OUT OF SCHOOL CARE CLUBS IN ANGUS
MANAGEMENT MANUAL
Information and Guidance For Providers & Staff
Education Service Angus Council Updated October 2010
1 Introduction
This folder has been developed as an information resource for everyone involved with Out of School Care (OOSC).
The information contained within the manual is for guidance and should be used, amended and applied as appropriate to your particular setting.
This document was first developed in April 2008 and thereafter updated in October 2010. The information contained is current at the time of publishing; however, care should be taken to ensure that you visit the relevant sites for the most up to date information.
Please ensure that all new staff and committee members read the information contained within this folder.
Angus Council Education Service would like to thank the Angus Out of School Care Network and the Scottish Out of School Care Network for their input to this manual.
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CONTENTS
Introduction
Section 1 What is Out of School Care (OOSC)?
Section 2 Legal Responsibilities
Section 3 Starting up an OOSC
Section 4 Management of OOSC
Section 5 Policies & Procedures
Section 6 Staff Recruitment & Induction (Job Spec, Description, Application Forms, Discipline and Grievance at Work)
Section 7 Day to Day Running of an OOSC
Section 8 Business Planning
Section 9 Monitoring and Evaluation
Section 10 Action Planning
Section 11 Time Management
Section 12 The Effective Team
Section 13 Useful Records
Section 14 Useful Contacts
Section 15 National Care Standards
Section 16 SSSC Codes of practice
Section 17 Child Protection Guidance
Section 18 Healthy Eating
Section 19 Discipline and Grievance at Work
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SECTION 1
What is out of school care?
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WHAT IS OUT OF SCHOOL CARE?
Out of school care has been described as the provision of a safe, caring environment offering a range of both stimulating and restful activities for school age children before and after school and during school holidays to enable parents to take up employment, education and training opportunities.
The Scottish Out of School Care Network (SOSCN) defines out of school care as the nationally recognised term for projects which offer childcare for children between the ages (usually) of 5 – 12 years. Projects operate out of school hours, during term times and holidays. Opening times are geared to best suit families and are normally from 3.15 – 6.00 pm during term time (some open before school 8.00 – 9.00 am) and 8.00 am – 6.00 pm during school holidays and in-service days. Times will vary from club to club dependant on let availability and need.
“Out of school care clubs provide care within a play environment … the provision of well considered, creative play opportunities, with the involvement of sympathetic and understanding adults is essential to the educational and social development of a child”.
Kids Clubs Network
OOSC IN ANGUS
Out of school care has been operating in Angus for over 20 years.
Within Angus there are currently 21 out of school care clubs, 17 run by parent led voluntary management committees and four by private providers. As the clubs operate independently they are required to operate as a business and be self financing. At the moment a number are supported financially through a Service Level Agreement with Angus Council. In clubs who operate within Education premises they can apply for further funding to meet their lets costs.
Overleaf is a list of the clubs currently working within Angus
5 Birkhill Out of School Time (BOOST) Carlogie Fun Club Colliston OOSC Birkhill Primary School Carlogie Primary School Colliston Village Hall Dronley Road Caesar Avenue Station Road, Colliston BIRKHILL CARNOUSTIE By ARBROATH DD2 5QD DD7 7AU DD11 3RR 01382 580028 07907 846277 01241 890395
Forfar Four Seasons OOSC GOOSE Club Inverbrothock OOSC Community Wing Isla Primary School Inverbrothock Primary School Forfar Academy Lintrathen East Kirkton Road, Taylor Street Kirriemuir ARBROATH FORFAR, DD8 3LB DD8 5JJ DD11 4HR 07816 261904 07889266748 07982 301954
Kinloch Kids Club (Burnside) Kinloch Kids Club (Woodlands) Kirriemuir OOSC Burnside Primary School Woodlands Primary School Northmuir Primary School Thomas Street Queen Street The Roods CARNOUSTIE CARNOUSTIE KIRRIEMUIR DD7 7JZ DD7 7SU DD8 4HA 01241 858337 / 07528 839738 01241 856590 / 07706 608220 01575 575393
Ladyloan OOSC Letham OOSC Liff After School Club Ladyloan Primary School Letham Primary School Liff Primary School Millgate Loan Braehead Road Liff ARBROATH Letham DUNDEE DD11 1LX By FORFAR, DD8 2PG DD2 5NJ 07765 527367 01307 818202 01382 580751
Monifieth OOSC Monifieth OOSC The MOOSE Club Grange Primary School Seaview Primary School Lochside Primary School Grange Road Victoria Street Nursery Road MONIFIETH MONIFIETH MONTROSE DD5 4LU DD5 4HL DD10 9AN 01382 533996 / 01382 530497 01382 530497 / 01382 533996 01674 677955
M & M Cool Kids Schools Out Kids Club Smallworld OOSC Murroes Primary School Borrowfield Primary School 15 Bank Street Wellbank MONTROSE BRECHIN DUNDEE DD10 9BT DD9 6AU DD4 0PL 01674 673598 / 07812 037 844 01356 623362 / 07834 877132 01382 350101
WACKY OOSC The Wendyhouse OOSC The Wendyhouse OOSC Muirfield Primary School Whitehills Primary School The Wendyhouse Nursery School Road Fyfe Street Angle Road, Northmuir ARBROATH FORFAR KIRRIEMUIR DD11 3LU DD8 3EQ DD8 4PH 01241 875752 / 07982 122951 01307 461961 / 07983 589842 01575 572244
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SECTION 2
Legal Responsibilities
7 RESPONSIBILTIES OF OUT OF SCHOOL CARE CLUBS
There are many legal requirements you need to be aware of when setting up a club. The next section will outline the main legal responsibilities involved in managing an OOSC.
The Scottish Commission for the Regulation of Care (Care Commission)
The Regulation of Care (Scotland) Act 2001 (the Act) set up the Care Commission in April 2002, which registers and inspects all the services regulated under the Act, taking account of the National Care Standards issued by Scottish Ministers. The Care Commission has its headquarters in Dundee, with regional offices across the country. It will assess applications from people who want to provide early education and childcare services and inspect the service to make sure that they are meeting the regulations and in doing so will take account of the National Care Standards.
As a childcare provider you will require to be registered with and regulated by the Care Commission. The main purpose of registration is:
to protect children; to provide reassurance to parents using services provided by people not related to their children; to ensure that services meet acceptable standards of quality.
Once you have complied with the Care Commission registration procedures and met the regulations set out in the Regulation of Care (Scotland) Act 2001, the Care Commission will register the service and issue a Certificate of Registration. This certificate should be displayed within your service at all times. You should inform the Care Commission immediately of any changes in relation to your registration.
Each club has a designated Care Commission Officer (CCO) who you should contact for any guidance with regards to the requirements and National Care Standards. The Care Commission’s inspection year commences in April and runs through to the following March.
From April 2008 the Care Commission introduced a new grading scheme. This means that they award grades based on the findings of their inspections about the quality of the care your service provides. The scheme is designed to better inform people about the quality of individual care services in Scotland.
The Care Commission will grade services and publish those grades as part of fulfilling its duty in terms of section 4(1) of the Regulation of Care (Scotland) Act 2001 to provide information to the public about the quality of care services.
The six point grading scale is as follows:-
6 – Excellent 5 – Very good 4 – Good 3 – Adequate 2 – Weak 1 – Unsatisfactory
8 Before your inspection, the Care Commission will ask you to complete an online self- assessment of your service, and grade yourself against a framework of quality themes and statements. These link to the National Care Standards. You must show that you have involved people who use your service in this assessment and this will be reflected in your grades. You will not be able to achieve higher grades if people who use your service have not been actively involved.
From 1 April 2010 all care service providers, apart from childminders, will need to submit self assessment documents electronically, using the eforms system. Paper self assessment forms will no longer be available and you must not use any forms already held.
Electronic self assessment forms are easy to complete and update – once the form has been completed, for the first time, as the next form will already have the contents of the last form in it.
Your Care Commission officer will inspect your service, consider your self assessment and other evidence gathered during the inspection process and award grades based on how your service is performing. Your grades will be published in inspection reports and are added to the Care Service Register on the Care Commission’s website.
The Care Commission has introduced grading to better inform people about the quality of individual care services. Better information, more involvement with people who use care services and clear grades help people make more informed choices about the care services they want to use. It also helps the Care Commission to be more proportionate in their inspections.
For further information and guidance on inspection and grading visit www.carecommission.com
National Care Standards (NCS)
The specific standards that OOSC’s must adhere to and work towards are the National Care Standards for Early Education and Childcare Up to Age 16 this is also known in the childcare sector as the “Red Book” which ALL clubs should have a copy of.
Standard Statutory Instruments Related Standards Being Welcomed & Cared For 1 Being welcomed & valued 114 (3) 2 A safe environment 114 (10) (19) 5 3 Health & wellbeing 114 (4) (19) Confidence 4 Engaging with children 114 (13) 6 5 Quality of experience 2 6 Support & development 114 (2) (4) (13) (19) 4 + 7 7 A caring environment 114 (2) (3) (4) (19) (25) 6 8 Equality & fairness 114 (2) (4) 9 Involving the community 11
9 10 Involving other services Confidence in Management 12 Confidence in staff 114 (6) (7) (9) (11) (13) (17) 4 115 (3) (4) 13 Improving the service 14 Well-managed service 114 (3) (25) (19) 1 + 12
The NCS are underpinned by a set of principles that all users of clubs have the right to. Whilst these principles are not themselves standards, it is important for clubs to take these principles into account and ensure that they are reflected in clubs’ policies and procedures.
The principles are dignity, privacy, choice, safety, realising potential, and equality and diversity.
The NCS gives the following meaning to the principles:
DIGNITY
The right to be treated with dignity and respect at all times; and The right to enjoy a full range of social relationships
PRIVACY
The right to have your privacy and property respected; and The right to be free from unnecessary intrusion
CHOICE
The right to make informed choices, while recognising the right of other people to do the same; and The right to know about the range of choices
SAFETY
The right to feel safe and secure in all aspects of life, including health and wellbeing; The right to enjoy safety but not be over-protected; and The right to be free from exploitation and abuse
REALISING POTENTIAL
The right to achieve all you can; The right to make full use of the resources that are available to you; and The right to make the most of your life
10 EQUALITY AND DIVERSITY
The right to live an independent life, rich in purpose, meaning and personal fulfilment The right to be valued for your ethnic background, language, culture and faith The right to be treated equally and to live in an environment which is free from bullying, harassment and discrimination; and The right to be able to complain effectively without fear of victimization
Clubs should consider how they support and promote these principles in their practice and reflect this in their policies and procedures.
Adult: Child Ratios in Non-domestic premises
The Care Commission is also responsible for ensuring services meet input and space standards. These are shown below:
AGE RATIOS Under 2’s 1:3
2 to under 3’s 1:5
3 and over 1:8
If all children are over 8 1:10
Where children aged three and over attend facilities providing day care for a session which is less than a continuous period of four hours in any day the adult: child ratio may be 1:10 providing individual children do not attend more than one session per day.
Two adults must be in attendance at any one time.
If you are ever unsure about ratios please contact your designated Care Commission Officer for advice and guidance.
Space Standards in Non Domestic Premises
For all non domestic childcare, the following space standards apply, although the Care Commission will have discretion to vary the standards to take account of special circumstances.
AGE SQUARE
Under 2’s 3.7 Square Metres
2 to under 3’s 2.8 Square Metres
3 & Over 2.3 Square Metres
11 Fit Person Check
In terms of out of school care, the Care Commission ‘fit person check’ the Chairperson or Proprietor of the service, this checks character and integrity, physical and mental fitness, qualifications, skills and experience. It is then the Proprietor/Committee’s responsibility to ensure the staff they employ are fit for the post.
An “Appointment of Manager” form should be completed by clubs in the event of a change of Chair/Proprietor, the form is available at www.carecommission.com
Guidance to Care Providers – Fitness of Managers of Registered Care Services can also be accessed at www.carecommission.com
For further information contact the Care Commission direct on Tel. 01382 207100.
Complaints
The Care Commission is also responsible for investigating any complaints. They have a set complaints procedure for dealing with any complaints made about regulated services, by people using those services, their relatives and advocates, staff and the public.
Clubs must ensure that their own Complaints Policy refers to the Care Commission’s Complaints Policy.
For further information and to obtain a copy of the Care Commission Complaints Procedures visit www.carecommission.com
Scottish Social Services Council (SSSC)
The Regulation of Care (Scotland) Act 2001 also brought the establishment of the Scottish Social Services Council. The SSSC has the duty to promote high standards of conduct and practice by social services workers and in their education and training. Their main tasks are to:
Publish codes of practice for all social service workers and their employees; Register key groups of social service workers; Regulate the workplace and its training and education; Contribute to workforce planning, development of qualifications and promotion of education and training.
The SSSC have published their Codes of Practice for both employers and employees. Everyone involved with out of school care MUST have a copy of the Code of Practice and, in conjunction with the NCS, be implementing them in their service. The Codes of Practice states what is expected of you as an employee and an employer within the social care workforce. All social care staff and required to register with the SSSC. The registration of the Early Years and Childcare Workforce is split into three categories and commenced in October 2006. The three categories are:
Manager/Lead Practitioner; Practitioner; Support Worker.
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Dates as agreed and introduced by the Scottish Government relating to registration are as follows:- Application to be Date of required submitted to the SSSC registration Managers and lead practitioners of day 30 September 2011 30 March 2012 care of children services Practitioners in day care of children 28 September 2012 29 March 2013 services Support workers in day care of children 31 September 2014 30 September 2015 services
The category and level of qualification required is assessed by the job function, not current job titles. It is about what you do, not what you are called. Qualifications that are set at each level relate to the job function. Each category has a range of qualifications which can be obtained at www.sssc.uk.com by following the ‘qualification criteria’ link to day care of children service workers/SSSC have produced the following definitions for each category:
Managers/Lead Practitioners: are defined as workers who have overall responsibility for the development, management and quality assurance of the service, including the management of staff and resources, including financial. For example:
coordinating, implementing and reviewing policies, procedures and practice to safeguard children and ensure their inclusion and participation;
coordinating and evaluating the curriculum for children’s early learning;
developing and implementing operational/business plans for the service;
recruiting, selecting and managing staff;
allocating and monitoring the quality of work undertaken by others;
assessing and evaluating the level of quality of service provision;
managing the finance for the service/area of responsibility;
ensuring health and safety requirements are met;
establishing inter-agency links and working partnerships;
providing leadership and vision for the development of the service;
maintaining quality systems.
Practitioners: are defined as workers who identify and meet the care, support and learning needs of children. They contribute to the development of quality assurance of informal learning activities and/or the curriculum. They may be given responsibility for the supervision of others in the workplace. For example:
promoting children’s all-round development; planning and organising the learning environment; 13 implementing the curriculum framework for early education; observing, assessing and recording children’s progress; providing a healthy, safe and secure environment; developing and promoting positive relationships; working with parents to support their children’s learning and development; line-managing colleagues; protecting children’s rights.
Support Workers: are defined as workers who are assisting and helping others to provide support and care to children. They will work under supervision and may be given delegated responsibility for some tasks: For example:
helping make the snack for children while adhering to and promoting healthy eating; setting out and clearing away the day’s activities; preparing and arranging resources as required; helping to keep children safe; contributing to supporting children’s play; contributing to positive relationships; reporting to the supervisor on children’s activities and learning; seeking support from colleagues.
The SSSC may grant registration subject to conditions, including the condition that requires qualifications are gained within a specific period.
Each level of registration has a standard fee along with a Disclosure Scotland fee, thereafter a set annual fee is required in line with their category. Renewal will be required every five years. During these five years workers will be required to undertake and record post registration training and learning.
If staff are not on the register it will be an offence to employ them. The legislation says that employers will be guilty of an offence if, without reasonable excuse, they employ a person as a manager, a practitioner or a support worker in a day care of children service who is not registered with the SSSC or registered with another relevant regulatory body, e.g. the Nursing and Midwifery Council.
Further information can be obtained by contacting the SSSC on Tel. 0845 6030 891 or visit www.sssc.uk.com
Office of the Scottish Charity Regulator (OSCR)
All charities are required to submit their accounts to OSCR with their Annual Return form and (where issued) the supplementary Monitoring Return form. Submission will take place according to the charity's financial year end. OSCR sends out Annual Return Forms soon after a charity’s accounting period end date.
Charities must submit accounts for the accounting period end date and send them to OSCR at the same time as the completed Annual Return form. OSCR does not require accounts prior to that date unless they have been previously requested.
14 OSCR is the independent regulator and registrar of Scottish Charities. Their vision is for a flourishing charity sector in which the public has confidence, underpinned by OSCR's effective delivery of its regulatory role.
OSCR’s general functions are:-
to determine whether bodies are charities; to keep a public register of charities; to encourage, facilitate and monitor compliance by charities with the provisions of this Act; to identify and investigate apparent misconduct in the administration of charities and to take remedial or protective action in relation to such misconduct; to give information or advice, or to make proposals, to the Scottish Ministers on matters relating to OSCR’s functions.
Consent is required from OSCR if you wish to:-
change the name of your charity; change the purpose of the charity; amalgamate with another body; wind up or dissolve; change your legal format e.g. to a company limited by guarantee.
Notification is required, within three months, of the following:-
change of the principal contact; change to any details on the Scottish Charity Register e.g. website or email address, account details; change to constitution; confirmation of any action for which OSCR has granted consent.
You can subscribe to OSCR’s e-newsletter to be kept informed of new guidance material and latest developments by emailing [email protected].
For all current guidance produced, visit www.oscr.org.uk.
Insurance
It is essential that all out of school clubs are covered by suitable insurance and have an insurance certificate displayed at the premises at all times.
The management committee/proprietor must renew insurance annually to cover staff, children and the committee in the event of any incident happening within the out of school care service.
You must inform your insurance company of special events such as day trips, bouncy castle and so on as you may need additional cover. If you are trying unusual activities or altering what you do, check it out with your insurance company first.
The Scottish Out of School Care Network has negotiated an insurance package for SOSCN members. Contact SOSCN directly for further information www.soscn.org.uk
15 The main types of insurance cover are as follows:
Public Liability: This covers any injury or disease to volunteers (including committee members), parents/carers etc. and children who would not be covered by employer’s liability.
Employers Liability: This provides insurance cover for employers.
Building Insurance: If you rent/hire property then usually the landlord will be responsible for this but you should check this out with your landlord. If you own the property then you should insure it.
Contents Insurance: This should cover all the contents of the building for theft or damage, say, due to fire. You must inform the insurance company of the likely uses of the building and any equipment used out with the building e.g. outdoor equipment and/or equipment used on excursion, laptops etc.
Some insurance companies impose conditions on insurance policies like, fitting alarms etc.
Remember all valuables should be locked away when not in use.
Vehicle Insurance: If you are using transport for the service, the minimum cover you must hold is Third Party Insurance for drivers. It makes sense to convert this to Comprehensive Insurance to cover damage/theft to the vehicle.
If using private cars to transport children the vehicle driver should ensure their insurance policy cover this use. Staff should check with their Insurance Companies to add this to their policy documents and see if there is any additional premium to pay.
Personal Effects: To cover special items which may be broken or damaged at work such as contact lenses, glasses etc.
Money: This covers any cash held on the premises and in transit for banking. .
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Legislation and Acts
There are a number Acts, legislation and procedures that your club must adhere to, the main ones being listed below:
Employment Protection Act (as amended in 1978 and subsequently)
This Act established the right to complain to Industrial Tribunals of unfair dismissal. An employer’s defence may be one of the following:-
employee misconduct; employee incapability; redundancy; need to comply with the law; some other substantial reason.
Not only must the reason for dismissal be fair, so also must the way it was carried out. The Act also introduced constructive dismissal. All clubs should have written procedures covering the above; further information to aid you in this process is available from www.acas.org.uk
Anti-Discriminatory Legislation (Equal Opportunities)
Various pieces of legislation, such as the Race Relations Act 1976 and the Disability Discrimination Act 1995 and subsequent regulations and amendments, make it illegal to discriminate in employment (appointment, pay or how staff are treated) on grounds of gender (and related areas), race and disability.
All organisations must not discriminate when recruiting staff and should help disadvantaged groups to compete equally. Further information to assist you in meeting these requirements is available under Section 7 - Staff Recruitment and Induction.
Health and Safety at Work Act 1974
The Health and Safety at Work Act 1974, and subsequent amendments, outline the responsibilities of employers and employees. Employers have a duty ‘so far as reasonably practicable’ to ensure health, safety and welfare at work of all their staff and those members of the public who may come into contact with work activities. They have a legal duty to provide information and training to members of staff on all matters relating to Health and Safety at Work. All employees must take reasonable care for their own health and Safety and that of any person who may be affected by anything they do or fail to do.
Health and Safety Policy
A Health and Safety Policy with procedures for putting the policy into practice will assist employers and employees to comply with the Health and Safety at Work Act 1974 and with The Children Act 1989 which ensures that children and staff are in a safe and healthy environment.
17 All staff must be informed of the policy and procedures and receive training where appropriate. The policy and procedures should be reviewed and any changes notified to all staff and others who are involved in the club.
First Aid
A first aider should be on site at all times in your service. First aid training is available via early years and childcare training calendar and is recommended to be updated every three years.
Fire Drills
Notices giving details of the fire drill and assembly points must be prominently displayed in each part of your premises. Your local Fire Service Safety Officer will attend on request and advise you on the use and positioning of extinguishers, fire blankets etc. and evacuation/drill procedures.
Fire drills should be conducted regularly and are recommended at the start of each new term. The aim of a fire drill is to give staff and children practice of the evacuation procedure so it may have to be conducted more often particularly to allow new children and new staff the opportunity to practice. Staff should be given training in the necessary procedures on induction. A record should be kept of all drills and those staff who participated.
Electrical Equipment
Portable electrical equipment must be inspected, and some tested annually. A written record should be kept of the inspections. Electrical testing will be undertaken by Angus Council Technicians for clubs operating in Angus Council premises. Your club should ensure that an inventory of all electrical equipment is available for the technicians.
Transport
Any vehicle being used by the club has to be roadworthy, and the driver has to have passed the Angus Council mini bus test and correct insurance cover should be in place. The driver should not be responsible for the children in the vehicle whilst driving, the appropriate number of escorts should also be present to maintain staff: child ratios. Procedures for using vehicles must be drawn up for all staff to follow.
Risk Assessment
All activities/trips organised for children must be risk assessed, not only for the enjoyment and benefit of the children but also to ensure that children and staff are safe at all times. The Care Commission Officer will request and inspect written risk assessments for many activities. Clubs should also ensure that a workplace risk assessment is carried out on the premises on a regular basis.
18 Snack Preparation / Food Handling
Advice should be sought from the Environmental Health Officer on relevant legislation covering the type of snack provision that your service will provide. All staff handling food MUST have completed and passed a food hygiene course. Elementary food hygiene training is available via the early years and childcare training calendar. This MUST be renewed every three years. Only staff with this appropriate training may prepare snacks.
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SECTION 3
Setting up an OOSC
20 SETTING UP AN OUT OF SCHOOL CARE CLUB
Where an interest in setting up an OOSC has been identified it will be useful to:
Contact the Community Learning & Development Worker for your area. (Details available in section 14)
Contact the Care Commission. (See Section 2)
Find a possible venue. Make contact with the Head Teacher at your local school(s) to ascertain if premises are available and also if they are happy to work with you in setting up the club.
Send out a research questionnaire to guage detailed need/interest in an out of school care club (see draft questionnaire).
If your club is to be a parent managed club, are there parents who are willing to be Chair, Secretary and Treasurer?
Arrange visits to other clubs. They will have first hand knowledge of setting up a local club and you will be able to learn from their experience.
Local day care nurseries, playgroups and childminders may be useful contacts as they already look after young children and could help get the process going.
Draft a constitution, aims and objectives and policies and procedures required for the Care Commission for safe operation of an out of school care club. Further information on this is available in this manual.
Don’t forget to keep a record of who you have spoken to and how they can help. This will be an invaluable “Contacts List” which will grow as you go along.
21 OUT OF SCHOOL CARE
DRAFT RESEARCH QUESTIONNAIRE
There has been a lot of interest expressed locally, in providing quality out of school care services for school aged children. We are currently investigating the possibility of setting up a club in the area for 5- 14 year olds. We would be grateful if you could complete this questionnaire to enable a service to be tailored to meet your special needs. 1. What type of childcare do you currently use?
Self Friend Childminder Partner Other OOSC Neighbour
2. How much does this cost, per hour?
£1.50 £2.00 £2.50 £3.00 Over £3
3. How does your child currently get home from school?
School Bus Car Walk Train
4. Please indicate the number of children you have within the following age groups:
4-5yrs 6-8yrs 9-11yrs 12yrs+
5. Would you use an out of school club? Yes No
If no, please indicate the reason why?
6. Which of the following other than out of school services would you use? Holiday Care Breakfast In-Service Days
AFTER SCHOOL 7. On which days would you use the Out of School Club Monday Tuesday Wednesday Thursday Friday
8. How many children 5 – 14 years would you need places for?
5yrs 6yrs 7yrs 8yrs 9yrs 10yrs 11yrs 12yrs 13yrs 14yrs
9. Which holidays would you use a Holiday Club Summer Easter In-service Half Term Christmas None
HOLIDAYS 10. On which days would you use a breakfast club? Monday Tuesday Wednesday Thursday Friday
11. Which times would you prefer? 7.45am – 9.00am 8.00am – 9.00am
22 ACTIVITIES 12. We plan to provide a balanced range of activities for the children. Which of the following activities would your child enjoy being involved in after school? (please tick all that apply) Artwork Drama Crafts Dance Music Reading Sport Design Games Technology Baking Trips None Other, please specify
FEES Please answer the following questions, in order that we can establish appropriate fees: Are you currently in employment? Full Time Part Time No Are you in further education? Full Time Part Time No Are you currently looking for employment? Yes No Would you take up a place if you found a job? Yes No Are you a lone parent? Yes No Are you aware of the Working Families and Yes No Childcare Tax Credits? The club, if established, will be managed by parents in the form of a Management Committee. Staff, experienced in childcare, will work with the children. The club will be self-financing.
