Policy Developments 1990-2004 - Centre for Early Childhood ...

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Section 4Policy Developments 1990-2004Quality as exceptionalQuality as perfectionQuality as fitness for purposeQuality as value for moneyQuality as transformationQuality as accountabilityQuality as fitness for purpose (DJELR,2002a:31)It concludes that consensus on a definitionregarding quality should allow for diversityand flexibility, incorporating “…the pursuitof excellence which has the capacity totransform.” (DJELR, 2002a:31) Thus,quality must be an integral element of theday-to-day activities of each setting throughgood practice, communication,transparency and efficiency. Finally, theModel Framework stresses the importanceof a support framework in attaining quality,“…that quality cannot be imposed. It has tobe stimulated and nurtured throughpartnership with all stakeholders (DJELR,2002a:31).4.3.1 DJELR ProgrammesThis section details a number ofprogrammes under the auspices of theDJELR. The prominence of the DJELRwithin the childcare sector has been greatlyenhanced by virtue of its administration ofthe Equal Opportunities ChildcareProgramme (EOCP). This provides€449.49 million over the lifetime of theNDP for the development of childcare; toimprove the quality, to increase thequantity and to introduce a co-ordinatedapproach to service delivery (DJELR,2002a:3). An infrastructure was establishedfrom 2000 to underpin the administrationof the EOCP. 2 A total of thirty-three Cityand County Childcare Committees (CCCs)have been established nationally to achievethese objectives at local level. Area2 For a comprehensive overview of this childcareinfrastructure, please consult the Evaluation of the EqualOpportunities Childcare Programme 2000-2006 (NDP/CSF,2003:92-93)Development Management (ADM) wascommissioned to assess and evaluate grantrequests and to provide statisticalinformation relating to the implementationof the EOCP.In addition, funding is channelled throughthe NVCOs to address quality at both anational and local level. The NCCC iscomposed of representatives of thestatutory and non-statutory sectors andperforms a multiplicity of functions. Muchof this work is achieved through its workinggroups, which relate to individual aspectsof childcare, and consequently play a role inthe improvement of quality:The Certifying Bodies Subgroup hasaddressed qualifications, training andaccreditation, which led to theaforementioned Model Framework,The Advisory Subgroup for Childrenwith Special Requirements, MinorityEthnic Groups and Traveller Childrenlooks at the needs of children withspecial requirements;The Working Subgroup on School AgeChildcare addresses the issue of out ofschool care for children attendingschool;The Childminding Subgroup considersthe issue of childminders outside theremit of the Preschool ServicesRegulations (DJELR, 2002a:37).An Interdepartmental Synergies Group onChildcare was established to ensurecoordination between initiatives andfunding from various departments. Thisgroup has not met since 2001 and many ofits functions are performed by the NCCC.The EOCP consists of three main fundingstrands:1. The Childcare Facilities (CapitalGrants) Measure;2. The Support for Staffing Grants Submeasure;3. The Quality Improvement Submeasure(NDP/CSF, 2003:56-57).18
Section 4Policy Developments 1990-2004The first two strands address the issue ofimproving the environment and staffing ofECCE service provision. These are both keyfactors in the delivery of quality services.The third strand, which provided €35.7million “…to raise the quality of childcareprovision in this country” (NDP/CSF,2003:I) has engendered a wide range ofactivities towards quality. The purpose ofthis strand was to support seven NVCOs(Barnardos, Childminding Ireland, IPPA,the Early Childhood Organisation, IrishSteiner Waldorf Early ChildhoodAssociation, National Children’s NurseriesAssociation, Forbairt Naíonraí Teo and St.Nicholas Montessori Society of Ireland) toenhance quality by providing trainingopportunities, quality accreditationprogrammes and seminars. In addition,this funding supports the aims andobjectives, pertaining to quality, of thethirty-three CCCs. The specific objectivesfor the Quality Improvement Sub-measureare to:Facilitate and support the developmentof the NVCOs;Promote the development of all aspectsof family day care provision;Support the development of childcaretraining;Increase the number of trained workers;Facilitate the development of localchildcare networks to support thoseworking in isolation. (NDP/CSF,2003:2)The quest to support quality was one of themore difficult elements to define within theEOCP. The result was greaterfragmentation in the provision of supportsto existing structures to ameliorate qualityin provision. The interim evaluation of theEOCP concluded that the progress made,particularly in respect of the QualityImprovement Sub-measure, wasdisappointing. One of the main deficienciescited was in respect of the assessment oftangible outcomes due to the absence ofindicators to capture the outputs of theNVCOs and CCCs regarding quality(NDP/CSF, 2003:62). The Report makes anumber of recommendations to improvethe functioning of the Quality ImprovementSub-measure, including that:1. The funding of the CCCs should belinked to the pre and post-approvalof grant-aid support to projectpromoters;2. CCCs should set local county targetsaround programme indicators;3. CCCs should be proactive in workingup applications for childcare wheregaps are identified;4. A definition of ‘trained worker’ needsto be developed and allow for thegathering of data on numbers whohave received training;5. Future funding of the NVCOs shouldbe linked to “…verifiable outputsdirectly related to the realisation ofprogramme objectives.” Indicatorsneed to be developed to capture theoutputs of the NVCOs (NDP/CSF,2003:VII).All CCCs produced a Strategic Plan forthe period 2001/2002-2006 between 2002and 2003. 3 Guidelines or a broadframework on the format and content ofthese plans were provided by the NCCC andits various subgroups on the core elementsto be included. This afforded considerablelatitude to the individual CCCs to placeparticular emphasis on certain aspectsaccording to local needs and requirements.However, it ensured that key elements,such as Quality, are featured in all StrategicPlans. Therefore this review does not listthe contents of each of the thirty-threeCCCs individually but reviews theoverarching features of the Strategic Plansas a whole.Following an analysis of a selection ofStrategic Plans, it is evident that quality is acore and inherent element of all aspects of3 For a detailed listing of all CCC Strategic Plans, please seeCECDE (2003b:38-39).19
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