It gave young people a voice. One of challenges of Every Child Matters for local public services was to have effective governance arrangements in place, and also for them to have agreed and implemented arrangements for the shared governance of their collective work to improve outcomes for children and young people in their area. Services should be provided that enable families and carers to effectively support their children. Katherine Runswick-Cole: In 2003, the Government published a Green Paper called Every Child Matters. Every child matters: Change for children was published in November 2004 and the website was launched soon afterwards see below. Bibliography General The Department for Children, Schools and Families maintains an Every Child Matters website. 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.
A local Councillor elected representative must take the lead in the Council on services for children and young people the so called Lead Member. Furthermore, parents continue to complain that services are not joined up and, despite the drive to facilitate parent professional working, the evidence from our project shows parents continue to experience difficulties with working with professionals. The financial crisis will also impact significantly on the lives of disabled children. He reveals some profound difficulties for those it touches — especially informal educators. For example, arguably the numbers of children on a local child protection register reflects the resources available the number of social workers available to carry out assessments and hold cases rather than the extent of abuse, harm and neglect experienced by children and young people in local communities. At the end of the consultation period, and using material from the Green Paper and responses from a range of individuals and bodies, the Government issued Every Child Matters: the Next Steps, and published the Bill that became the Children Act 2004. All local authorities ensured that they work with multi-agency partners to create the best outcome for children and young people in that area.
For example, children and young people learn and thrive when they are healthy, safe and engaged, and educational achievement is seen as the most effective route out of poverty. 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. Published in tandem with these, Every Child Matters, a Green Paper, set out proposals for addressing the immediate concerns identified in both reports, and a range of circumstances that occurred in families and impacted on the lives of children and young people in England. Department of Health 2002 Safeguarding Children. 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.
Changes in the way Disability Living Allowance is awarded may impact disproportionately on families of disabled children who are already benefit-dependent. 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. The Government also recognises the important role of the local community. Once again, Every Child Matters challenged chief officers and senior managers of local public services to move from simply developing strategy for their own organisation, to working with a range of partners to develop an effective joint strategy for their collective work to improve outcomes for children, young people and families. Every Child Matters: Change for Children focuses on the well-being of children and young people from birth to age 19. About the writer: Dr David Hoyle is a research active leader and practitioner who has worked, and continues to work, in different fields of practice with children, young people and their families. 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.
This gave the necessary platform for Every Child Matters to succeed, whilst also promoting the hard work of multi-agencies towards young children in government itself. 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. Yet, English social policy is referenced against particular realities and norms, which reflect white, middle class, patriarchal, heterosexual, Christian, able-bodied ideals Hughes, 1998, p. The resources of local public services budgets, and the time and skills of teams and staff are fixed. 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.
This idea is not new and Ainslie et al. In practice, situated moral reasoning means that the services offered to children, young people and their families may be an outcome of peripheral and contextual factors, not simply the assessments by formal and informal educators about children and young people, and their development, behaviours or circumstances. Although the Labour Government intended the outcomes to be mutually reinforcing, Sloper et al. 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. There has been a fundamental cost to this.
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. 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. The evolution of Every Child Matters The original Green Paper proposed that local public services should focus on four key themes in their joint development of services that would enable children and young people in their area to make progress against five key outcomes defined by Section 10 of the Children Act 2004. It is intended to help raise standards, introduce priorities, reduce bureaucracy and increase information for parents. Concern had spread beyond professions and services involved and had become a focus of press comment and more public debate.
This raises various issues, including: Children, young people and families who move between England and other states of the United Kingdom experience different entitlements and differing service delivery arrangements. It was formulated in response to a report by Joint Chief Inspectors and the findings of a public inquiry chaired by Lord Laming. Sloper also points out that the ability to communicate is assumed within the outcomes and yet for disabled children this may not be the case. Every Child Matters covers children and young adults up to the age of 19, or 24 for those with disabilities. The outcomes are intended to be seen as mutually reinforcing. Parents mothers of disabled children, therefore, cannot take on paid work and, as this is seen as the route out of poverty for families, this suggests that it will be harder for families with disabled children to work their way out of poverty.