Taking this into consideration, what would you consider to be a reasonable rate, per hour, for your childcare?
£3.50 £4.00 £5.00 £6.00 Other, please state: £
ADDITIONAL SUPPORT NEEDS Does your child have any additional support needs? Yes No
If yes, please give details:
Thank you for taking the time to complete this questionnaire Please return it to: INSERT CONTACT DETAILS
Tick this box if you would be willing to help run the proposed Out of School Care club, by volunteering to take a role on the parent led management committee.
Name: Child’s Name(s)
Address:
Phone no:
For further information, please contact:
INSERT CONTACT DETAIL OF WHO TO CONTACT
23 AIMS AND OBJECTIVES
To enable your club to become a registered OOSC you will need to determine your clubs mission, aims and objectives.
MISSION STATEMENT
A mission statement describes the purpose of the club.
For Example:
To The Children - Our aim is to provide a top quality service in a safe, happy and comfortable environment placing clear emphasis on the social and educational welfare of each child as an individual.
To The Parents - Our aim is to provide a service which is designed to be flexible to suit the needs of all parents using the service. We will strive to maintain a policy of responding promptly to proposed improvements to the service.
To the Staff - Our aim is to provide sufficient training and support to ensure that all staff are able to derive the maximum job satisfaction.
The aims and objectives of the club are the same as a mission statement. It should state the club’s values and the direction. It should be clear to enable children, parents and staff to know what the club is striving to achieve and how this will be done. Your aims will be why the club is needed, what you have to achieve and how.
DRAFT STATEMENT OF AIMS AND OBJECTIVES
We aim to offer before school, after school, holiday and in-service care to children of school age up to 16 years (dependant on your registration). We aim to offer play and education opportunities that are both fun and challenging. We will promote the dignity, privacy, choice, safety, potential and diversity of all users and staff of the club.
We will achieve these aims in the following way:
The club will promote policies and procedures that promote its Aims in practice and will make these known to all staff, parents, children and young people.
The club will meet all relevant legislation required of it.
The club will employ competent qualified and confident staff who have been appropriately vetted.
The club will provide a balanced range of activities, taking account of the ages, development needs, interests and hours and pattern of attendance of each child and young person.
The club will contribute to its local community and will develop links with services and organisations that will assist it in meeting its aims.
24 The club will operate a self-evaluation scheme as a means of ensuring continuous improvement and will involve all staff and users in this process.
The club’s management will supervise the activities of its staff through a formal supervision and development programme.
The club encourages parents, children and young people to contribute to the life and work of the club and will promote positive behaviour at all times.
The club will be open and transparent in all of its activities.
The club will take account of local, national and SOSCN guidance in its activities.
It would also be appropriate for the agreed statement of Aims and Objectives to be signed and dated from when it was adopted and to be displayed prominently in the club to allow others to see what the service they use is striving to achieve.
Constitutions
Why do you need a constitution?
Most community groups operate constitutionally whether they have a written constitution or not. The main reason groups choose to have a written constitution is for the protection of its members. A written constitution ensures that the purpose of the group is clear and that there are procedures to manage the group and its functions.
What kind of constitution is needed?
There are many versions of a constitution. Some are only a few lines long, others will be very lengthy and complex. It depends on the type of organisation what kind of constitution is required, for example a group whose sole purpose is providing a weekly social club for pensioners will usually have a relatively simple constitution, whereas a group which has several purposes and employs staff may need a more complex constitution.
What should a constitution include?
The name of the club;
The purpose/objects of the club;
Who is on the committee, again this will vary but most clubs will have at least a chairperson, secretary and treasurer and ordinary members on the committee;
How the committee will be elected e.g. at AGM or EGM;
The quorum required to be present before a meeting can go ahead;
Finance – how will the group’s finances be organised? How many signatures are required on the bank account? How will the accounts be audited?
The Annual General Meeting (AGM). When will this take place? What notice is required? What business will be included? 25
Extraordinary General Meetings (EGM) – How will these be called?
Changes to the constitutions -How are these to be made?
Dissolution – What happens if the group is dissolved? How will any assets/ liabilities be dealt with?
Remember the above is only a guide, your constitution should reflect your club’s requirements.
26 DRAFT CONSTITUTION
1. The name of the Association shall be…………………………
2. The aim of ………………… shall be:
To promote the care and education of children in need of care during out of school hours and school holidays; and
The provision of recreational facilities, or the organisation of recreational activities, with the object of improving the conditions of life for the children for whom the facilities or activities are primarily intended.
3. Powers: ………………. Shall have the power to do anything which will properly further the foregoing aims in particular:
To raise, spend and hold funds.
To employ and do anything necessary or appropriate in relation to such employment.
To promote and provide for dissemination and exchange of knowledge and information.
To acquire, build, alter and dispose of property.
To form or promote the formation of charitable limited companies or other charitable legal bodies.
To make representation to enter arrangements with national or local governments and appropriate statutory or voluntary agencies.
To support other charitable objects or institutions.
4. Membership
Membership shall be open to every parent and every child shall be eligible to use the service, regardless of religion, race or gender.
Membership subscription levels shall be fixed at the Annual General Meeting (AGM).
Membership is subject to the approval of the management, who shall have the right to terminate membership, and who’s decision is final.
5. Management Committee
The management of ……………….. shall be in the hands of a management committee consisting of a Chair, secretary and treasurer (the office bearers) and a (number) of ordinary committee members.
All committee members shall be elected at the AGM and shall serve for (number) of years. They shall be eligible for re-election, but shall not serve for more than (number) years.
27
The management committee has the option to co-opt not more than (number) members.
In addition to the office bearers and elected members, the committee may request to serve on the committee in an advisory capacity, other interested individuals or representatives of statutory or voluntary organisations as the committee may determine; provided that no such advisory shall be entitled to vote.
The association shall have powers to elect, at an AGM, an honorary president or vice president.
A member of the management committee shall be deemed to have resigned if they are absent from (number) consecutive meetings without acceptable cause.
The management committee shall meet at least (number) times per year.
The management committee shall keep minutes which shall have the actions and proceedings of all AGM’s, EGMS and committee meeting.
Four members of the committee or one third of the committee members (whichever is greater) shall constitute a quorum.
6. Finance
The financial year shall commence on INSERT DATE
The treasurer shall keep accurate records of money received and spent and these records shall be audited by auditors elected by the AGM.
All money or property received by …………….. shall be used for the aims of the Association, and shall not be used by any office bearer or member of the management committee except for expenditure properly incurred on it’s behalf or for out of pocket expenses.
No member of the management committee shall be liable for any loss incurred by …………………. Provided the action which led to the loss was made in good faith.
7. Annual General Meeting
The AGM shall be held within (number) months of the end of the financial year (It is recommended within two months of the end of the financial year, leaving time to audit the books).
Not less than (three or four) weeks notice shall be given to all members of the time and place of the meeting, and business to be conducted.
Notice of resolutions for discussion at the AGM shall be given in writing, duly proposed and seconded, to the secretary by 14 days before the date of the AGM.
The chair, whom failing the vice chair, shall preside, and shall have the casting as well as an ordinary vote.
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(number in percentage) member shall be a quorum.
8. Extraordinary General Meeting
An EGM may be called by the executive committee or by written request signed by (number) members, addressed to the secretary and clearly stating the purpose of the meeting.
Provided the purpose stated is eligible, the EGM shall be called and conducted according to the rules of an AGM.
9. Voting
Voting shall be on the basis of a simple majority except with regard to amendment to the constitution or dissolution of …………….
Any amendment of the constitution must be passed at the general meeting of ……………. by a two/three majority of members voting.
10. Dissolution
The Association may only be dissolved by a two/three majority of members casting their votes at a general meeting, the notice of which has specified the proposal to dissolve the association
Any funds or assets remaining after the satisfaction of all proper debts and liabilities shall be given to such other recognised organisations or organisations having aims similar to those of the association, or shall otherwise be distributed and used for such other charitable purposes, as the membership may decide.
Adopted at the AGM/Committee Meeting held on……………………
Signed by: ………………………………………… Dated by: …………………………………………..
Signed by: ………………………………………… Dated by: …………………………………………..
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SECTION 4
Management of OOSC Clubs
30 MANAGEMENT OF OOSC
There are several possible organisational structures that an out of school care club could have. Private business, voluntary organisation, community business or workers co- operative.
Voluntary (not for profit) Organisation
Voluntary out of school care clubs are run by a management committee, usually made up of parents and local representatives of voluntary and statutory agencies, who then employ the Manager(s), Practitioner(s) and Support Worker(s).
The management committee is responsible for all the overall management functions of the club including the accounts and other legal and official matters.
Voluntary organisations require a constitution and are advised to seek charitable status.
There are two main types of structures for voluntary organisations.
1. Unincorporated Association
2. Company Limited by Guarantee with charitable status.
Against: - May be more complicated to set up - Expensive if legal assistance is required - Registration costs - Subject to more controls and bureaucracy than the unincorporated association. Annual returns detailing finances and directors this carries a cost - Activities regulated by the Companies Acts - Need to inform Companies House of any changes, e.g. directorship.
Voluntary Management Committees
The management committee of a voluntary organisation which employs staff has particular legal and practical responsibilities.
If a voluntary organisation employs staff, the staff should handle the day-to-day management of the organisation while the voluntary management committee has overall responsibility for the governance and direction of the organisation.
It is important to take time to be clear about the separate roles and responsibilities of the voluntary management committee and staff. There should be clear policies and systems for staff to be able to report back decisions and activities to the voluntary management committee. The relationship between the management committee and staff should be a partnership.
Members of the Management Committee of an Out of School Care Club do not have day to day responsibility for providing services. Every voluntary organisation has a management committee who are responsible for running the organisation. The committee also has the responsibility of ensuring that the organisation is clear in its purpose and
31 direction and that all decisions taken are in line with the constitution whilst adhering to all relevant regulations and legislation.
The voluntary management committee has specific responsibilities in relation to the employment and management of staff. These can be categorised as "personnel management issues".
In practice, and for the most effective running of the organisation, most tasks will be delegated to staff, in particular the manager of the club. Staff should also have some decision-making delegated to them. However, there needs to be clarity on which decisions are made by staff and which need to be made by the voluntary management committee e.g. the limit of expenditure which staff can handle. It is helpful to have policies and procedures on delegation of decision-making and tasks and to have clear procedures for staff accountability to management. It is necessary to have systems for staff to report back to management on an ongoing basis and also how to get in touch when decisions need to be made urgently.
Problems in the relationship between the management committee and staff can arise even in well run organisations. It is the responsibility and right of anyone involved in either the management committee or staff team to draw attention to problems in the relationship between the two groups. These should be addressed honestly and openly. Agreed strategies and policies for raising these issues can be helpful.
It is important to remember at all times:
Staff and volunteers are accountable for their actions to the voluntary management committee. The voluntary management committee is ultimately responsible for ensuring the organisation fulfils its legal obligations and operates efficiently and in line with good practice guidelines.
The Charities and Trustee Investment (Scotland) Act 2005 introduces new rules about payment (or 'remuneration' as the Act calls it) of charity trustees (sometimes referred to as the 'board of trustees') but it does not prevent staff from being trustees. For further information on this subject visit the Office of the Scottish Charity Regulator at www.OSCR.org.uk.
The following roles and responsibilities are mainly those which apply to all voluntary organisations operating with a committee, please use this information and add the specific roles and responsibilities of each member appropriate to your club. This will then provide your club with the roles and responsibilities for each position within your club and may be a useful tool to encourage parents/carers to become involved in the committee of your club.
ROLES AND RESPONSIBILTIES
Committee members can have different titles such as Directors, Trustees, Board or Committee and all have the key role of governing the organisation and ensuring the organisation fulfils all its legal obligations and operates efficiently and according to good practice guidelines.
32 Nearly all committees have a small group who are at the ‘core’ of the committee, know as office bearers; usually made up of:
The Chairperson The Treasurer The Secretary
In general terms the responsibilities of each of the above roles are:
Role of the Chairperson
The Chairperson is the spokesperson for the organisation between meetings and is the official ‘voice’ of the organisation.
The Chairperson is required to undertake a ‘fit person check” with the Care Commission.
The Chairperson along with the Manager of the club are the main contacts for all correspondence from Angus Council.
The Chairperson is responsible for delegating and assigning tasks and roles to those on the committee to ensure the effective management of the club.
The Chairperson ensures that all Committee meetings have a quorum, start on time, follow the agenda and run smoothly.
Prior to Committee meetings, the Chairperson, along with the Secretary, should prepare an agenda that the Secretary will circulate prior to the meeting.
The Chairperson decides what matters can be raised as ‘Any Other Competent Business’ or are deferred to a future meeting.
The Chairperson ensures that only relevant matters are discussed, that appropriate decisions are made and that everyone is able to contribute to the discussion. The Chairperson is responsible for bringing agenda items to a conclusion. This should be done by briefly reviewing the main points and outlining any decisions made or action that is required and who will take the necessary action. This will assist the Secretary with the minutes of the meeting.
The Chairperson ensures that all Committee and Annual General Meetings are conducted according to the organisation’s Constitution.
The Chairperson prepares a written Chairperson’s Report for the AGM.
Role of the Secretary
The Secretary is responsible for the administration of all Committee meetings. The Secretary notifies everyone of the meeting times, venues, etc. and is responsible for arranging these.
The Secretary helps prepare the agenda, along with the Chairperson, and circulates this prior to the meeting.
33 The Secretary takes the minutes of the meetings and arranges for the minute to be made available to Committee members as soon as possible after the meeting to confirm action points and decisions or at a time in line with Committee’s conduct of business.
The Secretary ensures that supplementary information is available at Committee meetings where this is appropriate.
The Secretary handles all correspondence on behalf of the organisation – both as the recipient of correspondence to the organisation and as the letter writer on the organisation’s behalf.
The Secretary ensures that nominations for people who wish to become Committee members and/or Office Bearers are in order.
The Secretary prepares a Secretary’s Report for the AGM.
Role of Treasurer
The Treasurer is entrusted with the funds of the organisation. However, all Committee members have a responsibility for the organisation’s finances.
The Treasurer must create secure systems for income and expenditure control; the monitoring of cash flows and preparing statutory returns for audits.
The Treasurer is responsible for the overseeing of the day-to-day financial business and for keeping account of the finances.
The Treasurer advises the Committee on financial matters and should prepare a report for each Committee meeting. The Treasurer should advise the Committee on financial/budgetary planning for future years.
The Treasurer controls and accounts for the organisation’s finances, oversees the bookkeeping and liaises with the auditor for annual accounts.
The Treasurer prepares a Treasurer’s Report for the AGM.
Role of the Committee Member
The Committee Member is required to attend Committee Meetings and to take part in the discussion of the Agenda items.
Committee members are involved in the policy and decision-making of the organisation.
Committee members are responsible for tasks connected with the running of the organisation between meetings and may be involved in Chairing a Sub-Group of the main Committee.
34 Committee members are responsible for the effective and efficient running of the organisation; for the monitoring of its Aims and Objectives; and for the practice within the organisation. This includes:-
The recruitment, selection and vetting of staff Marketing, promoting and public relations aspects of the organisation Raising funds and making funding applications Reporting back to funders Developing/adopting Policies and Procedures Meeting the National Care Standards Identifying the training and development needs of the Committee
It is recommended that that committee meet monthly. Minutes of every meeting should be kept and all decisions must be recorded. Action to be taken by individuals, or sub group, should also be recorded.
Each club should ensure that they have roles and responsibilities for each member and these should be clearly stated so that everyone knows who does what on behalf of the clubs. Some other duties to be considered are:
Care Commission returns Recruitment and Selection Induction of Manager Supervision and Appraisal of Manager Collection and banking of fees Updating of the clubs Business Plan Attendance at AOOSCN OSCR returns Payroll – however arranged (Treasurer/accountant/private company)
On the next few pages you will find examples of paper work that could be used by committees for recording purposes
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EXAMPLE OF A STANDARD OR FIXED AGENDA
AGENDA FOR ‘ANY TOWN’ COMMITTEE MEETING TO BE HELD ON (date) AT (venue)
1. Welcome & Apologies
2. Approval of previous minutes
3. Matters arising from previous minutes
4. Progress Items
Manager’s Report – A written report giving a summary of the service’s usage in the last month, any issues arising, and staffing issues, the proposed plan for the coming month and any other matters that the Committee feel they should be informed about.
Financial Report – A written report from the Treasurer summarising the income and expenditure for the last month and projections for the remainder of the financial year. Highlight any matters of concern or issues that have shown a marked change (for example a sudden drop in income that was not anticipated).
Business Plan Issues – If the organisation has a Business Plan then the Objectives of the Plan could be taken as individual items at this point in the meeting.
5. Sub Group Reports – Review the written and/or verbal reports from each of the sub- groups
Quality Assurance Marketing and Public Relations Policies and Procedures Business Plan Staffing and Recruitment Committee Training AOOSCN & Early Years and Childcare
6. AOCB – Where possible to be notified to the Chair in advance of the meeting
7. Date, time and venue of next meeting
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EXAMPLE OF A MINUTE BASED ON THE ABOVE STANDARD OR FIXED AGENDA
MINUTE OF ‘ANY TOWN’ COMMITTEE MEETING HELD ON (date) AT (venue) Agenda Topic Outcome/Decision/Action Action No. Required 1. Welcome & List the names of all those who Apologies attend the meeting and those who have sent apologies for their non attendance. 2. Approval of Note the approval of the previous Previous minutes as an accurate record Minutes 3. Matters Arising Note that the minutes have been From the accepted; who proposed their Previous acceptance and who seconded Minutes the proposal
List each topic The required recording is likely to heading from the be minimal. If it is a major topic Put in Initials of previous minute for discussion it should have person for each matter been tabled as an Agenda Item responsible for arising in its own right taking required action 4. Manager’s Identify any outcomes from the Put in Initials of Report discussion on this report person responsible for taking required action
Financial Report Identify any outcomes from the discussion on this report
Business Plan Identify any outcomes from the Issues (Identify discussion on these topics these issues by topic) 5. Sub-Group Identify and outcomes from the Put in Initials of Reports (Identify discussion on these reports person each sub-group responsible for report by name) taking required action 6. AOCB (Identify Identify any outcomes from the Put in Initials of and other discussion on any business person competent raised under this Agenda item. responsible for business by taking required name) action. 7. Date, time and Record these details venue of next meeting
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Company Limited by Guarantee with Charitable Status
As an organisation you will require to have a suitable constitution (Memorandum and Articles of Association). Examples can be obtained from the Scottish Council for Voluntary Organisations. To register as a limited company under the Companies Act 1985 you must write to the Register of Companies, Companies House, Argyle House, 37 Castle Terrace, Edinburgh EH1 2EB Tel: 0870 3333 636.
Organisations must then send:
A printed copy of the Memorandum and Articles signed by at least two of the original members. (These documents will usually be drawn up, or at least checked over by a solicitor).
A list of names and addresses of the directors, the name of the secretary, and the address of the company’s registered office.
A statutory declaration by the solicitor or by a director or secretary named in the Articles, stating that the Memorandum and Articles comply with the law.
The registration fee.
Why Have A Committee?
To abide by the club’s constitution.
To ensure democracy in the decision making process – that appropriate decisions are taken by quorums and that tasks are shared equally among members.
To ensure that best use is made of people’s experience and expertise in managing the club’s affairs.
To ensure the club is accountable and meets the needs of its members and the community it serves.
Key Responsibilities
To take legal responsibility for the club. To formulate policy and aims for the club. To make decisions, agree and implement action. To listen and consult to ensure the interest and needs of those involved in the club are taken into account when decisions are made. To promote and support involvement. To identify and make resources available as appropriate. To monitor and review the work of the club to ensure aims are being achieved.
Charitable Status – Achieving charitable status is an important consideration for childcare clubs. The main advantages are possible tax relief as well as being able to apply to sources of funding available only to charitable organisations.
38 To obtain charitable status OSCR must approve your constitution. Send a draft copy of your constitution before finishing and adopting it to find out if it is suitable for charitable purposes.
The address is:
Office of the Scottish Charity Regulator (OSCR) 2nd Floor Quadrant House 9 Riverside Drive Dundee DD1 4NY 01382 220446
Parental Involvement/Consultation
Consultation and a good working relationships are essential, not only when setting up an out of school care club but on an on-going basis to make sure that your club continues to address the needs of service users.
Parents should be recognised as the main carers and influence on their child’s life and as the expert on their child; it is them who know the child best and who know the child’s background.
Management Committee Responsibilities to Parents
“In using the service, children, young people, parents and carers experience an environment of mutual respect, trust and open communication. National Care Standards for the Day Care of Children (Standard 7)
It is a requirement for clubs to provide information for parents e.g. handbook, notice board, newsletters, bulletins etc.
If parents or members of the management committee, are involved in providing services for children as volunteers, this should be within the context of a Volunteer Policy which will require the organisation to conduct checks to comply with the Protection of Children (Scotland) Act, 2003.
Management Committee Responsibility to Staff
Health and Safety
Employers have a duty to assess risks. Employers should record their assessments of risk, and measures taken. Appoint a competent member of staff to take responsibility for health and safety, and ensure training is provided. The Health and Safety Executive has publications and an information line. Enquiries are treated in confidence. The Care Commission require a Health and Safety Policy and will arrange for a Fire Safety Inspection if a new service is opening. A Health and Safety poster giving guidance on reporting accidents/incidents should be displayed and the relevant sections should be completed. Further information and resources are available from www.hse.gov.uk or by calling the information line 08701 545 500.
39 Disability Discrimination Act 1995 (DDA)
It is illegal to discriminate against an employee or a member of the public who wants a service from your organisation. The Disability Rights Commission (DRC) helpline can provide information to employers and service providers regarding the Disability Discrimination Act, 1995 (DDA) and can advise on very general DDA issues. The DRC CANNOT advise employers or service providers on specific DDA issues relating to a particular incident that has occurred in their workplace. For further information visit www.drc-gb.org/scotalnd/index.asp or call the helpline on Tel. 0845 762 2633
Contracts of Employment
All members of staff must have a contract of employment. Model contracts can be obtained from ACAS at www.acas.org.
Trade Union Membership
Workers have a right to belong to a trade union, the three most common Unions for childcare workers are: UNISON, GMB and TGWU.
Supervision and Appraisal
It is important that a system is in place which includes appropriate support and supervision for the manager, see Section 7 for further information.
Other Responsibilities
Accounts
All voluntary organisations must keep strict financial records, and if your club has charitable status you must submit annual accounts to OSCR. If you are a company limited by guarantee then you will also need to submit financial information to Companies House.
Safe Storage of Information and Disposal
Disclosure Scotland and the Care Commission require a policy on the safe storage and disposal of confidential information.
Private Businesses
Although the majority of out of school care clubs in Angus operate as voluntary organisations, there are more and more private individuals and groups setting up services to meet the growing need for out of school care places.
On deciding which structure is most suitable for your group you must try and include the views of parents/carers who will use your service if you are committed to meeting their needs.
The Community Learning & Development Services Worker will provide you with more information on whichever of these options you decide to pursue.
40
SECTION 5
POLICIES & PROCEDURES
41 Policies & Procedures
This section of the manual contains the guidance/drafts of both “MUST HAVE” and “BEST PRACTICE” policies and procedures to deliver out of school care. The policies and procedures within this document are for guidance only, clubs are required to implement and update policies and procedures specifically for their setting. Clubs have the responsibility to constantly review and update their policies to ensure that they are in line with relevant legal and quality requirements.
What Are Policies And Procedures?
A Policy is a statement of what you want your club to be doing.
Policies clarify issues for all concerned with the club; staff, parents, children and young people, committees and proprietors, and are a means of achieving consistency from staff, committees and proprietors. Policies also let others know what to expect from your club and they make your service less dependent on individual staff members for promoting your practice.
The procedure states how to implement the policy.
Writing a Policy or Procedure
When starting a new policy or procedure the first question to ask yourself is: “what do we want this policy and procedure to achieve?”
Is there local/national guidance supporting this policy/procedure? If yes, gather all the relevant legislative and general information and make this the basis of your policy. Your procedures follow the policy therefore think about what will need to happen within your setting to achieve your policy and these are your procedures.
There are a number of policies that you must have, these are Aims and Objectives, Admissions, Accidents and Incidents, Behaviour, Child Protection, Children’s Participation, Complaints, Confidentiality, Equal Opportunities, Health and Safety, Partnership with Parents, Record Keeping, Recruiting and Vetting and Whistle Blowing.
All of the above policies plus additional good practice are contained within this section. Aims and Objectives along with Mission Statements are covered in Section 4 of the manual.
The National Care Standards (NCS) require all registered clubs to participate in self- evaluation as a means of achieving continuous improvement. Polices and procedures will need to be reviewed as part of this process. However, polices and procedures should always be kept under review in the light of changes in legislations, changes in practice and your experience of implementing them. It is therefore recommended that the club’s policies and procedures are reviewed by the committee/ proprietor and staff on a regular basis.
When reviewing polices and procedures it may help to ask the following questions:
What is the policy/procedure intended to achieve? How successful has it been?
42 How could it be improved?
If you identify ways to improve a policy/procedure it is important that consideration is given to why those who originally drew up the policy/procedure did not do it that way in the first place. There can be valid reasons for not doing something and it is not always necessary to change a policy/procedure when you review it.
All policies and procedures should be read, understood and adopted by ALL proprietors/committee members and staff.
