Mayo County Childcare Committee

strategic plan 20102007-

Mayo County Childcare Committee

tuarascáil straitéiseachCoiste Chúram Leanaí Chontae Mhaigh Eo

strategic plan20102007-

mayo county childcare committee

“Our aim is to develop a society in County Mayo which cherishes the individual child and parent by providing a range of quality, fun-filled affordable childcare services suitable to the individual needs of all children and which meets the needs and aspirations of all parents”

contents

Foreword ................................................................................ 01

Section 2 Summary of Review of Strategic Plan 2002-2006 .................. 02

Section 3 Executive Summary of Strategic Plan 2007-2010 .................. 06

Section 4 Details of Mayo County Childcare Committee ......................... 08

Section 5 Details of County Mayo ........................................................... 14

Section 6 Analysis of Needs .................................................................... 35

Section 7 Objective Setting .................................................................... 40

Section 8 Linkages and Collaboration ..................................................... 47

Section 9 Review and Monitoring ........................................................... 49

Appendix ................................................................................. 51

Foreword

Mayo County Childcare Committee (Mayo CCC) was established during 2001 and became truly operative with the acquisition of staff during 2003.

Mayo CCC developed a strategic plan for the period 2002 to 2006. Details of the achievements of this plan are included in this report.

Mayo CCC looks forward to the challenges going forward from 2007 to 2010 and it is hoped that Mayo CCC can continue to enjoy the same levels of success it achieved during 2002 to 2006.

I would like to thank my fellow members of the Mayo CCC, the Mayo CCC staff, Pobal and the Office of Minister for Children for all their hard work in creating this strategy plan.

It is through working together that we have developed this comprehensive plan and we look forward to continued working together to achieve our ultimate goal of the provision of quality affordable childcare.

Majella Gibbons Chairperson Mayo County Childcare Committee

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Summary of Review of Strategic Plan 2002-2006

2section

Summary of Review of Strategic Plan 2002-2006

The Mayo County Childcare Committee (MCCC) developed a comprehensive Strategic Plan for 2002 to 2006. The development of this strategic plan was a great achievement by the members of the Mayo CCC at the time. The plan was developed at a time when there was no Mayo CCC staff employed, when the national childcare funding programme (the Equal Opportunities Childcare Programme) was just beginning and when the Mayo CCC itself was just being established. In this context, the Mayo CCC members managed to construct an ambitious and forward thinking strategic plan for Mayo from 2002 to 2006.

The Mayo CCC strategic plan 2002 to 2006 was structured as follows

Chapter 1 The Mayo CCC structure and context Chapter 2 Demographic Profile of County Mayo Chapter 3 Current Provision of Childcare Service in Co. Mayo Chapter 4 Future Childcare Service Needs in Co. Mayo Chapter 5 Strategic Objectives and Actions for Mayo CCC

Chapters 1 to 3 provided a description of childcare in Mayo during 2002. Chapters 4 to 5 provided plans for the development of childcare in Mayo from 2002 to 2006. Within chapters 4 to 5, Mayo CCC developed 8 objectives.

Objective 1

} To develop a broad, inclusive representative Committee so as to ensure a co-ordinated approach to childcare planning across the County

This objective was achieved. The current Mayo CCC membership (Appendix 1) displays a healthy blend of representation from childcare providers, community and voluntary sector, statutory agencies and childcare organisations.

Objective 2

} To develop the range, type and geographical distribution of childcare services across the county by 2006

This objective was achieved. While there will always be a need to develop the range, type and geographical distribution of childcare in the county, Mayo CCC did develop this objective during 2002 to 2006. This was done through a number of actions including the financing and organising of the following training about different approaches to childcare provision - Effective Early Learning, High/ Scope, Awareness raising about Anti – Bias approach, School Age Childcare, and childminding initiatives. In December 2006 there were 132 childcare places in Mayo with 36 of these services providing School Age Childcare. These services are spread out across the county. The density of service numbers tends to reflect the population density. These figures represented a major development in childcare in Mayo in a relatively short period of time. However, there remains a major challenge for Mayo CCC to further develop this work in the lifetime of the strategic plan 2007 to 2010.

Objective 3

} To ensure that all services are open, inclusive and based on principles of equality.

This objective was largely achieved. Through a number of initiatives Mayo CCC provided services with the opportunity to provide an open inclusive service based on equality. These initiatives included providing services with the opportunity to receive training to build their awareness regarding anti - bias approach, Mayo CCC in collaboration with Enable Ireland, HSE and Western Care developed a set of ‘Protocols for Inclusion’ to assist groups in making their service a welcoming inclusive service to all the children attending their service, Mayo CCC liased with groups such as the Mayo Intercultural Action (MIA), Reception and Integration Agency (RIA) and the HSE to co-ordinate services to meet childcare needs of asylum seekers and refugees living in ‘reception centres’ within the context of current government policy on refugees and asylum seekers. Mayo CCC also conducted research during 2006 regarding the childcare needs of families living in Reception Centres. This research will be published during 2007.

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Objective 4

• To support the development of highest quality childcare services across the County This objective was largely achieved. While there is always room to improve on quality, Mayo CCC developed a number of initiatives to support childcare providers to improve the quality of their services. These initiatives included providing advice regarding their funding applications to Pobal for capital and/or staffing grants to improve the quality of their service, providing training opportunities for staff and committee members, providing resources (e.g. the BCCN ‘Play Files’), providing information regarding training opportunities and directly about quality, providing support through one to one meetings and the childcare provider networks and finally providing the opportunity for childcare providers to adopt Quality Assurance Programmes/approaches to childcare.

Objective 5

} To support the development of a highly qualified childcare workforce by providing all staff with access to initial and ongoing training and professional development opportunities.

This objective was largely met. The issue of providing training will continue to be an ongoing issue and will require constant attention and development during the next Mayo CCC Strategic Plan (2007 to 2010). In Mayo during 2002 to 2006 Mayo CCC worked with many organisations including HSE, VEC, FAS, National Voluntary Childcare Collaborative, Sacred Heart School Westport, High/Scope Ireland, and University of Worchester to provide many training opportunities to existing childcare workers and potential childcare workers from across the county. This has resulted in a far greater trained childcare workforce in Mayo. The types of training delivered varied greatly from standard Fetac level 5 and 6 to different childcare approaches such as Effective Early Learning. Training delivered included accredited and non accredited. Adding figures from the Mayo CCC annual reports from 2004 to 2006 we see that there many training places delivered. Mayo CCC also completed research regarding the training needs of childcare providers. This research will guide a lot of Mayo CCC ‘s work during 2007 to 2010.

Objective 6

} To develop an appropriate range of information systems which will support the work of the Childcare Committee

This objective was largely meet. From 2002 to 2006 Mayo CCC has completed 10 editions of the Mayo CCC newsletter and has distributed approximately 30,000 copies across the county and beyond to childcare providers, parents and other relevant agencies. Mayo CCC has established its web-site and continues to develop it. Mayo CCC has facilitated numerous information sessions covering topics such as the National Childcare Investment Programme, School Age Childcare, and Changes in legislation affecting childcare providers. Mayo CCC has served as a one-stop shop for all County Mayo childcare information.

Objective 7

} To carry out an appraisal of each application for Equal Opportunities Childcare Programme (EOCP) Funding referred to Mayo CCC by Pobal and to make recommendations to MCCC on each such application.

This objective was met. Mayo CCC established and maintained the Mayo CCC consultation sub-committee which considered applications under the EOCP and made recommendations accordingly to Pobal.

Objective 8

} To develop and implement systems of effective assessment and monitoring of actions and outcomes against the statements of mission, aims and objectives of MCCC and in the context of National and EU Childcare policies and legislation.

This objective was met. Mayo CCC fulfilled all reporting requirements as requested by Pobal and the Department

of Equality, Justice and Law Reform (and later the Office of Minister for Children). Mayo CCC established an Executive which oversaw the timely reporting to Pobal in terms of quarterly returns, quarterly reporting, annual reports and submission of action plans which had included in them reporting and monitoring systems concerning each action identified. Mayo CCC staff provided written work reports to each Mayo CCC meeting from 2003 to 2006. In financial terms Mayo CCC engaged in the Mayo County Council financial controls system called ‘Aggresso’ which provided Mayo CCC with a very effective financial controls system.

Conclusion and Lessons Learnt

Mayo CCC achieved, to at least some degree all of its objectives as set out in the strategic plan 2002 to 2006. Learning from the lessons of implementing the 2002 to 2006 strategy plan the challenges for Mayo CCC itself include Mayo CCC needs to be cognisant of national developments and to plan accordingly Mayo CCC needs to be confident and clear regarding its role as ‘The Childcare Co-ordinating Organisation’ within Mayo CCC Mayo CCC needs to be clear regarding the role of all the important childcare organisations operating in the county. Mayo CCC needs to inform parents, childcare providers, and the general public about Mayo CCC, it’s role and the different childcare organisation’s roles.

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“an ambitious and

forward thinking strategic

plan for Mayo”

Executive Summary of Strategic Plan 2007-2010

3section

Executive Summary of Strategic Plan 2007-2010

Introduction

Mayo CCC are looking forward to the challenges of delivering its second strategic plan. This strategic plan will cover the years 2007 to 2010.

Consultative Process in Preparing the Plan The plan has been created following a period of planning, reflection and discussion by the members of Mayo CCC. Mayo CCC met on the 28th of February 2007 for a facilitated day to reflect on the achievements of the strategic action plan 2002 to 2006 and to begin planning for the next strategic plan 2007 to 2010. The County Childcare Co-ordinator was then charged with the responsibility to draw together the ideas and plans discussed at the meeting and to present a draft strategic plan at the Mayo CCC meeting of 28th of March. The Mayo CCC members then came back with written feedback to the Co-ordinator by the 23rd April 2007. The Co-ordinator gathered these comments and produced a second draft which was e-mailed to the members for their consideration on the 24th of April. Final comments about the strategy document were then received before the 26th of April 2007. The Mayo CCC executive then met on the 26th of April to formally sign off on the strategy document. The final document was then submitted to Pobal and the Office of Minister for Children on the 27th of April 2007.

Mayo CCC Structure Membership of Mayo CCC is listed in Appendix 1. The Mayo County Childcare Committee is supported in its work by 3 sub-committees and 10 working groups. Membership for the main committee, the sub-committee and working groups is drawn from childcare providers, statutory agencies, childcare organisations, social partnership groups and the community and voluntary sector. Mayo CCC have 3 full time staff and 2 members of staff who job-share. These staff members are employed by Mayo County Council on behalf of Mayo CCC. This is part of an agreement with Mayo CCC and Mayo County Council (Appendix 2). This means there is a staff compliment of

1 Project Co-ordinator (Full Time) 1 Development Worker (Full Time) 2 Development Workers (Job-sharing) 1 Administrator (Full Time)

Summary Analysis of Needs and Priority ObjectivesBased on discussions within Mayo CCC, data provided by the Strategic Mapping Exercise, and evidence gathered by Mayo CCC staff through meeting with current childcare providers, Mayo CCC view the capacity building of childcare projects around the county as a priority area for 2007 to 2010. Mayo CCC includes in this priority, capacity building of committees to manage childcare facilities, capacity building of physical premises to allow the implementation of quality childcare, capacity building of staff to deliver quality childcare programmes and capacity building of parents to understand what ‘quality childcare’ means and its significance. In terms of the provision of quality childcare Mayo CCC have identified 10 geographical priority areas (listed in Section 6) and the provision of quality School Age Childcare, Pre-school and Full Day Care as the priority areas of need to be met during 2007 to 2010.

Evaluation and Monitoring MechanismsEach year Mayo CCC produce an action plan which provides details of Mayo CCC’s planned work for that year. This plan is agreed by Mayo CCC and submitted to Pobal and the Office of Minister for Children at the end of each September. Mayo CCC provide a detailed account for each action in this action plan as to how that individual action will be recorded and evaluated against agreed indicators. Progress on each of these actions is presented in monthly progress reports by Mayo CCC staff to the Mayo CCC board. Mayo CCC then provide Pobal with quarterly financial reports and half yearly actions progress reports. All of the above is then included in an annual report submitted to Pobal and the Office of Minister for Children. Mayo CCC also hold two facilitated meetings each year. The first meeting deals with strategic planning. The second meeting reflects on objectives achieved, how effectively we are working together and how we may become more effective.

