of our activities. This is clearly set out in our charging policy. Effective relationships developed with families allow us to determine those for whom payment would be a barrier to accessing the activity. • Monitoring and evaluation of all sessions is ongoing, culminating in a 6 week overview measuring impact, and effectiveness of service delivery. These also capture parental and children's voice. • During the summer term the network commissioned a comprehensive external consultation of the Children’s Voice, this coupled with a professional development workshop to analyse and learn from the findings of the report, has influenced the planning for the Autumn term. • The Network leadership team has recognised that longer term measurement of impact is a requirement and currently plans are in place to address this. Recent activity at the PB board outlines partner’s views and aspirations for their agency they represent and how access to our services has improved the outcomes for their families. Any identified gaps will be reviewed at further meetings. • Through comprehensive local information sharing and access to relevant DV data the network now provides opportunities for 1-1 Safer Places Outreach work coupled with longer courses such as Freedom Programme and Recovery Toolkit. • We also work closely with the LA Children’s Services (safeguarding team) and contact service and provide ongoing venues and support for supervised contact of CLA.

The quality and impact of practice and 1 2 3 4 services Grade:

Briefly list your main reasons for deciding on this grade for the centre or group of centres. Include the strengths of individual centres within a group and key areas for development.

The quality and impact of services is GOOD. • Improved partnerships with EY settings has resulted in higher attendance at network cluster meetings, identification of local training needs, access to training opportunities and overall improvements in the quality of EY provision. Of particular importance are the increased involvements with local childminders. Last year across the network significant improvements were noted particularly closing the gender gap and achievement of FSM children. EH3- Buttercups EH4-Windhill EH5-Little Squirrels Achievement of EYFSP for children who live in CC 73.1% 68.4% 77.3% area & attend an HCC school (school year 12/13) CCPM 09a Achievement of FSP children who live in the CC 35.7% 42.1% 83.3% area and attend an HCC school (school year 12/13) CCPM 09d Achievement of non FSM who live in the CC area and 76.2% 77% 71.6% attend an HCC school (school year 12/13) EYFSP gap between lowest 20% achieving and 27.7% 19.6% 26.8% the overall (school year 5 Sure Start children’s centre summary SEF for a centre or group of centres April 2013, No. 130138 12/13) • The program reflects the core purpose, analysis of key local data and feedback, consultation and evaluation from parents, children and key partners. A good example of this is increased Health involvement with ante natal classes, ante natal breast feeding support and First Parents Group. We are also able to signpost to self help activities such as the La Leche breast feeding support group. This cements our collaborative commitment to the Healthy Child Program. This links to the Delivery Plan i.e. CCPM 02, a,b,c and 07. • Where appropriate we link into the East Hertfordshire District Council, Health inequality Public Health Strategy, which targets reductions in smoking and substance abuse. • A large majority of the LSOA's in the Network are 60% plus - this indicates that the community is an affluent area with skilled parents who are highly qualified and in employment. However there are pockets of 30% and 40% SOA's, in addition to a very large rural footprint, for whom jointly planned provision seeks to enhance adult training opportunities, improvement of personal skills, education and employ ability. A good example of this is the recent 'Building you Futures' day June 2013. • The Network recognises it has a responsibility to support and encourage opportunities for personal development which includes our Volunteer Program and regular student work placements. The use of volunteers has extended our work force and identified potential future leaders. For example Staff who were parents now working either in the Windhill Team or at another local Children's Centre. • The Network has recently completed supporting one family through the HCC adoption process by facilitating opportunities in the programme to raise awareness and consolidate understanding of child development by working as a volunteer. • In supporting school readiness the Network has completed a comprehensive pilot Transition Project with the Lead Agency as this cohort of under fives has a significant proportion of children from work-less households. The full evaluation and analysis of this project should be available by Autumn half term 2013. Parental feedback was very positive and early indication is that those children who attended the sessions have managed their transition to school very well. • ‘transition network meeting this evening is for all early years providers, ensuring a smooth transition for all families and settings linked health visitor, family and early years setting to provide a nursery place for January 2014’ (Outreach Worker 6.6.2013) • The CCHIP report March 2013 '' There has been an increasing trend in achievement over the last three years, a significant reduction in the gender gap and an increase in the numbers of children eligible for FSM attaining a good level of achievement in all three centres. Purposeful learning is promoted for all staff and partners there is a good range of adult learning opportunities and achievements are valued and celebrated'' • In partnership with key agencies such as Local Schools Partnership the Network provides ongoing opportunities for access to a mixture of evidence based and other Parenting Programmes. This has included e-safety and Healthy Lifestyles. Access to this is by referral or was identified as part of an ongoing action plan. Across the network data gathered (September 2013) re: Adult Learning for 2012-13 indicates the following:

