It meant working with children to find out what would suit them best, and constant assessments to make sure that the plans were working. Will staff have the space, time and permissions to talk in solution focussed ways about the opportunities, tensions and challenges in implementing common processes to support multi-agency, early intervention with children, young people and families? The five outcomes are universal ambitions for every child and young person, whatever their background or circumstances. It comprises the systems and processes for the direction and control of local authorities through which they account to, engage with and lead their communities. Conclusion Every Child Matters is, in some ways, a refreshing and radical reform in the ways public services are expected to work with children, young people and families. A visit by a child or young person to a third sector advice agency, for example, to talk about sexual activity can quickly trigger police intervention.
When Every Child Matters: Change for Children was introduced it was seen as a key new move to help promote the well-being of children and young people. The moral imperative immanent in Every Child Matters effectively enables politicians and civil servants to centralise credit to themselves for driving forward a grand vision, whilst simultaneously diverting any blame for failures in the delivery of that programme onto local Council services, their partners and other local bodies. Formal and informal educators and their managers in public services are in the beginnings of wrestling with both the challenges of working creatively and effectively with each other and with children, young people and families who experience and present a range of social, emotional, financial and behavioural circumstances — and simultaneously with their personal challenges, fears and anxieties: for their survival and their identity within the scale and pace of the changes required of them by Every Child Matters. In the past it has been argued that children and families have received poorer services because of the failure of professionals to understand each other's roles or to work together effectively in a multi-disciplinary manner. All local authorities ensured that they work with multi-agency partners to create the best outcome for children and young people in that area. Hughes G, 1998, A Suitable Case for Treatment? However, Every Child Matters is only one of the imperatives and change programmes to which Councils and other public services are required to respond by government. In an attempt to save her life, she was transferred to the paediatric intensive care unit at St Mary's Hospital Paddington - where she died a few hours later, on the afternoon of 25 th February.
. For example, children and young people learn and thrive when they are healthy, safe and engaged; and the evidence shows clearly that educational achievement is the most effective route out of poverty. Today's children and young people experience wider opportunities and benefit from rising prosperity, better health and education than those in previous generations. The Joint Chief Inspectors noted that whilst public services generally appeared aware of, and acknowledged, their shared responsibility for ensuring children were safe; this was not always reflected in their policy and practice arrangements. Effective arrangements for the joint governance of local services was intended to provide a robust framework for accountability — outwards to children, young people and families in local communities, and upwards to Government and the Inspectorates of public services. At one level it could be thought ridiculous to consider criticising Every Child Matters — how could anyone argue that not every child matters? The demands all of this places on formal and informal educators and on managers throughout public services erodes opportunities for reflective and creative dialogue about the challenges we face and opportunities available to us. After all, who could possibly argue that only some children matter? In the years that Every Child Matters existed it ensured that all local authorities worked hard with a multi-agency approach to help develop plans to work with children and young people in that area.
Social professions and formal and informal educators How will staff be consulted, engaged and informed about changes that will impact on their ways of working with children, young people and their families? That is, between their thinking and decision making about the development, circumstances and behaviours of children, young people and their families, and the constraints of organisational contexts where such thinking and decision making occurs. It gave young people a voice. Key services in some areas were also experiencing severe difficulty in recruiting and retaining people to work in child protection and in child welfare — which eroded the effectiveness of local inter-agency arrangements to safeguard children. It is regularly updated, and includes links to related government and non-governmental web sites. Services should be provided that enable families and carers to effectively support their children. Department of Health, 2008, Tackling health inequalities : 2007 Status Report on the Programme for Action , London, Department of Health.
Despite extensive efforts by Dr Lesley Alsford and her team, Victoria Climbié's condition continued to deteriorate. This provides a basis for deciding its priorities, profiling the use of resources budgets and the skills and time of its people and shaping its future services. Janes L, 2006, ' Children in Need ' , Socialist Lawyer Number 45, December, 2006 Jeffs, T. Our aims and objectives are to provide a personalised development plan to address individual needs by engaging our mentees in a variety of Educational, Sport and Leisure activities. Integrated processes If local Council services, relevant partners and other bodies were to improve outcomes for children and young people in their area, it was argued that there needed to be a fundamental re-evaluation of existing service delivery processes and procedures.
Local arrangements to improve outcomes for children and young people — including inter-agency governance and strategy — were subject to scrutiny by joint Inspectorates, and will include Joint Area Reviews J. At all points children were encouraged to share their views and consult on the changes, this mean that their views were not forgotten. Constructions of Disability, in Saraga E Ed , Embodying the Social: Constructions of Disability, London, Routledge. A strategy also provides senior managers with a rationale and structure for engaging managers and practitioners in their organisation in identifying success criteria and setting targets to monitor the effectiveness of services for children and young people; identifying the information the organisation needs to acquire to increase its effectiveness; and, for managing communications inside and outside the organisation. Acknowledgements: The illustration and other material from the Every Child Matters strategy is reproduced here by the informal education homepage under licence.
Reelife Mentors is an organisation that offers mentoring to children and young adults in London up to the ages of 19 or 25 for those with disabilities. Every Child Matters: Change for Children focuses on the well-being of children and young people from birth to age 19. The outcomes are mutually reinforcing. In the context of such monitoring and scrutiny, we need to recognise that norms inherent in Every Child Matters - and within which we make assessments and decisions - are socially constructed. Inherent in Every Child Matters is a collection of specific and particular social, cultural and moral norms that provide an underpinning framework for policy and practice about work by local public services to improve outcomes for children and young people.
It has been the title of three , leading to the. Any signs it is not would be a big issue. The Government decided that this scheme would end following discussions amongst the coalition. It is the central goal of Every Child Matters to ensure every pupil is given the chance to be able to work towards the goals referenced within it. This should lead to a pooling of budgets and other resources, and to the joint commissioning of child -centred services from providers in the community, voluntary and independent sectors. In each local authority the Director of Children's Services or equivalent is accountable for joint work with other public services to improve outcomes for children and young people. Instead, the government is now returning child health checks to in their more traditional setting - the child's home - and subsidising a parent's independent choice of child care, via tax credits, rather than a centrally funded service.