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Details of Mayo County Childcare Committee

4section

Details of Mayo County Childcare Committee

Mission Statement

The Mayo County Childcare Committee has agreed the following Mission Statement, which will underpin the work of the Committee.

Mayo County Childcare Committee’s aim is to develop a society in Co. Mayo which cherishes the individual child and parent by providing a range of quality, fun-filled affordable childcare services suitable to the individual needs of all children and which meets the needs and aspirations of all parents.

The Mayo CCC ‘s remit is to support a co-ordinated partnership approach to the planning and development of childcare services within the County.

Specifically the committee develops actions to:

} Develop structures to support groups making funding applications under the National Childcare Investment Programme

} Maintain and build local capacity

} Support initiatives and strategies to develop childminders

} Agree and support the development of quality standards

} Identify, assess and address training needs

} Develop information sharing and learning systems

} Support local childcare networks

} Develop linkages and synergies with local and national policy initiatives

} Attract and leverage additional resources.

Membership of Mayo County Childcare Committee

Majella Gibbons (Chairperson) Forum Rep-Community Provider Jenny Bernard Early Childcare Services, HSE Lily Cunningham Dept. of Social & Family Affairs Brendan Sheehan Dept. of Education Brid Ni Lionaird Forbairt Naionra Teo. Amanda McHugh Parent Representative Mary Mulryan Mayo County Childcare Forum Ingrid Jennings Forum Rep-Private provider Geraldine Carolan Forum Rep-Community provider Maureen Leonard Dodd St. Nicholas Montessori Ireland Vivienne Rattigan ICTU Mary O Boyle Private provider Pam Ni Thaidhg Udaras Na Gaeltachta Neil Sheridan Mayo County Council Mary Conlon Meitheal Mhaigheo Pauline McDermott Vocational Education Committee (VEC)

Demarcation of Work For MCCC Workers

In general terms staff have their work divided into 4 main areas:

1. Actions that have been assigned to them from the MCCC action plan (including membership of MCCC sub-committees)

2. Core Work For development workers this involves on-going contact with Childcare Providers (this will be recorded in monthly contact sheets and then summarised in summary contact sheets). For administrator this involves the administration of the MCCC office. For the co-ordinator this involves ensuring that all parts of the organisation are operating effectively.

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3. Other Areas of Work This includes pieces of work that cannot be legislated for at present (e.g. attendance at seminars, training activities, meetings attended that have been arranged by outside agencies, media interviews etc)

4. Administration

The staff members own administration (e.g. Staff report writing, Attendance at Team Meetings, Supervision Meetings, Filling out Expenses sheets, Location sheets etc). This work is recorded through staff reports which will be presented at MCCC meetings. Individual staff reports contain the following

(a) Actions update

(b) Contact Sheets

(c) Other Areas of Work

Actions

In general the staff member take direction from the individual action they have been assigned. The action points to what has to be done when it has to be done and the volume of work. It should be noted that for each action it is the responsibility of the development worker to gather the appropriate information and provide this information to the MCCC administrator. It is the responsibility of the Mayo CCC administrator to record this work by placing the information provided into the appropriate ‘action file’ It should also be noted that almost every action has a MCCC working group/sub-committee aligned to it. Generally the staff worker works in tandem with the working group/sub-committee in completing the action.

Full Time Development Worker-Actions 2007

} Support to childcare providers regarding NCIP/EOCP funding } Networks } Quality Childcare Facility Award } Supports for Private Providers } Business Mentoring } Protocols for inclusion } Maintain & develop quality approaches to childcare Core work

} Support Applicants through the 4 phases of NCIP funding application process (this includes visiting the proposed venue and writing to the applicant after they have been approved for funding outlining what they now need to do i.e. the 21 point check list.

Part Time Development Worker (1) - Actions 2007 } Support to childcare providers regarding NCIP/EOCP funding } Networks } Training Provision Strategy } Childcare trainers network } Enhancing services for children with special needs Core work } Support Applicants through the 4 phases of NCIP funding application process (this includes visiting the

proposed venue and writing to the applicants after they have been approved for funding outlining what they now need to do i.e. the 21 point check list.

Part Time Development Worker (2) - Actions 2007

} Support to childcare providers regarding NCIP/EOCP funding } Networks } Childminding Initiative Actions } Develop and Support School Age Childcare Services} Equality and Diversity Strategy

Core work } Support Applicants through the 4 phases of NCIP funding application process (this includes visiting the

proposed venue and writing to the applicants after they have been approved for funding outlining what they now need to do i.e. the 21 points check list.

Administrator - Actions 2007

} Information Strategy } Administration of Childminder Development Grant } Capacity building for Mayo CCC and its staff

Core work } Carry out all administrative duties to ensure the MCCC office is run effectively. This includes filing information

provided by development workers and co-ordinator, submitting quarterly financial returns to Pobal, providing financial reports to MCCC, answering phone enquiries, etc.

Co-ordinator - Action 2007

} Capacity Building Support Pack Core work } Carry out all co-ordination duties to ensure that MCCC as an organisation is being managed effectively. This

includes establishing and maintaining appropriate organisational structures, providing supervision with staff, liasing with statutory, community and voluntary groups, reporting to MCCC and ensuring submission of reports, plans and applications on time to relevant agencies e.g. Pobal, Mayo County Council and Office of Minister for Children.

New Working Structures for Development Workers

A specific geographical area has been delegated to each of the Mayo CCC development workers. The geographical areas as follows;

Angel Cope - Castlebar, Claremorris, and Swinford electoral areas Olivia Donohoe - Ballina and Bangor electoral areas Michelle Basquille - Westport and Ballinrobe electoral areas

Each of the workers will support and liase with each childcare facility in their assigned areas regarding the NCIP.

In practical terms this will involve

} Facilitating the childcare provider network in their area.

} Processing NCIP funding applications from their area.

} Visiting each childcare facility which has been approved EOCP/ NCIP funding 2 times in the calendar year to support them to meet the conditions of their EOCP/ NCIP funding.

} Dealing with on going day to day queries that arise for childcare providers and parents from their assigned area.

All of the above is conducted within the framework that was agreed between Mayo County Council and Mayo County Childcare Committee in 2002 and updated in 2006.

Committee/Working Groups Structure For Mayo County Childcare Committee

Mayo CCC have 3 sub-committees and 10 working groups.

The sub-committees are as follows:1. The Executive 2. The Project Evaluation Sub-Committee (PESC) 3. Childminding Initiative Sub-committee

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1. Executive Sub-committee

The Executive sub-committee has the following responsibilities } Human Resource issues } Financial issues } Childminding Development Grant } Day to day management of Mayo CCC

Membership of the Executive is as follows

- Mayo CCC Chairperson

- Mayo CCC Treasurer

- Mayo CCC Secretary

- 2 childcare provider representatives currently sitting on the Mayo CCC

- Mayo CCC Co-ordinator (non-voting)

- Mayo CCC Administrator (non-voting)

The Mayo CCC Executive meet 8 times in the calendar year.

2. Project Evaluation Sub-committee (PESC)

The PESC has the responsibility for considering Project Proposal Forms from childcare providers as laid out in the National Childcare Investment Programme

Membership is taken from an amalgamation of the Executive sub-committee and the Consultation sub-committee. This is currently laid out in the PESC terms of Reference.

The PESC sub-committee meet 4 times each year.

3. Childminding Sub-committee

The Childminding Initiative sub-committee have the responsibility to implement the childminding initiative actions (excluding the Childminding development grant) as laid out in the Mayo CCC Action Plan.

Membership of the Childminding Initiative Sub-committee is as follows:

- Mayo CCC Development worker

- Childminding Advisory Officer (HSE)

- Childminding Ireland Regional Development Officer

- 3 Childminder Representatives elected from the Childminding Networks Parents Representative

The childminding Initiative sub-committee meet on average 6 times in the calendar year.

Working Groups

The working groups are aligned to a specific action outlined in the current Mayo CCC Action Plan.

The working groups are established by Mayo CCC to implement a particular action. However in the event where a working group is failing to meet or for what ever reason can not progress the action, the assigned Mayo CCC development worker may proceed to implement the action as described in the current Mayo CCC action plan.

The working group will disband when the particular action is completed.

Membership of the working groups is decided by the Mayo CCC. Each working group will is assigned a Mayo CCC development worker.

The individual working groups decide on the frequency of their meetings.

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The list of working groups in 2007 are as follows:

Name of Working Group Staff Member(s) aligned to working group

1 Networks Olivia, Angela, Michelle

2 Information Mary Conway

3 Childcare Trainers Network Olivia, Michelle

4 Childcare Awards Angela

5 Anti-bias Awareness Raising Training Olivia

6 Provision of Training Olivia, Michelle

7 Protocols for Inclusion Angela

8 Quality (EEL, High/Scope and Reggio Melia) Angela

9 School Age Childcare Olivia

10 Support to Private Providers Angela

The following actions from the current action plan are implemented directly by the Mayo CCC development workers

1. Support to Childcare Providers regarding the NCIP/ EOCP Olivia, Angela, Michelle

2. Business Mentoring Angela

3. Capacity Building Support Pack Jim

4. Capacity building for Staff and Committee Mary

5. Special Needs Training Michelle, Olivia

The Mayo CCC development worker report back to the Mayo CCC on the progress of each action at the Mayo CCC meetings.

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“supporting a co-ordinated partnership

approach to the planning and development of childcare services”

Details of County Mayo

5section

Details of the Area

The Socio-economic Profile of Mayo

County Mayo is in the West Regional Authority area and contains seven Electoral Areas:

} Ballina } Ballinrobe} Belmullet } Castlebar } Claremorris } Swinford } Westport

The population of County Mayo is concentrated in the towns of Castelbar, Ballina and Westport, with a population of 10,287, 9,478 and 5,314 respectively.44

Total PopulationAs can be seen in the graph below, the population of County Mayo increased from 110,713 in 1991 to 117,446 in 2002. However, compared to the country as whole the population expansion in County Mayo was at a much lower rate (6% versus 11% nationally). The increase of the female population was slightly higher in Mayo than the increase of the male population (7% versus 6% respectively).45

National Population 1991-2002

Source: Census 1996 and 2002

County Mayo Total Population 1991-2002

Source: Census 1991, 1996, 2002

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15140,000

120,000

100,000

80,000

60,000

40,000

20,000

01991 1996 2002

Total

Females

Males

4,500,000

4,000,000

3,500,000

3,000,000

2,500,000

2,000,000

1,500,000

1,000,000

500,000

01991 1996 2002

Total

Females

Males

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Age Profile

There was a 6% increase in the population in Mayo between 1996 and 2002. The highest increase in the county was the 45-64 age group, with a percentage increase of 22%. This increase was the same as the BMW region (22%) and slightly higher than the national figure (21%). According to the 2002 Census, 22% of the population of the county were under 14 years old. This was the same as the percentage of this age group in the BMW region (22%) and slightly higher than Ireland as whole (21%). In 2002, 36% of the County Mayo population were age dependent. This was higher than the proportion at dependent age for Ireland as a whole (32%).46

Number of Births Since the 2002 CensusSince the 2002 Census there have been 4,761 births registered in County Mayo and between 2003 and 2005 the birth rate increased by 4%. This is important in terms of the provision of childcare as it would need to be matched by an equivalent increase in childcare provision. Just over half (52%) of all births between 2003 and 2005 were male. Between 2003 and 2005 there was a slight increase each year for males being born, whereas for females there was a decrease between 2003 and 2004 followed by an increase in 2005.47

Number of Registered Births in County Mayo since the 2002 Census.

Graph to illustrate the Number of Births since the 2002 Census

Source: CSO, end of year 2006

Single Parent FamiliesIn 2002, there were 39,354 households in the county of Mayo. In total, 10% of these were lone parent households, slightly lower than figures for the country as a whole where 12% of all households were lone parent households.