 A total of x1137 attendee’s on all adult learning courses provided by Hertford Regional College (including vocational and accredited learning) and adult learning provided by (or in partnership with) the WCCN  Of this total x549 attendee’s were for HRC courses (including accredited learning) e.g. online literacy/plan your future and ways to work  X163 attendee’s accessing parenting courses e.g. family links parenting puzzle/managing anger & conflict  X425 attendee’s who are wider stakeholders/care-workers accessing ongoing professional development e.g. childminder 1st Aid, observation, assessment & planning.

• When considering child safety various initiatives across the network have impacted on children's and parent's awareness. These have included role play for Road Safety week, out and about walks in the local community, information and signposting to local providers for car seat safety, fire information and free home checks. Local A&E information is available. • Through building good relationships, effective assessment, timely interventions and good quality record keeping action plans or targets for families reflect their views, wishes and progress towards shared improved outcomes. A range of media including use of texts for communication is effective in contacting harder to reach groups such as teenage parents. When the Outreach caseload is completed when families are fully engaged with the universal program or when all needs have been 6 Sure Start children’s centre summary SEF for a centre or group of centres April 2013, No. 130138 met. This links to the Delivery Plan target 6 and CCPM 06. • To underpin Parent/Carer knowledge of the EYFS and increase their understanding of developmental milestones including celebrating the successes however small, stay & play sessions have been re-vamped and are now known as PALS (play & learning sessions). Families are encouraged to be 100% involved in all activities and at the end of each session indicate their learning by adding feedback to the ‘WOW’ walls. Journals for each of the sessions are also being developed to track progress and evidence the learning. This has been initiated by Children's Centre Staff with the expectation that families continue to feed into it. These adaption’s to the sessions were largely informed by the key findings of the children’s voice consultation that was completed in the summer term 2013 (ref: LCL Children’s Voice document). • Planning for service delivery seeks to embrace feedback from parents, children and partners. • Having an Outreach Worker attending each 'stay and play' session has provided an excellent and effective link to outside services, as they are available to give advice and support and refer the families to the relevant professional/organisation. (Play Worker 6.6.2103) • In providing effective care, guidance and support for example as a member of the Food Bank Project Group - the Network is able to offer direct support at times of crisis by issuing Food Bank vouchers. • Parents and professionals endorse the Network as the hub of their communities. This is evident from the annual Parent Satisfaction Survey where in 2012/13 96.9% of parents/carers were satisfied with services. The network also commissioned its own consultation with parents/carers in 2012 which also indicates that families have overwhelming satisfaction with the network and services accessed. All team members ensure high standards of quality service by being positive role models, with high expectations and aspirations for all families and children under five. • In commissioning services or entering into a collaborative working partnership the Network provides service level agreements or letters of agreement which clearly state that monitoring and evaluation data is required at the completion of the piece of work. • As a Network we were very proud to be recognised for delivering high quality care guidance and support through a nomination for the Best Early Intervention Team at the LA Social Care awards ceremony. This embeds the Network further into the community. • The CCHIP report March 2013 states '' User engagement is outstanding. The Network has well established systems to seek the views of families including those most in need and uses feedback to shape services. Focus on sheets summarise specific evaluations and are on display on centre and outreach boards enabling families to be fully informed in the design, set up and evaluation of services''

The effectiveness of leadership and 1 2 3 4 governance Grade:

Briefly list your main reasons for deciding on this grade for the centre or group of centres. Include the strengths of individual centres within a group and key areas for development.