PLEASE NOTE: The following draft policies are to be used as guidance only and should be amended and adopted to suit your club.
43 POLICY FOR THE RECORDING OF ACCIDENTS AND INCIDENTS
The (Insert Name of Club) is committed to ensuring that children and young people attending the club do so in a safe environment and that it is in line with all relevant legislation, and ensure that:
The club has a Health and Safety Policy that involves the use of regular risk assessment and regular maintenance of premises and equipment.
The club’s management and appropriate staff are knowledgeable about all relevant health and safety legislation and their responsibilities in law.
There will be at least one staff member on duty at all times who holds a recognised, current First Aid Certificate.
An Accident and Incident Recording Book is available each time the club is operational.
All accident/incidents involving children/young people/staff/anyone within the club’s premises are recorded.
All accidents/incidents involving children and young people are reported to parents/carers both orally and in written format. The accidents/incident book should be signed by both the staff and parent carer.
All accidents/incidents to staff and others that require to be reported to another authority (for example Health and Safety Executive or Environmental Health) are duly reported.
All accidents/incidents involving the club’s premises, materials or equipment must be reported to (insert contact – for example, Manager/Lead Practitioner/Proprietor/ Chairperson).
All equipment used designed to either prevent an accident/incident or designed to tackle an accident/incident will be regularly maintained.
Policy agreed on: ______
Signed by: ______
Date: ______
Please note that this policy should cross reference to the club’s Health & Safety policy. Clubs are required by law to record accidents/incidents. All clubs should have and use a duplicate accident and incidents book which should be completed in line with the policy below.
44
Policy for the Administration of Medication
(Insert Name of Club) implements the Administration of Medication Policy to ensure that all medication administered to children has been authorised by the child’s parent/carer. Only qualified staff may administer medication and accurate records must be kept of any medication administered.
It is the Manager/Lead Practitioner’s responsibility to ensure that there is staff member on duty during each session who is authorised to administer medication and that the Medicine Administration Log is signed by parents/carers at the end of each session where relevant.
It is the responsibility of the person administering the medicine to record this in the Medicine Administration Log.
This will be carried out by:
Staff who have prior consent from the parent/carer to administer prescribed medication to a child
Where staff are required to administer medication to a child, whether short-term or long-term medication, the parent/carer must first complete and sign a Medicine Administration Form. A new form should be completed when there are any changes to regular medication.
Two designated staff members must be instructed in the procedure for administering the medication. The Manager/Lead Practitioner should arrange a meeting with the parent/carers, the two designated staff members and the child’s GP, if the medication procedure is complex.
The designated staff member’s name should be recorded on the Medicine Administration Form by the Manager/Lead Practitioner and this form should be attached to the child’s membership form.
Before medication is administered, the designated staff member should check the administration instructions on the Medicine Administration form.
Each time medication is administered to a child; the Medicine Administration Log must be completed and signed by the staff member administering the medicine. The Log should also be signed by the parent/carer when they collect the child.
The Manager/Lead Practitioner should ensure that all medicines are clearly labelled with what they contain and the children’s names.
Medication requires to be stored in a lockable cupboard.
Policy agreed on: ______
Signed by: ______
Date: ______
45 MEDICINE ADMINISTRATION FORM
CHILD’S NAME:
AUTHORISED STAFF MEMBERS:
Date Name of Medication Dosage Frequency Special Instructions
46 MEDICINE ADMINISTRATION LOG
CHILD’S NAME:
Childs Name Administration Given Dosage Date & Staff Signature Parents Signature Given Time Given
47 ADMISSIONS POLICY
The Admission Policy should clearly set out the criteria for admission to the club.
Basic information in the policy should include any restrictions to a geographical area or schools, the age range covered, how the waiting list is prioritised, any priority to children of existing users, any arrangements for children with special needs, and arrangements for pre-admission visits. You should also make sure this policy relates to the NCS in relation to partnership with parents.
ADMISSION POLICY FOR (Insert Name of Club)
The (Insert name of club) welcomes applications from the parents/carers of children and young people (if appropriate detail the geographical area and/or schools) aged from (insert age-range).
We will work in partnership with parents/carers in caring for your child. Our staff will have both the time and the training to welcome you and your child to our club.
Children with Additional Support Needs are welcomed and encouraged
You will be provided with sufficient information about the club and its operation to enable you and your child to make an informed choice about the club. Both you and your child are encouraged to visit the club prior to registration.
Allocation of places is based on equality and fairness.
Places are offered on a first come, first served basis for full-time places. Priority will be given to subsequent children of existing users. (This will be dependant on your clubs current policy and may require to be changed).
When the club is full, places will be allocated on the above basis (again this will be dependant on your club’s current policy and may require to be changed).
Information provided by you about your child will be treated confidentially under the Data Protection Act and kept safe.
Policy agreed on: ______
Signed by: ______
Date: ______
48 ANTI-BULLYING POLICY for (INSERT NAME OF CLUB)
Bullying is the use of aggression with the intention of hurting another person or causing pain and distress to the victim.
Forms of Bullying
There are several main forms of bullying:
Emotional: being unfriendly, excluding, tormenting, ridicule, humiliation
Physical: pushing, kicking, hitting, punching, pinching, violence, threats
Verbal: name calling, sarcasm, spreading rumours, teasing
Racist: racial taunts, graffiti, gestures
Sexual: unwanted physical contact, sexually abusive comments
Homophobic: because of, or focusing on the issue of sexuality
Mobile/Internet: abusive emails, phone calls, text messages
Recognition of Bullying
The following list highlights some of the signs of bullying. It is important to note that although a child could be displaying some of these signs or behaviours; it does not necessarily mean that the child is being bullied. These signs could indicate that the child has other problems, but bullying should be considered a possibility.
Indicators of Bullying
Unwillingness to attend school and the club Withdrawn, isolated behaviour Complaining about missing possessions and lost money Refuses to talk about the problem Easily distressed Lacking confidence, low self-esteem, anxious Becomes aggressive, disruptive and unreasonable Begins to bully other children Changes in eating and sleeping patterns Starts stammering Has unexplained cuts and bruises
Bullying
Bullying is a form of abuse. It may be seen as particularly hurtful behaviour usually repeated over a period of time, where it is difficult for those bullied to defend themselves. In some cases of bullying it may not be an adult bullying a young person. Children and young people may also be responsible for bullying.
Bullying can take many forms including: 49
Physical e.g. hitting, kicking, Verbal e.g. threats or name-calling. theft. Emotional e.g. isolating a child Harassment e.g. using abusive or from the activities. insulting behaviour in a manner intended to cause alarm or distress.
Bullying can be difficult to identify because it often happens away from others and victims do not often tell. There can be signs which indicate a child is being bullied. These signs include:
Helping the child or young person:
Take bullying seriously. Ensure the child is safe.
Encourage all children to speak and share their concerns.
Reassure the victim that you can be trusted and will help, although you cannot promise to tell no one else.
Keep records of what is said i.e. what happened, by whom and when.
Report any concerns to the person in charge at the organisation where the bullying is occurring.
Action towards the bully:
Try to help the bully to understand the consequences of his / her behaviour and seek an apology from the bully.
Inform the bully's parents/guardians and impose sanctions as necessary.
Encourage and support the bully to change behaviour.
(Insert Name of Club) aims to ensure that all children in our care have fun in a safe and caring environment. It is the responsibility of the OOSC Staff to do everything possible to protect the children from all forms of bullying. If bullying does occur all children should be able to tell any staff member and know that incidents will be dealt with promptly and effectively.
All members of staff, children and parents should have an understanding of what bullying is.
All members of staff, children and parents should know what the club policy is on bullying and follow it when bullying occurs and is reported.
Bullying is taken seriously by the club and all children and parents will be fully supported if bullying is reported or observed.
All children and parents will be made aware of the club’s behaviour policy which includes bullying and will be required to accept it.
50 Bullying will not be tolerated by the club.
If (Insert Name of Club) receives a report of bullying:
The staff member should listen to the child who is being bullied and reassure them that they are safe and have done the right thing by telling someone.
If the bullying is not reported but a staff member observes that it is taking place, they should take the child aside and encourage them to open up about what’s been happening to them.
All reports of bullying should be treated seriously, the staff member should try to get as much detail as possible from the child about the other children who are suspected of bullying, when it occurs and how often it occurs.
Even if bullying is not happening in the club, the staff member still has a responsibility to try and help the child.
The staff member should explain to the child that in order to help them the Manager/Lead Practitioner has to be informed.
The Manager/Lead Practitioner should sit in with the staff member and the child and allow the child to recount the story freely. The staff should use open but not leading questions to try to get as much detail from the child as possible. The Manager/Lead Practitioner should keep a record of what the child has said.
In circumstances where the Manager/Lead Practitioner is named as the bully then the staff carer should contact the Management Committee/Proprietor immediately.
In circumstances where another member of staff is named then the Lead Practitioner should be as discreet as possible and contact the Management Committee/Proprietor immediately.
If the bullying is occurring outwith the club, for instance in school, then the Manager/Lead Practitioner should inform the child’s parents and suggest that they inform the relevant authorities.
Investigating reports of bullying in the club:
The Manager/Lead Practitioner should investigate all reports of bullying within the club. If the Manager/Lead Practitioner is the one being accused the Management Committee/Proprietor should conduct the investigation.
The Manager/Lead Practitioner should try to establish the facts surrounding the allegation. Both the victim and the child being accused should be treated equally and fairly and dealt with separately.
The Manager/Lead Practitioner should inform the child accused of bullying that a complaint has been made against them and give them the opportunity to respond.
51 Resolve the Bullying
If the allegation is found to be true, then the Manager/Lead Practitioner should try to establish why the child has been bullying and explain the hurt that it causes their victim.
The Manager/Lead Practitioner should remind the child of the club’s behaviour policy and explain that bullying will not be tolerated. The consequences if their behaviour continues should also be explained, for example time out, exclusion etc.
The Lead Practitioner should ask the child accused of bullying to make a genuine apology to their victim and
If possible, the Manager/Lead Practitioner should try to reconcile both parties.
When the parents of those involved come to collect the children the Manager/Lead Practitioner should ask to speak to them privately and explain what’s been happening and what has been done to try and resolve the situation.
The parents should be reminded of the club’s behaviour policy and asked that they help the club to enforce this.
The Manager/Lead Practitioner and other staff should monitor the situation to ensure that repeated bullying does not take place.
In serious cases or when bullying persists, the Manager/Lead Practitioner should inform the Management Committee/Proprietor who should try to resolve the situation.
Excluding the bully from the club should only be used as a last resort
To enable staff and children to have a happy club it is important to understand what is acceptable and what is unacceptable behaviour within the club. Clubs have a duty to promote positive behaviour and this should be used as the basis of your policy. This policy should also cross reference to the Anti Bullying, Promoting Positive Behaviour, Children and Parents Participation and the Health and Safety Policy.
Each club should involve the children in this policy, identifying what behaviour is acceptable and unacceptable in the club. This should then be followed by the discussion of procedures that will be implemented if behaviour is consistently unacceptable at club.
Policy agreed on: ______
Signed by: ______
Date: ______
52 CHILD PROTECTION POLICY
NOTE: Please refer to Angus Child Protection Committee’s “Protecting Children and Young People in Community Groups” publication to ensure you have all the relevant up to date information.
(Insert name of club) is committed to creating a safe environment for children and young people and adults. We recognise our moral and legal obligations to protect children and will ensure that members will take all reasonable steps to promote safe practice and to protect children from harm, abuse, and exploitation.
Our Policy is based on the following principles:
The welfare of children is always the paramount consideration.
All children have the right to be protected from abuse regardless of their age, culture, disability, gender, language, racial origin, socio-economic status, religious belief and/ or sexual identity.
Protecting children and young people is everybody’s responsibility.
All children have a right to express their views on matters affecting them and these views should be taken into account when making decisions in relation to children.
We will:
Treat everyone with respect.
Respect and promote the rights, wishes and feelings of children.
Provide time for children to talk to us and listen to what they say.
Encourage children to respect and care for others.
Keep a register of every child involved with the group, including relevant medical details, and have a contact name and number on record in case of emergencies.
Respect confidentiality and only share information/concerns with the people who need to know in order to protect the child, having regard to the provisions of the Data Protection Legislation.
Recruit, train and supervise those who work (paid and unpaid) using the Procedure for Safe Recruitment.
Take action to stop any inappropriate verbal or physical behaviour including bullying.
Take all concerns/allegations seriously and respond appropriately in line with these and Angus Council’s Child Protection Procedures. We will refer, not investigate, investigation being the responsibility of other professional agencies.
53 Encourage parents to become involved in the organisation and, when requested, provide them with copies of all guidelines and procedures.
Provide staff, volunteers and committee members with a code of conduct.
Review
This Policy will be monitored and reviewed on the following occasions:
When there is a change in legislation or guidance on the protection of children or changes within (name of organisation).
Following any issues or concerns raised about the protection of children in this organisation.
In all other circumstances, at least annually.
Sample Code of Conduct
You should: Always put the care, welfare and safety needs of a child as your paramount consideration.
Respect a child’s right to be involved in making choices and decisions which directly affect him/her.
Respect a child’s culture (e.g. faith and religious beliefs) and right to privacy.
Respond sensitively to children who seem anxious about participating in certain activities.
Speak to someone in charge immediately if you are worried about a child.
Be aware of and sensitive to the vulnerabilities of some children taking account of minority backgrounds.
Avoid being alone with children. Ensure that when working with children you are at least within sight and hearing of other adults.
Listen carefully to any child who ‘tells you’ they are being harmed and report immediately to the person in charge/Child Protection Officer.
Never dismiss what a child tells you as ‘lies’ or exaggeration.
Always set an example you would wish others to follow.
Always give constructive feedback and not negative criticism.
Always ensure that people who have relevant training and qualifications in that field administer first aid.
54 You should not:
Exaggerate or trivialise another member’s concern about a child or ignore allegations or suspicion of abuse.
Discuss personal issues about a child or their family with others except the Child Protection Officer where you are concerned about the child’s well-being.
Make derogatory remarks, gestures or use inappropriate language in front of children.
Allow a child to be bullied or harmed by anyone in the organisation.
Allow children to swear or use sexualised language unchallenged.
You must never: Hit, push or grab a child or young person.
Engage in sexually provocative games, including horseplay.
Allow others or yourself to engage in touching a child in a sexually provocative way.
Make sexually suggestive comments to a child, even in fun.
Engage in rough physical contact with a child unless it is permitted within the rules of the game, activity or conforms to guidance on appropriate physical restraint.
Form intimate physical or emotional relationships with children.
Harass or intimidate a child or worker/volunteer, particularly because of their age, race, gender, sexual orientation, religious belief, socio-economic class or disability.
Invite or allow children to stay with you at your home in the context of your role within the organisation.
The child or young person may:
Hesitate to come to the group or is reluctant to be with particular individuals.
Often be the last one picked for a team or gets picked on.
Have clothing or personal possessions go missing or damaged.
Have bruising or some other injury, become uncharacteristically nervous/ withdrawn or aggressive.
Policy agreed on: ______
Signed by: ______
Date: ______
55 CHILDREN AND PARENT’S PARTICIPATION POLICY
(Insert Name of Club) will work in partnership with parents to meet their needs by being accessible, encouraging their involvement, welcoming their views and ideas and sharing information.
We promises that all parents:
Will be well informed about clubs services and any changes or developments that may occur.
Will receive a membership pack with information on how to use the club and will be entitled to visit the club before registering their child.
Will be well informed by the staff about club policies and procedures; these will be available at all times in the club.
Will be well informed and encouraged to use the club’s Promoting Positive Behaviour policy.
Will be welcomed at the club at all times and given the opportunity to discuss the club’s work and their children.
Will be listened to and given the opportunity to express their views and concerns.
Will be asked their permission for their children to be involved in trips and outings or any special events.
Will be able to discuss their child’s achievements, experiences and progress at the club
(Insert name of Club) will keep its promise in the following ways:
An information pack will be sent out to parents when they enquire about the service and arrange a parent/child preview.
At the parent/child preview the Manager/Lead Practitioner will show the parents around the club and will inform them of the clubs main policies and procedures, as well as explaining how to use the club. The child will be able to use the club and join in the activities.
The Manager/Lead Practitioner will be responsible for creating a parent notice board which should display useful information about the club and the activities that the children have been involved in. The notice board should be updated regularly and parents should be made aware when there is new information on the board.
If complaints are made directly to staff, they should reassure parents that it will be dealt with and passed on to the Manager/Lead Practitioner. (add reference to the clubs complaints policy for further info).
56 The Manager/Lead Practitioner where possible will make time for parents to visit them at the club to discuss any concerns that they may have about their children or the club.
The team, where possible, will chat to parents at collections about what their child has done at the club that day.
Parents will be informed about any major changes or developments within the club and encouraged to express their views and opinions about the changes.
Parents will be encouraged to get involved in organising and participating in the club’s fund raising activities and will be invited to any special club meetings and events.
The club management will conduct an annual satisfaction survey to determine whether or not parent’s needs are being met.
Policy agreed on: ______
Signed by: ______
Date: ______
57 COMPLAINTS POLICY
Users of (Insert Name of Club) should be able to complain effectively and without fear of victimisation. To achieve this (Insert Name of Club) will:
Promote an environment of mutual respect, trust and open communication.
Treat everyone equally and fairly.
Provide opportunities for everyone to be consulted and to value the opinions expressed.
Produce a Complaints Procedure to support the club’s Aims and Objectives.
Train staff in the handling of complaints.
Promote the Complaints Procedure with users.
Record all complaints whether informally or formally made.
Provide a private area for users to discuss matters with staff.
Provide the Care Commission and Angus Council with information on the club’s response to complaints as and when requested to do so.
To ensure that any customer complaints are handled quickly, efficiently and courteously and solutions are implemented which satisfy both the customer and the club the following procedures will be adopted.
All staff should be fully trained in the procedures for handling customer complaints successfully.
The person who takes the initial customer complaint is responsible for documenting the complaint and providing a solution where possible.
The Manager/Lead Practitioner is responsible for ensuring that complaints are resolved effectively.
The Management Committee/proprietor is responsible for monitoring the customer complaints process and level of customer complaints.
A customer complaint should be handled positively and regarded as a challenge and an opportunity to improve the quality of service.
If a comment, suggestion, or complaint is received from a customer, either orally or in writing, and a swift and appropriate resolution cannot be achieved, a Customer Complaint Form must be completed. This can be done by any member of staff.
The Customer Complaint Form should include full details of the complaint (if appropriate to do so and taking into account the need for anonymity) and be passed
58 at the earliest opportunity to the Manager/Lead Practitioner who must enter the complaint in the Customer Complaint Log giving it a unique number.
The Manager/Lead Practitioner should then send a Complaint Acknowledgment Letter to the customer within 24 hours reassuring the customer that the complaint has been received and is being dealt with. If the Manager/Lead Practitioner needs more information they should contact the customer. Records of any correspondence should be attached to the Customer Complaint Form.
Customer complaints should be resolved within five working days. If this is not possible, then the customer should be updated with the progress on a regular basis.
If the customer complaint has identified a problem that cannot be rectified by the Manager/Lead Practitioner, then the Manager/Lead Practitioner should involve the Management Committee who will then agree the appropriate action.
Once appropriate, corrective action has been agreed and responsibilities assigned and documented on the Customer Complaint Form, the Manager/Lead Practitioner should co-ordinate and monitor the implementing of the action.
A copy of the form is held in the Customer Complaints file and the original is passed to the member of staff who is responsible for resolving the complaint.
Any customer complaints which have not been completed by the “action by” date should be investigated by the Manager/Lead Practitioner extending the “action by” date if necessary and advise the customer accordingly in writing.
Should there be a problem with deciding on a solution, the matter should be referred to the Management Committee/proprietor.
Once the solution has been implemented successfully, the member of staff responsible should sign the Customer Complaint Form and pass it back to the Manager/Lead Practitioner confirming that the action has been implemented.
The Manager/Lead Practitioner should notify the customer, in writing, that the problem has been resolved and what action was taken.
If the customer is still unhappy and feels that the complaint has not been handled effectively, or if they feel their complaint is of such a serious nature and should be reported to:
The Scottish Commission for the Regulation of Care Compass House 11 Riverside House DUNDEE DD1 1NY Tel: 01382 207100 Fax: 01382 207288
Customer complaints should be reviewed annually to identify any trends.
59
Policy agreed on: ______
Signed by: ______
Date: ______
60 CONFIDENTIALITY POLICY
This policy exists to protect children, parents, carers, families and staff and to ensure that everyone using the club is absolutely clear about issues of confidentiality and what the club’s procedures and routines are in respect of this matter.
Underpinning the policy is the club’s recognition that the safety and well being of children and families is of paramount importance.
Working with Children and Families
The club recognises that its work with children and families sometime involve staff and committee members dealing with confidential information. Information, oral or written, provided by parents or carers is treated confidentially.
Parents or carers are informed of records being kept on their child.
Parents or carers have access to their child’s records only.
Children’s records are stored securely in a locked cabinet.
Children’s personal details cannot be passed on to another person or people without the parent’s or carer’s prior knowledge and consent.
Committee members/proprietors, staff and adult helpers do not talk publicly about matters relating to the children and their families.
Staff do not discuss children, other than for group management purposes, with any other person(s) without the parent’s or carer’s knowledge and consent.
Any evidence relating to the child’s personal safety is kept in a separate secure confidential file.
Contents of the file are open only to the chairperson/proprietor and identified staff member.
Parents or carers will have access to records relating to their own child.
Employer/Employee Relationship
All issues regarding the employment and management of staff is confidential to the people directly involved, i.e. the staff member and those involved with making personnel decisions (usually the office bearer/proprietor).
The group recognises that holding certain information could amount to an intrusion into an employee’s privacy and takes care that an individual’s personal record contains only relevant information and that it is safeguarded effectively.
Individual records are kept for each staff member in confidential personnel files.
Staff have access to their own record.
61 Files are kept securely by the person specified by the group’s management committee/proprietor (the group must specify clearly in writing the person/s identified as having access to information and secure files. These names will need to be reviewed, annually at least, and any changes recorded appropriately).
Only the office bearers/proprietors have access to the information contained in an individual’s file.
Staff’s personal details cannot be passed to another person without their prior knowledge and consent.
The office bearers and other committee members do not talk publicly about:
An individuals work performance Terms and conditions of employment for individual members of staff Disciplinary or grievance matters brought to their attention
Staff do not talk publicly about:
The work performance of their colleagues Disciplinary or grievance matters in which they are directly involved.
Any breach of the procedures and routines specified in this policy document will be investigated, and may result in disciplinary action being taken if a staff member is involved. If a committee member is involved, a complaint will be made against him or her.
In collecting, holding and processing personal data the group complies with current Data Protection rules and guidance.
Policy agreed on: ______
Signed by: ______
Date: ______
62 INFECTION CONTROL POLICY
The club will prevent the spread of infections by ensuring: routine immunisation of appropriate staff, high standards of personal hygiene and practice, particularly hand washing, and maintaining a clean environment.
The club will act on the following guidance for periods of exclusion and for good hygiene practices
Diarrhoea and Recommended period to Comments vomiting illness be kept away from school, nursery, or child care
Diarrhoea and/or 48 hours form last episode Exclusion from swimming should be for vomiting of diarrhoea or vomiting (48 two weeks following last episode of hour rule applies). diarrhoea. E.coli 0157 Exclusion is important for Exclusion applies to young children VTEC some children. Always and those who may find hygiene consult with HPU. practices difficult to adhere to. Local HPU will advise. Exclusion from swimming should be for two weeks following last episode of diarrhoea. Typhoid* (and Exclusion is important for Exclusion applies to young children paratyphoid some children. Always and those who may find hygiene (enteric fever) consult with HPU. practices difficult to adhere to. Local HPU will advise. Exclusion from swimming should be for two weeks following last episode of diarrhoea. Shigella Exclusion may be Exclusion (if required) applies to young (dysentery) necessary. children and those who may find hygiene practices difficult to adhere to. Local HPU will advise. Exclusion from swimming should be for two weeks following last episode of diarrhoea. Respiratory Infections
‘Flu’ (influenza) Until recovered. See: Vulnerable Children Tuberculosis* Always consult with HPU. Not usually spread from children. Requires quite prolonged, close contact for spread. Whooping Five days form commencing Preventable by vaccination. After cough* antibiotic treatment or 21 treatment non-infectious coughing may (Pertussis) days from onset of illness if continue for many weeks. HPU will no antibiotic treatment. organise any contact tracing necessary.