Parents in Receipt of Lone Parents Allowance

At the end of April 2006, 1,963 people in Mayo were in receipt of Lone Parents Allowance. The vast majority (1,552) received a one parent family payment.48

1,800

1,600

1,400

1,200

1,000

800

600

400

200

02003 2004 2005

Total

Females

Males

Total Male Female

2003 1,568 817 751

2004 1,561 825 736

2005 1,632 826 806

Total 4,761 2,468 2,293

Economic Status/Employment

For Ireland as a whole in 2002, 69.9% of the population participated in the labour force (population at work, first time job seekers and the unemployed), for Mayo this figure was 66.3%. In the 2002 Census 58% of the population in Mayo were classed as at work, this compared to 63% nationally. The unemployment rate in Ireland in 2002 was 5.7% compared to 7% in Mayo.49 In terms of the nature of employment, in Mayo 26,925 persons over 15 years of age were at work, the most common industry worked in was the manufacturing industries, which accounted for 15% of the working population in the county. This was followed by 13% who worked in the Wholesale and Retail Trade and 12% who worked in the Construction sector. Only 2% of the working population in County Mayo worked in the Banking and Financial Services sector.

HSE Data: Audit of Childcare Services in January 2007

The following chapter of the report consists of data gathered by the Mayo Health Service Executive in January 2007.

Data Collated by HSE 2006

Chapter 7 titled HSE Data contains analysis of the data collated by the HSE in 2006. The data in this chapter differs from the data collated by the j4b survey as it contains all the childcare providers in County Mayo listed on the HSE database. It therefore provides accurate information on the number of childcare places currently available in the county.51 This chapter includes information on:

} Capacity figures for all pre-school providers within the county taken from the HSE database. The data was analysed by Electoral Area and type of service. A series of maps were produced based on this data illustrating the number of pre-school childcare places within each Electoral Area as well as the county as a whole plotted against population density figures from the 2002 Census.

} HSE data on childcare providers’ non-compliance with pre-school regulations. A brief description of the different parts of the Inspection Regulations was included in this section of the report, followed by the HSE Inspection data.52

} Data illustrating the total number of childcare services in the county by type and whether they were private or community providers.53

Capacity

This section of the report consists of data from the HSE database of childcare providers in County Mayo (December 2006). The data from the HSE provided information on maximum capacity. It should be noted that the maximum number of children that can be catered for in a facility is set by the HSE as part of the inspection process under the pre-school regulations. Based on the HSE data there were 2,132 pre-school childcare places in County Mayo. Using the 2002 Census figures, this would equate to almost a quarter (24%) of children aged 0-5 in County Mayo having access to a childcare place. With 396 childcare places in Claremorris just over two fifths (41%) of the child population in this locality had access to a childcare place. In Belmullet this figure was 33% (206 childcare places) whilst a quarter (25%) of the child population in Castlebar had a guaranteed childcare place (462 childcare places). This compared to the 297 childcare places in Westport and 206 childcare places in Ballinrobe equivalent to almost a quarter (24%) of the population aged 0-5 in these Electoral Areas. Almost a fifth (19%) of the child population in Ballina had a childcare place (380 childcare places). The 185 childcare places in Swinford meant that only 16% of the child population in this locality had a guaranteed childcare place. In conclusion, it seems there were less childcare places in Swinford compared to the other Electoral Areas in County Mayo and therefore the focus for more childcare provision would be best placed there. Across the Electoral Areas there was substantially more sessional day care places, (1,322) than full day care places, (679). Therefore this suggests funding for full day care places should be a priority under the NCIP. This is seen as especially important if childcare is to be used to facilitate more parents retuning to work on a full time basis. Overall, only 36 out of the 132 childcare providers in County Mayo offered after school provision. These figures suggest future funding should be focused on developing after school provision. However, there is a need to establish the extent of the demand for such services. The Electoral Area which offered the most after school provision was Castlebar where nine providers offered after school provision, followed by Ballina with six providers.

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Number of Births Since the 2002 CensusSince the 2002 Census there have been 4,761 births registered in County Mayo and between 2003 and 2005 the birth rate increased by 4%. This is important in terms of the provision of childcare as it would need to be matched by an equivalent increase in childcare provision.Just over half (52%) of all births between 2003 and 2005 were male. Between 2003 and 2005 there was a slight increase each year for males being born, whereas for females there was a decrease between 2003 and 2004 followed by an increase in 2005.47

Number of Childcare Places in County Mayo

Source: HSE (Dec. 2006) and Census (2002). Persons in each Province, County, City, Urban Area, Rural Area and Electoral District by age group. NB: Census data was divided by 14 and multiplied by 5 to get approximate number of 0-5 year olds in County Mayo in each of the Electoral Areas.

Number of Childcare Providers in County Mayo who offered After School Provision

Source: HSE (Dec. 2006)

TotalChildm

inderFull Day Care

Sessional CareDrop In

No. ofProviders

No. of Childcare Places

No. ofProviders


No. ofProviders


No. ofProviders


No. ofProviders


Total No. of ChildrenAged 0-5

Electoral Area

Total Ballina Ballinrobe Belmullet Castlebar Claremorris Swinford Westport

8719 1971 873 627 1839 975 1173 1261

132 24 13 13 31 22 12 17

2132 380 206 206 462 396 185 297

20 2 1 2 8 3 2 2

115 12 6 11 46 18 12 10

28 8 2 2 8 4 2 2

679 148 47 53 182 122 56 71

82 14 10 9 14 15 8 12

1322 220 153 142 224 256 117 210

2 0 0 0 1 0 0 1

16 0 0 0 10 0 0 6

TotalNo. of Providers

Electoral Area


36 6 3 5 9 5 4 4

3 0 0 0 3 0 0 0

16 3 1 0 5 4 2 1

17 3 2 5 1 1 2 3

0 0 0 0 0 0 0 0

ChildminderNo. of Providers

Full Day CareNo. of Providers

Sessional CareNo. of Providers

Drop InNo. of Providers

The table below shows the percentage of the 0-5 year old population in County Mayo with access to childcare places by type and location as well as the proportion of childcare places by type and location. Across all Electoral Areas the most dominant type of childcare was sessional childcare, as 62% of all childcare places were sessional. The Electoral Area with the highest number of sessional childcare places was Ballinrobe where 77% of all childcare places were sessional. The Electoral Area with the lowest number of sessional childcare places was Castlebar where 45% of all childcare places were sessional. The second highest proportion of places across all Electoral Areas was full day care.

In terms of analysis by Electoral Area:

} Ballina and Castlebar were the Electoral Areas with the highest percentage of full day care places (33% and 26% respectively) and Westport was the Electoral Area with the lowest percentage (12%).

} In terms of childminder provision Castlebar was the Electoral Area with the highest percentage of places (26%), this compared to only 12% in Westport and 8% in Ballina, Ballinrobe.

} The overall provision of childminders in County Mayo was low in comparison to the provision of full day care and sessional care (15% vs 21% and 62% respectively).

} The only Electoral Areas with Drop in provision were Westport and Castlebar. This suggests that this type of provision should be a priority for funding if a demand is established in other Electoral Areas.

Percentage of Childcare Places

Source: HSE (Dec. 2006) and Census (2002). Persons in each Province, County, City, Urban Area, Rural Area and Electoral District by age group 0-14 .NB: Census data was divided by 14 and multiplied by 5 to get approximate number of 0-5 year olds in County Mayo and each of the Electoral Areas.

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Electoral Area


24 19 24 33 25 41 16 24

1 1 1 2 3 2 1 1

15 8 8 15 26 14 17 12

8 8 5 8 10 13 5 6

21 33 15 15 26 18 17 12

15 11 18 23 12 26 10 17

62 58 77 69 45 68 67 71

0 0 0 0 1 0 0 0

2 0 0 0 3 0 0 6

% of 0-5 Population with access to Childcare Places

Total

% of 0-5 Population with access to a Childminder

Child

min

der % of all

Childcare Places

% of 0-5 Population with access to Full Day Care

Full D

ay Care % of all

Childcare Places

% of 0-5 Population with access to Sessional Care

Sessio

nal C

are % of all Childcare Places

% of 0-5 Population with access to Drop In

Dro

p In

% of all Childcare Places

sect

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20

Articles of Non-compliance based on HSE Inspections (2005)The following section presents the results from the HSE inspections carried out in County Mayo in 2005. The data in this section has been provided by Mayo HSE.

Part II of HSE Inspection Report

According to the Child Care Regulations 1996/1997 and Explanatory Guide to Requirements and Procedures for Notification and Inspection, published by the Department of Health and Children, Part II of the HSE inspection of regulations for childcare providers covers areas such as:

} The development of the child attending the service.

} The suitability of first aid materials on the premises.

} Adequate arrangements in place to summon medial assistance in the case of an emergency.

} Sufficient number of adults supervising the children at all times.

} Ensure no corporal punishment is inflicted on a child attending the service.54

The 2005 HSE inspections carried out in County Mayo showed that almost half (48%) of all services inspected were non-compliant with development of the child in terms of having suitable means of expression and development through the use of books, toys, games and other play materials, having regard to his or her age and development. A quarter (25%) of all services inspected did not have the adequate first aid materials requested and 13% did not have adequate arrangements in place to summon medical assistance.The majority of services inspected did however have sufficient adult child ratios (94%) and almost all of services inspected (97%) ensured that no corporal punishment was inflicted on children attending the service.

Articles of Non-compliance HSE Inspection 2005 - Part II

Source: HSE Inspections (2005)

Part III of HSE Inspection ReportPart III of the HSE inspection of regulations for childcare providers covers areas such as:

} Notice to be given by person carrying on a preschool service to the Health Board.

} Notification of change in circumstances of the running of a childcare service to the Health Board.

} Notice to be given by person proposing to carry on preschool service to the Health Board.

} Number of children who may be catered for in premises.55

As illustrated by the table opposite only two services inspected by the HSE in 2005 did not comply fully with Part III of the inspection. The areas of non-compliance were: giving notification of change in circumstance of the running of a childcare service and number of children catered for in premises.

Articles

Childcare Providers Childcare Providers Non-compliant Inspected by HSE with HSE Inspection

Number Number %

Dev. of Child Article 4 71 34 48%

First-Aid Article 5 72 18 25%

Medical Assistance Article 6 69 9 13%

Adult/Child Ratios Article 7 67 4 6%

Corp. Punishment Article 8 67 2 3%

Articles of Non-compliance with HSE Inspections 2005 - Part III


Part IV of HSE Inspection Report

Part IV of the HSE inspection of regulations for childcare providers covers areas such as:

} Register of preschool children - the person who runs a preschool establishment needs to keep records of each child attending. Such as the name and date of birth of the pre-school child, the date when the child first attended the service and the date the child ceased to attend the service, name and address of a parent or guardian, authorisation for collection of the child, details of illness, disability or allergy suffered by the child etc.

} Records - the person who runs a preschool needs to keep records of each child attending. Such as name, position, qualifications and experience of the person in charge and of every other person working in the service, details of attendances by a pre-school child on a daily basis, details of staff rosters on a daily basis, details of the maximum number of pre-school children catered for, details of the staff/child ratios in the service etc.

} Information for parents - the information in the points above has to be made available to parents and guardians who wish to view it.

} Record of fire procedures - such as fire drills, the number, type and maintenance record of fire fighting equipment in the premises. A notice of the procedures to be followed in the event of fire shall be displayed in a conspicuous position in the premises.

} Copy of Act and Regulations -shall be made available on demand for inspection by a parent or guardian, every person working in the service and an authorised person.56

With regard to Part IV of the HSE preschool inspection into non-compliance (2005) it was found that although the majority of services did comply with the articles, just over a third (35%) of services inspected did not comply with the regulations about letting parents view the records regarding the childcare facility. The data from the inspection report highlighted that almost a fifth (17%) of services inspected did not record the date on which the children, who were currently registered there, first attended the service. Out of the services inspected 13% did not record the name, position, qualifications and experience of the person in charge as well as of every other person working in the service. In addition, 13% did not comply with the regulations which require preschool providers to record the details of attendances by a pre-school child on a daily basis.