The Network self evaluation evidence shows that leadership and management is GOOD. We do this by • SAFEGUARDING - the Network places a very high importance on safeguarding. As a high priority the policies and procedures are regularly reviewed, integrated into staff induction and training and there are clear referral pathways in place and on display across the Network. There is an active Safeguarding champion on the CCMC. The HCC website is used and all staff have received or are booked onto Safeguarding awareness training as a minimum. Systems are in place to inform staff, partners and families of procedures. Children Centre Staff refer to and follow the Lone Worker Policy. 7 Sure Start children’s centre summary SEF for a centre or group of centres April 2013, No. 130138 • All staff have met relevant enhanced disclosure and barring service requirements. Safeguarding & IP training are kept up to date. Good practice is shared between staff & those at other CC’s. Commissioned services meet HCC standards and are required to complete relevant agreements, risk forms, insurance documentation & recognised qualifications to deliver the group. CCHIP March 2013 states ' evaluation, ambition and prioritisation is good, and there are clear links with the SEF and CCHIP priorities. There is a whole team focus on these ambitious priorities. Senior leaders have developed a highly effective staff team who have ownership of the Network priorities and work together to achieve them through performance management meetings, team meetings and visual materials evident in the centres.' • Responding to targets set by the LA by rigorous ambition and prioritisation. • The governors will challenge the activity planning process where required to ensure that the programme is sustainable, linked to improved outcomes, and the core purpose (CCC agenda/minutes). Details of REACH and registration data are shared at each meeting and monthly data is provided. • The Network is keen to demonstrate it's own capacity for improvement as the team are very reflective and spend time evaluating work streams as an integral part of their roles. There is a commitment to strive for improvement where-ever possible in order to provide services and activities that will have long lasting impact on the families. This is underpinned by the support & challenge role provided by the CC management committee. • CCHIP (March 2013) states that - 'leadership and management are highly effective and there are robust self evaluation procedures in place which identify strengths and areas for development which are integrated into all areas of work across the network'. • A recent review of the CCMC has been completed resulting in x3 Parent Representatives now recruited. Their details are now widely available via the website and posters in each centre, and they will begin attending the CCMC (children’s centres management committee) meetings. They have recently been devolved a budget of £4k and are planning events that link directly to network priorities, but with specific focus on increasing registrations in LSOA’s with lowest %. • Resources are used efficiently and effectively to allow the Network to meet it's targets and improve outcomes. CCHIP (March 2013) states that 'value for money is outstanding. The network manages its resources very effectively to ensure the needs of its families, especially those in most need, are met by sharing staff expertise and resources across the network. The CC Network effectively uses the accommodation and venues across the three catchment areas including rural settings. High quality provision is enabled through the staff training and development programme resulting in a highly skilled staff who are deployed according to their wide ranging strengths and expertise'. • In assessing needs to deliver continuously improved and high quality provision CCHIP (March 2013) states that ''that data management is exemplary and continues to be efficiently managed for the network. Formats produced are accessible to staff, governors, parents & partners. The network has detailed data on its target groups and those in most need of intervention and support which enables the network to target services appropriately'. • When considering barriers to local information sharing the Network Leadership team recognised a gap in the knowledge of Head Teachers in local schools about particular elements of the Network program for example referrals to Outreach support. Consequently the Network commissioned an external consultation with all schools across the three children's centre localities with the primary aim to