It's all in the sharing of resources and accountability
To give children the best start in the life and the opportunity to achieve their potential, you have to put families at the centre of everything you do. That means understanding families' needs and wrapping services around them. Having put families at the heart of government policy, we've made significant progress in this area. The development of children's trusts, since 2004, has encouraged a joined-up approach to improving outcomes for children and young people. Professionals from education, health, early years and other relevant services, who have been used to operating in silos, are being encouraged to work in partnership. Working in this way, they can think much more strategically, planning for children's long-term needs and early intervention, where necessary.
Being part of a children's trust means professionals working with children, young people and their families are far better-placed to understand and respond to local need. The classic example is the new community centre. With one service working on it, in isolation, it might end up being built in the wrong place, where no one uses it. Pooling knowledge, and even resources, means it is much more likely to meet local needs and have positive outcomes for the children and families that use it.
It is also about shared accountability. Take the example of an area with high teenage pregnancy rates; it's far too simplistic to say that this is down to the quality of sex education in schools or gaps in local health support services.
As part of the needs assessment, you ask what young people are saying and what else is going on in young girls' lives. It could be about escaping from difficulties at home, alcohol issues, low-self esteem or poor educational achievement. In the past, commissioning might have been about the short-term goal of reducing teenage pregnancy rates. Outcome-based commissioning looks at the bigger picture, such as raising aspirations or getting young women into education or training. Early intervention is crucial and everyone in the trust has a responsibility for that.
Sharing good practice is vital and the Commissioning Support Programme provides many ways for professionals to do this, including online toolkits which can be used to test which bits of the commissioning process are working and which aren't. Evaluation is so important. At the end of the process, commissioners need to ask "how do we know we're making a difference?". That's what creates added value and sustainability.
The last five years have seen radical reform for children, young people and their families. What I'm most proud of is our children's centres. By March 2010 there will be 3,500 Sure Start children's centres providing access to services for all families including childcare, expert advice on healthcare and parenting and links to training and job opportunities.
Many women now visit their local children's centre before their child is even born for regular appointments with their midwife. Many also offer antenatal classes and support. When their baby arrives they are already familiar with their local children's centre and what it has to offer, so they carry on going. As well as meeting other parents at health visitors' clinics or play sessions, which boosts confidence and reduces the risk of social isolation, they can also access other services, which reflect both local need and the needs of the families that use them.
Children's centres are an example of partnership working and joint commissioning at its very best. It's a huge challenge to get services joined-up in this way, but the benefits are tremendous.
Dawn Primarolo is minister of state for children, young people and families
Interview by Janet Murray