Getting there in the end….

It’s been a while since we posted on this blog and mainly because our heads were down and we were all busy getting the GMPTT project report written up.

When we started this project in April 2019 we could never have foreseen how it would end amidst a country in lockdown and a Covid pandemic.

But we got there in the end and submitted our report to the DfE with some creative approaches to co-writing and editing the final report.

Our report has been shared across GM and will be available very soon for wider circulation and in the meantime here are some extracts from our Executive Summary:


At the beginning of the GMPTT project, we identified our Greater Manchester-wide priorities. We recognised that whilst the Greater Manchester SLC Pathway was being implemented across Greater Manchester localities, there were some differences in the scale and pace of implementation and Communication and Language outcomes are varied. use of the Early Intervention Foundation’s Speech, Language and Communication Maturity Matrix which showed substantial progress in implementing a mature system for delivery of speech, language and communication services in many of the EIF key elements across Greater Manchester.

We asked all Greater Manchester locality leaders to complete an initial SLC pathway implementation stock-take in summer 2019 and a review of this in February 2020 to evaluate the impact of the GMPTT project. As part of the evaluation, we analysed locality implementation plans and monitoring reports and carried out leadership interviews with GMPTT Project Leads and other Greater Manchester Strategic Leaders to highlight the key outcomes of the project.


We found that:

  • Most localities showed significant positive changes to their self-ratings of maturity in their end of project review of the GM stocktake document and indicated positive progression to more mature states of implementation of the SLC Pathway. Domains that showed the largest positive changes were Partnerships, Assessment and Surveillance and Workforce Development.
  • Peer support and challenge was identified as a key feature of the success of the GMPTT project with planned and informal networks and opportunities for shared working and learning being created between locality leads and multi-agency colleagues.
  • Leadership coaching sessions were valued by all leaders. They could see the impact of the leadership coaching on their leadership of the project and how they were driving delivery of their locality implementation plans. Leadership learning was one of the strongest and most consistent outcomes identifed through the GMPTT project leadership interviews.
  • One of the strongest transferable learning outcomes from the GMPTT project concerns the learning culture to which leaders and stakeholders attributed change. There was collective recognition that successful collaborative peer-to-peer networks work best when they are sufficiently resourced, providing dedicated time and space for leaders to work collaboratively within a safe and supportive environment.

In the final section of the report we propose the next steps and make recommendations to Greater Manchester Strategic Leaders and the GMCA School Readiness Board to enable the successes and learning from the GMPTT project to influence the ongoing Greater Manchester School Readiness Programme. We will post a link to the full report on this page over the next few weeks.

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