63 Rashes/Skin Recommended period to Comments be kept away from school, nursery, or child care
Athletes foot None. Athletes foot is not a serious condition. Treatment is recommended. Chicken Pox Five days from onset of See: Vulnerable children and female rash. staff – pregnancy Cold sores, None. Avoid kissing and contact with the (herpes simplex) sores. Cold sores are generally a mild self-limiting disease. German Five days from onset of Preventable by immunisation (MMR x measles rash. two doses). See: female staff – (rubella)* pregnancy Hand, foot & None. Contact HPU if a large number of mouth children are affected. Exclusion may be considered in some circumstances. Impetigo Until lesions are crusted or Antibiotic treatment by mouth may healed. speed healing and reduce infectious period. Measles* Five days from onset of Preventable by vaccination (MMR x rash. two). See: Vulnerable children and female staff – pregnancy. Molluscum None. A self limiting condition. contagiosum Ringworm Until treatment commenced. Treatment is important and is available from pharmacist. N.B. for ringworm of scalp treatment by GP is required. Also check and treat symptomatic pets. Scabies Child can return after first Two treatments one week apart for treatment. cases. Contacts should have one treatment; include the entire households and any other very close contacts. If further information is required contact your local HPU. Scarlet fever* Five days after commencing Antibiotic treatment recommended for antibiotics. the affected child. Slapped None. See: Vulnerable children and female cheek/fifth staff – pregnancy. disease. Parvovirus B19
64 Other Recommended period to Comments Infections be kept away from school, nursery, or child care
Shingles Exclude only if rash is Can cause chickenpox in those who weeping and cannot be are not immune i.e. have not had covered. chicken pox. It is spread by very close contact and touch. If further information is required contact your local HPU. See Vulnerable children and female staff – pregnancy. Warts and None. Verrucae should be covered in Verrucae swimming pools, gymnasiums and changing rooms. Diphtheria* Exclusion is important. Preventable by vaccination. HPU will Always consult with HPU. organise any contact tracing necessary. Glandular Fever None. About 50% of children get the disease before they are five and many adults also acquire the disease without being aware. Head Lice None. Treatment is recommended only in cases where live lice have definitely been seen. Close contacts should be checked and treated if live lice are found. Regular detection (combing) should be carried out by parents. Hepatitis A* Exclusion may be Good personal and environmental necessary. Always consult hygiene will minimise any possible with HPU. danger of spread of hepatitis A. See: Cleaning up body fluids spills and PPE information below. Hepatitis B* & C* None. Hepatitis B and C are not infectious through casual contact. Good hygiene will minimise any possible danger of spread of both hepatitis B and C. See: Cleaning up body fluid spills and PPE information below. HIV/AIDS None. HIV is not infectious through casual contact. There have been no recorded cases of spread within a school or nursery. Good hygiene will minimise any possible danger of spread of HIV. See: Cleaning up body fluid spills and PPE information below.
65
Other Recommended period to Comments Infections be kept away from school, nursery, or child care
Meningococcal Until recovered Meningitis C is preventable by meningitis*/septi vaccination. There is no reason to caemia* exclude siblings and other close contacts of a case. The HPU will give advice on any action needed and identify contacts requiring antibiotics. Meningitis* due Until recovered Hib meningitis and pneumococcal to other bacteria meningitis are preventable by vaccination. There is no reason to exclude siblings and other close contact of a case. Always contact the HPU who will give advice on any action needed and identify contacts requiring antibiotics. Meningitis viral* None. Milder illness. There is no reason to exclude siblings and other close contacts of a case. Contact trading is required. MRSA None. Good hygiene, in particular hand washing and environmental cleaning, are important to minimise any danger of spread. If further information is required contact your local HPU. Mumps* Five days form onset of Preventable by vaccination (MMR x swollen glands. two doses). Threadworms None. Treatment is recommended for the child and household contacts. Tonsillitis None. There are many causes, but most cases are due to viruses and do not need an antibiotic.
* denotes a notifiable disease. It is statutory requirement that doctors report a notifiable disease to the proper officer of the Local Authority. In addition organisations may be required via locally agreed arrangements to inform their local HPU. Regulating bodies (e.g. Care Commission) may wish to be informed – please refer to local policy.
Outbreaks: If a school, nursery or child carer suspects an out break of infectious disease inform their Health Protection Unit. (HPU). Advice can also be sought form the school health service.
66 Good Hygiene Practice: Guidance
For more advice contact your local Health Protection Unit.
Handwashing is one of the most important ways of controlling the spread of infections, especially those that cause diarrhoea and vomiting and respiratory disease. The recommended method is the use of liquid soap, water and paper towels. Always wash hands after using the toilet, before eating or handling food, and after handling animals. Cover all cuts and abrasions with water proof dressings.
Coughing and Sneezing easily spread infections. Children and adults should be encouraged to cover their mouth and nose with a tissue. Wash your hands after using or disposing of a tissue. Spitting should be discouraged.
Cleaning of the environment, including toys and equipment should be frequent, thorough, and follow national guidance e.g. use colour coded equipment, COSHH, correct decontamination of cleaning equipment. Monitor cleaning contracts and ensure cleaners are appropriately trained with access to Personal Protective Equipment PPE (see below).
Cleaning of blood and body fluid spillages – All spillages of blood, faeces, saliva, vomit, nasal, and eye discharges should be cleaned up immediately (always wear PPE). When spillages occur, clean using a product which combines both a detergent and a disinfectant. Use as per manufacturers instructions and ensure it is effective against bacteria and viruses, and suitable for use on the affected surface. NEVER USE mops for cleaning up blood and body fluid spillages use disposable paper towels and discard clinical waste as described below. A spillage kit should be available for blood spills.
Personal Protective Clothing (PPE) - disposable non powdered vinyl or latex free CE marked gloves and disposable plastic aprons must be worn where there is a risk of splashing or contamination with blood/body fluids. (E.g. nappy or pad changing) Goggles should also be available for use if there is a risk of splashing to the face. Correct PPE should be used when handling cleaning chemicals.
Laundry – when handling soiled linen always wear PPE. Soiled children’s clothing should be bagged to go home, never rinse by hand.
Clinical Waste always segregate domestic and clinical waste in accordance with local policy. Used nappies/pads, gloves, aprons and soiled dressings should be stored in correct clinical waste bags in foot operated bins.
Sharp Injuries and Bites
If skin is broken make wound bleed/wash thoroughly using soap and water. Contact GP or occupational health or go to Accident and Emergency immediately. Ensure local policy is in place for staff to follow. Contact HPU for advice if unsure.
Animals
Animals may carry infections, so wash hands after handling animals. Health and Safety Executive (HSE) guidelines for protecting the health and safety of children should be followed.
67 Animals in Clubs (permanently or visiting). Ensure animals living quarters are kept clean and away from food areas. Waste should be disposed of regularly, and litter boxes not accessible to children. Children should not play with animals unsupervised. Veterinary advice should be sought on animal welfare and animal health issues and the suitability of the animal as a pet. Reptiles are not suitable as pets in schools, nurseries and child care areas as all species carry salmonella.
Visit to farms. Ensure the farm is well managed, with grounds and public areas as clean as possible and animals prohibited from outdoor picnic areas. Check handwashing facilities are adequate and accessible with running water, liquid soap and disposable towels. (If necessary discuss with local Environmental Health Department or HSE). Ensure children wash and dry hands thoroughly after contact with animals, animal faeces, before eating or drinking, after going to the toilet and before departure. Ensure children understand not to eat or drink ANYTHING while touring the farm, not to put fingers in mouths, eat anything which may have fallen on the ground, or any animal food. Children should only eat in the places they are told to, and after washing hands well. Use waterproof plasters to protect any cuts or grazes not covered by clothes.
VULNERABLE CHILDREN
Some medical conditions make children vulnerable to infections that would rarely be serious in most children, these include: those being treated for leukaemia or other cancers, on high doses of steroids by mouth and with conditions which seriously reduce immunity. Child carers will normally have been made aware of such children. They are particularly vulnerable to chicken-pox or measles and if exposed to either of these the parent/carer should be informed promptly and further medical advice sought. It may be advisable for these children to have additional immunisations e.g. pneumococcal and influenza. NB. Shingles is caused by the same virus as chickenpox virus therefore anyone who has not had chickenpox is potentially vulnerable to the infection if they have close contact with a case of shingles.
FEMALE STAFF – PREGNANCY
In general, if a pregnant woman develops a rash or is in direct contact with someone with a potentially infectious rash this should be investigated by a doctor. The greatest risk to pregnant women from such infections comes from their own child/children rather than the workplace.
Chickenpox can affect the pregnancy if a woman has not already had the infection. If exposed early in pregnancy (first 20 weeks) or very late (last three weeks), the GP and ante-natal carer should be informed promptly and a blood test should be done to check immunity. NB: Shingles is caused by the same virus as chickenpox virus therefore anyone who had not had chicken pox is potentially vulnerable to the infection if they have close contact with a case of shingles.
German measles (Rubella). If a pregnant woman comes into contact with German Measles she should inform her GP and ante-natal carer immediately to ensure investigation. The infection may affect the developing baby if the woman is not immune and is exposed in early pregnancy. All female staff under the age of 25 years, working with young children should have evidence of two doses of MMR vaccine.
68 Slapped cheek disease (Parvovirus B19) can occasionally affect an unborn child. If exposed early in pregnancy (before 20 weeks) inform whoever is giving ante-natal care as this must be investigated promptly.
Measles during pregnancy can result in early delivery or even loss of the baby. If a pregnant woman is exposed immediately inform whoever is giving ante-natal care to ensure investigation. All female staff under the age of 25 years, working with young children should have evidence of two doses of MMR vaccine.
IMMUNISATIONS
For the most up to date immunisation advice check on www.immunisation.nhs.uk
Prevent the spread of infections by ensuring: routine immunisation of appropriate staff, high standards of personal hygiene and practice, particularly hand washing and maintaining a clean environment.
Policy agreed on: ______
Signed by: ______
Date: ______
69 It is the Management Committee/Proprietors responsibility to ensure that the club complies with the Data Protection Act. This is the case whether or not the club is registered with the data protection agency.
The proprietor/management committee/manager/lead practitioner should establish whether the club is required to register. To find out if the club is exempt complete the self assessment guide on the Data Protection web site or contact the information line on tel. 01625 545745.
To register with the Commission the Management Committee/Practitioner/Lead Practitioner should complete the Notification Form giving details of the type of personal information which is likely to be stored
There are two ways to register:
The internet; the notification form can be completed on line by selecting the out of school template, complete the form, print it and return it to the commission; Call the notification help line on tel. 01625 545740.
The completed form should be returned with a fee. The notification period lasts one year after which a continuation fee is required to be paid.
DATA PROTECTION POLICY
(Insert Name of Club) will ensure that the stores or proces personal information e.g. customer/children membership details, will comply with the 1998 Data Protection Act.
There are eight data protection principles that the Proprietor/Management Committee/Lead Practitioner must enforce. These state that the information must be;
fairly and lawfully processed; processed for limited purposes; adequate, relevant and not excessive; accurate; not kept longer than necessary; processed in accordance with the rights of the individual whose information is being held; Held securely not transferred without adequate data protection. Adequate that is, in relation to the sensitivity of the particular data.
Policy agreed on: ______
Signed by: ______
Date: ______
70 SAMPLE FEE COLLECTION AND PAYMENT: GUIDANCE FOR PARENTS
(Not all of these recommendations are applicable to every OOSC service)
Confidentiality and Consistency
When collecting fees (Insert Name of Club) will at all times treat all users of the service with consistency and confidentiality.
Fees needed to develop and sustain the service
All fees paid for the use of the service are used to pay for staff wages and to develop and sustain the service.
Fee structure/review date
Fees will be reviewed annually and there will be an annual increase in fees with effect from DD:MM each year (Note: For committee managed groups this will be at your AGM).
Fees for this year from DD:MM:YY to DD:MM:YY will be as follows:
After School Care: £ Holiday Care Full Day: £ Holiday Care AM: £ Holiday Care PM: £
Payment dates/method
Fees will be paid (weekly/monthly) (in arrears/in advance) (cheque/cash/standing order) to (if you so wish name the person within the organisation whom fees should be paid to).
Non Attendance/Cancellation
Payment for the service must be paid at all times including whilst off sick (if you have a policy of retainer fee or non payment situations please highlight this within this policy guidance note).
Financial Support; Tax Credits
Parents/carers can receive help towards the cost of childcare up to a maximum of 80%. Further information can be obtained from www.hmrc.gov.uk, http://taxcredits.direct.gov.uk or by calling the helpline on 0845 300 3900.
College/University Payments
AS A CLUB YOU WILL NEED TO CHECK WITH YOUR LOCAL COLLEGES AND UNIVERSITIES AS TO HOW THIS PROCESS IS CARRIED OUT AND INSERT THE INFORMATION. When using the service out with college/university term payment must be made by the parent/guardian.
71
Late Payment Fee
If fees are not paid at the agreed time there will be a maximum of three letters requesting payment outlining the amount of payment overdue with the ultimate withdrawal of the service. An admin fee of £ amount will be added to the fees owed for each letter sent.
Returned Cheque Fee
There will be a fee of £amount for all returned cheques.
Receipt for Payment
When payment is made by cheque or cash a receipt will be issued. A receipt will be given for each payment and a copy kept by the club.
Bank statements are the receipts for standing orders payments.
Recovery of Debt
If outstanding fees are not paid following the three reminder letters, (Insert name of Club) will pass the recovery of the debt to a debt collection agency or the small claims court.
Signed by: ______
Date: ______
72 DEBT CONTROL POLICY for (Insert Name of Club)
The club will ensure that childcare fees are paid on time and any non-payment or underpayments are monitored and controlled.
The Manager/Lead Practitioner is responsible for ensuring that customers pay their fees on time.
The Proprietor/Management Committee is responsible for managing debt.
The policy will be adhered to by:
Parents will be provided with a note of guidance about fee collection and payment
The Manager/Lead Practitioner collecting the fees during the course of the week.
If a customer has fallen behind with their fees, the team should diplomatically remind them of the payment conditions
At the end of each week, the Manager/Lead Practitioner should transfer all outstanding customer fees to the following Weekly Payment Register. This should be done when reconciling cash at the end of each week.
The debt should be reviewed weekly by the Proprietor/Management Committee to identify patterns of non-payment, and the appropriate letters sent out.
If a customer defaults twice within four weeks then the Debt Recovery Letter 1 should be sent to them.
If a customer has a third default in the next consecutive month then the Debt Recovery Letter 2 should be sent.
If a customer defaults for a fourth time within a two month period then a Debt Recovery Letter 3 should be sent.
Staff should not alienate customers who do not pay. There may be extenuating circumstances and every action should be taken to support customers who may be experiencing financial difficulties.
Policy agreed on: ______
Signed by: ______
Date: ______
73 Debt Recovery Letter 1
Name Address
Date
Dear
Reference:
We have noticed from our records that you have childcare fees of £amount outstanding for the period 00/00/00 to 00/00/00. As busy working parents we appreciate how difficult it can be to remember these things and therefore have enclosed a SAE for your convenience.
In the meantime, thank you for your valued custom. We look forward to seeing you soon.
Yours sincerely
(Insert Name of Appropriate Individual) For and on behalf of (Insert Name of Club)
N.B If you have already made this payment please ignore this letter.
Enc: S.A.E.
74 Debt Recovery Letter 2
Name Address
Date
Dear
Reference:
We have noticed from our records that your payment of childcare fees is not in accordance with the terms and conditions as detailed in our recent correspondence. Unfortunately this compromises our commitment to offering a safe, reliable and quality service for all our parents and children.
In order to maintain the club, we require you to make full payment of fees. Please forward your payment for the outstanding balance of £amount, by seven days from the date of this letter in the SAE provided. Should you be unable to meet these requirements we would have no alternative but to review your membership at our club.
Please call (named Management Committee member or Lead Practitioner) within five days should you require to discuss this matter further.
N.B Please ignore this letter if you have already made this payment.
Enc: S.A.E.
75 Debt Recovery Letter 3
Name Address
Date
Dear
Reference:
We have noticed from our records that you have childcare fees of £amount outstanding for the period 00/00/00 to 00/00/00.
In order to maintain a quality service it is crucial that our customers recognise the importance of their payment commitments to us and, to this end; we have enclosed a copy of our Terms & Conditions which covers our payment guidelines.
If you are experiencing any difficulties with our payment procedure please contact us as soon as possible, where we will be delighted to discuss this matter with you.
We would be grateful if you could forward payment for the outstanding balance of £amount by seven days from the date of this letter in the SAE provided.
In the meantime thank you for your valued custom. We look forward to seeing you in the near future.
Yours sincerely
(Insert Name of Appropriate Individual) For and on behalf of (Insert Name of Club)
N.B Please ignore this letter if you have already made this payment.
Enc: S.A.E.
76 EQUAL OPPORTUNITIES POLICY for (INSERT NAME OF CLUB)
(Insert Name of Club) is committed to equal opportunities. Our policy is to meet the needs of our customers, staff and the general community and enhance their awareness and understanding of others.
(Insert Name of Club) believes in the dignity, privacy, choice, safety, potential, equality and diversity of its users. We will actively promote these principles by:
Having Policies and Procedures and promotional material that reflect these principles in practice.
Treating everyone with dignity and respect, valuing different ethnic backgrounds, language, culture and faiths.
Treating everyone equally and fairly and establishing an environment that is free from bullying, harassment and discrimination.
Consulting with users and valuing the opinions expressed.
Train staff in recognising harm, abuse, neglect, bullying and discrimination and in challenging such behaviour.
Undertaking ethnic monitoring of admissions, waiting list, and recruitment.
Adhering to all relevant legislation.
Policy agreed on: ______
Signed by: ______
Date: ______
77 HEALTH AND SAFETY POLICY for (Insert Name of Club)
(Insert Name of Club) views the health and safety of its users as of paramount importance. To this end we will strive to ensure that:
The club provides a safe environment, suitable for the club’s purpose, in line with all relevant legislation.
The premises are hygienic, in a good state of decoration and repair and are smoke- free.
The staff: child ratios and the space standards set out in the National Care Standards are met and have been taken account of.
Furniture, equipment and toys are clean and well maintained.
Staff implement appropriate measures to control the spread of infection (see infection control policy).
Regular risk assessment of the club’s premises, equipment and activities are carried out. These can be viewed on request.
The club’s management are aware of their responsibilities under relevant Health and Safety legislation.
All required Reporting Procedures are in place.
The club has a Child Protection Policy and an Accidents and Incidents Policy.
The club has clear guidelines on the storage and administration of medication.
All food is properly prepared by trained staff and provides a well-balanced and healthy diet.
Children and young people will learn about healthy lifestyles and relationships, hygiene, diet and personal safety.
Children and young people will enjoy safety but will not be overprotected.
Children and young people will have regular access to fresh air and energetic physical play.
Staff are trained in emergency procedures.
In order to achieve high standards and continually improve health and safety performance, (Insert name of club) are committed to implementing the necessary health and safety procedures.
78 (Insert name of Club) recognises:
That a responsible approach to health and safety, based on systematic risk assessment procedures, can minimise injury and ill health to staff and children.
The connection between quality and health and safety.
That effective health and safety management can contribute to club performance by preserving and developing human and physical resources, by reducing costs and liabilities, and is a means of expressing management responsibility.
That, in order to continually improve our standards, we must constantly monitor and review our policies, procedures and performance.
(Insert name of Club) are committed to:
Developing the appropriate club structure and culture, which supports the concept of risk management and the club endeavours to secure active participation from our team.
Adequately resourcing and planning the implementation of this policy.
Developing, in all our staff, an understanding of health and safety through training and implementation of our childcare legal requirements.
Constantly monitoring and reviewing our policies and procedures to ensure that we experience continual improvement in our standards of performance.
Supervision
Children will be supervised at all times and staff will pay attention to what is happening around them. Play Workers will take care not to turn their backs on children or to become too involved in specific activities, which would detract from good supervision.
Children are not permitted to leave the main activity area without an adult, particularly when playing outdoors.
Child Protection
All staff will receive training in Child Protection and Positive Behaviour Management. There are documented procedures to be followed for dealing with suspected cases of child abuse and all staff are to be made aware of these procedures during their induction training.
Incidents and Accidents
There are documented procedures in place for dealing with incidents and accidents within the club. The club has an Incident/Accident Book and all incidents and accidents are to be recorded here.
79 Emergency Procedure
There is a documented procedure for emergencies and this is to be displayed on the club notice board. Where there are club users who have English as their second language, the emergency procedures will also be displayed in their language. All staff are trained in the emergency procedure and fire drills are carried out at least once per term.
Illness
In accordance with registration procedures, children will not be admitted to the club if they are showing signs of sickness or any ailment, which could be contagious. (See infection control policy).
If a child becomes unwell during the course of a session, staff should ensure that the child is treated promptly and appropriately and the risk to any of the other children is minimised.
Administration of Medicines
There is a procedure in place which ensures that any medication to be administered to a child has been authorised by the parent/carer that a named member of staff has been trained to administer it and records are kept of any medicines administered.
This procedure is to be strictly adhered to.
Risk Assessment of Activities
All activities, which take place within the club and during trips and outings, will be assessed and planned to minimise or eliminate any associated risks.
Outings
Consent must be given by parents/guardians for their child to attend.
Maintenance and Storage of Equipment and Materials
A wide variety of play equipment will be available to the children and will be selected by ensuring approved quality suppliers comply with British Safety Standards. Play equipment will be regularly checked and maintained. Equipment or materials, which pose a health or safety risk are only used under supervision and are stored separately and securely after use.
The Premises
The club premises, including outside play areas, will be kept safe and clean at all times. Staff carry out Health and Safety Audits and any problems are noted and reported to the Manager/Lead Practitioner for action. At the end of each session, staff should ensure that the premises are left safe, clean and tidy.
Safety and Security
Security and safety within the club are a priority. A secure entry system is in operation and only authorised persons will be admitted onto the premises. Visitors, other than the
80 named persons collecting children, must pre-arrange their visits and carry identification. Visitors are signed in and out on the daily register and are not left unattended where children are present.
Parents/Carers will be asked to complete the children’s register with the date the child was picked up from the club and signature of the named person authorised to collect the child.
Policy agreed on: ______
Signed by: ______
Date: ______
81 MISSING/ADDITIONAL CHILD POLICY FOR (INSERT NAME OF CLUB)
Missing Child
If a child is booked to come to the club but is not present, the following procedure would be undertaken:
The Manager/Practitioner would go to the appropriate classroom/contact the appropriate school to clarify if that child attended school on that day. If the child did not attend school but no cancellation had been made, contact should be made with the parent to make sure the child should not be attending the club. In the case of a missing child who appears on the transport schedule the same process will apply.
Should we be advised that the child did attend the school that day but is missing from club the Manager/Practitioner will go to the home address. If no contact can be made with the parent/emergency person to make sure the child had not gone home in error. If the child is found on the way, or at home, we would take the child back to the club and advise the parent/emergency person where the child is.
The last step would be to alert the local police that we have a missing child and to keep trying to contact the parent/emergency nominated person. We would take advice from the local police on any additional steps we should take.
Additional Child Policy
Should children appear at the club but not appear on our register, we would hold the child at club and contact the parent to assess if they have forgotten to book the child into club. If the parent advises that the child was not supposed to be at the club we would ask the parent to collect or nominate someone to collect the child. The child would not be allowed to go home on his/her own from the club.
If the parent advises that they had forgotten to book the child in but had made the child aware that they are attending club, the child will be booked in and staff will speak with the parent when they called to collect the child.
Policy agreed on: ______
Signed by: ______
Date: ______
82 (Name of Club)’s PARTICIPATION POLICY
(Name of Club) supports the view that children and young people should be treated with dignity and respect at all times and that they should be enabled to realise their potential. We will achieve this by:
Providing opportunities for children and young people to express their views, exercise choice and, where possible, influence the activities of the club.
Actively consulting children and young people and valuing their views.
Enabling children and young people to make informed choices.
Treating everyone equally and fairly.
Providing opportunities to be involved in the evaluation of the club’s activities.
Policy agreed on: ______
Signed by: ______
Date: ______
83 PROMOTING POSITIVE BEHAVIOUR AT (Insert Name of Club)
(Insert Name of Club) aims to promote positive behaviour by treating everyone connected with the club with dignity, respect, equality and fairness at all times; by creating a safe and secure environment free from bullying, harassment and discrimination; by ensuring that users are free from exploitation and abuse.
We will achieve this by:
Valuing each child and young person as an individual.
Ensuring that staff interaction with children and young people builds confidence, encourages the learning of new skills and values the contributions of children and young people.
Working with parents to promote positive behaviour and deal with difficult behaviour.
Encouraging the participation of children and young people in the life and work of the club.
Ensuring that staff are trained in recognising harm, abuse, neglect, bullying and discrimination and that they actively challenge and respond to such behaviour.
Encouraging children and young people to take responsibility for their own behaviour.
Having a Child Protection Policy.
Having a Code of Behaviour that is consistently applied.
Policy agreed on: ______
Signed by: ______
Date: ______
84 (Insert Name of Club) STAFF RECRUITMENT AND VETTING POLICY
Users of (Insert Name of Club) can be confident that the club recruits staff and volunteers through a process that takes account of equal opportunities and safe recruitment practices. This will include:
All applicants for staff and volunteer positions will be treated equally and fairly and valued for their ethnic background, language, culture and faith.
Ethnic monitoring of applications.
All staff being assessed as a “fit person” by the Management Committee/ Proprietor.
All staff will have followed a thorough selection process including, application, interview, two written references and an Enhanced Disclosure Check through Disclosure Scotland or the register of the Scottish Social Services Council.
All staff and volunteers will be subject to an enhanced criminal records check from Disclosure Scotland, checks with previous employers, the taking up of references and cross-referencing with the register of the Scottish Social Services council or other professional organisations.
Staff and volunteers will be selected on the basis a range of qualifications, skills and experience relevant to the club’s Aims and Objectives.
All posts are subject to (insert number of months) probationary period.
All staff will register with the SSSC, and work towards required qualifications.
Policy agreed on: ______
Signed by: ______
Date: ______
85 SUN AWARENESS POLICY of (insert name of club)
This club recognises that young children need special care when they are in the sun. Whilst playing outdoors, children are not aware of how sun can damage their skin, therefore it is important that takes precautions for them.
It is important that children, especially young children, are given the protection they deserve.
Aims
To protect children while they are in our care. To help parents understand the need to protect their children To work in partnership with parents to protect their children To help children understand the importance of keeping themselves safe in the sun.
How aims are to be achieved:
Staff will educate themselves about the risk of sunburn.
Staff will provide protective care when children are to be in the sun, especially over the summer months and whilst on outings.
During the hottest part of the day, between 11am and 3pm, the staff will take particular care when the children are outside. During this period the staff will encourage the children to:-
Wear hats Wear clothing that covers the shoulders and arms Only be outside for short periods of time Wear appropriate sun screen Drink plenty of fluids
Shaded areas in playgrounds will be used
Parents will be informed about the (Insert Name of Club) policy and encouraged to keep their children safe in the sun. This will be done through:-
Sunscreen consent forms to be filled in for all children with an explanation of the need for sun screen being included Informal information from staff Parents being encouraged to bring appropriate clothing/eye protection and head wear.
