The national take-up rate for three and four-year-olds in early education has been sustained at 95 per cent since 2008, despite an eight per cent increase in eligible children. There are however, wide variations in take-up between local authorities. Take-up for children from the most disadvantaged families is lower than overall take-up, and access to high quality provision varies depending on where children live. The percentage of good or outstanding provision across local authorities in March 2011 ranged from 64 per cent to 97 per cent. Areas of highest deprivation are less likely to have high quality provision. Children's level of development at age five has improved, but National Key Stage One results at age seven show almost no improvement since 2007. Although the relationship between the entitlement and Key Stage One results is not straightforward, the Department intended the entitlement to have lasting effects on child development throughout primary school and beyond. It is not yet clear, however, that the entitlement is leading to longer-term educational benefits, and the Department does not yet have robust measures to demonstrate whether the longer-term benefits it expects are being realised. The Department also lacks a robust analysis of the relationship between performance and funding levels. The NAO's analysis found that local authorities which fund providers of the free entitlement at a higher rate were not necessarily those with high-quality provision. There are also limitations in the information available to help parents choose where and how their children use the entitlement.

Affordable Childcare (HL 117) examines the Government's provision of early years education and childcare for younger children. The Government currently invests 5.2 billion annually in early education and childcare, set to rise to 6.4 billion in the next Parliament with the implementation of the tax-free childcare scheme and the roll-out of Universal Credit.

Early action is the early deployment of resources by public bodies to prevent problems occurring or getting worse in service provision, rather than spending money reactively once those problems have occurred. Determined leadership is necessary to divert resources away from pressing and highly visible current needs, in line with public expectations, towards long-term early action programmes, particularly at times of fiscal austerity. Evidence of early action's impact and cost-effectiveness is thin and since information on costs within most departments is also patchy, specifying an amount that could be reduced within the estimated £377 billion spent on 'social' spending in 2011-12 is not possible. However, projects with the strongest evidence base show that some early action projects can achieve returns of up to 4 to 1. The Government has adopted the principle that early action is important in public service provision but does not plan a significant shift in resources. The total amount spent each year by the Department of Health, Department for Education, Home Office and Ministry of Justice on early action intervention programmes has remained fairly constant at around £12 billion, about 6 per cent of the departments' spending in 2011-12. The NAO has identified four key challenges the addressing of which could help in the design and implementation of early action programmes: namely, more consistent and robust gathering of evidence of what works; overcoming short-term thinking and other practical barriers; effective cross-government coordination of early action; and strengthening departments' capacity to innovate and take bold long-term decisions.

The Early Years Single Funding Formula is intended to replace the different methods currently used to fund early years settings in the maintained sector and in the private, voluntary and independent (PVI) sector. Each local authority will in future use the same criteria for every setting in its area when allocating funds for education and care provided under the free entitlement for three and four year olds. But the Formula has resulted in winners and losers, and the greatest losers will be maintained nursery schools, which provide a quality of education and care which is very high and sets the standard for others to follow. Overall the difficulties encountered so far with the Single Funding Formula have arisen because of the way in which it has been implemented, rather than because of the concept. Local authorities were encouraged to offer settings a supplement to the basic hourly rate of funding to recognise high quality provision, but many have not done so. A quality supplement should be made mandatory. The Government was correct in deciding to defer full implementation until April 2011 and the year's delay must be used to restore stability and to rework funding formulae where necessary. Sir Jim Rose's proposals to encourage entry to primary school in the September following a child's fourth birthday will have far-reaching consequences for early years funding, but blur the distinction between early years and primary education. The Government should examine whether a unified funding system should be introduced for all children aged from 2 to 11 years old.

In this topical book, leading experts from eight countries examine how early education and care is organised, funded and regulated in their countries.

Where does theory come from in educational research and how is it operationalized in diverse, interdisciplinary contexts and professional settings? This volume examines the places and spaces of theory in doctoral work across a wide range of interdisciplinary themes and fields of inquiry on a global scale.

The Early Childhood Education sector around the world is constantly changing, whether because of the unprecedented demand for ECE services globally, accelerated social change, or the introduction of pedagogical and regulatory practices. Based upon empirical inquiry, Early Childhood Education Management examines the somewhat controversial concept of operating an early childhood service as a business. It challenges the assumption that an early childhood manager does not require specialist knowledge or skill and discusses which attributes an effective manager should possess. In this book, which brings together management theory and practice, Moloney and Pettersen address core issues at the heart of the management role, including the relationship between early childhood policy and broader legislative enactments, as well as issues related to the challenges and development of management skills. The book also draws upon real-life examples from practice in order to offer insight into some of the most common topics and challenges related to management practice in Early Childhood Education, such as business acumen and entrepreneurship, recruitment and selection, financial management and budgeting, supervision, mentoring, staff development, curriculum management, collaborative working, and change management. Written by leading academics with practice experience, the book should be of great interest to researchers, academics and postgraduate students in the field of education, specifically those working in early years and education policy and management. It should also be essential reading for managers working in Early Childhood settings.