contribute to improving outcomes for families. This is still an important works stream for the network to complete. • The governors hold the centre to account through the service delivery plan, the SEF & the CCHIP priorities and challenge the work to ensure positive outcomes for families. They also ensure that the budget is suitably deployed and monitored and utilised effectively (CCNM reports to resources committee & FGB). The governors will challenge the activity planning process where required to ensure that the programme is sustainable, linked to improved outcomes, and the core purpose (CCMC agenda/minutes). Details of REACH and registration data are shared at each meeting and monthly data is provided. • All CC staff receive performance management and training with targets linked to Network priorities. Should further training and professional development needs be identified 8 Sure Start children’s centre summary SEF for a centre or group of centres April 2013, No. 130138 opportunities are sourced as soon as possible. This underpins team planning and supports effective high quality service provision. • Network staff are encouraged to continuously update their own professional development and work based experiences. A comprehensive training log is updated at the end of each term which allows for identification of gaps and celebration of achievement. • Monthly Network Team Meetings are held for all staff members including part time and Volunteers to ensure all are well informed of developments, change to local and national strategies and any new focus on priorities. • The commitment to the inclusion of all children and families to the Network is a focal point of the networks vision. Discrimination is actively challenged and systems and procedures are in place to support this. Celebrating diversity by staff understanding the ethnic and cultural composition of the local communities and providing services and resources that compliments this. CCHIP March 2013 states that '' High levels of engagement with families across a broad range of ethnic and cultural backgrounds enable them to become more involved with their communities and network services. The Network is well informed of the ethnic and cultural make up of the community and has data to hand which reflects this.'' The management team are clear about who it's vulnerable groups are and there are lots of examples of services being adapted for target groups. • The CC Network collates and analyses the monthly Estart data – this supports a detailed profile of the CC Network communities and enables effective decision making re: allocation of resources including staff. Data measures success and achievements of centre users, target groups, trends in gender, age, ethnicity and more detailed analysis of the LSOA's. Regular group and individual evaluations are in place with regard to the activities and the impact of these is measured & captured regularly. This clearly links to CCPM 06 and priority 5 in the service delivery plan. • Whilst maintaining a clear adherence to overarching strategies the Network leadership team will always consider new, innovative and imaginative ideas to enhance service provision. This includes ways in which feedback is gathered, parent and child voice and improvement in both practise and impact of Children's Centre services. The network will engage in other opportunities to consult with a wider range of new families. A good example of this is the bi-annual Community Fun Day. • Clear and comprehensive individual case studies reflect the pathways, engagement and participation by target groups. This has included use of interpretation and translation services to facilitate effective TAF's. • To reflect the current economic climate and remove any barriers to participation during the recent summer school holidays the Network leadership team agreed to waiver any charges or voluntary contributions for any sessions. • Evidence from quarter 4 (and end of PBR trial) indicates that the Network has made progress against every priority allocated. This was highlighted in our June CCHIP review. • CCHIP (March 2013) states that – ‘the network has developed outstanding, co-ordinated partnership work which is highly effective in meeting the wide range of needs in the local area’. The CC Network staff embrace a subtle people centred approach. The time invested in getting to know families and building trusting relationships where we work with parents as equal partners is of paramount importance. As such the people are not merely seen as one of the many priorities but rather the first thing that we consider.

