Introduction to Developing Quality Through Leadership Case Studies

Date of issue: Jun. 2006

Theme: Developing quality through leadership

Developing Quality through Leadership: Action Research in Private, Voluntary and Independent Sector Early Years Settings

Introduction to the Case Studies
During the summer 2005 the Primary National Strategy invited Local Authority Foundation Stage support and advice teams to join an action research project to support developments in the leadership of care and learning in nursery education grant funded, non-maintained early years provision in the private, voluntary and independent sectors. Six Local Authorities (LAs) were selected to undertake this initiative: Cambridgeshire, Croydon, Medway, Northumberland, Nottinghamshire and Reading. They were each asked to choose six settings whose managers would be interested in participating in action research to develop aspects of their leadership role in relation to care and learning. The Local Authorities and the settings received some funding to cover the costs of the additional work and training involved. The attached ‘case studies’ document the work of the pilot in each Local Authority and the settings. As the timescale to run the pilot has been short these only document the immediate developments which took place in the first few months (October 2005 – February 2006).

Overview of outcomes from the project as a whole
In addition to meeting the stated aims of the project there were several extra unexpected benefits. All of the Local Authorities had incorporated a higher than usual level of professional development into their project. For many of the managers involved, the project has helped them to reflect on their role as leaders, focusing on leadership as opposed to management skills. The project had also enabled them to develop team work and implement practical changes with their staff supporting improvements in children’s learning. An additional benefit has been raised self-esteem and confidence amongst the managers and, in many cases, their staff teams. As one manager reflecting back on the whole project, said: “This is just the start of a vast project which is much needed!”

Emerging themes
At a networking event arranged for all participants involved in the project to share the developments they were making, some key themes emerged. Most of the managers expressed the view that their involvement in the project had given them a voice, made then feel valued and listened to on a professional level. They were developing new ways of thinking, reflecting and working that will continue. A key point developing throughout the project settings was that good leadership is critical in raising and maintaining the quality of provision. Other emerging themes are:

The importance of networking. Managers of pvi settings can feel very isolated - the project fulfilled a need for professional dialogue with colleagues.
The importance of professional development for managers and leaders. Leadership skills can be learnt and this learning needs to be supported.
The development of skills in managing change.
The importance of positive self-esteem and confidence in leadership.

Successes
In spite of the short timescale of the project several successes have emerged across the different local projects, for example, the willingness of managers to evaluate, make changes and become more reflective and analytical.

We would like to express our thanks to all those involved in the project, both the managers and staff of the settings involved and their staff teams, as well as the hard work put in by the Local Authority Foundation Stage and Early Years personnel involved, without whom this project would not have taken place.