Staff will explain the need to keep safe in the sun to the children at the beginning of the sunny weather.
The staff will encourage the children to remember the importance of keeping safe throughout the summer.
Safe sun posters will be displayed.
86
Information leaflets will be handed to parents
Policy agreed on: ______
Signed by: ______
Date: ______
87 POLICY FOR TRANSPORTATION OF CHILDREN at (Insert Name of Club)
(Insert Name of Club) will ensure that when transporting children all legal requirements and health and safety aspects are considered.
It is the Manager/Lead Practitioner’s responsibility to ensure that all vehicles and drivers used when transporting children comply with current regulations.
It is the Manager/Lead Practitioners responsibility to ensure that trips or journeys involving transport are carefully planned.
This will be adhered to by the following being undertaken:
The provision of transport services e.g. taxis or minibuses will only be undertaken by recognised companies and these companies will have been assessed.
All vehicles must comply with legal and insurance requirements.
The vehicles should not carry more than the legally allowed number of passengers or weight.
The Manager/Lead Practitioner should always check that the vehicle is in good working order before a journey is started.
All vehicles must be fitted with driver and passenger seatbelts and the Manager/Lead Practitioner must ensure that both children and adults use these. Vehicles that do not have seatbelts will not be used
In the event of workers using their own vehicle they must comply with the above regulations.
Policy agreed on: ______
Signed by: ______
Date: ______
88 WHISTLE-BLOWING POLICY for (Insert Name of Club)
(Insert Name of Club) will not accept or condone any behaviour by staff, volunteers or other adults associated with the club that is contrary to the club’s Aims and Objectives, Policies and Procedures. We will actively encourage and support the reporting of such behaviour. We will do this by:
Promoting an environment of mutual respect, trust and open communications
Promoting an environment that is free from bullying, harassment and discrimination
Treating everyone equally and fairly, with dignity and respect and by valuing individual differences
Ensuing that the quality of the work of each staff member/volunteer is effectively monitored as well as the work of the club as a whole
Ensuring that procedures are in place for reporting unacceptable behaviour/practices
Actively supporting staff/volunteers who “blow the whistle” both during the investigation and after, in line with the relevant legislation
The following types of concerns can be reported through the “whistle-blowing” policy:
A criminal offence
The breach of a legal obligation
A miscarriage of justice
A danger to the health and safety of any individual
Malpractice
Fraud
Improper conduct or unethical behaviour
Attempts to suppress or conceal any information relating to any of the above.
Who can raise a concern?
Any member of staff who has a reasonable belief that there is serious malpractice relating to any of the issues mentioned above
Concerns raised must be done so without malice and in good faith, you must reasonably believe that any information disclosed and any allegations made are true. You will not be expected to prove beyond doubt that the allegations are true but you will need to demonstrate that there are reasonable grounds for your concern.
89 If you make an allegation in good faith but it is not confirmed by any subsequent investigation then no action will be taken against you
If you make an allegation frivolously, maliciously or for personal gain, then appropriate disciplinary or legal action may be taken against you
All concerns raised will be treated in confidence and every effort will be made not to reveal the identity of the person who raised the concern. However at the appropriate time the individual who made the allegation may need to come forward as a witness
Any individual who raises a concern in good faith will be protected from any possible reprisals or victimisation. Where this occurs the individual should report it using the club grievance procedure.
How to raise a concern
Any concerns should be reported to the Manager/Lead Practitioner. If the allegations involve the Manager/Lead Practitioner then the concern should be raised with another relevant member of the management team or the proprietor.
Concerns should be raised orally or in writing, in both instances you will be required to state:
The background and history of the concern The reason you are concerned about the situation The extent to which you have personally witnessed or experienced the problem
The Manager/Lead Practitioner will decide whether the allegation falls within the scope of existing club procedures and will therefore be considered with those procedures in mind.
The Manager/Lead Practitioner will consider the information that has been disclosed and decide whether there is a case to answer. The Manager/Lead Practitioner will decide whether or not an investigation will be conducted into the allegation. At this point the Lead Practitioner should advise the Management Committee/Proprietor of the club. If the Manager/Lead Practitioner decides not to proceed with an investigation then the decision will be fully explained to the person who made the allegation.
The Management Committee/Proprietor along with the Manager/Lead Practitioner will decide whether to conduct the investigation themselves internally or involve an external body based on the nature of the allegation. If an investigation is to be conducted then the Manager/Lead Practitioner will inform the individual who raised the concern and they may be required to give further information
The Management Committee/Proprietor will inform the person or persons against whom the allegation has been made of the investigation and the evidence supporting it. They will be given the opportunity to respond
The Management Committee/Proprietor will decide whether the result of any investigation requires the involvement of an external body such as the police and the appropriate if any disciplinary action (see Discipline and Grievance Procedure) to be taken against the person or persons whom the allegations involved
90 The Management Committee/Proprietor should compile a report that details the nature of the allegation, the evidence supporting it and the results of any investigation and disciplinary action
The individual who raised the concern will be informed of the outcome of any investigation.
Policy agreed on: ______
Signed by: ______
Date: ______
91 DISCLOSURE
Having an Enhanced Disclosure Certificate is a requirement to work within the childcare sector. It is also best practice for all Committee Members to be checked. This is completed through Angus Council free of charge. Chairs will be disclosure checked by the Care Commission through their “fit person” check.
Disclosure Checks
A Disclosure (police check) is a check which all members of staff, current and potential (i.e. have been interviewed and offered employment within a childcare service), must undergo in order to check their suitability for working with children. A Disclosure gives details of any Criminal Convictions.
A Basic Disclosure contains details of convictions considered unspent under the Rehabilitation of Offenders Act 1974. Enhanced Disclosures also contain non conviction information which a Chief Constable may choose to disclose, which he feels is relevant to the job or voluntary work sought.
Disclosure checks are performed at a charge by Disclosure Scotland. Central Registered Body Scotland (CRBS) can also provide free disclosure checks for volunteers within the voluntary sector. At present, Angus Council co-ordinates the Disclosure process for the childcare workforce in Angus please contact Central Support on tel. 01307 476368.
Disclosure policy for (Insert name of club)
Users of (Insert Name of Club) can be confident that the club will continue to ensure that the staff within (Insert Name of Club) are fit to do so by:
Undertaking Enhanced Disclosure Checks of all staff every (insert time limit, Care Commission will accept every two to three years). Recording the information in the staff members personnel file
In the event of a staff member receiving a failed Enhanced Disclosure check (Insert Name of Club) will address this issue in the following ways:
Obtain further information from the applicant as to why the Enhanced Disclosure Check has failed (this information should be contained on the applicants certificate).
(Insert name of Club) will immediately contact ACAS for guidance with regards to the next steps as the information obtained from the failed Disclosure as it may result in the staff member’s employment being terminated.
92 ARRANGEMENT FOR CLOSURE OF A CLUB
The decision to close a club will be taken at an EGM or by the appropriate meeting, dependant on your constitution (for Management Committee led clubs).
The issues below need to be looked at to get the correct procedures on disbanding the club, specifically in relation to the finances and resources the clubs hold. Always refer and adhere to the club’s constitution during the closure period. Every club is different and the information below is only a guide.
Staff
Need a minimum of four weeks notice.
Ensure a consultation period has taken place prior to this.
Redundancy pay – refer to Contracts of Employment and for further information contact ACAS.
If staff become sick or leave during notice period, supply staff need to brought in and advised accordingly of the club closure.
Parents
Give as much notice as possible, ideally at a meeting.
Choose a closure date and stick to it.
The meeting needs to be followed up with a letter clarifying the position.
Three – four weeks before closure another letter needs to go out reaffirming situation.
Councillor /MSP
Inform your local councillor and your local Community Learning and Development Worker before the parents/staff are told and explain the problem re sustainability, low numbers etc. Be ready with a response to the MSP if any parent should contact them.
Care Commission
Need 30 days notice that club is to close. Fees may apply.
Finances
Treasurer needs to inform Inland Revenue and Office of Scottish Charity Regulator (OSCR) that the club will cease trading.
A final set of accounts needs to be drawn up.
The Management Committee/Proprietor will designate the person responsible for keeping financial information for seven years following closure of the club.
93 The bank needs to be given notice that the account will be closed.
Draw up a list of creditors and debtors. Then arrange a dissolution meeting which cannot take place until after final bills have been paid. The Bank Account cannot be closed until all bills have been paid and dissolution meeting has taken place until after this either.
There has to be zero balance at the end of the process therefore any remaining funds should be allocated as per your constitution, which is usually to another OOSC and if this is not possible, to a group with the same aims.
Premises
Notice needs to be given to the premise’s owner and any outstanding bills paid.
Utilities
Electrical company and BT need to be confirmed of the final date of trading so that a reading and final bill can be actioned on that date.
Wages Agency
They need to be informed so as to put together final salaries, P45’s, P60’s etc.
Assets
These need to be disposed of with the premises actually being cleared on the agreed date. Disposal will be as per the club’s constitution. Any electrical goods to be given away need to have their guarantee and instructions. The recipient group needs to organise their own PAT testing.
Shredding (Data Protection Act)
All personal information on children and staff should be shredded and dispose of securely. The following data requires to be kept:
Insurance Documents 40 years Accounts 7 years Payroll Information 7 years HR 7 years
94 POLICY AND PROCEDURES FOR INCLUSION OF CHILDREN WITH ADDITIONAL SUPPORT NEEDS WHO ATTEND OUT OF SCHOOL CARE IN ANGUS
DISABILITY DISCRIMINATION ACT 1995 (DDA)
The Disability Discrimination Act 1995 (DDA) was amended by the introduction of new legislation in 2005 – the Disability Discrimination Act 2005. The DDA (as amended) extends statutory requirements beyond the prevention of discrimination, the improvement of physical access to buildings and the provision of information about goods and services. The law now requires services to actively promote equality of opportunity between disabled people and other people. This is called the Disability Equality Duty (DED).
The General Duty described in DDA (as amended by the 2005 Act) provides a strategic framework to help services to ensure disability equality. It requires services to have ‘due regard’ to the need to:
Promote equality of opportunity between disabled people and other people;
Eliminate discrimination that is unlawful under the Act;
Eliminate harassment of disabled people that is related to their disabilities;
Promote positive attitudes towards disabled people;
Encourage participation by disabled persons in public life; and
Take steps to take account of disabled people’s disabilities, even where that involves treating disabled persons more favourably than other people.
The Specific Duties – As well as being subject to the general duty, the services must also comply with a number of specific duties. These specific duties provide a practical framework for supporting the general duty. A key feature of the specific duties is a requirement for the services to produce a Disability Equality Scheme which includes the following:
A statement of how disabled people have been involved in developing the DES;
An action plan setting out the steps the service will take to comply with the general duty;
Arrangements for gathering information about the service’s performance on disability equality;
Arrangements for assessing the impact of the activities of the services on disability equality;
Details of how the information gathered will be used to review the effectiveness of the service’s action plan, and in the preparation of subsequent schemes.
95 Internet Safety Guidance
(Derived from Angus Council Education Department “Be Safe on the Internet……… A guide to pupils and parents/carers)
Remember to…..
Treat people properly and with respect at all times when online. (You would not like someone to be nasty with you or saying things about you that are not true)
Respect privacy and confidentiality.
Avoid using work that has been created by someone else unless you have permission to do so. (You would not like someone copying work you had worked hard to create)
Inform a member of staff immediately if you accidentally access or receive information or images that are clearly inappropriate or that you are not sure about. (Occasionally problems can arise and we can sort them out as soon as you tell us….and you won’t get into trouble)
Remember
Not to use abusive, vulgar or any other inappropriate language.
Not to, for your own safety, reveal your personal address, postcode, telephone number or other personal details.
Not to reveal your personal address, postcode, telephone number or other personal details of other people.
Not to use the computer/internet for anything other than OOSC work for children, committee and staff. (This system is being provided for communication and educational purposes only and this rule is also for your own security).
Not to install additional software or other programmes on the computer or try to make changes to the way the computer operates. (This could cause serious damage to the computer and could badly affect your work and the work of others).
Not to engage in general online “Chat” activities. Grid club is acceptable. (Some types of online chatting are not appropriate on out of school care systems).
Useful websites for ICT Safety www.safekids.com www.getnetwise.org www.cyberangels.org www.webwisekids.com www.bullying.co.uk www.chatdanger.com www.kidshield.com
96
SECTION 6
Staff Recruitment & Induction
97 MANAGEMENT COMMITTEE RESPONSIBILITIES
Employing staff brings with it is a range of responsibilities for management. It is important that you are aware of your obligations in terms of the Regulation of Care Scotland Act, The Care Commission, Employment Rights Act 1996, equal opportunities legislation, recruitment procedures, and terms and conditions of service for staff in out of school care. The management committee/board is responsible for implementing these regulations.
Training and support in employment issues committee/proprietor members is available via the Angus Early Years and Childcare training calendar.
No new workers, or any temporary or supply workers can be employed, or be at the club without appropriate checks, (Disclosure Scotland, medical checks, references etc). Any new appointments made once the club is up and running should follow the recruitment process as outlined in this section.
The numbers of staff you employ will be directly affected by the regulation of Care Scotland Act. A ratio of at least one adult to every eight children should be maintained and there must be at least two adults present at any time.
You should check with your Care Commission Officer for details of the up to date requirements for all staff.
Staff Recruitment
The staff you employ in your out of school care club are the most important resource that you have. Keen, enthusiastic, caring staff who have the ability to work with, and relate to children, will make sure that the children are valued, safe, well cared for and are enjoying themselves.
You will want to ensure that you employ staff who will bring with them a range of skills and experience to the club. You will want to consider what tasks you will ask them to do, and what experience different jobs require. You will want to give yourselves the best opportunity of choosing the right staff to meet the needs of your club. The following section gives information on all the steps to take for the successful recruitment of staff.
Your club should have a Recruitment and Selection and Equal Opportunities policy which should be adhered to at all times covering, advertising, application process, interview, reference checks, disclosure check and offer of appointment.
98 Induction
Once you have appointed a new member of staff it is vital that they are given an induction to the club. For managers this should be taken by the committee/proprietor, for all other staff induction should be carried out by the manager. This allows staff to gain background knowledge of the organisation and can include:
Committee Handbook (if you have one) Annual Report Minutes of last few meetings Policies and procedures Organisational Structure Detail of staff and other committee members List of key external agencies
Policies and Procedures
These should be read and signed to state staff understand and know how to implement policies. Following induction, regular supervision and annual appraisals should be carried out for all staff.
An induction for new committee members is good practice.
The next few pages will form the basis of a staff handbook and give an idea of the information that staff should be given during their induction; again, this should be adapted to suit the needs of your club.
99 Induction Plan
This document should be used to record what has been undertaken, by whom, when and if any follow up is required.
Date Activity Task/led by whom Date Completed
Notes:
Tasks completed:
Any further action:
Signed by (staff member):
Signed by (Manager):
Proposed CPD:
100 STAFF INDUCTION HANDBOOK
Organisation Details
Contact details
Name of Organisation
Address
Contact Numbers
Web
Welcome
This handbook gives you information and guidance on our employment contracts, policies and procedures, and includes specific employee information for this organisation.
The staff members responsible for issuing updates are: (insert job titles, names as required): ………………………………………………………………………………. ……………………………………………………………………………………………………….. ………………………………………………………………………………………………………..
The following pages give you information about this organisation. We hope you find all of the information on this handbook useful. If you have any questions please contact your line manager or (insert appropriate person and contact details).
Please take time to familiarise yourself with the contents of this handbook and keep it in a safe place. Updates will be issued now and then and it is important you insert them in the appropriate places.
The handbook is intended to provide guidance on our policies, procedures and current employment law. It cannot cover every potential situation and is not intended to replace professional legal advice in employment legislation, processes and procedures.
101 ABOUT (INSERT CLUB NAME)
History
It is always good to give staff (and new committee members) the background to the service. You should think about including the following:
INSERT CLUB NAME was set up in (state date) by (insert information)
INSERT CLUB NAME was set up in order to (insert why the service was set up)
Since (insert year of start) the service has developed in the following ways
Achievement and key milestones that the service has met:
Structure: (Insert here company registration details/charitable registration details, if applicable, and provide a copy or advise where to obtain a copy of the constitution.)
Company Registration (insert number and date)
Charitable Registration (insert number and date)
OSCR Number (insert number)
Constitution (attached or where to go to get a copy)
Memorandum and Articles of Association (attached or where to go to get copy)
102 MANAGEMENT AND STAFF
Committee and volunteers
If the organisation has a board of directors, committee, advisory group, owners, or other body of people (not staff) use the space here to give a brief outline of their roles names and contact telephone number.
Position Name Contact Tel
Chair
Vice Chair
Secretary
Treasurer
Janitor
Lets
Hall Committee
Head Teacher
Others:
103 Staffing Structure
It may be useful to include a table or diagram of the staffing structure
USEFUL INFORMATION
A) Fire Procedure (attach copy)
B) First Aid Supplies:
First Aid supplies are located:
The named first aid person for your site is
104 Lockers and personal belongs:
This information will differ from club to club depending on what storage is available. You may wish to think about where personal mobiles and personal belongings should be stored during working hours:
Staff comfort:
Example: Location of staff toilet and washing facilities
Tea/Coffee/Lunch/Snack Breaks/Kitchen facilities and associated policies: Use this space to detail what staff can expect with regards to breaks. Please ensure this is in line with legal requirements such as ACAS
Associated policies e.g:
Tea/coffee is provided/not provided at location. There is/is not a tea kitty system in operation at x £ per week
105 Uniforms (if applicable) or dress code:
Winter and summer T-shirts and sweatshirts will/will not be provided with the organisation’s logo. A laundry allowance/service will/will not be provided. Plastic aprons and latex gloves are provided for hygiene purposes. (Please inform your supervisor if you have allergies to these materials).
Dress code/personal appearance:
Childcare staff:
You are setting an example to the children in your care and projecting the image of this organisation to parents, visitors and others in contact with us. The organisation is sympathetic to dress codes you may wish to follow in terms of your religion or belief, and you may discuss this with the manager if you feel you cannot follow any of the guidelines below because of this.
Staff should pay attention to personal hygiene, be neat and tidy, and ensure long hair is covered or tied back during food handling or helping children with toileting or messy play activities. Items of jewellery, which can catch or retain dirt, should also be removed or not worn at work.
Staff should wear appropriately robust footwear and clothing for active play and games, and we suggest layers (sweatshirt, T-shirt) so you can cool down or warm up in between physical “running around” type of activities. Stiletto and other extremely high heels can damage surfaces and put you at risk in boisterous play activities so they may not be worn.
No football colours shall be worn to work, including clothing, team hats, badges and scarves.
Since what may be entertaining to one person could be offensive to another the wearing of political slogans, music lyrics, words and images on clothing or badges or hats (especially those which are unsuitable for children to see), is not allowed. If we are not providing a uniform and you are unsure about the suitability of some clothing this may be discussed with the manager.
Staff who use wheelchairs, have other external aids, or temporary plaster casts should also ensure that decorations, drawings and messages on them are free from images or language unsuitable for children including football or political colours, stickers etc.
Cleaning, transport, escorts and any other staff
All of the above rules apply.
Non childcare staff/office staff and senior staff out-with childcare settings
All of the above rules apply except when more formal suits and footwear or smart casual dress applies when not working directly in the childcare setting.
106 Other staff facilities:
Insert here any other facilities you provide for staff:
107
Travel and Transport
Insert here map and details of public transport to work locations:
If the worker(s) are responsible for school pick ups, detail here the transport arrangements, meeting points, and walking route map to the service (on a separate, easily copied page so the worker can copy and take with them).
Think about where the children assemble for pick up and all relevant information to ensure that this is done effectively and efficiently
Office and Systems:
Insert details of the main office (or manager contact if no office) opening hours and contacts.
State the procedures for collection of fees/bookings/cancellation. Answering the phone and taking messages.
108
Safety and Security
Relevant staff, particularly key holders/senior staff should be made aware of the relevant information and contact details:
Relevant Information/Contact Details Key codes for systems/buildings/lockers/ safe (If issued with keys and buildings codes have a practice run) Numbers to call in an emergency
Fire Drill (See Fire Policy)
Nearest Accident and Emergency call number Reporting damage, break ins, vandalism procedures, call number Procedures for reporting, removing, replacing or repairing broken or damaged equipment, inform or call number Health and safety policy and procedures (all staff) read Qualified First Aider and location of First Aid box Number to call if unable to come into work for any reason (refer to sickness/ absence procedures within your terms and conditions of employment) Local Police (if not a 999)
Any other information – local area/organisation/contacts etc.
109
Code of Conduct and Service Standards Policy
We (insert the name of organisation) require all staff, volunteers, users and sub contractors of services to comply with the following code of practice:
To treat users, colleagues, member of the public, staff and volunteers with respect and courtesy.
Language, conduct and appearance should maintain the image of the organisation, including refraining from the use of any language or conduct or dress which gives offence to others; this includes using racist, sexist, ageist terms, or words which are offensive about people with disabilities; swearing; using an aggressive tone of voice; wearing football colours, clothing with slogans which may offend others, or allowing users, visitors, volunteers or staff to do so.
The organisation is anti-sectarian and respects the of religious and other beliefs of our society: no user, visitor, staff member or volunteer should be discriminated against for their beliefs. Appropriate steps will be taken to ensure that dietary, religious holidays or festivals, or other appropriate multi-cultural activities reflect the diversity of the users
Punctuality is extremely important to the organisation and this applies to staff, users, volunteers and others involved in the activities of the service. Apologies, notification of lateness and non attendance must be advised by all involved in order to keep the service running smoothly.
In public, staff, users, volunteers and others involved must be aware of the image they are projecting of the service and behaviour towards other members of the public should encompass all of the above standards.
If the organisation has a board, committee, or parent representative group, members of this group should adhere to all of the above standards and also:
Make decisions based on the needs of the service Not interfere with staff in the day to day running of the service except in emergency situations Declare any conflict of interest at meetings where a decision could impact on their business, friends or relatives, or the organisation they represent. If personally interested in applying for a post with the organisation to immediately resign from any position which is involved in the recruitment process in any way. The organisation will involve, seek the opinions of children and young people using the service, and act on their views, as a matter of ongoing daily practice as well as for the organisation’ s annual review.
The organisation expects all involved to be honest, trustworthy, courteous, punctual, considerate to others, and to maintain and promote a positive image of the service at all times.
110
Training, Development and Appraisal Policy
(INSERT NAME OF ORGANISATION)
1. Statement on training, qualifications and personal development
We are committed to the training and development of all staff, and we will seek resources and opportunities to provide training.
Staff will be supported to reach the qualification level required for their post.
Staff who have reached the qualification level for their post, will be supported and encouraged to continue with their personal development and professional development.
In-house training and sharing of skills will be promoted.
2. Induction Training
For all new staff the following induction training will be provided:
Introduction to the aims and objectives of the organisation Introduction to all policies and procedures Shadowing of a senior colleague to learn day to day routines and procedures. A guide to the premises, layout, staff breaks, accident and emergency procedures and storage systems An assessment of key skills with a training plan developed from this assessment to fill gaps in knowledge After the successful completion of a probationary period, a further assessment and appraisal to determine ongoing training and qualification needs. Registration on appropriate courses available to obtain necessary qualifications
3. Annual appraisal of performance
All staff will receive an annual appraisal from their designated line manager.
This appraisal will include assessment and updating of the training and personal development plans, including progress made, milestones reached and particular achievements. The update will set training and development targets for the following year or beyond in the case of longer term training and qualifications study.
Staff who are not meeting targets in terms of training, qualifications and personal development plan, will need to show good reasons for the delay or lack of progress. This can include external factors relating to the availability and resources for training and development; personal factors such as maternity leave or long period of sick leave; or confidential personal circumstances. The member of staff should advise with the line manager if such difficulties are affecting work or progress in training and development.
The annual appraisal is also an opportunity to share information and assessment of general progress with the post; to discuss and try to solve any problems or difficulties, and to give the line manager the opportunity to highlight praiseworthy work achievements; to identify less than satisfactory areas of work performance, in order to give the post-holder
111 opportunities to improve; to make recommendations for promotion (or demotion) or salary increases linked to performance or qualifications achievements.
If a member of staff is not performing well in their post, or needs support through personal circumstances, the appraiser may recommend follow up progress meetings between annual appraisal dates.
The appraisal interview is a two way process and staff are encouraged to prepare on the basis of reporting on their own views on the achievements and training needs, and give feedback on the level of support and opportunities provided by the organisation. If they have any problems with carrying out their post, this should not be saved to discuss at an appraisal interview but discussed as soon as possible with their line manager.
If the duties in a job description have changed significantly, then the appraisal interview is an opportunity to recommend alterations to the job description by authorised staff/management.
4. Ongoing supervision and support
Line managers should set up regular meetings with staff to review and plan their work, to discuss any particular concerns or issues, and to inform staff of relevant information which affects their working practice and procedures.
5. Keeping informed and attending training
The organisation also requires all staff to read updates on relevant legislation or organisational policies and procedures; to attend any training events or meetings in order to discuss these updates; and to attend any training events or meetings they are directed to by their line manager.
6. Meeting qualifications requirements for registration with the SSSC
All childcare staff are required to register with the SSSC. All staff must have the relevant qualification or work towards such qualification within the designated time period.