Overall effectiveness 1 2 3 4 Grade:

Briefly list your main reasons for deciding on this grade for the centre or group of centres. Include the strengths of individual centres within a group and key areas for development. 9 Sure Start children’s centre summary SEF for a centre or group of centres April 2013, No. 130138 Current Network reach data indicates that a large majority of children in the reach areas are registered – October 2013 = 83%. In EH4 (including the 30% LSOA) this increases to a very large majority, i.e. 93%. This figure continues to increase monthly through advertising partnership links, targeted newborns and parental word of mouth. Data is analysed according to LSOA and issues are followed up and actions taken accordingly. There are clear links to the delivery plan. • The Network is aiming to engage with the majority of registered children through its partnership links- in particular work led by the Community Coordinator in EY settings and Nurseries. The Network also plans to work with EY settings, including school nurseries to include permission to contact by the children's centre on their admission forms. • Network staff proactively encourage all parent/carer’s who attend any Network activities to at least complete consent to contact cards. • Whilst developing service delivery in the rural areas partnership work with local existing Toddler Groups has enhanced their membership, attendance and financial sustainability. The Network has also delivered a range of adult learning opportunities from rural settings. Targeted Outreach work has supported more isolated families to access services. • There are good examples of cross border working and positive outcomes for homeless families e.g. in the LA hostel where there has been extensive Outreach work and signposting to other agencies. The Network Leadership team has also delivered consultation and advice to a neighbouring local Children's Centre Lead agency with regards to data systems, policies, procedures, planning and supporting staff. • The Leadership Team also attends cross border Advisory Board meetings which enables good opportunities for information sharing. • The support of the lead agency and the governance structure promotes dynamic and challenging thinking about the holistic provision and is the accountable body. The leadership seek to have an accurate understanding of both the centre and network strengths and weaknesses. The governors are accountable to the L.A to ensure that the services delivered both meet community needs and make a difference to the families using them. Linking decisions to targets and review of data allows for future strategic planning. Policies and procedures are reviewed by both the Network leadership team and ratified by the CC Management Committee (CCMC). • Recent restructuring of the Children's Centre Network Team and the new CCMC (including revised terms of reference) has ensured that both are fit for purpose with regards to managing a group of Children's Centres. This matrix approach enables shared services and equity of access to them across the locality. • Trends overall indicate that service provision positively impacts on the lives of children and families within the three Children's Centre communities. The Network successfully supports children to develop skills for the future and offers well balanced, high quality provision for early years experiences.

10 Sure Start children’s centre summary SEF for a centre or group of centres April 2013, No. 130138 Section B. Factual information about your children’s centre/s

This section should include: Information about the area/locality (centre or group of centres to be inspected)

Include information on the name and number of centres in the group or locality; if appropriate, list separately the numbers of children under five years living in each of the centre’s reach areas.

State the level of the offer made by each of the centre/s.

The Windhill Children’s Centre Network serves the immediate community of Bishop's Stortford along with a large rural footprint encompassing the villages of Albury, Little Hadham, Furneux and Stocking Pelham. The Network comprises of one phase 2 and two phase 3 centres using a hub and spoke model. Windhill Children’s Centre EH4 (phase 2) was designated in October 2007 and opened in November of the same year. FCO status was reached in September 2009. Both phase three centres were launched & designated in 2010, moving into new buildings during Spring 2011. Windhill CC (EH4) operates from a new Eco Canopy building that is shared with Little Squirrels CC (EH5), with additional administration capacity and access to a large meeting room co-located in the school, along with utilising a range of community venues. Buttercups CC (EH3) is located at Summercroft Primary School who host the centre within its premises. Windhill CC (EH4) sits in a typically 70% less disadvantaged area, however within this context one LSOA E01023447 is within the top 30% nationally (2010 data). Across the Network registrations continue to increase. As of end September 2013 across the network there are x2043 children registered, which represents 83% REACH. EH3 has 709 children reg = 82% REACH, EH4 has 875 children reg = 93% REACH, and EH5 has 459 children reg = 73% REACH. For up to date information regarding sessions and training please view www.windhillchildrenscentres.org.uk under the activities tab.

Governance, leadership and management arrangements

Please outline the governance arrangements – standalone, group or merger (include whether advisory boards are separate or shared).

Please outline the leadership and management arrangements (for example a group or locality manager or leader).

Please outline whether the centre/s is/are managed on behalf of the local authority by a school or other third party organisation.