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Articles


Number Number %

Article 9 (1) 0

Article 9 (2) 0

Article 10 (1) 100 1 1%

Article 10 (2) 0

Article 11 0

Article 12 0

Article 12 (1) 100 1 1%

Article 12 (2) i 0

Article 12 (2) II 0

Change ofCircumstances

Number ChildrenCatered toin Premises

Notice Proposingto Carry on Service

Notice of Service

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22

Articles of Non-compliance with HSE Inspections 2005 - Part IV


Part V of HSE Inspection Report

Part V of the HSE inspection of regulations for childcare providers covers areas such as:

} Premises and facilities - this refers to premises as well as fixtures and fittings being suitable for the purpose of providing a preschool service.

} Heating - adequate room temperature on premises.

} Ventilation - adequate ventilation system for premises.

} Lighting - adequate lighting on premises.

} Sanitary accommodation - sanitary facilities provided within the building

} Drainage and sewage disposal - effective means of disposal.

} Waste storage and disposal - storage of waste and disposal of waste is hygienic.

} Equipment and material - suitable for purpose of preschool.

Articles


Number Number %

Article 13 (1) a 75 3 4%

Article 13 (1) b 71 12 17%

Article 13 (1) c 67 4 6%

Article 13 (1) d 75 3 4%

Article 13 (1) e 75 3 4%

Article 13 (1) f 75 3 4%

Article 13 (1) g 70 7 10%

Article 13 (1) h 70 7 10%

Article 14 (1) a 69 9 13%

Article 14 (1) b 69 9 13%

Article 14 (1) c 70 7 10%

Article 14 (1) d 100 1 1%

Article 14 (1) e 0

Article 14 (1) f 75 3 4%

Article 14 (1) g 0

Article 14 (1) h 73 8 11%

Article 14 (1) i 0

Article 14 (1) j 0

Article 15 71 25 35%

Article 16 (1) a 73 8 11%

Article 16 (1) b 75 6 8%

Article 16 (3) 0

Article 17 (a) 0

Article 17 (b) 0

Article 17 (c) 0

Register of Pre-school Children

Records

Information for Parents

Record ofFire Procedures

Copy ofAct & Regulations

} Food - sufficient, suitable, varied and nutritious food provided to children attending service as well as adequate facilities and equipment for preparing and consuming food on the premises.

} Facilities for rest and play - adequate and suitable facilities provided for rest and play.57

The results of the inspections carried out by the HSE in 2005 show that more than a third of services inspected did not comply with the requirement of suitable and secure storage facilities for dangerous/hazardous materials and just over a fifth (21%) of services inspected did not comply with the requirement of thermostatically controlled hot water. Almost a fifth (17%) of services inspected did not have adequate space per child at the premises.

Articles of Non-compliance HSE Inspection 2005 - Part V

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Articles

Register of Pre-school Children

Heating

Ventilation

Lighting

Sanitary Accommodation

Drainage andSewage Disposal

Equipment and Materials

Food

Safety Measures

Waste Storageand Disposal


Number Number %

Article 18 (a) 100 3 4%

Article 18 (b) 69 12 17%

Article 18 (c) 71 4 6%

Article 18 (d) 71 3 4%

Article 19 (a) 75 3 4%

Article 19 (b) 3 4%

Article 20 67 7 10%

Article 21 67 7 10%

Article 22 (a) 71 9 13%

Article 22 (b) 67 9 13%

Article 22 (c) 71 7 10%

Article 22 (d) 67 1 1%

Article 22 (e) 0

Article 22 (f) 3 4%

Article 22 (g) 100 0

Article 23 8 11%

Article 24 67 0

Article 25 (a) 71 0

Article 25 (b) 75 25 35%

Article 25 (c) 71 8 11%

Article 26 (1) 75 6 8%

Article 26 (2) a 73 0

Article 26 (2) b 75 0

Article 27 (1) a 71 0

Article 27 (1) b 100 0

Article 27 (1) c 100

Article 27 (1) d 71 1 1%

Article 27 (1) e 71 9 13%

Article 27 (1) f 71 12 17%

Article 27 (1) g 67 12 17%

sect

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5

Articles of Non-compliance with HSE Inspections 2005 - Part IV (Continued from Previous Page)


Part VI of HSE Inspection Report

Part VI of the HSE inspection of regulations for childcare providers covers areas such as:

} Furnishing of information to the Health Board - people who run a childcare service need to provide the Health Board with the relevant information to be used to enforce and execute the regulations.

} Insurance - children attending the service have to be adequately insured against injury.

} Annual fees - people who run a childcare service have to pay the relevant annual fee to the Health Board towards the costs of inspections.58

The 2005 HSE inspection found that 11% of the preschool services inspected did not have adequate insurance against injury of children attending their service.

Articles of Non-compliance HSE Inspection 2005 - Part VI


Type of Childcare Provision

HSE data (January, 2007) illustrates that just over half (53%) of childcare providers in County Mayo were privately owned and 47% (60 childcare providers) were community run enterprises. In terms of Electoral Area, community run providers were most prevalent in Belmullet, where 63% of providers were community run. Privately run childcare providers were most prevalent in Castlebar (73%). With regards to the type of service, all Childminders and Drop-In providers were privately owned followed by 79% of Full Day Care providers. Two thirds (66%) of Sessional providers operated from community run premises.

24

Articles


Number Number %

Article 29

Article 30 73 0 11%

Furnishing of Infoto Health Board

Insurance

Annual Fees

Articles

General Safety Measures

Facilities forRest and Play


Number Number %

Article 27 (a) 73 6 8%

Article 27 (b) 71 0

Article 27 (c) 75 4 6%

Article 27 (d) 75 4 6%

Article 27 (e) 75 10 14%

Article 27 (f) 4 6%

Article 27 (g) 75 15 21%

Article 27 (h) 2 3%

Article 28 (a) 73 0

Article 28 (b) 70 0

Childcare Providers Classified by Type of Provision

Source: HSE Data (January 2007)

Statistics from 2006 Census

At the time of writing the Mayo CCC strategic plan for 2007 to 2010 the most recent detailed CSO statistics available to Mayo CCC were from the 2002 census. There were however some preliminary details available which Mayo CCC have considered. From these preliminary figures we see that the overall population in Mayo has increased by 5.3% from 2002 to 2006. In absolute terms this is an increase from 117,446 to 123,648 (an increase of 6,202). In terms of the 3 established major urban areas of Mayo, i.e. Ballina, Castlebar and Westport, the figures show the biggest increase in Ballina (7.0%) then, Castlebar (4.3%) and then a decrease in Westport (-3.3%). Castlebar remains the largest town with 10,729 persons, then Ballina with 10,146 and then Westport at 5,140 persons. In terms of the 7 electoral rural areas of Mayo (i.e. Ballina rural, Ballinrobe, Belmullet, Castlebar rural, Claremorris, Swinford and Westport rural) we find the highest growth in Claremorris at 9.1 and the lowest in Belmullet where there is a slight decrease of - 0.2. Claremorris rural (increase of 9.1%) and Ballinrobe rural (increase of 8.1%) are the only 2 electorial areas in Mayo to record increases larger than the national population increase of 8.1%. All of the hinterlands around the major towns of Ballina, Castlebar and Westport experienced growth. In ‘absolute’ terms we see that Westport rural electoral area continues to have the largest population (17,293) and Belmullet rural area electoral area has the smallest population (7,909).

While the population figures provide very useful information regarding the childcare need of an area, Mayo CCC are conscious that population figures do not provide all the facts required to establish the need of area.

In areas of relatively low population such as north Mayo, the area’s size and relatively poor infrastructure and access to services, need to be also taken into account when establishing local childcare need of a community.

Going forward when the more detailed 2006 population figures become available they will provide vital information to Mayo CCC when establishing a profile of an area.

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Total Community Privately Owned

Number Number % Number %

Total 129 60 47 69 53

Electoral Area

Ballina 29 14 48 15 52

Ballinrobe 12 7 58 5 42

Belmullet 8 5 63 3 38

Castlebar 30 8 27 22 73

Claremorris 23 13 57 10 43

Swinford 10 4 40 6 60

Westport 17 9 53 8 47

Type of Services

Full Day Care 28 6 21 22 79

Sessional Care 82 54 66 28 34

Childminder 17 0 0 17 100

Drop In 2 0 0 2 100 sect

ion

5

Part VI of HSE Inspection Report

The data from Mayo HSE Database of childcare providers has been used to produce a series of profiles by Electoral Area. Plotted against population density as at the 2002 Census, each profile includes the range of services available in at Electoral District level. For more details on the socio-economic profile of County Mayo, please refer to Section 5.

26

Barroosky

An Geata Mór Theas

Belmullet

Glencastle

Bangor

Ballycroy North

Achill

Bunaveela

Newport East

Crossmolina North

Mount Falcon

SwinfordToomore

Meelick Brackloon

Ballina Urban

Ballina Rural

BallysakeeryKillala

Ballycastle

Ardnaree South Urban

Number of Pre-schoolChildcare Providers

Full Day Care

Sessional Day Care

Drop In

Childminder

County Mayo North

Population DensityNumber of people per Square Hectare

ED Level Breakdown (County Mayo North EA)

Range: Min = > < = Max

6.5 to 17.3

0.3 to 6.5

0.2 to 0.3

0.1 to 0.2

0 to 0.1

Source: HSE Data 2006

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Clare Island

Louisburgh

Aillemore

Westport RuralAghagower North

Cappaghduff

Kilmeena (Pt.)

Clogher

IslandeadyCastlebar Urban

Castlebar Rural

Cloonkeen

Killavally

Hollymount

Ballinrobe

Neale

RosleeCloghermore

Tagheen

Breaghwy

Manulla

Balla

Kilkelly Urlaur

Knock North

Kiltamagh

Bekan

Ballyhowly

Ballyhaunis

Claremorris

Culnacleha

Ballindine

Cong Dalgan

Shrule

Brackloon

SwinfordToomore

MeelickNewport East

Achill


Full Day Care

Sessional Day Care

Drop In

Childminder

County Mayo South


ED Level Breakdown (County Mayo South EA)


6.5 to 17.3

0.3 to 6.5

0.2 to 0.3

0.1 to 0.2

0 to 0.1


Westport Urban

Ballina

28

Ballycastle

Lacken North

Lacken South

Killala

Kilfian East

Kilfian West

Kilfian South

Rathoma Ballysakeery

Fortland

Ardagh

Crossmolina North

Deel

Derry

Bunaveela

Crossmolina South Carrowmore

Mount Falcon

Attymass West

Attymass East

Sallymount

Kilgarvan

Ardnaree North (Pt.)