112 ANNUAL STAFF ATTENDANCE FORM
Personal Details
Name Holiday Entitlement
Attendance for (insert year) 20 Manager
Notes: Annual Leave A/L, Sick Leave S/L, Maternity/Paternity Leave M/L,P/L, Public holidays P/H, Carer Leave C/L, Special Leave S/L
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
113 WEEKLY TIME SHEET
Name
Job Title Week Beginning
Start Time Time Out Time In Finish Time Evening Start Time Evening Finish Time Total Hours Monday Tuesday Wednesday Thursday Friday Saturday Sunday Total Contracted Hours
Employee Total Contracted Worked Signature Date Hours Worked Over
Verified/Approved by: Hours Worked Under
Date: Total Toil
Less Any Toil Claimed
Total Toil To Carry Forward
114 Training, Qualifications and Personal Development Planning and Record Sheet
2. Previous training, certificates, specialist courses relevant to the post: (E.g. outward bound coach certificates, first aid certificate, food handling etc.)
Training Certificate, if Applicable Date Obtained and note if is still current e.g. First Aid Certificates have to be renewed
1. Current qualifications held: (In relation to the post) Name: Job Title:
Qualification Grade Date Obtained
115
Training, Qualifications and Personal Development Planning and Record Sheet (continued)
Training Qualifications and Development Plan
In discussion with your line manager fill in the following sheet.
Set out any gaps in qualifications, training skills or knowledge and how these gaps will be addressed, as well as target dates and milestones to measure progress. This form is also used to mark progress with a continuing professional development plan, which goes beyond addressing gaps. Although this may relate to a training need, it should state an organisational or personal aspiration to continuous improvement.
The targets will be updated and renewed at the annual appraisal meeting
List here any Plan to address Milestones Target Notes on gaps in skills or those gaps date support/supervision knowledge, AND/OR to be provided qualification or continuing training need professional AND/OR development continuing professional development
Keep this form up to date, complete when any targets or milestones are reached or new training or qualifications are require. (Copy blank sheet for more pages) – see sample on the next page for how to use this form.
116 SAMPLE DEVELOPMENT PLAN
List here any Plan to Milestones Target date Notes on gaps in skills address those support/supervision or knowledge, gaps AND/OR to be provided qualification or continuing training need development AND/OR continuing professional development Need SVQ 3 in Working with Achieve first January Provide access to order to fulfil anyplace SVQ set of 2007 support materials and SSSC Centre and modules. opportunities to requirements home study, June 2007 practice module plus on the job Achieve elements training second set October of modules. 2007
Achieve SVQ 3 Need to learn Attend autism Certificate of September Places for four staff more about awareness successful 2007 have been purchased needs of course delivered completion on the awareness children with by specialist course course. In addition Autism Agency, read reading materials on materials Autism have been provided in purchased. house Would like to Arrange to Gained April – May Deputy Manager to learn more “shadow” the specific 2007 after ensure a variety of about deputy manager knowledge induction tasks to be shadowed. supervising one day a on planning course trainees fortnight; help training for delivered. Manager to involve prepare new staff. this worker in (and induction course In 12 teach him about for trainees. Learned months preparation) induction about the after for trainees. tasks shadowing involved in deputy supervising manager in staff different tasks, August 2007.
117 INSERT CLUB NAME APPLICATION FOR EMPLOYMENT
Please complete ALL sections of this form, continue answers of necessary on the continuation page at the back of this form. Please do not submit a C.V in addition to as an alternative to this form.
Job applied for Where did you see the job advertised
Personal Details Surname Address
Initials
Do you hold a current driving licence Yes/No
Home telephone no Daytime contact no Post Code
Qualifications Please state qualifications obtained, dates and level of passes (where appropriate) and give details of any qualification which you are studying.
Training Please give details of any relevant training
118 Present or most recent employment Job Title Salary/Wage Employer
Start Date Notice Required Finish Date (if appropriate) (if appropriate) Please give a brief description of duties. If most recent rather than present employment, please include reason for leaving.
Previous Employment (most recent first) From To Job Title Employer Reason for Leaving D M Y D M Y
119 Knowledge Skills and Experience
Please describe the knowledge, skills and experience you have gained in employment, voluntary work or through outside interests which you consider relevant to your application. Continue on “continuation page “at back if required.
120 Referees
Please give two referees, one of whom must be your present or most recent employer. It is our practice to request references prior to interview. Please state below if you do not wish a referee to be contacted without your consent. Name...... Name......
Address...... Address...... …………………………………… ...... ………………………………………… ………………………………………………… …………………………………………………… Relationship to applicant ...... Relationship to applicant ......
DECLARATION I declare that to the best of my knowledge the information given in this application is correct. I understand that if I am appointed and it is found that I have deliberately given false information or withheld relevant information I may be dismissed.
Signed ...... Date ......
On completion, please return this form to:
121 EQUAL OPPORTUNITES IN EMPLOYMENT
Full Name:
Date of Birth: Ref No:
Job applied for:
Please complete by ticking the appropriate box I would describe my ethnic origin as
A White
Scottish
English
Welsh
Other, please write in
Irish
Any other background, please write in
B Mixed
Any mixed background please write in
C Asian, Asian Scottish, Asian English, Asian Welsh, or other Asian British
Indian
Pakistani
Bangladeshi
Chinese
Any other Asian background, please write in
D Black, Black Scottish, Black English, Black Welsh, or other Black British
Caribbean
African
Any other Black background please write in
E Other ethnic background Any other background please write in
I am Female Male
I am Married Other
Do you consider yourself to have a disability Yes No
122 SAMPLE
Job Profile
Job Title Childcare Manager/Lead Practitioner
Grade & Salary
Location
Reports to
Responsible for Practitioner Support Worker Volunteers
Job Purpose To develop and oversee the provision of high quality play experiences within the after school setting, ensuring the smooth day to day running of the service and offering support and care to children and their families.
Work with and support staff in all aspects of the service to ensure effective delivery, which meets the identified needs of users.
Main Responsibilities
Contribute to and ensure the development, planning, implementation and evaluation of an appropriate play/care curriculum which meets the needs of children and their families.
Provide high quality care and a comprehensive range of appropriate, stimulating and creative activities which meet group and individual needs.
Ensure that all aspects of regulation and guidance such as the National Care Standards for Early Education and Childcare up to age 16 are met.
Ensure all staff know, understand and fully implement the policies and procedures of the setting.
Work with regard to equal opportunities and ensure equality of access to the service.
Hold regular team and planning meetings.
Support staff induction.
Work with parents and other professionals to ensure appropriate care and support for individual children.
Ensure the health, safety and well being of children attending the service through the application of risk assessments, fire drills and health and safety procedures. Record and report as appropriate.
123
Maintain accurate child records, registration, and attendance information.
Ensure the safe handling of cash, including the raising of invoices and issuing of receipts.
Prepare full evaluative annual reports on the use and development of the service, prepare other reports, statistical and monitoring information as required.
Participate in ongoing training and development.
Be aware of issues of confidentiality.
Liase with schools, other services, agencies, organisations and individuals as required to ensure and effective and high quality service.
Ensure a positive ethos within the service and employ positive behaviour management strategies as appropriate.
Ensure effective communication through the provision of written information and open events.
Develop and maintain a range of resources appropriate to children’s ages and stages of development.
OTHER DUTIES
The postholder may be required to perform duties other than those given in the job description for the post. The particular duties and responsibilities attached to posts may vary from time to time without changing the general character of the duties or the level of responsibility entailed.
124
Job Specific Requirements
Knowledge & Experience You must have experience of working with children and young people in an Out of School Setting or Holiday Playscheme You must have experience of working with children and young people over the age of five years You must have understanding of child development Ideally you will be computer literate Ideally you will have a good understanding of the Care Commission role in regulating childcare provision Ideally you will have evidence of continuing professional development
Customer Care Ability to build relationship with children, carers and professionals Ability to organise and prioritise work Ideally you will have the ability to delegate and manage the workloads of others
Health & Safety An enhanced Disclosure Check
Ideally you will have undertaken Risk Assessment Training Ideally you will have undertaken Child Protection training Ideally you will hold a current First Aid Certificate
Equality & Dignity at Work Ability to treat customers/clients & colleagues in accordance with the club’s policies on equalities and dignity at work
Communications Ability to build relationship with children, carers and professionals Ability to organise and prioritise work
Ideally you will have the ability to delegate and manage the workloads of others
125 Flexibility You must be available during the opening times of the clubs
Achievement of Results Ability to complete monitoring paperwork Ability to work to deadlines Planning, delivering and evaluating child centred projects
Quality Understanding of self-evaluation frameworks and best practice Understanding of Care Commission
Ideally you will have understanding of basic local authority financial practices
Team Working Ability to adapt to change Previous management or supervisory role within childcare setting
Ideally you will have the ability to motivate staff
Decision Making & Problem Solving Ability to make decisions at a local level within the services Ability to organise and prioritise work Ability to implement policies and procedures
Any Additional Requirements
Ideally you will have a full driver’s licence and access to transport
126 SAMPLE
Job Profile
Job Title Deputy Manager/ practitioner
Grade & Salary
Location
Reports to
Responsible for Support Workers, Volunteers
Job Purpose To support the Manager in the provision of high quality play experiences within the after school setting offering support and care to children and their families.
To undertake the duties of the Manager in their absence.
Main Responsibilities
Plan, implement and evaluate an appropriate play/care curriculum which meets the needs and interests of children attending the service.
Provide high quality care and a comprehensive range of appropriate, stimulating and creative activities which meet group and individual needs.
Plan for and provide a range of healthy snacks and refreshments.
Undertake planned, focused observations in the playroom and use these to further develop curriculum plans and activities.
Work with parents to ensure that the individual needs of children are met.
Ensure that all aspects of regulation and guidance such as the National Care Standards for Early Education and Childcare up to Age 16 are met.
Contribute to the work of the staff team through active participation in team meetings, training and development opportunities.
Work with regard to equal opportunities and ensure equality of access to the service.
Administer minor First Aid as appropriate.
Work within the policies and procedures of the service and contribute to their regular review.
Implement all policies and procedures relating to the protection of children, including the recording and reporting of concerns.
127
Work to ensure the health, safety and well being of children attending the service .
Contribute to the maintenance of accurate child records, registration, and attendance information.
Be aware of issues of confidentiality.
Liaise with schools, other services, agencies, organisations and individuals as required to ensure and effective and high quality service.
OTHER DUTIES
The postholder may be required to perform duties other than those given in the job description for the post. The particular duties and responsibilities attached to posts may vary from time to time without changing the general character of the duties or the level of responsibility entailed.
128 Job Specific Requirements
Knowledge & Experience
You must have experience of working with children and young people in an Out of School Setting or Holiday Playscheme You must have an understanding of child development You will have a good understanding of the Care Commission You must have a basic understanding of financial procedures
Ideally you will participating in continuing professional development Ideally be working towards or hold a lead Practitioner qualification as defined by the SSSC Ideally be computer literate
Customer Care Ability to build relationships with children, careers and professionals
Health & Safety An enhanced Disclosure Check
Ideally you will have undertaken Risk Assessment Training Ideally you will have undertaken Child Protection Training Ideally you will hold a current First Aid Certificate
Equality & Dignity at Work Ability to treat customers and colleagues in accordance with the club’s policies on equalities and dignity at work
Communications Ability to build relationships with children, carers and professionals Ability to organise and prioritise work
Flexibility You must be available during the opening times of the club, and full time during holidays and in-service days
Achievement of Results Ability to contribute to the planning, delivery and evaluation of child centred projects Ability to work to deadlines
Quality You will have a good understanding of the Care Commission Ideally have an understanding of self-evaluation frameworks and best practice Ideally you will have an understanding of basic local authority financial practices
129 Team Working Ability to adapt to change Ability to work as a team member
Ideally you will have the ability to motivate staff
Decision Making & Problem Solving Ability to make decisions at a local level Ability to implement policies and procedures
Any Additional Requirements
Ideally you will have a full driver’s licence and access to transport
130 Extract from ACAS booklet “Disciplinary and Grievance Procedures” November 2009
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SECTION 7
Day to Day Running of an OOSC
145
DAY TO DAY RUNNING OF OOSC
The smooth day to day running of your OOSC will depend upon the overall management of the club and the day to day management of staff. It will also depend on the policies and practices which you have developed relating to everyday procedures, from the admission policy and registration procedures through to health and safety policies and fire drill procedures.
All important information regarding your policies and procedures has to be made available to staff and parents/carers of the children using the club. Staff must have the opportunity to become familiar with these policies and procedures prior to starting work within the club and/or as part of their induction and in-service training.
Policies and procedures should be reviewed by staff and management committee/ proprietors at least annually to ensure that they reflect the service provision and are appropriate to your club. The Care Commission provides full details of all policies and procedures that are required for OOSC.
No matter what management structure you have in place you will require to employ a Manager/Lead Practitioner to manage the club on a day to day basis.
The Manager/Lead Practitioner Management Responsibilities
The Manager/Lead Practitioner is usually responsible for:
Management of all other staff The day to day running of the service Leading the planning activities Liaison with parents/guardians/carers Liaison with appropriate agencies e.g. school, local authority General admission Day to day finances Co-ordinating and organising training opportunities for all staff.
It is best practice for the Manager/Lead Practitioner to prepare and submit a monthly report to the committee/proprietor, updating them on the progress within the club such as daily/weekly numbers, activities and snack.
Communication – Management & Staff
In addition to committee meetings, other opportunities for communication, between the Management and staff of the out of school care club, through the Manager/Lead Practitioner are extremely important. Just as in any business, no matter what size, if there is poor communication between management and staff then the business suffers as a result.
The Management Committee/Proprietor should aim to maintain good communication with the club staff. If a problem occurs with the running of the club the staff can quickly bring it to the attention of the committee and appropriate action can therefore be taken quickly.
146 Similarly, the staff of the club will benefit from the support and guidance given to them by the Management Committee/Proprietor. Most clubs have one member of the committee as the first point of contact between staff and committee. This enables a speedy response to problems and queries and a clear line of communication.
Other areas and issues that need to be considered are outlined in this section.
Information, Administration, Records etc.
Information for parents, administration systems and records for staff and committees have to be organised by all out of school care clubs.
It is best to review periodically all record keeping, information to parents and so on to ensure that they are user friendly and don’t become out of date. You may need to notify your Care Commission Officer of any changes. You should also make regular checks to ensure that information supplied to you by parents about their children is up to date; it is recommended that this is completed annually in August.
Out of school care clubs usually have the following:
Leaflet about club/handbook on what is provided Application and registration forms Consent forms Admission policy and procedure Complaints procedure Equal opportunities policy Health and safety policy Fire regulation, fire drills procedures Child protection policy Evaluation forms to gain feedback from parents and children Daily registers Driver/escorting records Daily diary/message book Accident/incident book Financial records Staff time sheets Staff rotas
Photography & Video
Written permission should be sought when taking photographs of children which may be used in publicity or promotional events. Look to include this authorisation in the registration pack to allow you to take photos/videos throughout the year.
Daily Attendance Register
A register of all children attending and expected at the club each day must be kept. This must be completed when the children arrive. A duplicate list of the children to be collected from school should be given to the escorts on a daily basis.
147 Collection from Club
Parents should have a written agreement with the club over the collection of children from the club. If an adult other than the parent is to collect the child, the club must know beforehand. The club should also be informed if there are restrictions on whom the child can go with.
Parents should be given details of what steps the club staff will take if a parent is late.
The following is the usual procedure:
Contact parent/guardian at available numbers Contact emergency contact Allow for delays occurring (no more than 20 mins is recommended) As a last resort, if all else has been tried, contact the Police and Social Work & Health for advice
Equal Opportunities Policy
All clubs should operate within an equal opportunities framework and there should be evidence of this on a day to day basis – not just statements in policies and guidelines. All parents and children, visitors, staff, in fact anyone who comes to the club, should see active evidence of an equal opportunities policy and should feel welcomed.
This may take the form of:
‘Welcome’ poster written in many different languages at a prominent position when you first walk into the premises Signs written in more that one language Pictures showing images of adults and children from different cultures Pictures showing images of people involved in non-stereotypical activity Books showing positive images Toys, play equipment and activities accessible to all children, taking into account abilities, cultures, languages Ramps into building, wide doorways into all rooms, disabled toilet
Internet Policy
For those clubs with internet access, an Internet Policy should be in place which must include permission from the parent/carer. A draft policy is contained within the Policies and Procedures section of this manual.
148 Programme, Planning and Preparation
Managers/Lead Practitioners have the overall responsibility to ensure that there is a planned programme of activities, and all staff should be involved, along with the children in the planning process. This may be done on a weekly/monthly basis so that staff are aware which activities are to be set up on which day allowing plenty of time for any preparation which may be necessary and also informs parents of their children’s activities and any practical details which they ought to know of, for example clothing requirements.
In planning a programme of activities the following should be taken into consideration:
That activities are appropriate for respective age groups That activities are planned and structured so that children can participate actively in choosing their own activities to encourage them to develop their own interests That there is variety so that children are given opportunities to develop physical, emotional and social skills That the programme is flexible Children have a balance and choice between noisy and quiet activities That children are allowed to work at their own pace That good consistent attitudes towards safety are adopted as these will affect children’s attitudes That aspects of social development will be provided through play by promoting anti- racist and anti-sexist activities That there is always a good level of supervision That outdoor play is always supervised That children with special needs are catered for Outings and trips are provided
Above all it is important that activities and the general atmosphere of the club create a “between school and home” environment where children are treated as individuals and where special events like birthdays are celebrated.
Remember that children will already have had a full day of stimulation at school and that out of school they need an opportunity to relax and do their “own thing” as much as possible. Good relationships between children and adults will help make this happen. The benefits of play are many – and will develop and meet both the social and individual needs of children whilst developing values which are important to each child.
149
SECTION 8
Business Planning
150 BUSINESS PLANNING
All out of school care clubs need to produce a business plan to clarify their aims, to plan for the future and to convince potential funders or investors of the viability of the club, and the professionalism of the club’s management.
Your business plan needs to show that you have produced realistic costings for your club, taking into account the possibility that you will probably not have a full complement of children attending to begin with. You will need to show that you are ready to manage and control your clubs finances.
What should a business plan include?
Cover sheet – The very first page should feature you club name, a logo if you have one, and your contact details, i.e. address, phone, fax, email, web address.
Executive Summary – This should be a very easy to understand summary of your club. it should include the “big picture” of your club and why it will work. Current market trends and how your club fits into them should be included. You may prefer to write this section last and include a little bit from all the other sections of the business plan.
Mission Statement - As well as setting out the aims of the club, the Mission Statement should also include the values and ethics you most want to represent your club. Values should take account of environmental, quality and social issues and ethics. As well as forming part of your Business Plan, ensure your mission statement is communicated to all staff and is displayed in a prominent position for your customers to see.
Key Personnel – So that you and perhaps your potential funders can assess the strength of your team, write a paragraph or two about each of your key personnel. Key personnel will include colleagues, advisers and members of the committee. The role of each person should be defined – this will also serve to identify any skills gaps. In a small business, often one person will fill more than one role.
Writing a Business Plan
Background – The background of the club should cover when the business was started, who the founding partners/committee members are and any other appropriate facts.
Services – You will need to explain your service in a clear concise way i.e. Breakfast Club, Holiday Club etc. State why your service is different from anything else already in the marketplace, these are your unique selling points (USP’s). Also outline how you intend to promote your service.
Goals – Your business goals are basically your vision for the future and this can be developed from your mission statement.
Market Research – Use the results of your Market Research, including the SWOT Analysis (Strengths, Weaknesses, Opportunities and Threats), to help you write this section of your Business Plan. This section should precisely define your service and your customers. You need to include a full explanation of what you offer together with the market you are aiming at. Think of the following when completing this section:
151 Describe what market research has been carried out, by whom and the results Outline the markets current and future requirements and give an indication of the anticipated size of the market. Give details of your major competitors and outline where they do not meet the demands you have identified. Illustrate strengths and weaknesses. Give details of pricing policy, i.e. what will be charged and the method of payment. Describe how you intend to promote your service and illustrate the cost.
Marketing Strategy – Refer to the procedure for marketing your club to help you write this section of the Business Plan. Outline the methods you intend to use to promote your service and give an indication of your marketing budget.
Financial Projections – This is a very important section as it deals with the financial viability of your club and helps you identify funding gaps. You will be required to clearly show how and when you are going to make money.
In Year One or when planning for expansion, you will need to take account of “start up” costs, commonly called capital expenditure, and running costs. Start up costs are initial costs which are unlikely to occur again for some time and include such things as alterations to the premises in order to comply with the Children Act, registration of the premises, interior decorating, office equipment, installation of phone lines, play equipment etc.
Running costs are the regular cost associated with running your club. These include wages, rent, light, heating, insurance, registration, snack, arts & crafts, resources, training, telephone bills, postage, stationery etc. Expect your costs to be higher in year one due to capital expenditure.
To ensure that your club is being managed and run as effectively and as efficiently as possible, committees/proprietors and managers should have an up to date business plan.
Why Plan?
To achieve an outcome To improve the business To identify the steps needed to achieve To make use of knowledge, skills and an outcome experience To ensure the business survives To obtain job satisfaction To meet changing demands for the To ensure Continuous Professional service Development To meet the NCS concerning service To evidence meeting local and national evaluation guidance – e.g. the NCS To make effective use of resources Balance the needs of the organisation and the individual To be in control To ensure value for money To manage change
152 Types of Plans
Business Plans Long-Term Plan (Over one to three Development Plan years) Individual Staff Development Plan Medium – Term Plan (over school term) Activities / Programme Plan Short – Term Plan (daily/weekly and/or monthly)
The Planning Process is more important than the paper document. The Plan should be a working document which is regularly reviewed and updated and not an end in itself. Create your own plan. Tailor it to your needs. Have ownership of your Business / Development / Personal Plan.
The Key Features of Planning
Clear objectives Flexible Responsive Meets needs Team Work Evaluation Time
Action Planning
Identify the overall objective(s) Identify the series of steps/actions/tasks that need to be achieved in order to meet the objective(s) Identify who will do each task Identify any staff development issues Identify the resources needed to complete the task Give each that a realistic timescales for completion Identify the steps/actions/tasks Evaluate the outcome
Business Planning Objectives, Examples
Increase income by 10% each year for the next three years Develop full day care during school holidays by summer 2008. Increase the numbers attending from 24 to 32 by March 2008 Relocate to new premises to allow expansion of business by August 2008
Development Plan Objectives Examples
Produce a policy and procedure on ‘Whistle-Blowing’ Create more opportunities to be involved with the local community Create more opportunities for children/young people to influence the programme of activities Train staff on how to welcome children/young people/parents/visitors
153 Personal Development Objectives Examples
To increase confidence in group work To increase knowledge in child protection To develop knowledge of local services and how to use them To keep up-to-date with developments on play, care and education
Personal Development Plan
Should emerge from Induction and Supervision Drawn together at Appraisal What are the main tasks of your job? What knowledge, skills and experience do you need to achieve the main tasks? Can be matched to objectives/tasks in the Business/Development Plan Can be used to ensure/evidence CPD Should always be written using the Action Plan principles/process
Linking Business Planning and Development Planning
If a Business Plan exists, incorporate the Action Plan aspect of the self-evaluation process into the Monitoring and Evaluation/Quality Assurance review of the Business Plan. Incorporate the Care Commission post-inspection Action Plan into your Business Plan/Development Plan process.
Monitoring Plans
Committee/Board meetings – fixed Agenda item Team Meetings – fixed Agenda item Individual supervision Annual appraisal Quality Assurance scheme – Aiming High Scotland Self-Evaluation – Service and Individually Care Commission Other inspections – Fire, Environmental Health, etc.
For any plan to succeed it is important to carefully think through the detail of the tasks before taking any action. This helps to clarify what it is that you are trying to achieve.
On the next few pages is a template business plan. However, you should make your business plan unique to your club.
154
MODEL BUSINESS PLAN
Organisation Contact Details
Organisation Name:
Address:
Postcode: Telephone No: Fax No: Email:
Contact Person:
Address
Postcode: Telephone No: Fax No: Email:
Organisation Structure
(State what type or organisation your club is from the list below)
Unincorporated Association (include a copy of the constitution) Private Company Company Limited by Guarantee (include a copy of memorandum of articles) Partnership Project
Please state if your organisation is a registered charity
155 Aims and Objectives – Club Background
(This part should include your mission statement, objects & purpose, vision, function, etc.)
Key Personnel
MANAGEMENT (List who the Proprietors/Partners/Management Committee Members are and their appropriate qualifications and experience)
156 STAFF
(Provide a list of staff, their job titles and a brief description of their roles, responsibilities and qualifications).
157
Service Description
(State the type of service, opening times, and any anticipated expansion over the next three years e.g. It might be desirable to extend opening hours in year two to cover holiday periods.)
Type of M T W T F Month No of Cost service Weeks E.g. Term 8am - 8am - 8am - 8am - 8am - Term 38 time 9am 9am 9am 9am 9am time only Breakfast Club
Business Growth/Expansion
(Give details of how the business is expected to develop over the next three years; explain how and why this direction has been chosen. Be sure to cover: premises, opening hours, services, capacity and funding).
158 STANDARDS AND GUIDELINES FOR THE SERVICE
(State here the standards, principles that the club works towards and include reference to the club’s policies, procedures and quality assurance)
Market Research
(Describe what research has been carried out to determine the demand for and requirements of childcare provision in your area. Think about the demand, customer requirements, competition, fees, strengths and weaknesses and advertising.
159 Competitor’s Details
(Give details of major competitors in your area and state where they do not meet the demands identified. Explain the difference between the services you are offering and those provided by competitors and illustrate your service’s strengths and weaknesses.)
Pricing Policy
Give details of the pricing policy (i.e. what will be charged and method of payment) over the next three years.
160 Staffing Ratios, Staff Costs and Wage Systems
(Give staffing ratios and explain how wages will be paid, including cost of staff cover)
Premises and Facilities
161 Size of Operation
(Provide a description of your service’s premises and their facilities; make particular mention of any necessary adaptations that need to be made and how you propose to cover the costs.)