The lead agency for the Network is Windhill Primary School. The CCMC has been realigned to embrace the Network of Children's Centres and consists of a mixture of Governors, key partnership representatives and parents. The Network Partnership Board consists of a broad range of stakeholders. The Children's Centre Leadership Team are also a driving force behind the new arrangements for a locality 0-19 Partnership Board which is led by the Schools Partnership and covers the entire consortium of Primary and Secondary Schools. The realignment of the Network team now means that all staff are deploy-able across the whole 11 Sure Start children’s centre summary SEF for a centre or group of centres April 2013, No. 130138 Network, and the appointment of the Deputy Network Manager now offers consistent line management and supervision to the Outreach Team. This restructure also enabled us to appoint a Network Coordinator whose focus is community development in particular enhancing our relationship with all EY settings including Child minders. This member of staff is also an EYP and leads on planning for the Network adult learning and child focused activities.

Context

Include a description of the geographical area served by the centre/s or area/locality; levels of deprivation; ethnicity of the area.

The market town of Bishops Stortford is situated in close proximity to an international airport, as a result the levels of BME families in particular from European countries has steadily increased. Our own local data monitoring of under 1 registrations reflects. As would be expected in a largely typical 70% less disadvantage area, there are high levels of home ownership, some of the housing areas contain very prestigious homes (EH5). However there are also pockets of social housing and private rentals and an increasing number of flats and apartments, being built particularly in the centre of town with easy access to the motorway and train services. (EH3 &4) .EH3 also contains dispersed and physically isolated communities as it covers a large rural footprint and transport links are poor. In comparison with the other two centres in the Network, Windhill CC (EH4) has slightly higher obesity levels, highest BME demographics and the highest prevalence of domestic violence.

The needs of children and their families

Describe the significant target groups identified by the centre/s as in most need of support, such as workless households; teenage mothers.

Data provided through the LA indicates that across the Network there are reasonable levels of deprivation with the exception of EH5. For example EH3 there are three LSOA's where over 13% of children experience levels of deprivation those are E01023438, E01023439 and E01023450. In EH4 there are also three SOA's with wide variance of children living in deprivation from 10.6 - 26.6%. These are E010232445, E010232447 and E010232458. Analysis of Estart indicates that the network has registrations across a range of target groups including teenage parents, fathers (who from opening in 2007 represent 41.2% of the total reg of parents/carers), lone parents (currently x109 or 4.6% of total carers are indicated as reg across the network - June 2013). The quarterly profiles highlight the proportion of these seen at CCN activities, which also includes disabled parents/children along with those who have another additional need. This is part of the regular data collection. The ORW team works more intensively with families where there are children 'in need' or with a CP plan, children living with DV (local data indicates that the trend of incident reporting over the past year has risen y over 9% to x74), children who are CLA and children cared for by extended families. This information is readily available from the monthly ORW data sheets. Amongst other data supplied by the LA, the network can outline that trends in emergency hospital admissions are down(over a 3 yr period), and that other than in EH4 where x2 RTA are recorded the level of RTA's for children under 5 are zero.

12 Sure Start children’s centre summary SEF for a centre or group of centres April 2013, No. 130138 Any other relevant information

Please provide information of any particular features of the centre/s or area/locality. Note any significant changes since any previous inspection, such as changes to group/cluster arrangements/mergers, etc.

The Network continues to build excellent relationships with statutory partners who are developing an increasingly clear understanding of the CC Network remit. There are excellent examples of improving relationships with Schools, EY settings and in particular the support for childminders. The latter has seen significant improvement in quality of provision demonstrated by the higher achievement of Good Ofsted ratings. The Network ORW service continues to provide timely and effective interventions for identified needs within the CC communities. This is enhanced further by the positive partnership working with local Community Midwife and HV teams, Home-start, EY settings, Children's Services, geographically neighbouring CC's and the local hostel. It is through this work in partnership with key agencies that the network aims to support its families and children to reach their full potential, by seeking to ensure that our activities are accessible and that the outcome for the more vulnerable children are improved - this collaborative approach under pins the network mission statement: 'Windhill Children's Centres aim to enhance the well being of children and families in their local communities'

13 Sure Start children’s centre summary SEF for a centre or group of centres April 2013, No. 130138