Ardnaree South Urban

Ballina Rural

Ballina UrbanArdnaree South Rural

Total 24 8 14 0 2

Ballina Rural 14 7 6 0 1

Crossmolina North 2 1 1 0 0

Killala 2 0 2 0 0

Ardnaree South Urban 1 0 1 0 0

Ballina Rural 1 0 0 0 1

Ballycastle 1 0 1 0 0

Ballysakeery 1 0 1 0 0

Bunaveela 1 0 1 0 0

Mount Falcon 1 0 1 0 0

Ardagh 0 0 0 0 0

Ardnaree North (Pt.) 0 0 0 0 0

Ardnaree South Rural 0 0 0 0 0

Attymass East 0 0 0 0 0

Attymass West 0 0 0 0 0

Carrowmore 0 0 0 0 0

Crossmolina South 0 0 0 0 0

Deel 0 0 0 0 0

Derry 0 0 0 0 0

Fortland 0 0 0 0 0

Kilfian East 0 0 0 0 0

Kilfian South 0 0 0 0 0

Kilfian West 0 0 0 0 0

Kilgarvan 0 0 0 0 0

Lackan North 0 0 0 0 0

Lackan South 0 0 0 0 0

Rathoma 0 0 0 0 0

Sallymount 0 0 0 0 0


Full Day Care

Sessional Day Care

Drop In

Childminder


ED Level Breakdown (Ballina EA)


13.9 to 17.3

0.4 to 13.9

0.3 to 0.4

0.1 to 0.3

0 to 0.1


Portroyal

Burriscarra

Newbrook

Roslee

Hollymount

Kilcommon

Coonard

Ballinrobe

Neale

Kilmaine

DalganCong

Houndswood

Shrule

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Ballinrobe

Total 13 2 10 0 1

Ballinrobe 4 2 2 0 0

Shrule 3 0 3 0 0

Hollymount 2 0 2 0 0

Cong 1 0 0 0 1

Dalgan 1 0 1 0 0

Neale 1 0 1 0 0

Roslee 1 0 1 0 0

Burriscarra 0 0 0 0 0

Coonard 0 0 0 0 0

Houndswood 0 0 0 0 0

Kilcommon 0 0 0 0 0

Kilmaine 0 0 0 0 0

Newbrook 0 0 0 0 0

Portroyal 0 0 0 0 0


Full Day Care

Sessional Day Care

Drop In

Childminder


ED Level Breakdown (Ballinrobe EA)


0.35 to 0.46

0.29 to 0.35

0.21 to 0.29

0.15 to 0.21

0.1 to 0.15


sect

ion

5

Muings

Glencastle

BelmulletAn Geata Mór Thuaidh

An Geata Mór Theas

Knocknalower

Knockadaff

Muingnabo

Beldergmore

GlenamoyBarroosky

Sheskin

Rathhill

Goolamore

GlencoBangor

Ballycroy North

Ballycroy South

Srahmore

Newport West

Corraun Achill

Achill

Slievemore

Dooega

Belmullet

30

Total 13 2 9 0 2

Belmullet 5 1 3 0 1

Achill 2 1 1 0 0

Ballycroy North 2 0 2 0 0

An Geata Mór Theas 1 0 1 0 0

Bangor 1 0 1 0 0

Barroosky 1 0 1 0 0

Glencastle 1 0 0 0 1

An Geata Mór Thuaidh 0 0 0 0 0

Ballycroy South 0 0 0 0 0

Beldergmore 0 0 0 0 0

Corraun Achill 0 0 0 0 0

Dooega 0 0 0 0 0

Glenamoy 0 0 0 0 0

Glenco 0 0 0 0 0

Goolamore 0 0 0 0 0

Knockadaff 0 0 0 0 0

Knocknalower 0 0 0 0 0

Muingnabo 0 0 0 0 0

Muings 0 0 0 0 0

Newport West 0 0 0 0 0

Rathill 0 0 0 0 0

Sheskin 0 0 0 0 0

Slievemore 0 0 0 0 0

Srahmore 0 0 0 0 0


Full Day Care

Sessional Day Care

Drop In

Childminder


ED Level Breakdown (Belmullet EA)


0.41 to 0.42

0.16 to 0.41

0.07 to 0.41

0.03 to 0.07

0 to 0.03


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Ballinrobe


Full Day Care

Sessional Day Care

Drop In

Childminder


ED Level Breakdown (Castlebar EA)


7.6 to 16.6

1.4 to 7.6

0.5 to 1.4

0.1 to 0.5

0 to 0.1


Tawnynagry

Ballyovey

Cappaghduff

Ballinchalla

Owenbrin

KillavallyClogher

BallyheanBallinafad

Balla

Manulla

BreaghwyIslandeady

Turlough Bellavary

StradePontoon

BurrenCroaghmoyle

Ballynagoraher

Addergoole

Letterbrick

Cloonkeen

Castlebar Rural

Castlebar Urban

Total 31 8 14 1 8

Castlebar Urban 15 6 6 0 3

Castlebar Rural 7 0 4 0 3

Balla 2 1 0 0 1

Manulla 2 0 1 0 1

Breaghwy 1 0 0 1 0

Cappaghduff 1 0 1 0 0

Cloonkeen 1 1 0 0 0

Islandeady 1 0 1 0 0

Killavally 1 0 1 0 0

Addergoole 0 0 0 0 0

Ballinafad 0 0 0 0 0

Ballinchalla 0 0 0 0 0

Ballyhean 0 0 0 0 0

Ballynagoraher 0 0 0 0 0

Ballyovey 0 0 0 0 0

Bellavary 0 0 0 0 0

Burren 0 0 0 0 0

Clogher 0 0 0 0 0

Croaghmoyle 0 0 0 0 0

Letterbrick 0 0 0 0 0

Owenbrin 0 0 0 0 0

Pontoon 0 0 0 0 0

Strade 0 0 0 0 0

Tawnynagry 0 0 0 0 0

Turlough 0 0 0 0 0

sect

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Claremorris

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Total 22 4 15 0 3

Claremorris 8 3 5 0 0

Ballyhaunis 6 1 4 0 1

Culnacleha 2 0 2 0 0

Ballindine 1 0 0 0 1

Ballyhowly 1 0 1 0 0

Bekan 1 0 1 0 0

Cloghermore 1 0 0 0 1

Knock North 1 0 1 0 0

Tagheen 1 0 1 0 0

Aghamore 0 0 0 0 0

Caraun 0 0 0 0 0

Coolnaha 0 0 0 0 0

Course 0 0 0 0 0

Crossboyne 0 0 0 0 0

Garrymore 0 0 0 0 0

Kilcolman 0 0 0 0 0

Kilvine 0 0 0 0 0

Knock South 0 0 0 0 0

Loughanboy 0 0 0 0 0

Mayo 0 0 0 0 0

Murneen 0 0 0 0 0


Full Day Care

Sessional Day Care

Drop In

Childminder


ED Level Breakdown (Claremorris EA)


0.71 to 1.18

0.35 to 0.71

0.19 to 0.71

0.16 to 0.19

0.13 to 0.16


Caraun

Ballindine

KilvineCrossboyne

Claremorris

Ballyhowly

Culnacleha

Garrymore

Tagheen

Cloghermore

Kilcolman

Murneen

Knock North

Knock South

Bekan

Ballyhaunis

Course

Loughanboy

Coolnaha

Aghamore

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Swinford


Full Day Care

Sessional Day Care

Drop In

Childminder


ED Level Breakdown (Swinford EA)


0.67 to 0.74

0.24 to 0.67

0.18 to 0.24

0.16 to 0.18

0.11 to 0.16


Total 12 2 8 0 2

Kiltamagh 4 1 3 0 0

Toomore 3 1 1 0 1

Brackloon 1 0 1 0 0

Kilkelly 1 0 1 0 0

Meelick 1 0 0 0 1

Swinford 1 0 1 0 0

Urlaur 1 0 1 0 0

Ballinamore 0 0 0 0 0

Bohola 0 0 0 0 0

Callow 0 0 0 0 0

Cloonmore 0 0 0 0 0

Cuildoo 0 0 0 0 0

Doocastle 0 0 0 0 0

Kilbeagh 0 0 0 0 0

Killedan 0 0 0 0 0

Kilmovee 0 0 0 0 0

Sonnagh 0 0 0 0 0

Sraheen 0 0 0 0 0

Toocananagh 0 0 0 0 0

Tumgesh 0 0 0 0 0

Sraheen

Toomore

Callow

CuildooTumgesh

Bohola Meelick

Toocananagh

SonnaghSwinford

BrackloonKilledan

KiltamaghBallinamore

KilkellyUrlaur

Kilmovee

Kilbeagh

CloonmoreDoocastle

sect

ion

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westport

34


Full Day Care

Sessional Day Care

Drop In

Childminder


ED Level Breakdown (Westport EA)


2.54 to 6.55

0.97 to 2.54

0.22 to 0.97

0.08 to 0.22

0.01 to 0.08


Total 17 2 12 1 2

Westport Urban 10 1 7 1 1

Aghagower North 1 0 1 0 0

Aillemore 1 0 1 0 0

Clare Island 1 0 1 0 0

Clogher 1 0 0 0 1

Louisburgh 1 0 1 0 0

Newport East 1 0 1 0 0

Westport Rural 1 1 0 0 0

Aghagower South 0 0 0 0 0

Bundorragha 0 0 0 0 0

Croaghpatrick 0 0 0 0 0

Derryloughan 0 0 0 0 0

Drummin 0 0 0 0 0

Emlagh 0 0 0 0 0

Erriff 0 0 0 0 0

Glenhest 0 0 0 0 0

Kilgeever 0 0 0 0 0

Kilmaclasser 0 0 0 0 0

Kilmeena (Pt.) 0 0 0 0 0

Kilsallagh 0 0 0 0 0

Knappagh 0 0 0 0 0

Owennadornaun 0 0 0 0 0

Slievemahanagh 0 0 0 0 0

Clare Island

Owennadornaun

Aillemore Kilgeever

Emlagh

Lousiburgh Kilsallagh

Drummin

ErriffBundorragha

Slievemahanagh

Aghagower South

Aghagower North

Clogher

Kilmeena (Pt.)

Kilmaclasser

Derryloughan

Newport East

Glenhest

Westport Rural

Westport Urban

Analysis of Needs

6section

36

Analysis of Needs

Conclusions and Recommendations

There has been a clear rise in the demand for childcare in Ireland since the 1970s. This trend is linked to parents remaining in employment and the change in family life. Due to this trend, the availability of informal childcare provided by an extended family member has decreased. However, the Childcare findings of the National Household Survey (2005) show that relatives remain the preferred childcare option for many Irish families.

Recommendation } There is a need to review why informal childcare is preferred, exploring cost, quality and cultural motivations. It will also be important to investigate whether this is sustainable given changes in the family structure and the implications this will have for external childcare provision, both in the short and medium term.

Since the publication of the Child Care Act in 1991, which for the first time required the Irish state to regulate pre-school services, there has been a substantial growth in childcare policy. This has led to a subsequent increase in the interventions made by both local and national government to ensure that the quality and quantity of childcare provision meets the needs of parents. The strategic direction of childcare intervention is outlined by:

} The National Children’s Strategy 2000-2010 } The National Childcare Strategy 2006-2010} The Equal Opportunities Childcare Programme 2000-2006 and} The National Childcare Investment Programme 2006-2010

The increased profile of childcare services has also been reflected in national structures through the creation of the National Children’s Office, the National Children’s Advisory Council and The Office of Minister for Children. Working alongside these is the Health Services Executive and the local tier of County Childcare Committees. Financial support for families has also been improved, with the recent Social Welfare and Pensions Bill announcing significant increases in child benefit, extending maternity leave and the supplementary childcare allowance.

Recommendation } There is a need to evaluate the impact that the increased legislation and policy in the childcare sector has had on the quality and quantity of childcare provision. This is important at a local level as it may lead to a review of how the childcare sector is funded, potentially leading to more resources being available at a local level. This is an issue where MCCC would need to coordinate with other childcare committees in order to identify best practice in the allocation of funding.

However, despite these interventions, the costs of childcare have increased substantially over recent years and consequently for some families childcare has become less accessible. According to the Quarterly National Household Survey of Childcare (Quarter 1, 2005) the average cost of childcare exceeded ?120 per week, which represented an increase of over 23% from 2002. The household cost of childcare varied geographically. Families in the Dublin region paid the most, with childcare costing on average more than ?145 per week. This contrasts with families in the West (Galway City, Galway County, Mayo and Roscommon) who paid just over ?120 per week. However, average costs in the West had increased by just under ?1 per hour.

Recommendation } It is important that rising costs in childcare are reviewed in the context of data on salaries and family income. Although information was not available for this report, in the future it would be useful to map family income against the costs of childcare in order to establish if costs are a barrier to accessing childcare. This is important as due to the changes in family structure more families are likely to be dependent on external childcare provision in the future.

With two-fifths of families with pre-school children relying on non-parental childcare, it is clear that the provision of childcare services is continuing to be an important political and social issue. Whilst the use of external childcare is not as common for primary school aged children, further investigation is required to understand whether this is a reflection of parental choice or a result of a lack of appropriate provision for this age group.

Recommendation } In order to appreciate parental choice it is important that more qualitative work is undertaken within County Mayo to understand the rationale behind preferred childcare models. This work should build on previous studies in order to allow MCCC to benchmark any changes in perception and expectations. This will enable MCCC to respond accordingly in terms of the type of childcare available.