System for allocating places
(Show how the places will be allocated and how this may affect fee generation.)
162 FINANCIAL INFORMATION
Show financial projections for a full year showing overall viability
Monitoring and Evaluating the Club’s Business Plan
Your business plan should be used as a working document, referred to and evaluated every three/six months and updated annually.
You should consider:
Is the purpose clear? Are the aims and objectives consistent with the mission statement? Are the objectives achievable? Is the information complete & up to date?
How will this be When will this be Who will monitor & monitored & monitored and review this? reviewed? reviewed? Are the assumptions in the plan still valid? Are the strategic aims still the right ones? Progress/outcome of each aim Progress report on each objective Performance of management (using success factors) Financial performance to plan of each club (Budgets) Overall financial performance
Business Planning is key to a successful out of school care club.
163
SECTION 9
Monitoring & Evaluating
164 MONITORING & EVALUATING
All clubs should constantly be monitoring and evaluating their service. This should be undertaken with parents/carers, children and staff.
This should be done:
To revise and improve activities To ensure standards of quality To consider effectiveness of resources To consider effectiveness of service To aid future planning For development of future service i.e. expansion of hours or types of service
Consider these 5 key questions:
1. Why do we need to monitor and evaluate our service? 2. What do we need to monitor and evaluate? 3. How will we do it? 4. When will we do it? 5. Who will do it?
All settings are different and the extent of monitoring will depend on the size of the club or the scale of the piece of work we are evaluating the basic principles remain the same. What should we be monitoring and evaluating? See the list below as a guide:
Core activities Special activities Atmosphere Supervision/Staffing levels Particular difficulties Costs
In OOSC we need to focus on both the delivery of the service to the children and the running of the out of school care club as a business. Monitoring and Evaluating can be undertaken by the following:
Through observation Listening Questioning Assessing Feedback – from staff and users
165 Evaluation of Plans
When you are evaluating your plans, consider the following:
Does your plan create a clear sense of purpose that everyone can work to? Are all of the strategic aims and objectives consistent with the mission statement? Are you confident that you have adequately gathered information about everything that might affect your club’s future? Thinking about whether this plan is likely to succeed, do any of the decisions, aims, objectives or action points cause you concern? If so, why? Thinking about the likelihood of the forecasts and projections, do you think they are realistic or just wild guesses? Do you think the specific objectives and work commitments will be easy to achieve or almost impossible?
Making the Plan Work & Monitoring Success
How will you know if the plan is working? What sort of feedback and monitoring systems will you use? When the plan has been agreed, what will be the first thing that will happen?
High and Low Points
List the high and low points of your club. Think about any factor, process or characteristic that made it a high or low point. How did you judge high and low points?
Success Factors
Think about the factors that contribute to the success of organisations you know well. Think about both internal and external factors.
Are any of these factors available to you in implementing your plan? What do you need to get right, to make your plan succeed?
List up to eight factors critical to the success of your club – things that your club needs to focus on to implement your plan.
Milestones
What are the key milestones that can be used to monitor the progress of the plan? How will you review the plan?
166 EVALUATING YOUR CLUB IN PRACTICE
Use the next few pages as a self assessment tool to ensure that you are meeting the standards within your service.
Please Note: The following evaluation is only a guide, you should visit the Care Commission’s website for further evaluation tools.
Guidelines on meeting Standard 1 Being Welcomed and Valued
Each Child or young person will be welcomed and will be valued an individual.
Checklist
How am I doing?
□ Is each child or young person welcomed? □ Is each child or young person valued? □ Is each child or young person treated as an individual? □ Is someone assigned to the task of welcoming each child or young person? □ Do you provide information for parents/carers, children and young people about the service? Is this in a language they understand? Is it in picture form? □ Do you provide opportunities for visits prior to using the service? □ Do you acknowledge the fact that parents are the most important people in their children’s lives?
How do I know?
□ Do you have a staff rota for welcoming children and parents/carers each session? □ Do you use the child’s name, display photographs of each child, displays of children’s work? □ Are there procedures for visiting the service prior to use, open door policy? □ Does everyone know and understand that aims and objectives, of the service? (Regulation 114 (3) requirement) □ Do you have a working knowledge of policies and procedures? □ Do you get feedback from parents/visitors/children/young people about how they feel? □ Do you use this information to make any improvements with your service? □ Do you actively encourage direct contact with parents? □ Do you acknowledge parents’ fundamental role in their child’s care and education? □ How do you share children’s achievements with their parents/carers?
167 How can I illustrate that I am meeting this standard?
□ Ensure all staff discuss ways of welcoming the child and the parent, and implement these. Record the discussion and any decisions or policy that results from this □ Regularly update the information provided for parents/carers/children and young people □ Involve them in reviewing the information, ask them what information they would like/need about the setting □ Information does not always have to be written: pictures/cartoons can be very effective in a newsletter □ In photographic displays, don’t only have pictures of children, show adults to let them know they are also welcomed and valued. Always get consent to display photographs of children and adults □ Have times available when it is convenient for parents/carers to ‘drop in’ to visit the setting, as well as open days/evenings □ Ensure everyone has copies of the aims and functions of the service □ Have discussions with staff about their views on the policies and procedures □ Discuss ways of keeping in touch with parents who don’t have direct contact with the setting. Don’t just discuss this with staff; ask the parents how they would like to be kept informed □ Acknowledge / note informal chats at the beginning and end of the session / day
Guidelines on meeting Standard 2 A Safe Environment
The needs of each child or young person are met by the service in a safe environment, in line with relevant legislation
Checklist
How am I doing?
□ Is the environment safe? } □ Is the environment hygienic? } (Regulation 114 (10) requirement) □ Are the surroundings pleasant and stimulating to children and young people? □ Are the surroundings in a good state of decoration and repair? (Regulation 114 (10) requirement) □ Is access to the building suitable for service users? □ Is it secure both inside and outside? □ For non-domestic premises, do you comply with the space standards in Annex A of the care standards document? □ How effectively do you use the space, indoor and outdoors? □ Can children and young people work/play independently, as part of a small group or be part of a larger group? □ Do accommodation and facilities conform to all relevant legislation? □ Is all play equipment kept clean and well maintained? (Regulation 114 (19) requirement)
168 □ What measures are taken to control the spread of infection? □ What measures are taken to ensure children and young people do not have access to inappropriate materials, including screening access to the Internet?
How do I know?
□ Have you carried out a risk assessment of your property and noted anything that requires repair? □ Is someone allocated the responsibility of ensuring repairs are noted and arrangements made to complete repairs? □ How often are the premises cleaned? What kind of cleaning materials are used? Do they kill germ and bacteria? Where are the materials stored? □ Do you have stimulating material appropriately displayed within the setting? □ Do children have free access to choose from a range of age appropriate activities? □ Are your premises easy to access? What about parking? Width of doors, steps, easy to get buggies and prams in and out? Do you comply with fire regulations about not blocking routes? □ Can children open outer doors? Are outdoor areas fenced off and have a gate, which can be locked? For open areas, are children and young people supervised at all times? □ Have you checked the space standards? Do they comply with the number of children you provide a service to? □ Do you comply with the legislation in Annex B of the Standards? Do you have access to these documents? Do you have other local guidance documents? E.g. local fire / planning / environmental health / health and safety. You can obtain these from your Local Authority □ How often is play equipment cleaned? Do you check for any damage or breakages? Do you maintain equipment? □ What measure do you take to control the spread of infection? How do you record this? □ What security measures do you have in place to ensure that children do not have access to inappropriate materials including screening access to the Internet? Have you agreed what may be defined as inappropriate materials? Do all staff know and understand this
169
How can I illustrate that I am meeting this standard?
□ Carry out regular Risk Assessments of the property and note down any repairs etc □ Allocate named person responsible for the cleaning of the premises, ensure that each person knows which cleaning materials are to be used, cloths etc. You could keep a list of this □ Be very clear about parking; ensure access is clear for service users to get in and out of the building. Inform parents about parking restrictions whilst delivery/collection children □ Check outdoor play areas for rubbish, broken items, dog foul etc. before children are allowed to enter □ Give parents information about procedures for sick children, e.g. not attending with chicken pox etc □ Ensure everyone know who is the First Aid person, including any visitors/students you may have □ Ensure hand washing after handling pets □ Encourage food hygiene training to be shared □ Install programmes on computer to ensure children cannot access inappropriate materials □ Have computers in a visible place so that adults can see what is on the screen
Guidelines on meeting Standard 3 Health and Wellbeing
Each child or young person will be nurtured by staff who will promote his or her general well-being, health, nutrition and safety
Checklist
How am I doing?
□ Do you ensure continuity of care in your service by effective communication / key worker systems? □ Who do you include in this communication? □ Do staff members have a clear understanding of protecting children from harm, abuse, bullying and neglect? (Regulation 114 (4) requirement) □ Does the service have a child protection policy which is used and understood by staff? □ Can staff explain this policy clearly to parents, carers, children and young people? □ Do you provide opportunities to learn about healthy lifestyles and relationships? □ Do you provide opportunities to learn about hygiene? □ Do you provide opportunities to learn about diet? □ Do you provide opportunities to learn about personal safety? □ Do you provide a well-balanced and healthy diet taking into account ethnic, cultural and dietary requirements? □ Do staff have access to information about food allergies? 170 □ Are the feeding requirements of children adequately reflected in the service? □ Do children have the opportunity to rest and sleep? □ Do you have a system for monitoring sleeping children? □ Do children and young people have regular access to fresh air? □ Do children and young people have regular access to energetic, physical play? □ Is there a clear policy for the use, storage and administration of medication? (Regulation 114 (19) requirement) □ Are staff trained to administer medication? □ Are written consent forms used and authorisation for the administration of medication given by parents/carers? (Regulation 114 (19) requirement). □ Do you have a clear policy on how to deal with emergencies? (Regulation 114 (19) requirement) □ Do all staff understand the emergency procedures? □ Do staff hold a current first aid certificate? □ Do staff hold a current food hygiene certificate?
How do I know?
□ By having regular contact and discussion with parents □ Clear information kept about each child and their health, allergies, diet regularly reviewed and updated □ Child protection measures are in place and everyone knows of them □ A policy is available in age appropriate formats □ How often is play equipment cleaned? Do you log this? Do you check for any damages / breakages? Do you maintain equipment and log this? □ Are security measures in place to ensure that children do not have access to inappropriate materials including screening access to the Internet? □ Observations carried out by you / staff on a regular basis
171 How can I illustrate that I am meeting this standard?
□ Hold regular staff/team meetings (dates in diary, notes taken and circulated as appropriate) □ Communicate regularly with service users (all meaningful discussions noted) □ Record of circle times / golden times with children / young people □ Staff training on healthy eating / lifestyles / physical play / cultural awareness (with dates, venue and tutor noted – indicates training undertaken and commitment to keep up to date with training) □ Visits from professionals such as, Community Police Officer, Health Visitor, Dental Hygienist, Road Safety Officer, Local Doctor/Practice Nurse, Fire Brigade □ By having designated rest area □ Keeping information about sleep patterns of child(ren) □ Allocate person to check on sleeping child(ren) □ Copies of consent forms for outings □ Copies of consent forms for administering medication □ Copies of first aid certificates □ Copies of food hygiene certificate □ Distribute procedures for emergencies, request parents signature to say they have received a copy □ Sample of snack / meal menus □ Child protection policy □ Health and safety policy □ Written records of emergency procedures e.g. fire drill □ Ensure that policies are dated, monitored and reviewed regularly (practice influenced by policy and policy influenced by practice)
Guidelines on meeting Standard 4 Engaging with Children
Each child or young person will be supported by staff who interact effectively and enthusiastically with him or her
Checklist
How am I doing?
□ Does each child or young person feel supported in your service? □ Do you/staff interact effectively with each child or young person? □ Do you/staff interact enthusiastically with each child or young person? □ Do you/staff have a good understanding of the stages of child/young person’s development? □ Do you/staff have a good understanding of the stages of children/young person’s learning? □ Does each child or young person receive the quality of care from staff that ensures high quality interaction?
172 □ Does the level of interaction ensure that quality activities take place? □ Does the level of interaction ensure that quality leisure time is available? □ Are you confident that this interaction will build confidence in the child/young person? □ Are you confident that this interaction will extend learning? □ Are you confident that this interaction will encourage the child/young person’s contribution to the service? □ Are you confident that this interaction ensures that they feel their contributions are valued? □ Do you/staff regularly assess the development and learning of each child/young person? □ Do you/staff use this information to plan the next steps in their development and learning? □ Do you share this information with the child/young person (as appropriate)? □ Do you share this information with the parents/carers? □ Do you share this information with others professionally involved with the child/young person’s development (as appropriate)? E.g. Doctor
How do I know?
□ Chatting to children as you/staff work with them, involving them in tasks, demonstrates that you value their company and listen to their views □ The views of children/young people are recorded and used to plan further activities □ Staff are aware of and understand the development milestones children achieve □ Staff give praise for a child/young person’s effort. They then feel valued and their self- esteem grows □ The children/young people enjoy the games and activities offered and they participate enthusiastically □ Details of child’s/young person’s progress is recorded with the help of the individual and passed onto the parent for their comments □ Children feel able to positively contribute their own opinions/ideas to extend activities, thereby stretching their own ability
How can I illustrate that I am meeting this Standard?
□ Staff are trained/qualified in Child Development. (Regulation 114 (13) requirement) □ Staff have a good knowledge of the children/young people and how to extend individuals learning/development by way of appropriate interaction. □ A full range of activities/resources are available to meet the needs of the children/young people and are used effectively by staff. □ Staff record interaction or activities e.g. photographs, audio and video recordings, someone doing an observation and providing written feedback (with appropriate permission given) □ A record is kept of the development of every child/young person using your service □ This information is regularly assessed and updated □ This information can illustrate why your service plans the activities it does
173 □ Records kept on each child/young person are openly available to the children/young person’s parent/carers and other professionals involved in their development □ Record any comments/information revealed by these people in such a way that it can be used to help plan further activities
Guidelines on meeting Standard 5 Quality of Experience
Each child or young person can experience and choose from a balanced range of activities
Checklist
How am I doing?
□ Can each child or young person experience and choose from a balanced range of activities? □ Are day-to-day activities planned and designed taking account of National and Local guidelines? □ Is each child or young person able to enjoy the activities and be motivated by them, no matter what age they are. □ Do the hours and patterns of attendance of each child impact on how they are motivated and enjoy the activities? □ Does each child or young person have the opportunity to enjoy activities, which are □ Does each child or young person have the opportunity to enjoy free play? □ Does each child or young person have the opportunity to enjoy quiet times? □ Is the child or young person given the opportunity to express their views, opinions and choices that may influence the programme of activities? □ Can each child and young person work/play independently, as part of a small group or be part of a larger group? (Standard 2) □ Is the child or young person’s development regularly monitored? □ Is this information used to improve a programme of events?
How do I know?
□ Have you a flexible programme of activities, toys and equipment the children can chose from? □ Are you aware of the guidelines, which may impact on the planning and design of some of the day-to-day activities? E.g. Health & Safety at Work, Fire regulations, Curriculum Framework for Children 3 to 5 years? (if applicable) □ Do you ensure that the variety of activities, toys and equipment are listed, and allows the child/young person to make their own choice about quiet time, organised play or free play? □ Is the child or young person’s views about their choice of activities listened to, valued and used in the programme, if appropriate? Is this recorded in any way?
174 □ Does the range of activities on offer allow a degree of freedom in what the child or young person can choose to do taking into account their age, stage of development, individual needs and patterns of attendance? □ Do you involve children in planning, talk to them, ask them and listen to what they say? Is this recorded in any way? □ Do you keep a written record on the child or young persons development and use this information to help plan further activities for the child?
How can I illustrate that I am meeting this standard?
□ Smiley faces chart for younger children/thumbs-up, thumbs-down (encouraging them to participate and choose for themselves) □ Put in place a recording system for the views of children/young people □ Produce a daily/weekly/termly plan. Involving the children/young people □ Keep a diary/photos/pictures (child’s folder) □ Ensure consent/permission forms are completed
175 Guidelines on Meeting Standard 6 Support and Development
Each child or young person receives support from staff who responds to his or her individuals needs
Checklist
How am I doing?
□ Does each child/young person receive support from you/staff in response to their individual needs? (Regulation 114 (2) requirements) □ Are staff flexible and responsive to each child or young person’s personal needs? □ Are staff flexible and responsive to each child or young person’s emotional needs? □ Are staff flexible and responsive to each child or young person’s educational needs? □ Are staff flexible and responsive to each child or young person’s physical needs? □ Are staff responsive to the support needs of each child or young person and their families? □ Are staff sensitive to individual circumstances? □ Are staff sensitive to the circumstances of disability? □ Do staff work effectively with parents/carers? □ Do staff work effectively with children/young people? □ Do staff support each individual child/young person’s development? □ Do staff support each individual child/young person’s learning? □ Have staff established an effective working relationship with medical services? (if appropriate) □ Have staff established an effective working relationship with teachers? (if appropriate) □ Have staff established an effective working relationship with therapists? (if appropriate) □ Have staff established an effective working relationship with educational psychologists? (if appropriate) □ Have staff established an effective working relationship with learning support staff? (if appropriate) □ Have staff established an effective working relationship with social workers? (if appropriate) □ Have staff established an effective working relationship with any other support agencies? (as appropriate) □ Have staff drawn up individualised educational programmes and plans to support children/young people and families? (where appropriate) □ Have staff put into practice individualised education programmes and plans to support children/young people and families? (where appropriate) □ Have staff consulted with parents and carers? □ Have staff consulted with children and young people? □ Have staff consulted with professionals? □ Do staff have a clear understanding of relevant legislation relating to children and young people?
176 □ Do you/staff know how the relevant legislation relates to children and young people with special needs? □ Do you/staff provide assistance to service users if their first language is not English? □ Do you/staff provide assistance to service users if they have other communication needs?
How do I know?
□ Staff provide a supportive and relaxed environment for the children and young people □ Staff support children/young people by affectionate and interesting social conversation which helps to develop self-esteem and self confidence. □ Staff are aware and understand the development milestones children achieve (Standard 4) □ Staff demonstrate knowledge of how to support a child/young person’s learning □ You/staff know who to support a parent/carer in their task of caring for their child/young person and are effective with that support □ Staff work effectively with support agencies/specialists to provide additional support for each child or young person if required. □ Staff have drawn up educational programmes and plans to support each child/young person □ Staff have consulted with the appropriate people to prepare this programme □ Staff provide a service which can aid service users with communication needs □ Staff provide equipment which can help service users with communication needs
How can I illustrate that I am meeting this Standard?
□ The general feel of your service is supportive and relaxed □ Demonstrating at all times interesting and affectionate social conversation between adult - child/young person, child/young person – child/young person and adult – adul. □ Training and/or qualifications in Child Development, Counselling Skills, Special Needs etc (as appropriate) (Regulation 114 (13),(19) requirement) □ Have relevant written procedures for working with medical services, teachers, therapists, educational psychologists, learning support staff and social workers if applicable □ Educational programmes/plans for each child □ Forward plans for your service □ A copy of ‘The Disability Discrimination Act 1995’ or knowledge where to access one if required for your service □ A member of staff has knowledge of sign language or where to access help in communication with a service user (if appropriate) □ A Child Protection Policy □ An Equal Opportunity Policy □ A Confidentiality statement / policy (Standard 7)
177 Guidelines on meeting Standard 7 A Caring Environment
In using the service, children, young people, parents and carers experience an environment of mutual respect, trust and open communication
Checklist
How am I doing?
□ Do all service users receive information about the aims and values of the service? (Regulation 114 (3) requirement) □ Is this in a format/language they can understand? □ Do you/staff actively promote these aims and values? □ Does your service have a clear code of behaviour? □ Is this code consistently applied and understood by providers and users? □ Are children and young people encouraged to take responsibility for their own behaviour, to show care and consideration for others? □ Do service users experience a service where there is mutual trust and respect demonstrated? □ Is there a caring ethos evident in your service? (Regulation 114 (2) required) □ Are children and young people consulted about the service? □ Are their ideas and views valued? □ Are they generally happy and confident? □ Do you/staff have positive working relationships with each other? □ Do you/staff have positive relationships with service users? □ Do you/staff work in partnership with parents to promote positive behaviour and deal with difficult behaviour? □ Do you/staff challenge and respond to bullying and discrimination? □ Is this done in a caring and sensitive manner without threat or any form of abuse? (Regulation 114 (19), (25) requirement) □ Are there opportunities for users to talk to staff in private?
How do I know?
□ Written details of the aims and values of the service (Regulation 114 (3) requirement) □ The aims and values should be available in other languages or picture form for children □ Staff should be aware of the aims and values and work together to promote them as part of their job □ The code of behaviour is a ‘live’ document that is applied every day □ Staff are given the opportunity and training to challenge their own attitudes and values to provide a service where there is mutual trust and respect □ Staff and service users are happy and encouraging of each other □ Examine the ways in which you consult with children and young people about the service they receive, don’t be afraid to involve them
178 □ In what way do you value their ideas and views? Think about ways you could show this to the child/young person □ Staff with positive working relationships work well together and should be involved in all aspects of the service, and meet regularly to share their views □ Discussing what these positive interactions are, having consistent interactions with the children and young people - key worker? □ Look at the access parents have to the service. How well do they use it, are there any barriers that prevent them from working in partnership, do all staff see the benefits of working against bullying and discrimination □ Staff should acknowledge the fundamental role of the parent in the child’s life and development and use this as a starting point □ Complaints procedure are in place (Regulation 114 (25) requirement) □ Time and space is available for users to talk to staff in private
How can I illustrate that I am meeting this standard?
□ Written code of behaviour for the service □ Copy of the aims and values of the service on display, copies should be given to all users and staff (Regulation 113 (3) requirement) □ Policy/procedure for code of behaviour, log any issues that arise from this and regularly discuss with staff. Keep notes of these discussions □ Things like having golden rules involve children in making the rules, encouraging children to take turns and listen to each other, conversations about being kind □ Policy/procedure/written information about confidentiality. By taking on board other’s views and demonstrating how you have listened to service users and acted upon the information received (Standard 6) □ Child protection policy, ways you help children to be safe, making time to talk about this and helping children to protect each other and themselves □ Challenging discrimination, having a wide range of resources on display and available including posters, photos, books, toys, reflecting positive images of gender, race, cultural differences, ages etc □ Records of newsletters, open days, coffee mornings/evenings, sports days, any consultations you have completed about the service with parents and carers. Photos of parental involvement (permission required) □ Complaints procedure/policy. Written information for service users and for staff who should have a clear understanding of the process. Have a complaint book, which should be available for anyone to look at. Staff should be able to take criticism and use it in a positive way to improve the quality of the service (Regulation 114 (25) requirement) □ Separate room/area for private conversations, appointment given at separate times, keep records □ Whistleblowing policy □ Consultation with children (recorded)
179 Guidelines on meeting Standard 8 Equality and Fairness
You will be treated equally and fairly
Checklist
How am I doing?
□ Are all staff, parents, carers, children and young people treated with respect and in a fair and just way? (Regulation 114 (2), (4) requirement) □ Does everyone respect the needs and characteristics of each individual? □ Do you/staff assist families who experience difficulties in accessing the support services? □ Are there any barriers which prevent parents and carers from playing an effective part in their child’s care and education? □ Do staff work to reduce these barriers?
How do I know?
□ Staff are approachable and helpful □ Things that make you feel listened to □ Ethos of the service □ Opportunities given to share ideas and thoughts □ Everyone has the chance to contribute in some way □ The children’s/young people’s/parent’s talents are encouraged and used appropriately □ Not treating everyone the same, we are all individuals □ Taking time to get to know the characteristics of each individual □ Staff have appropriate information or know the procedures for accessing support services □ Staff training and development includes looking at reducing barriers or increasing parental involvement □ The views and needs of children, young people and parents are listened to and respected □ Reducing barriers by recognising what these barriers are: e.g.: not feeling welcomed, living on low income, cannot afford to participate in fundraising activity, lack of crèche facilities for younger children or babies, pressure of work, no transport
How can I illustrate that I am meeting this standard?
□ The aims and values of the service, including a statement about respect, is displayed □ Display posters about respect and include in staff training □ Records/logs take into account the different characteristics e.g. shy, quiet, inquisitive, active etc and bear these in mind when observing and assessing a child’s development and learning □ Policy or procedure for accessing support services and being sensitive to parents and carers when discussing their needs (Regulation 114 (2) requirement)
180 □ Equal opportunities policy □ Whistle blowing policy □ Communication system in place between the service and parents whose circumstances prevent them being in regular, personal contact with the service
Guidelines on meeting Standard 9 Involving the Community
You can be confident that the service contributes to the community and looks for opportunities to be involved in the community
Checklist
How am I doing?
□ Does your service contribute to the life of the community? □ Do you/staff look for opportunities to be involved in the community? □ Does your service have effective links with community organisations? □ Is information about your service readily available to members of the community? □ Does your service provide service users with information about community resources? □ Does your service make effective use of community facilities (if appropriate)? □ Does your service provide opportunities for children/young people to take part in the wider community?
How do I know?
□ Your service participates in various local community activities/events throughout the year □ Staff actively encourage other groups/organisations to advise of such activities/events □ Staff are involved with other groups/organisations □ Your service encourages the children/young people to participate in other groups/organisations □ Your service has a leaflet advertising what it has to offer e.g. welcome leaflet, vacancy cards, articles in local paper/shop □ Your service provides leaflets/posters about other groups/organisations/facilities events etc □ Your service uses these facilities as and when appropriate □ Your service invites local people to visit, as appropriate
How can I illustrate that I am meeting this Standard?
