Redirecting the focus to Early Years
highlights the importance of investment in early years – there is a wealth of research which suggests that if we invest early in a child’s life, not only will it be more effective in giving children the best and most equitable start in life, it can also save millions of pounds to the public purse.
E.g. reducing the need for later special education, better health outcomes, reduced need for social services, lower criminal justice costs and increased self-sufficiency among families.
This Key Area is about treating the causes of educational underachievement not the symptoms.
Senior Responsible Owner for this Key Area – Paul Brush, Director of Early Years, Children & Youth
Championing Emotional Health and Wellbeing
is about supporting children with their emotional health and well-being through delivery of the recently published Emotional Health and Well-Being Framework as well as greater investment in Nurture Units which are effective but currently over subscribed.
Senior Responsible Owner for this Key Area – Ricky Irwin, Director of Inclusion & Well-being.
Ensuring the relevance and appropriateness of Curriculum and Assessment
will help to strike a better balance between skills and knowledge; between academic and vocational pathways and instilling greater confidence in both teachers and parents to support children and young people in their learning.
Senior Responsible Owner for this Key Area – Karen McCullough, Acting Director of Curriculum, Qualifications and Standards.
Promoting a whole school community approach to education
is about recognising the important and central role played by our families and communities in raising a child and providing a positive influence.
The actions recommend a partnership approach between communities and schools with a new place-based co-designed “Reducing Educational Disadvantage” programme to be developed in support of this work.
Senior Responsible Owner for this Key Area – Alison Chambers, Director of Promoting Collaboration, Tackling Disadvantage Directorate
Maximising boys’ potential
The panel has recommended a range of actions to support boys’ learning and to encourage schools to look at the offer they provide and how they provide it to ensure it is meeting each individual’s needs.
Senior Responsible Owner for this Key Area – Patricia Cooney, Education Authority.
Driving forward Teacher Professional Learning
This area reflects the incredibly influential role played by teachers and recommends greater investment in a high-quality Teacher Professional Learning framework to develop specialist knowledge and skills in tackling underachievement.
There is also recognition of the need for additional support for the Irish Medium sector in the form of educational resources, Initial Teacher Education, Teacher Professional Learning and leadership training.
Senior Responsible Owner for this Key Area – Alison Chambers, Director of Promoting Collaboration, Tackling Disadvantage Directorate.
Supporting the professional learning and wellbeing of school leadership
The report recognises the significant impact and challenges which school leaders face. The panel felt that school leaders need more support both in preparing to become a school leader and through ongoing support as a school leader.
The actions include: sharing effective practice on tackling educational underachievement and development of new professional qualifications for leadership which reflects the Learning Leaders Strategy commitment to a wide range of competences that are now required at leadership level.
Senior Responsible Owner for this Key Area – Alison Chambers, Director of Promoting Collaboration, Tackling Disadvantage Directorate.
Ensuring Interdepartmental collaboration and delivery
The panel felt that it was essential that delivery of the action plan should be overseen at the highest level i.e. First Minister and deputy First Minister and the actions reflect this.
Senior Responsible Owner for this Key Area – Alison Chambers, Director of Promoting Collaboration, Tackling Disadvantage Directorate.
Finance
The cost of delivering the Action Plan over the next 6 years are estimated to be £11m / £21m / £41m / £41m / £73m / £73m. The Action Plan cuts across a number of departments and the costs are therefore not specific to DE alone.