The government’s National Childcare Investment Programme (NCIP) 2006-2010 represents a major investment in childcare infrastructure. In total ?575 million has been allocated. It is anticipated that the programme will create up to 50,000 new childcare places. MCCC has a prime role in the implementation of the NCIP, ensuring a greater awareness of local needs. Services that will be entitled to support are those providing care for babies, full day care, part time places, pre-school places, school age childcare (including wrap around childcare places), childminding, parent and toddler groups and sessional crèches.

Recommendation } There are clearly plans for significant investment in childcare services in County Mayo and it is important that this is publicised to the childcare network and also to residents of the county in order to raise awareness of the services on offer.

It is important to note that alongside these increases in provision, the population in Mayo has also grown from 110,713 in 1991 to 117,713 in 2002. According to the 2002 census 22% of the population in County Mayo were under 14 years old, this was slightly higher than the proportion for Ireland as a whole (21%). In addition, in 2002 just over a third (36%) of the population in County Mayo were age dependent, this was higher than the proportion at dependent age for Ireland as a whole (32%). The birth rate in County Mayo increased by 4% between 2003 and 2005, with 4,761 children being born over the period. This indicates that population growth is set to continue and, as such, demand for childcare is likely to increase as well.

Recommendation } Detailed planning work is required to investigate further the number of births and growth in population in order to facilitate the accurate assessment of the demand for childcare places.

When planning additional childcare facilities the socio-economic profile of the county needs to be taken into consideration. The proportion of the population participating in the labour force in County Mayo is lower (66.3%) than in Ireland as a whole (69.9%). This could have implications in terms of the level of demand for childcare in Mayo, with the smaller proportion of residents in employment creating potentially less demand.

Recommendation } Careful analysis is needed to ensure that the projected growth of childcare facilities matches the level of demand in County Mayo. Therefore, surveys of parental need will be an important role for MCCC.

In conclusion, despite the growth in childcare provision in County Mayo since the inception of the Childcare Committee, there remains significant gaps; most notably the need for Pre-School provision. With two fifths of families relying on non-parental care the level of demand for Pre-School places outweighs the number of places available.

Recommendation } Applications for funding to provide Pre School provision need to be given priority by MCCC. However, it is important that other variables are also taken into account to ensure existing services are not duplicated if there is insufficient demand.

As the population in County Mayo is expanding the need for more childcare places is a critical factor within the County’s Development Plan.

Recommendation } Further work is required to understand the changing social characteristics of the communities within County Mayo. This will have important implications for the demand for childcare, both in terms of quantity and type.

However, with parents and guardians still the most dominant form of childcare for primary school children this suggests there is either a gap in childcare services for children of this age or parents are choosing to provide their own care. If parents are choosing to provide their own care an increase in school age provision may not match demand. However, the fact that the number of places for After School Care (247) in County Mayo

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was significantly lower than the number of places for Pre School Care (982), as identified in the 2006 survey, suggests there is a notable gap in the provision available.

Recommendation } Further work is required to fully understand the demand for School Age provision.

Considering that childcare providers have said that they would like more support from MCCC regarding funding proposals, training and regulation compliance, the following is recommended:

Recommendation } There is an important role for the MCCC to play in terms of helping develop childcare providers, in particular by assisting them with funding proposals, with training and with regulation compliance.

It is intended that this research will be used by MCCC and their partners to develop sustainable quality childcare plans for the future. Within this, it will be important to ensure that childcare provision matches the needs of parents in terms of affordability, flexibility and quality.

Main Findings from the Mayo Strategic Mapping Exercise 2006-2007

The strategic mapping exercise was guided in its work by the Capacity Building Sub-committee of MCCC. The following is a brief outline of the main findings of the report.

Data sourced from the Mayo Health Service Executive (HSE) found that:

} In total there were 2,132 childcare places in County Mayo. This means a quarter (24%) of the child population aged 0-5 years old in County Mayo have access to a childcare place.

} The percentage of 0-5 year olds with access to a childcare place varied across Electoral Areas from 41% in Claremorris to 16% in Swinford.

} In Belmullet 206 childcare places were available which meant 33% of children aged 0-5 had access to a childcare place.

} In Castlebar there were 462 places which meant that a quarter (25%) of children aged 0-5 years old had access to a childcare place. In Ballinrobe and Westport this figure was 24% with 206 and 297 childcare places respectively.

} In Ballina 19% of the child population had access to a childcare place (380 places). This meant that Ballina and Swinford were the Electoral Areas with the lowest percentage of the 0-5 year old population with access to childcare places. Therefore the focus for more childcare provision in these Electoral Areas would be a priority under the NCIP.

} Across all Electoral Areas the highest percentage of places by type of childcare was sessional care places, ranging from 77% of places in Ballinrobe to 45% in Castlebar.

} The second highest proportion of places by type of childcare across all Electoral Areas was full day care provision.

} Drop in provision was only available in the Electoral Areas of Westport and Castlebar. This suggests this type of provision should be a priority for funding. However, research needs to establish if there is a demand for this type of childcare provision in other Electoral Areas.

} Overall only 36 out of the 132 childcare providers in County Mayo offered after school provision. This would suggest that demand of after school provision should be established, in order to determine whether future funding should focus on developing this type of provision.

} Sessional care remained the most dominant form of provision, with 62% of all pre school providers in County Mayo saying they operated such a service.

} HSE data (January, 2007) illustrates that just over half (53%) of childcare providers in County Mayo were privately owned and 47% (60 childcare providers) were community run enterprises.

Within the most recent survey of childcare provision conducted by j4b in July 2006 a number of important findings emerged:

} Around three quarters (76%) of providers employed full time staff and nearly three quarters (71%) employed part time staff.

The majority of providers (93%) said they provided opportunities for their staff to participate in training.

} Crèche providers had the highest number of places and School Age After Care providers had the least number of places.

} Pre School providers had the highest number of children attending.

} Overall, in Mayo there were 42 providers with waiting lists.

} Pre School providers had the most waiting lists, with 26 providers having a situation where demand exceeded places.

} There appears to be a shortage of childcare places at Pre School Providers.

} 109 children in County Mayo were being cared for by registered/notified childminders.

} The most common average age of children being cared for by registered/notified childminders was between six and ten.

} The majority of childcare providers (90%) had an outdoor play area at their premises.

} Only a very small proportion of providers (3) set their fees according to age.

} Around a third (34%) operated a tiered fee structure.

} The majority (94%) of providers reported that they were able to cater for children with additional needs. Just under half (48%) of providers said they had children attending with additional needs.

} A fifth had children attending from the UK and a fifth had children attending from Poland.

} Nearly three quarters (73%) gave families with more than one child a reduction.

} Just under half (45%) of all the providers surveyed said they were aware of Quality Assurance Programmes.

} A quarter (25%) had achieved or participated in a Quality Assurance Programme.

} Over three quarters (78%) of providers said they were fully compliant with the childcare regulations.

} The main areas of non-compliance identified included the physical environment, record keeping, play development and health and safety.

} Nearly a third (29%) of providers reported that they had plans to extend, renovate or expand their current range of services.

} Over a third (38%) of providers said they had plans to develop a new childcare facility in a different area.

} The areas childcare providers said they would like more support from MCCC was help with funding proposals, with training and with regulation compliance.

Taking into account the data supplied by the HSE, the survey results by j4b, current childcare facilities under construction and MCCC staff monitoring and assessing this data against an ever changing childcare landscape, it is proposed that the following areas are prioritised for the provision of childcare facilities. It should also be noted that these areas do not appear in any order of preference and it is expected that the list of priorities will change over the lifetime of the National Childcare Investment Programme.

} Castlebar

} Swinford

} Westport

} Ballyhaunis

} Ballinrobe

} Claremorris

} Newport

} Bellmullet

} Louisburgh

} Killala

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Objective Setting

7section

Objective Setting

Mayo County Childcare Committee (MCCC) have developed the following objectives and actions on the premise that Mayo County Childcare Committee (MCCC) will implement the objectives of the National Childcare Investment Programme on a local level by working towards the development and sustainability of quality childcare in Mayo.

Mayo County Childcare Committee have based the realisation of these objectives on the implementation of 4 ‘pillars of quality’. The content of these 4 pillars of quality are found in most Quality Assurance Programmes/Approaches to childcare and therefore compliment approaches/programmes such as Siolta, Effective Early Learning and High/Scope. These ‘pillars of quality’ are inter-dependent and have a synergy between them.

Mayo County Childcare Committee view that in order for a childcare project to provide a quality childcare service they require:

1. Appropriately trained and resourced staff

2. Whose work is directed by a recognised quality childcare approach/quality assurance programme (which includes issues such as parental involvement, planning, evaluation and inclusion)

3. In a quality physical environment/premises which allows for the delivery of quality childcare and

4. Managed by an appropriately resourced, trained, informed and supported management committee/owner who are then in a position to provide effective management.

Taking the above into account the Mayo CCC objectives for 2007 to 2010 listed below have been developed on the basis of the following three points

1. The implementation of these ‘4 pillars of quality’ as stated above.

2. That Mayo CCC will continue to work in a co-ordinating and effective manner with all the relevant childcare stakeholders in Mayo.

3. That Mayo CCC will continue to be directed in its work by the aims and objectives of the National Childcare Investment Programme.

Objective 1

} To maintain and build the local capacity to establish and sustain quality childcare places/services across all categories of childcare providers and services.

Actions 1. Mayo CCC workers plan to provide 2 support visits in each calendar year during the lifetime of the strategy

document to all the childcare providers in receipt of EOCP/ NCIP funding. The purpose of the support visit will be to support childcare providers to meet the conditions of their funding and to inform them of the supports available from the Mayo CCC and the National Childcare Investment Programme.

2. Mayo CCC workers plan to advise, guide, inform and support existing and potential childcare providers about the funding opportunities under the National Childcare Investment Programme (NCIP. Mayo CCC workers will take applicants through the NCIP application process, working in tandem with Pobal and the Office of Minister for Children. Mayo CCC workers plan to co-ordinate and provide the structure for the applicants to consult and be advised by central childcare organisations such as Mayo County Council Planning section, the HSE Early Childcare Services, Children’s First Officer, Environmental Health Officer and the National Voluntary Childcare Collaborative (NVCC).

3. Mayo CCC plan to encourage childcare providers to include computers and e-mail connection in capital funding applications (including the NCIP). It is viewed that if childcare providers were accommodated to communicate via e-mail etc it will enable them to be more accessible, to access information themselves and to cut down on administrative costs.

4. Mayo CCC plan to work with relevant agencies to provide an intensive ‘Community Management Training Programme’ for childcare committees of large scale childcare projects. It is planned that the effectiveness of this training will be reviewed in 2007 and 2009.

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5. Mayo CCC plan to work with relevant agencies to provide a basic management-training programme for smaller scale childcare management committees. This training will be delivered annually.

6. Mayo CCC plan to support and liase with relevant organisations to support private and community childcare facilities in the implementation of a recognised quality childcare curriculum/approach.

7. Mayo CCC plan to work with relevant organisations to provide HR support, information and resources to employers, primarily private childcare providers.

8. Mayo CCC will work with relevant organisations to provide HR support, information and resources to employees.

Objective 2

} To develop and promote quality standards for childcare in the county.

Actions 1. Mayo CCC plan to work with relevant quality training organisations to offer training concerning quality

approaches to childcare.

2. Mayo CCC plan to liase with NCNA and NIPPA regarding the potential delivery of their ‘Centre of Excellence Award’.

3. Mayo CCC plan to liase with High /Scope Ireland regarding the potential. delivery of their ‘High/Scope’ training.

4. Mayo CCC plan to liase with NIPPA regarding the potential delivery of their ‘Reggio Melia’ training.

5. Mayo CCC plan to liase with University of Worchester regarding the potential delivery of their Effective Early Learning training.

6. Mayo CCC plan to liase with CECDE regarding the implementation of Siolta the National Quality Framework during the lifetime of the strategy document.

7. During the NCIP application process for NCIP funding, Mayo CCC plan to view the attainment of a Quality Assurance / Approach Accreditation by a childcare provider as a positive indicator of the applicant’s ‘capacity to deliver a quality childcare service’.

Objective 3

} To promote initiatives that enhance the level of appropriate service provision that targets disadvantage and social inclusion issues.