□ You/staff keep a record of all community facilities/events/activities your service has participated in photos, articles the children have made, newspaper reports etc □ Contact details recorded of other local groups/organisations. □ Calendar of local events and how your service links to it.
181 □ Leaflet advertising what your service has to offer □ A stand/notice board/table with information about groups/ organisations/ facilities/events in the area □ You/staff keep a record of all visitors to your service who have participated with the children/young people. (Standard 11) □ Thank you letters from visitors/visits to local community
Guidelines on meeting Standard 10 Involving Other Services
You can be confident that the service keeps up links and works effectively with partner organisations
Checklist
How am I doing? □ Does your service have well developed links with other relevant childcare services? □ Does your service have well developed links with relevant schools? □ Does your service have well developed links with the local health services? □ Does your service have well developed links with the local social work services? □ Does your service have links with relevant national organisations? □ Does your service have links with the relevant local organisations?
How do I know?
□ There is good two way communication (oral and written) between staff and other relevant childcare services and local schools □ You have regular visits from the local health visitor, and social workers as appropriate □ You incorporate liaising with these agencies in the forward plan of your service □ Your service is a member of a relevant national organisation e.g. SCMA, SINA, SOSCN, SPPA, NATLL, Play Scotland, National Playbus etc □ Your service is a member of a relevant local organisation
How can I illustrate that I am meeting this Standard?
□ Records of all written communication (where appropriate) between other childcare services and local schools □ Past plans, forward plan of service □ Membership details of national organisations □ Membership details of local organisations □ List of relevant contacts
182 Guidelines on meeting Standard 11 Access to Resources
Each child or young person has access to a sufficient and suitable range of resources
Checklist
How am I doing?
□ Do children and young people have access to equipment and materials, which are effectively organised by staff? □ Do these include multi cultural materials? □ Does the equipment and materials support key aspects of children’s and young people’s development and learning? □ Is the interest of children and young people encouraged? □ Are displays attractively presented? □ Do displays include a variety of examples by children and young people? □ Do staff change the displays regularly? □ Do children and young people find their quality of experience enhanced by skills and ideas from staff? □ Do children and young people find their quality of experience is enhanced by skills and ideas from parents, carers and visitors? □ Do children find their quality of experience is enhanced by other children and young people? □ Do children and young people benefit from a range of outside resources, information, and communication technology?
How do I know?
□ Lists of toys and resources available □ How children access these toys and resources □ Multi-cultural resources integrated as part of everyday resources □ You have plans and children and young people are involved in these plans □ Clear understanding by staff that the toys and resources used are appropriate for ages and stages of development □ You listen to children and allow them to take the lead in developing material for display □ You keep a record of how often displays are changed □ Interaction between the child or young person and the adults around them □ Encouraging participation and not being too directive □ Being aware of the child’s community and environment □ Audit use of information and communication technology □ Children have access to range of adults within their community. Log who, what and when
183 □ Have times available when adult can be with the children and use their skills and talents. E.g. grandparents, gardening, cooking, local people, lollipop person, policeman, nurse etc (Standard 9) □ Allow children to use a computer and list computer programmes available □ Access to the internet should be supervised at all times, with screening in place
How can I illustrate that I am meeting this standard?
□ Listing all toys and equipment. □ Observing areas to see how well toys and resources are being used. Log this information □ Display photos, posters, and pictures of positive images around the setting □ Minutes from staff meetings where supporting children and young people’s learning and development are discussed and any actions required as part of a plan □ Record consultations with children □ Take photos of displays, date them and record how they were developed □ A record of visits/visitors is available □ Photographs of children using the computer □ Computer policy
Guidelines on meeting Standard 12 Confidence in staff
Each child or young person receives support and care from staff who are competent and confident and who have gone through a careful selection procedure
Checklist
How am I doing?
□ Have all adults working with children been through a suitable recruitment procedure? □ E.g. Fit person checked.(Regulation 114 (6)(7)(9)(11)(17) & Regulation 115 (4) requirement) □ Does your service comply with adult/child ratios; Annex A? □ Does your service comply with staff qualifications; Annex A? □ Does your service ensure that there is a relevant range of skills and experience amongst staff, and that expertise is used appropriately? (Regulation 114 (13) requirement) □ Does your service have enough staff to provide for the needs of the children? □ Does your service identify and encourage your own/staff training needs? (Regulation 114 (13) requirement) □ Is this planned and evaluated in line with national and local guidelines?
How do I know?
□ Keep a record of the recruitment procedures used within your service. Are staff details kept securely
184 □ Do you keep a register of the times and days when the child or young person uses your service? □ Details of your registration appear on your Registration Certificate. (Regulation 115 (3)) □ Are records kept of staff qualifications, training, skills and experience and linked to the aims of the service? □ Are records kept of Annual Appraisals and Support & Supervision meetings. Are these used to identify development needs? □ Is all training planned, monitored and evaluated in line with what your Local Authority requirements and National guidelines from the Scottish Social Services Council (SSSC)?
How can I illustrate that I am meeting this standard?
□ Give copy of policies to parents – signed to say they’ve been received □ Inform service users if any study is being undertaken (details) □ Inform service users of number of staff, their names and photos etc □ Ensure that you comply with Data Protection when storing information □ Ensure that records are kept of staff recruitment procedures
Guidelines on meeting Standard 13 Improving the Service
You can be confident that the service will evaluate what it does and make improvements
Checklist
How am I doing?
□ Are staff involved in the systematic evaluation and discussion of their work? □ Are staff involved in the systematic evaluation and discussion of the work of the service? □ Do these evaluations and discussions include the use of assessment information? □ Do parents, carers, children and young people have the opportunity to contribute as appropriate to evaluation? □ Is evaluation continuous? □ Does evaluation take account of relevant national advice? □ Does evaluation take account of relevant local guidance? □ Do staff have clear plans for maintaining and improving the service?
How do I know?
□ The procedures for evaluating the service which are inclusive □ There are regular support and supervision meetings □ There are regular team meetings where everyone’s ideas and opinions are valued and respected
185 □ Using assessment information as part of the evaluation process □ Contributions from parents, carers, children and young people are included in the evaluation process and are not token gestures □ Evaluation is continuous within the service and is written into plans □ Plan showing what the process of evaluation has shown, what needs to happen to maintain and improve the quality of the service you are providing. These may be things you can do quickly and easily or things that you can do over time and will be included in a development plan
How can I illustrate that I am meeting this standard?
□ Copies of evaluation procedures, showing how you have done your evaluations and what is has revealed. For example things like consultations with staff, parents/carers – questionnaires, views from children and young people – could be in picture form - observations, records and plans and previous inspection reports □ Using self-evaluation tools and resources available, e.g. Aiming High □ Copy of development plan, goals and targets. Show who was consulted and involved in the process and how you plan to make improvements □ Parents, staff and children questionnaires □ Minutes of relevant meetings.
Guidelines on meeting Standard 14 Well-managed Service
You can be confident that you are using a service that is well managed
Checklist
How am I doing?
□ Do you ensure that the management responsibility and accountability is well defined and communicated? □ Are all records, plans and policies properly written and kept in accordance to relevant legislation? (Regulation 114 (3) requirement) □ Do you have details of the ‘Aims and Objectives’ of your service? (Standard 1) (Regulation 114 (3) requirement) □ Who is the person in charge and how do service users contact them? □ Does the manager/person in charge demonstrate effective leadership qualities and communication skills? □ Does the manager foster effective working relationships between staff, parents, carers, children and young people? □ How are parents, carers, children and young people encouraged to make a full contribution to the service? □ Does the manager demonstrate a high level of professional competence, skill and thorough understanding of childcare issues? □ Does the person in charge/senior staff monitor effectively the quality of work of each staff member and service as a whole?
186
How do I know?
□ By having a Policy in place for staff and service users to know the role, responsibility and accountability of management. □ Details made available on how to contact the person in charge.
□ Written details on:
Service Aims and Objectives (Regulation 114 (3)) Admission criteria Charges Complaints Procedure (Regulation 114 (25)) Accidents/Incidents report forms Injury insurance Name and address for all correspondence to be sent – how this is advertised Confidentiality Emergency Procedures (Regulation 114 (19)) Child Protection Whistle Blowing/Information leaflet – how to report bad practice
□ By having the person in charge name appear on your contact details, if not where is that information to be found and how can service users access it? □ Having in place a good feedback system for staff and service users. □ Providing positive images of interaction between parents, carers, children and young people working with the service (photos, letters, videos etc). □ Having a record of the continuous professional development of manager (meetings and courses attended). □ Records kept and monitored to staff qualifications, skills and experience. (Standard 12) □ Being aware of Data Protection. □ Registration Certificate on display.
How can I illustrate that I am meeting this standard?
□ Provide evaluation/feedback forms to service users. □ Use an A4 File/Folder to keep all information relevant to the service you provide. □ Keep a note of Personal Development Plans/Action Planning. □ Diaries or another form of record keeping, sharing with service users as appropriate. □ Keep evaluations or another form of feedback from the children and young people. □ Have membership of a relevant support organisation. □ Keep certificates from appropriate training. □ Produce an Information sheet/booklet for service users, including all the information required by meeting the standards. □ Have contracts/paperwork available and up to date.
187
SECTION 10
Action Planning
188 The Action Plan
The Action Plan can be presented as a series of objectives which the service has to meet. Using this method allows the tasks involved in achieving the objective to be identified, the resources required to do it, the timescales, the success criteria and the arrangements for monitoring and evaluation.
The objectives and the tasks involved in achieving them should arise from the research/ consultation on the direction that the organisation will take.
The Action Plan can then be presented as a series of objectives and tasks and can consist of three sub-sections – one for each year of the Plan.
Year one will contain:-
A detailed list of all of the club’s current activities along with costs and income from each activity; and A detailed list of any new activities along with projected costs and income for each new activity.
These items will then influence budgetary planning.
Year two will contain:-
An amalgamated list of the activities expected to be provided in year two and the expected costs and income from these activities; and Any new activities expected to come on-stream during year two along with projected costs and income from these new activities.
Year three will contain:-
A description of developments that repeat or build on the previous two years with projected costs and income.
At the end of each year the plan should be reviewed and up-dated, resulting in a cyclical process of planning.
189 ACTION PLANNING PROCESS
Objective:-
Tasks Who Timescale Resources Success Criteria Monitoring / Evaluation
190
SECTION 11
Time Management
191 TIME MANAGEMENT.
PLEASE NOTE: The following Time Management information is generic and suitable for all types of organisations and is not specific to OOSC. Within your club you should ensure that the following information is used appropriately.
The ‘EFF’ Words
Effective Efficient Effortless
Time management is about the ‘eff’ words. It’s about using your time to become more effective, more efficient and to do this as effortlesly as possible. To begin with it will require effort on your part but if you can make the required changes to your approach to your work you will begin to implement time management techniques as second nature. Time Management is also very closely linked to assertiveness and stress management
To Manage Time Better We Need
To become more aware of the choices that we have To acknowledge the consequences of acting or not acting on these choices To take responsibility for ourselves and our decision making To learn from these experiences and to make appropriate changes to our choices
Time Management is about making the best use of our available time to achieve the things that we think are important. That’s why time management is not only of value in our working lives but can also be applied to our personal lives.
The theory and practice of time management is fairly straightforward. First of all, identify your priorities – what are the main outcomes that you need to achieve in your role. Once you’ve identified these then you do them. If necessary delegate, share or even eliminate some tasks. Your diary can be used as a time management tool and this can be supported by other items like wall-planners, palm tops, computer calendar programme and so on.
The ABC System
The ABC system is a tool devised to help you prioritise your workload and is used in the following way
Place an A against the most important jobs/tasks Place a B against those jobs/tasks that are less important Place a C against all those jobs/tasks that you consider as unimportant
This is one method of prioritising your tasks. It’s usually referred to as the ABC system for obvious reasons.
Sometimes a task can actually be a piece of work that requires a lot of time devoted to it and that time is difficult to free up in a working day. Other times a task can feel as if it’s a huge task and this can cause you to avoid tackling it. One method for tackling this is to break the tasks down into a series of sub-tasks and doing them in order. Some smaller
192 sub-tasks may only require a short period of time on them and this way you can complete the huge task or begin tackling the one that you have perhaps found daunting to begin.
Preparing to Delegate
Delegation can often be an issue, however to ensure that the actions within the club are being met, delegation is essential. Think of the following when looking to delegate:
Who can do the job instead of me? Who can do the job better than me? Who can do the job at less expense than me? Can you use delegation to contribute to the training and development of a colleague
Checklist for Delegation
Identify the expected outcomes/result Delegate appropriate authority and responsibility Fix deadlines Follow up the task Be available to help when needed Invest time in explaining and coaching Monitor progress Always give credit for good work Get started immediately on something that you have been putting off Set aside specific time to do the task Boldly tackle the task If necessary break it down into more easily managed pieces Do it now!
Time Management is a tool that can help you with your work/life balance. It’s also closely linked to assertiveness – you may need to question the priority given to a task; you may need to delegate or share tasks. Assertiveness training will help you to have appropriate expectations for yourself and can prevent others from misusing your time.
Stress is likely to be associated with most people’s working life particularly if they cannot manage their time effectively. Working life today usually means having to constantly cope with change as effectively as possible using time management as an important tool.
193
SECTION 12
The Effective Team
194 Effective Team
One of the keys to a successful and happy out of school care club is an effective team. Below gives you some pointers as to how to achieve the effective team.
What is an Effective Team?
Team members talk to each other frequently about their tasks and shared goals Team members share the same goals Team members contribute to planning Team members work together to put plans into practice to meet shared goals Team members support and respect each other Team members give feedback to each other Team members suggest improvements to practice Team members are realistic about what can be achieved Team members help to reduce difficulties The team does what it said it would do
What Qualities are required?
Patience Tolerance Understanding Sense of Humour Tact Respect Supportive Enthusiastic Ability to Listen Assertiveness
What Skills are required?
Problem-solver Organiser Communicator Negotiator Creative Active First Aider Awareness of Health and Safety Finishes tasks Pays attention to detail Knowledge of ages/stages of learning and development
195 The Key Areas to an Effective Team are:
Communication Listening Sharing Helping Resolving Conflict
If you can achieve effective communication, listening and sharing this will enable your team to help themselves and others eliminating conflict within the work place.
Communication
You should discuss the following with your colleagues:
What you intend to do during the session What you actually did How everything went What things need to be improved and how they might be improved How the children and young people were Which children/young people may need help or attention; what they might need; and how it could be provided
Listening
When listening to colleagues ensure that you:
Look at them Make eye contact Keep your body still Have an open body posture Use appropriate facial expressions Focus on your colleague Ensure that they understand that you have been listening by:
Feeding back Repeating Reinforcing Summarising
Sharing Verbal Information
Plan what you will say before you say it. Make sure your colleagues understand and are following you as you go along, either ask them questions or summarise what you’ve just said. Give them time to grasp what you have been saying, speak at a reasonable speed, pause from time to time to enable questions to be asked and answer all questions clearly.
196
SECTION 13
Useful Records
197
BASIC CLUB INFORMATION
CLUB NAME:
Established Date:
Charitable Status: Yes/No (Delete) OSCR No:
Organisation Structure (Please choose from the options below)
Constitution (attached):
Voluntary Management Committee:
Private Provider:
Other (please specify):
Care Commission Information
Care Commission Number:
Number of Registered places:
Insurance Information
Policy number:
Insurance Company/Broker:
Contact Address:
Telephone No:
Renewal Month:
Fees:
Opening Hours:
198
COMMITTEE/BOARD INFORMATION
Year: From 20 … / 20…
Date of last AGM:
Quorum:
Chair Person:
Contact Address:
Telephone Number:
Vice Chair (if applicable):
Contact Address:
Telephone Number
Treasurer:
Contact Address:
Telephone Number:
Secretary:
Contact Address:
Telephone Number:
199 COMMITTEE/BOARD INFORMATION CONTINUED:
Committee Member 1:
Contact Address:
Telephone:
Committee Member 2:
Contact Address:
Telephone:
Committee Member 3:
Contact Address:
Telephone:
Committee Member 4:
Contact Address:
Telephone:
Committee Member 5:
Contact Address:
Telephone:
Care Commission Informed of change of Chairperson/Committee: Date
Sent change of Committee Notification Committee Member to Angus Council:
Date
Minutes from AGM attached:
Minutes from EGM Attached (if applicable):
200 CHANGE OF COMMITTEE NOTIFICATION
If your organisation has a change of Chairperson or Office Bearers you should inform the Care Commission office. This form is one way to do it, you can also phone your local Care Commission office with the details or download the Care Commission form from www.carecommision.com
To the Care Commission:
At a meeting of:
Held on: (date) the following were appointed:
Chairperson
Name:
Address:
Postcode:
Contact Telephone No (Day): Evening:
New Committee Members:
Name:
Address:
Name:
Address:
Name:
Address:
201 FINANCIAL INFORMATION
Bank Name:
Branch:
Address:
Telephone Number:
Account Name:
Account Number:
Sort Code:
Official Signatories
Name: Name:
Position: Position:
Name: Name:
Position: Position:
Calculation/Payment of Salaries:
Name of Organisation:
Contact Name:
Address:
Telephone Number:
Paid Weekly Paid Monthly Cash Payment Bank Payment
Accountant Details:
Company:
Contact Name:
Address:
Telephone Number
Last Audited Accounts (Date)
202 STAFF PERSONNEL DETAILS
Name:
Date of Birth:
Job Title:
Contact Address:
Telephone No: Mobile:
National Insurance Number:
Enhanced Disclosure: Clearance No: Clearance Date:
Registered with SSSC:
Two Written References Obtained: Attached:
Employment Start Date:
Employment Finish Date:
Bank Details
Bank:
Address:
Account Number:
Sort Code:
Medical Information
Medical Conditions/Allergies
Emergency Contact
Name:
Relationship:
Telephone Number:
203 STAFF INFORMATION CONTINUED
Recognised Qualifications
SVQ 2 Playwork/CCLD Date Awarded
SVQ 3 Playwork/CCLD Date Awarded
SVQ 4 Playwork/CCLD Date Awarded
Other
Specify Date Awarded
Specify Date Awarded
Specify Date Awarded
Specify Date Awarded
TRAINING
NOTE: Ensure that all training information is transferred to the staff members CPD/PRTL Folder.
204 INCOME AND EXPENDITURE PROJECTIONS SHEET
INCOME £
Registration Fees
After School Fees (weeks x nights x children)
Early Opening Fees
In Service Fees (days x children)
Any other Income (list)
TOTAL INCOME £
EXPENDITURE £
Wages (weeks x hours x hourly rate)
Supervisor/Play Leader
Deputy
Play Workers(s)
Wages Total £
Rent Insurance Advertising Stationery/Postage Phones Snack Materials Resources Travel * Misc Total Expenditure £
BUDGET/SHORTFALL £
WORKINGS
Other expenditure associated with the club
205 CASH FLOW PROJECTIONS
RECEPITS (Money In)
Month Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Fees Grants Donations/Fundraising Registration Fees TOTAL RECEIPTS
PAYMENTS (Money Out)
Month Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Wages & NI Transport Snack Stationery, post etc Advertising Training Telephones Materials Resources Insurance Care Commission Accountant Fees Wages Fees
TOTAL PAYMENTS Cashflow Surplus/Deficit £ Opening Balance £ Closing Balance £
206 DAILY LOG SHEET
Day and Date
Number of Children : No of Males: No of Females: Age-Range: No Under 8: No Over 8: Staffing (use initials):
Breakdown of Schools:
External events affecting Club Today:
Details of any significant incidents today:
ACTIVITY COMMENTS Snack (s)
Arts and Crafts
Energetic Play
Music/Ouiet activities
Construction activities
Fantasy Play/Drama
Table Top activities
Special Activity/Theme
Outdoor Play
Outings
Visitors
Signed: Date:
207
WEEKLY BANK SHEET
WEEK COMMENCING:-
No of Children Monday Tuesday Wednesday Thursday Friday
Number of Sessions =
X £4.60 =
Total paid for this week £
Total of Arrears paid for this week £
TOTAL INCOME FOR THE WEEK £
LESS PETTY CASH: Food £ Sundries £ Arts & Crafts £ Gifts & Prizes £ Stationery £ Telephone £ Other £ £ £
Total £
LESS WAGES: Name £ £ £ £
Total £
BALANCE TO BANK: £
(Write list of cheques and cash to be banked overleaf. At the end of four week period show balance of fees outstanding to Club overleaf. List all fees outstanding).
208
SECTION 14
Useful Contacts
209 USEFUL CONTACTS – ANGUS COUNCIL
Eileen Jackson, Early Years and Childcare Officer JSSU St Margarets House Orchardbank Forfar DD8 1WS E-mail: [email protected] Tel: 01307 474874
Julie Walker, Senior Clerical Officer Angus House Orchardbank Forfar DD8 1AE E-mail: [email protected] Tel: 01307 476368
Tom Davidson, Area Community Learning and Development Officer Angus House Orchardbank Forfar DD8 1AE E-mail: [email protected] Tel: 01307 476365
CLDS Support for Out of School Care Clubs as 2 August 2010 OOSC Name Tel Email Birkhill (BOOST) Bob Ness 01828 626052 [email protected] Carlogie Fun Club Davina Campbell 01241 853091 [email protected] Colliston OOSC Margaret Byrne 01241 877879 [email protected] Forfar Four Seasons Maggie Sherrit 01307 466924 [email protected] GOOSE Maggie Sherrit 01575 574989 [email protected] Inverbrothock Avril Gordon 01241 877879 [email protected] Kinloch (Burnside) Davina Campbell 01241 853091 [email protected] Kinloch (Woodlands) Davina Campbell 01241 853091 [email protected] Kirriemuir Gordon Grewar 01575 574989 [email protected] Ladyloan Jill Cowan 01241 877879 [email protected] Letham Kathleen 01307 466924 [email protected] Shepherd Liff Bob Ness 01828 626052 [email protected] Monifieth – Grange Davina Campbell 01241 853091 [email protected] Monifieth - Seaview Davina Campbell 01241 853091 [email protected] MOOSE Helen Wallace 01674 673081 [email protected] M & M Cool Kids Davina Campbell 01241 853091 [email protected] Schools Out Helen Wallace 01674 673081 [email protected] Smallworld Helen Wallace 01674 673081 [email protected] WACKY Avril Gordon 01241 877879 [email protected] Wendyhouse – Fidlema Cook 01575 574989 [email protected] Forfar Wendyhouse – Kirrie Fidlema Cook 01575 574989 [email protected]
210 Morna Duncan, Administrative Assistant (Training Calendar Enquiries) Ravenswood New Road Forfar DD8 2ZW E-mail: [email protected] Tel: 01307 473817
Debbie McMaster, Childcare Information Support Assistant Education Department Angus House Orchardbank Business Park FORFAR DD8 1AE 01307 476344 E-mail: [email protected] E-mail: [email protected] Web: www.childcarelink.gov.uk
ACAS: Helpline: 08457 47 47 47 Web: www.acas.org.uk
Angus Association of Voluntary Organisations: 61 High Street, ARBROATH, DD11 1AN. Tel: 01241 430439, Email: [email protected] Web: www.aavo.org.uk
Angus Child Protection Committee: Development Manager – Child Protection Social Work & Health, JSSU, St Margaret’s House, Orchard Loan, Orchard Business Park, FORFAR, DD8 1WS Tel: 01307 474869
Angus Special Play Scheme: 82 High Street, ARBROATH Tel: 01241 878287
Angus Toy Library: Toy Library/Bookstart Co-ordinator Bruce House, Wellgate, ARBROATH, DD11 3TP Tel: 01241 435103 Web: www.angus.gov.uk
Equality and Human Rights Commission: Helpline: 0845 604 5510 Web: www.equalityhumanrights.com
211 Disclosure Scotland: Disclosure Scotland, PO Box 250, GLASGOW, G51 1YU Tel: 0870 609 6006 Web: www.disclosurescotland.co.uk
Health and Safety Executive: Tel: 0845 345 0055 Web: www.hse.gov.uk
National Care Standards for Early Education and Childcare up to the age of 16: This publication is available from: Blackwells Bookshop, 53-62 South Bridge, EDINBURGH, EH1 1YS Tel: 0131 622 8283 Web: www.scotland.gov.uk
Office of the Scottish Charities Regulator (OSCR): 2nd Floor, Quadrant House, 9 Riverside Drive, DUNDEE DD1 4NY Tel: 01382 220446 Email: [email protected] Web: www.oscr.org.uk
Play Scotland: Midlothian Innovation Centre, Pentlandfield, Roslin, MIDLOTHIAN EH25 9RE Tel: 0131 440 9070 Email: [email protected]
Skills Development Scotland: Enterprise House, 3 Greenmarket, DUNDEE, DD1 4QB Tel: 01382 223100 Fax: 01382 201319 Email: [email protected] Web: www.skillsdevelopmentscotland.co.uk
Scottish Out Of School Care Network: Level 2, 100 Wellington Street, GLASGOW, G2 6DH Tel: 0141 564 1284 Web: www.soscn.org
Scottish Social Services Council: Compass House, Riverside Drive, DUNDEE, DD1 4NY Tel: 0845 60 30 891 Web: www.sssc.uk.com
Tax Credits Helpline: 0845 300 3900 Web: www.hmrc.gov.uk & http://taxcredits.direct.gov.uk
The Scottish Commission for the Regulation of Care (Care Commission): Compass House, Riverside Drive, DUNDEE, DD1 4NY Tel: 01382 207100 Web: www.carecommission.com
212 Working for Families 61 Marketgate, Arbroath, DD11 1AT Tel: 01241 432970 Web: www.angusahead.com
NHS Occupational Health & Safety Regional Adviser (Tayside) Jane Duffy assists small business in relation to occupational health and related matters. This includes availability to assist OOSC clubs. [email protected]
213