Mr McLaughlan, who joined the SPPA in January this year, has steered the organisation through the process of responding to a management consultants' report commissioned by the Scottish Executive, which has not been made public. The report made nine recommendations on the way forward, including restructuring, which the SPPA has treated as a priority.
He commented, 'There is sadness that one of our colleagues is leaving, and an air of optimisim that the organisation is working in new ways and exploring new opportunities to ensure the future viability of community-run playgroups.'
Like the Pre-school Learning Alliance south of the border, the SPPA has faced falling membership as large numbers of playgroups have closed. However, while the Government in Westminster helped the PLA out with a one-off additional grant, the Scottish Executive has committed itself to continuing to fund the SPPA at current levels for the next three years, but has made it clear that no additional cash is available.
Other roles at head office have been redrawn as part of the restructuring and the SPPA is currently recruiting a funding manager who will devise a strategy to maximise the SPPA's income. Regional SPPA jobs, which are local-authority funded, are unaffected.
The management consultants' report also recommended rebranding and possibly re-naming the organisation. However, as this would involve extensive and expensive consultation, the SPPA's board of directors has decided to focus on restructuring and 'demonstrating our success in working in partnership', Mr McLaughlan said.
He added, 'While many of our playgroups that were not funded by the local authority have closed, there's evidence to suggest that other local authorities are beginning to wish to work more closely with the SPPA. Many authorities, both rural and urban, can see the need and the value of voluntary-led community-run playgroups.'
The SPPA is working particularly closely with Glasgow and Dumfries and Galloway. In Dumfries and Galloway, two development workers have been appointed to work on a Sure Start project in association with the SPPA.
The other recommendations set out by the management consultants were:
* Re-prioritise work on the nought to three age group.
* Collaboration - refocus on working with other childcare agencies, associations and local authorities.
* Social inclusion - refocus on disadvantaged communities.
* Policy influencing - how well is the SPPA placed to play a positive role?
* Increase promotional and profile-raising activities.
* Further development of the SPPA quality assurance scheme. l Pursuing all possible funding opportunities.
Mr McLaughlan said, 'It has been a time of unprecedented change. I would like to pay tribute to staff who have endured a traumatic period of restructuring.'