Actions 1. Mayo CCC plan to work with relevant agencies such as HSE, Enable Ireland, FNT, and Western Care to

continue to implement ‘Protocols for Inclusion’. These protocols were developed during 2004 and 2005. The protocols provide practical support and information to childcare providers to enhance their capacity to deliver an inclusive childcare service.

2. Mayo CCC plan to work with relevant agencies such as the HSE, Pavee Point and childcare providers to continue to deliver and review anti-bias awareness raising training to childcare services in Mayo. Mayo CCC plan to work in tandem with Pavee Point to distribute the National Guidelines on Equality and Diversity. It is envisaged that the ‘guidelines’ will be issued to childcare services that have completed the anti-bias awareness raising training.

3. Mayo CCC conducted research into the childcare needs of families living in Reception Centres. This research was conducted in 2006 by an independent researcher, Ciara Kane. The final report on this research is not yet complete. Mayo CCC plan to consider this reports findings and plan to use its findings, to guide the work of the Mayo CCC.

4. Mayo CCC will continue to liase and link with the Reception and Integration Agency, Mayo Intercultural Action (MIA) and the Social Inclusion Measures Working Group regarding actions to be carried out relating to the childcare needs of asylum seekers and refugees. Specifically Mayo CCC will be guided by the findings and recommendations listed in the report ‘Building a Diverse Mayo’. This report was conducted by MIA. It was presented and discussed at a Social Inclusion Measures Working Group meeting. Arising out of this a working group has been formed to progress the report’s findings. Mayo CCC plan to work closely with this group.

Objective 4

} To Enhance and develop co-ordination at all levels.

Actions 1. Mayo CCC plan to continue to participate and engage with all the local co-ordination structures in the

county. Mayo CCC will continue to participate on the County Development Board through the membership of the Mayo CCC Chairperson.

2. Mayo CCC will also continue to participate on the Social Inclusion Working Group through the membership of the Mayo CCC Co-ordinator. Mayo CCC will also continue to deliver on the actions it has committed to in the Mayo CDB Implementation plan for 2008 to 2010.

3. Mayo CCC plan to work with Mayo CDB to explore the value of Mayo CCC being included as a member of the board of the new leader companies being established in Mayo.

Objective 5

} To develop and maintain a relevant support strategy for childcare providers at local level.

Actions 1. Mayo CCC plan to continue the development of a ‘support pack’ which will be available to all childcare

providers in the county. Each childcare service may receive 2 copies, (1 for the ‘Senior Practitioner and 2 for the Chairperson/Owner). This pack will contain a comprehensive list of the different types of supports required by childcare providers. Beside this list will be the contact details of the organisation(s) who deliver this type of support (e.g. information on social welfare entitlements, redundancy, income tax would be referred to Comhairle and local Citizens Information Centres). This pack will be designed so that information is easily updated.

2. Mayo CCC plan to develop a ‘matrix of support’ for childcare provider. The purpose of this ‘matrix’ is to provide clarity for childcare providers and organisations as to who to access support from concerning different issues that arise. It is intended that this ‘matrix’ would be reviewed regularly by Mayo CCC to ascertain its accuracy and its effectiveness. The ‘matrix’ will be distributed to childcare providers. Mayo CCC is mindful that while Mayo CCC provide this information to childcare providers it is the individual providers choice to decide which organisation (if any) they choose to access information and/or support from.

Objective 6

} To establish a strategic and proactive approach to childcare development at local level.

Actions 1. Mayo CCC plan to continue to implement its role in the appraising of funding applications from existing

and potential childcare providers at a local level. This work will be guided by the Strategic Mapping Exercise which was conducted by the Mayo CCC during 2006 and 2007. This mapping exercise has provided Mayo CCC with a guide as to where the gaps are in childcare provision in the county. Accordingly Mayo CCC have identified 10 priority areas around the county. Mayo CCC plan to address these gaps in a planned structured manner through the Mayo CCC development workers capacity building actions and through the afore mentioned NCIP application process.

2. Mayo CCC plan to establish ‘protocols of collaboration’ with Mayo County Council planning section. The purpose of these protocols will be to harness the considerable knowledge and expertise within Mayo County Council planning section and Mayo CCC to provide a more planned and strategic development of childcare provision in county Mayo.

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Objective 7

} To identify and promote initiatives targeted at the development and support of School Age Childcare (SAC) in Co. Mayo.

Actions 1. Mayo CCC plan to continue to work with relevant organisations who provide School Age Childcare (SAC)

training to deliver training sessions to existing and potential childcare providers.

2. Mayo CCC will continue to distribute to existing and potential childcare providers the Mayo CCC School Age Childcare Pack which contains the following 2 documents ‘Developing School Age Childcare - Executive Summary & Guidelines’ report from National Childcare Co-ordinating Committee and the ‘Schools Out’ manual from Limerick City Childcare Committee.

Objective 8

} To promote and improve the supply of early childhood care and education services for 3 to 4 years olds.

Actions 1. Mayo CCC will be guided by the objectives of the NCIP and the results of the Strategic Mapping Exercise

which was conducted during 2006 and 2007 to identify and develop childcare services in the areas where the need for early childhood care and education services for 3 to 4 year olds have been identified. Mayo CCC will use this strategic mapping exercise and will be mindful of the NCIP objectives relating to early childhood care and education services for 3 to 4 year olds when it is working with groups and assessing applications during the NCIP funding application process.

2. The actions Mayo CCC have identified earlier in this document, to develop and sustain quality childcare services and the actions relating to the promotion of quality services will be applied to childcare providers providing early childhood care and education to 3 to 4 year olds.

Objective 9

} To promote initiatives targeted at the support and inclusion of childminders - including the development of voluntary notification with the local HSE.

Actions 1. Mayo CCC plan to continue to work with the HSE Childminding Advisory Officer, Childminding Ireland

and Childminders to continue to implement Childminding Initiatives regarding training, information and networking.

2. Mayo CCC plan to continue to work with the HSE Childminding Advisory Officer to implement the Childminders Development Grant Scheme.

3. Mayo CCC plan to implement the Childminding Voluntary Notification system, which is based and guided by the National Guidelines for Childminders. This system is currently being developed between Mayo CCC and HSE.

Objective 10

} To enhance childcare networks appropriate to the range of childcare providers and workers in Co. Mayo

Actions 1. Mayo CCC plan to continue to develop the 7 existing Childcare Provider networks spread across the county.

These networks are based on the 7 electoral areas of Mayo and are located as follows; Ballina, Ballinrobe, Bangor, Castlebar, Claremorris, Swinford and Westport. Each network meets 4 times in the calendar year. The meetings generally deal with issues concerning training (identifying needs, cost, availability, etc), information (some information provided by Mayo CCC, other information sharing among the members themselves), support (some provided by Mayo CCC some peer support), information and updates relating to the EOCP/ NCIP and finally issues that the providers wish to raise and discuss themselves.

2. Mayo CCC plan to continue to support and develop the Mayo County Childcare Forum. The Forum was established in 2004 and consists of 14 members. Initially each network area elected 2 representatives onto the forum to represent their area at the Forum. This has now been expanded to include a childminders representative and a parent’s representative. Four members of the Forum are then elected onto the Mayo County Childcare Committee as childcare provider representatives. The remit of the Forum is to represent the expressed views of childcare providers in Mayo relating to childcare issues at local level. This structure allows childcare providers on the Mayo CCC a structure where they can communicate the views of childcare providers effectively. The Forum meets 4 times in a calendar year. These meetings are sequenced to coincide with the end of a round of network meetings and before the next County Childcare Committee meeting. This allows issues brought from the network meetings to the Forum to be progressed quite quickly to the County Childcare Committee meetings.

3. During 2007 Mayo CCC worked with Mayo VEC and the HSE to establish the Mayo Childcare Trainers Network. Mayo CCC plan to continue to support and develop this network during 2007 to 2010. This childcare trainers network plans to meet at least 4 times each calendar year. The main objectives of the network are to share information, ideas, identify training needs, examine the professional development of the childcare sector, provide peer support, share resources and express their collective views.

Objective 11

} To identify training needs, developing a relevant strategy in consultation and collaboration with relevant training bodies/ agencies.

Actions 1. During 2006 Mayo CCC published research into the training needs of childcare providers in Mayo. Mayo

CCC contracted an independent researcher Ciara Kane to carry out this research. Mayo CCC will use the findings from this document to guide its work regarding the provision of childcare training. Mayo CCC will map out a programme of training courses/events in each of the annual action plans 2008 to 2010, similar to the current 2007 action plan. Mayo CCC will also be cognisant of the changes nationally in the area of childcare training most specifically developments within the ‘National Childcare Training Strategy’ and the implementation of the ‘Siolta’ national framework document. Mayo CCC will endeavour to work in tandem locally with these two national initiatives.

2. Mayo CCC will work with relevant training organisations/agencies to provide training regarding Quality Assurance Programmes/Approaches. This action is stated earlier in objective 2 ‘to promote quality standards’. These two actions are connected and inter-dependent.

3. Mayo CCC will continue to develop, update and distribute the Mayo CCC training calendar. This training calendar is updated regularly by Mayo CCC and provides childcare providers with details on course content, training cost, duration, venue and provides contact details of the organisations delivering the training (e.g. FNT, NCNA, Barnardos, St. Nicholas Montessori Ireland, IPPA, NIPPA etc).

Objective 12

} To develop and improve information sharing and learning systems.

Actions 1. Mayo CCC plan to continue to develop an information strategy which includes

(a) the continued development of the Mayo CCC newsletter, which is produced 3 times a year and is distributed widely,

(b) regular articles in provincial newspapers

(c) the development of a childcare providers database which will be available to parents on the Mayo CCC website. Further development of the existing Mayo CCC website and

(d) continue to deliver information sessions to childcare providers and parents spread throughout the year.

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2. Mayo CCC plan to develop a ‘Parents Childcare Information Point’. This will involve establishing a parents database which Mayo CCC will advertise its availability through existing childcare facilities, local media and Mayo CCC web site. Mayo CCC will commit to providing parents listed on the database with information updates through out the year. These updates will include

(a) Mayo CCC newsletter,

(b) Mayo CCC Events and Training calendar

(c) General Information update (e.g. changes in legislation for child safety in cars) and

(d) the Mayo CCC childcare providers database.

Objective 13

} To attract resources from local, regional and national sources to implement/supplement specific initiatives.

Actions 1. Mayo CCC plan to examine the potential of establishing a ‘Private Childcare Fund’ to support and enable

childcare services to increase quality. It has been agreed that this potential ‘sponsorship’ should come from business sectors that promote the best interests of children.

2. Mayo CCC plan to work with Mayo County Council planning section to look creatively at how best to implement the planning regulation on developers to build a childcare facility in tandem with a housing development over 75 houses. Mayo County Childcare Committee suggests developing a set of protocols between Mayo CCC and Mayo County Council, that when a planning application for a housing development consisting of over 75 houses is submitted to Mayo County Council that they refer the application to Mayo CCC. Mayo CCC can then consult with their current Strategic Mapping Information and provide Mayo County Council with an informed judgement if a childcare facility is needed / appropriate for that area.

Also, to explore with Mayo County Council options around the use of this planning measure. For example would there be more value in some cases where the developer would not build a facility but would donate a site to the Mayo County Council which could be held in trust by the Council for the local childcare group. In the meantime the childcare group can apply for NCIP funding and work with the HSE and / or relevant NVCC to design a more appropriate childcare facility.

“working towards the

development and

sustainability of quality

childcare in Mayo”

Linkages and Collaboration

8section

48

Linkages and Collaboration

Mayo County Childcare Committee is linked with Mayo County Development Board in a very tangible way through the Memorandum of Agreement document (Appendix 1) which was first agreed between Mayo County Council and Mayo County Childcare Committee in 2002 and then updated in 2006. This document sets out in clear terms the positive linkages and collaboration between Mayo County Development Board and Mayo County Childcare Committee.

As stated earlier Mayo CCC provides active participation in the Mayo County Development Board through the membership of the Mayo CCC chairperson.

Mayo CCC also plays an active role in the Social Inclusion Measures Working Group through the membership on the group of the Mayo CCC Co-ordinator. In the County Development Board’s Implementation plan 2008 to 2010, Mayo CCC is named as the lead agency for three actions.

Mayo CCC also ensure complementarily and co-ordination through the system of sub-committees and working groups. This system allows for real participation of other relevant local agencies and organisations.

Mayo CCC also produces and regularly updates the Mayo CCC ‘Events and Training calendar’. This document provides childcare providers and organisations with information regarding the time, date, venue and cost of training and the contact details of organisations delivering the training. This action provides organisations with the information necessary to avoid duplication of events and training.

Other examples of work that the Mayo CCC have completed in the past and plan to continue into the future are working with Mayo VEC and HSE to establish the Childcare Trainers Network, working with FNT to produce the manual dvd and training of ‘Traditional Irish Songs Games and Rhymes, working Barnardos, NCNA, High/Scope Ireland, Pavee Point, NIPPA, HSE and the Carmichael Centre to deliver training to childcare providers through out the county.

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Review and Monitoring

9section

Review and Monitoring

Mayo CCC have continually reviewed and monitored its work over the past four years (2003 to 2006). Mayo CCC commit to continue this practice over the lifetime of this strategic document (2007 to 2010). Over the past 3 years Mayo CCC have organised two facilitated sessions during the calendar year. The first session is held during the April/May period. This facilitated session focuses on identifying the broad areas of actions to be carried out in the following years action plan. The second facilitated session is usually held during the November/December period. This session focuses on what the committee has achieved during the year, what could be improved on and ‘how’ well does the Committee work together as a team as distinct from ‘what’ we do. Mayo CCC have found these sessions to be of great value in helping to keep Mayo CCC focused.

For each action in each annual action plan Mayo CCC have outlined what tasks will be undertaken, how the information about that task will be recorded, who will record it and where the information will be filed. For each action, targets are set. Progress on these actions and their targets are reported back to Pobal twice a year (July and January). Mayo CCC staff also provide monthly reports to the Mayo CCC board. The financial details of the Committee are reported back to Pobal on a quarterly basis and financial reports are prepared for the Mayo CCC by the Mayo CCC administrator. Finances of Mayo CCC are also compliant with the Mayo County Council financial system ‘Agresso’.

Mayo County Childcare Committee commit to implementing the following:

1. Implementation of and co-operation with the CCC handbook and all operational guidelines by carrying out all executive, administrative and delivery functions to support good corporate governance of the company, including formal mechanisms for keeping boards fully and appropriately informed.

2. Submit performance monitoring, financial returns and annual progress reports to Pobal in an accurate and timely fashion.

3. Set defined targets, in agreement with Pobal, for programme implementation and carry out annual review of outcomes and impacts.

4. Adherence to good employment practice through implementing policies agreed by the board with respect to areas such as recruitment, leave, grievance and disciplinary procedures.

5. Develop and implement a performance management system for staff.

6. Commit to maintaining a well-managed industrial relations environment to minimise disputes affecting the level of service to the public.

7. Implement and agreed a customer charter, to include a customer complaints procedure.

8. Adherence to financial best practice as set out in the Manual of Accounting Procedures and Practices which includes: adherence to the highest standards in project file maintenance, adhering to public procurement procedures as advised and development of and adherence to a code of standards and behaviour for staff.

9. Commit to increased flexibility including in relation to working arrangements, and co-operate with and participate in work and organisational evolution and change.

10. Co-operate with the introduction of new technology to further enhance business processes and service delivery to clients.

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“how the information will be recorded, who will record it and

where the information will be filed”

Appendix

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Appendix

Memorandum of AgreementMemorandum of Agreement between Mayo County Chilidcare Committee and Mayo County CouncilSeptember 2006

Introduction This agreement sets out the respective roles for the Mayo County Childcare Committee and Mayo County Council in relation to the employment of staff and the administration of the Mayo County Childcare Committee. It is agreed that Mayo County Council through the County Development Board will carry out administration of the Mayo County Childcare Committee. This joint initiative brings together the knowledge, co-ordination and accountability structures of the Mayo County Development Board/Mayo County Council and the childcare responsibilities of Mayo County Childcare Committee. The joint aim is to support families in Mayo by delivering the implementation of the National Childcare Investment Programme, the Equal Opportunities Childcare Programme and the co-ordination of childcare services in the county. The strategic alliance between the above partners is crucial to the success of the initiative. The Mayo County Development Board/Mayo County Council are committed to facilitating the establishment of a range of co-ordinated services in County Mayo. They have considerable resources and a structure, which will facilitate the development of Mayo County Childcare Committee. The Mayo County Development Board is represented on the Mayo County Childcare Committee. The Mayo County Development Board/Mayo County Council will be responsible for the day to day management and employment of County Childcare Committee Staff. The County Childcare Committee will be responsible for developing the work plan, securing funding and providing childcare expertise.

Context The Mayo County Childcare Committee was set up in 2001 under the Equal Opportunities Childcare Programme Promoted by the Department of Justice, Equality and Law Reform. The County Childcare Committee has finalised its initial strategy for childcare developments, a summary of which has been included in the County Development Plan. A new National Childcare Investment Programme 2006- 2010 has been launched by the newly created Office of Minister for Children (OMC). The National Childcare Investment Programme will develop quality childcare supports and services, which will be delivered at local level, through the County Childcare Committee.

Duration of Agreement The agreement will be for four years from the 1st January 2007, to 31st December 2010.

Structure The Mayo County Childcare Committee will be responsible for formulating the work plan and securing funding for the project. The committee will arrange for specialist childcare support for staff who will be managed by and report to John Coll, Director of Community and Enterprise.

Mission Statement and Principles The Mayo County Childcare Committee has agreed the following Mission Statement, which will underpin the work of the committee.

‘Our aim is to develop a society in County Mayo which cherishes the individual child by providing a range of quality, fun-filled affordable

childcare services suitable to the individual needs of all children.

The guiding principles for the County Mayo Childcare Committee are based on the United Nations Conventions on the Rights of the Child and encompass the following key principles:

} All children have a right to a high quality early childhood service.

} All children have a right to be consulted and involved in the development of early childhood service

} All parents should have access to appropriate early childhood services to suit both their needs as parents and their needs as participants in economic and community life.

} A well trained, thinking Childcare workforce, which is warm, practical, involved has patience and a sense of humour while maintaining a professional approach.

} Respect for individual ethnic and cultural differences and support for a culturally integrated curriculum.

} Courtesy and support for parents and a belief in the active involvement of parents in their children’s growth and development.

The Mayo County Childcare Committee has articulated the following vision for the future development of childcare services in County Mayo:

} An appropriate range of childcare service in every community in County Mayo.

} Access to and choice of service for every family who requires / needs service.

} Equality of opportunity for all children and families - to include ethnic minorities, children with special needs, rural children and children from Irish Medium backgrounds.

} Quality childcare services as a right for all children and families.

} A comprehensive range of training available for all - parents and service providers alike.

} A range of appropriate play and leisure facilities in all communities.

} Affordable services based on appropriate subventions for those who need it.

} A professional childcare workforce appropriately trained and remunerated.

} Child friendly, multi-functional premises for children’s services1.

Composition of Membership of Childcare Committee The Present (December 2006) membership of the Mayo County Childcare Committee is outlined in Section 4 of the Strategy document.

Recruitment Staff will be recruited by open competition, which will be managed by Mayo County Council. The composition of Interview Boards will be by agreement between Mayo County Council and Mayo County Childcare Committee. Similarly, the job descriptions of staff will be agreed between both organisations. The term recruitment will be for a fixed term from time of appointment until 31st December 2010 (or could it read ‘The nature of employment will be an open ended contract running from August 2006 subject to funding), subject to funding. Salary scales will be aligned to local authority salary scale levels and incremental progression will be possible. All successful candidates will be required to fulfil a period of probation, similar to that pertaining to local authority employees. Employees will have the same rights and responsibilities as other local authority staff. It is envisaged that a Project Co-ordinator Grade 6, 2 Project Development workers Grade 5, and an Administrative Officer, Grade 4 will be appointed.

Monitoring Review 1. Regular progress reports will be required from the Co-ordinator both to the Director of Services, Community

and Enterprise and the County Committee.

2. Annual audited accounts.

3. Quarterly reviews of the strategy plans by the Mayo County Childcare Committee.

4. Annual review of existing strategy and development of multi-annual work plans.

5. Any accountability procedures required by Pobal and Office of Minister for Children through the National Childcare Investment Programme and the Equal Opportunities Childcare Programme.

Financial Accountability Mayo County Council will set up a separate budget code and cost centre. It will be the responsibility of the Mayo County Childcare Committee to ensure that the account is credit at all times. All expenses, etc will be paid according to the County Strategy. The Co-ordinator will be required to manage and monitor budget expenditure Once the agreement is signed all existing technical funding will be transferred to the above account.The accountability procedures required by Pobal Ltd. are outlined in Section 9 of report

Responsibilities of Mayo County Childcare Committee 1. Developing the work plan. 2. Deciding priorities.

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3. Liaison with Pobal through the Co-ordinator. 4. Reviewing the Work Plan. 5. Certifying the accounts. 6. Securing Funding.

Responsibilities of Mayo County Development Board / Mayo County Council 1. Administering the County Committee Childcare Budget. 2. Employing Staff. 3. Managing Staff. 4. Providing accounts on an annual basis and financial information on a regular basis to the Committee. 5. Through the Co-ordinator to provide progress reports to the Mayo County Childcare Committee.

Responsibilities of the County Childcare Committee Current staffing comprises of a Co-ordinator, Development Workers (2 full time posts) and Administrator. Additional staff will be recruited subject to the acceptance of the County Strategy by the Office of Minister for Children. The Co-ordinator will report to John Coll, Director of Community and Enterprise. The Co-ordinator will line manage all the staff allocated to the County Committee and will be responsible with them for carrying out the work plan. The Co-ordinator will be in attendance at the County Childcare Committee meetings and will provide regular reports for both the Committee and County Development Board/Mayo County Council. The Co-ordinator will be a non-voting member of the Mayo County Childcare Committee and will attend County Development Board meetings and Social Inclusion Measures Working Group meetings when required. The County Childcare Committee Chairperson will represent the County Childcare Committee (CCC) on the County Development Board. In the case where the elected Childcare Committee Chairperson represents an agency already represented on the CDB the CCC chair will not attend the CDB meetings representing the CCC. In this case the Chairperson will nominate a member of the CCC to represent the committee on the CDB.

Review of the Relationship between Mayo County Council and Mayo County Childcare Committee It is acknowledged that in any agreed structure between two partners that there is potential for conflict and disagreement. In the event of a disagreement, the following procedure will apply.

1. In the first instance, matters will be raised between the Director of Community and Enterprise and the Chairperson of Mayo County Childcare Committee.

2. If matters cannot be resolved, the Mayo County Childcare Committee and Mayo County Council will be informed.

3. The County Childcare Committee and County Development Board / Mayo County Council will agree a binding arbitration process within an agreed time-scale.

4. A review of this agreement will take place at the request of Mayo County Council or Mayo County Childcare Committee on an agreed basis.

Mechanism for Dissolution This agreement will last until December 2010 and any mutually agreed changes will have to take into account the employment rights of staff. The agreement can be ended under the following conditions:1. By mutual agreement

2. By the Mayo County Childcare Committee or Mayo County Development Board/Mayo County Council, giving three months notice having exhausted the conflict resolution process.

It must be noted that agreed changes in the legal structure, administration structure of the project, must be notified and agreed with Pobal. A unilateral proposal would have to be agreed by either the Mayo County Childcare Committee or by Mayo County Development Board/Mayo County Council management.

Review Period The agreement will be reviewed after two years (January 2008) and again in December 2010 to allow time for an ending phase to be put in place or else the development of a new agreement subject to new funding arrangement.

Mayo County Childcare Committee, First Floor, Chambers House, Ellison St., Castlebar, Co. Mayo.

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Funded by the Irish Governmentunder the National Development Plan 2007-2013

Mayo County Childcare Committee

Documents

Transcript of Mayo County Childcare Committee