Job Description : Children S Zone Childcare Manager

Job Information Pack

Post: Children’s’ Zone Childcare Manager April 2015

OFSTED Registration Number 500011

1 V2.1 April 2015 This setting is committed to safeguarding and promoting the welfare of children and young people and expects all staff and volunteers to share this commitment:

Job Description : Children’s Zone Childcare Manager Barlow Moor Community Association Limited Barlow Moor Community Centre 23 Mersey Bank Ave Manchester M21 7NT

Job purpose :  To manage and sustain a high standard of care and education for all children placed and accessing services in the under 5’s setting  To keep abreast of any changes made by statutory or regulatory bodies and to implement and cascaded any required changes in a timely manner.  To plan and implement the Early Years Foundation stage.  To implement individual and cohort progress tracking systems.  To carry out the day to day management of the setting including staff management and administration  To supervise and support the deputy and lead practitioner, ensuring that all staff, students and volunteers achieve high standards of practice.

Context :  Working with the Centre manager and Operations Manager  Working with children  Working with staff  Liaising with parents / carers  Liaising with other Zone Managers within BMCA  Liaising with other agencies and services

Responsible to :  Centre Manager / BMCA Board of Directors/Operations Manager

Hours of Work : 25 hours TTO Salary : £ (14,700 pro-rata FTE of £25,480)

2 V2.1 April 2015 Hours of work and salary are dependent on Funding availability and based on full capacity.

Probationary Period : 6 months

Key responsibilities:

Staff management, team development  Establish effective Management and provide clear leadership to the Children’s Zone team.

 Ensure safeguarding policy, procedures and guidance in accordance with local and national guidance/legislation are in place and to bring to the Operation Manager’s attention immediately any concerns in this area.

 Create and maintain a culture where all staff, students and volunteers are able to raise concerns about poor or unsafe practice and have the concerns addressed in a sensitive and timely way

 Recruit, induct, supervise and appraise all setting staff as appropriate and in accordance with the setting policies, procedures and standards, prioritising safeguarding e.g. safer recruitment and safer working practices

 Safeguarding – understand and adhere to the setting’s safeguarding

3 V2.1 April 2015 policies and follow procedures to keep children safe and secure and ensure that others at the setting are adhering to the policy

 Work with the Operations Manager to ensure all staff, students, volunteers and regular visitors are fully aware of the safeguarding and child protection policies and procedures, including ‘whistle-blowing’ and allegations against staff and that these policies are reviewed and updated on an annual basis or in line with any changes to local or national guidance/legislation

 Ensure procedures for managing allegations and concerns raised about adults are in place, understood and followed in line with Local Authority Designated Officer (LADO)

 Ensure all staff have appropriate references and enhanced DBS (CRB) checks before starting employment

 Review policies, procedures, operational plan and setting’s self-evaluation form (SEF), development plan as necessary, ensuring documents are shared and accessible

 Ensure the comprehensive completion of all records in the day-to-day running of the setting.

 Coordinate and lead staff meetings / team meetings as appropriate, including agendas, training and planning and minutes are in place

 Manage staffing schedules and holiday rotas to ensure they meet required ratios

 Manage parent rota/volunteer staff, ensuring they are properly inducted, supported and trained within the setting

 Communicate any amendments to Zone staff personnel details including DBS and Childcare Disqualification Requirement Declaration.  Actively promote and facilitate relevant staff training, motivate staff and maintain a training plan

 Oversee the supervision and training of student placements at the setting

 Prepare reports to share with line management as required

Business development and administration

 To pro-actively identify, and with the Centre Manager apply for, additional revenue streams to develop and enhance the provision.

4 V2.1 April 2015  To promote the setting to ensure vacant places are filled, its services are marketed and advertised as necessary to ensure the setting is running at full capacity

 To be aware of and act according to current legislation and guidance on policy and procedures

 Be responsible for the collection, recording and banking of fees and administering a petty cash budget

 Be responsible for and manage all administrative duties e.g. child registration, ordering equipment, record keeping and keeping an inventory

 Manage and monitor with the deputy, children’s education and development records.

 Promote the mission statement, aims and objectives of the setting and actively contribute to the wider work and aims of objectives of the Association.

 Carry out any other reasonable request from the Centre Manager or Operations Manager

High standards of care, well being and education of the children

 Monitor and support the safeguarding of children and adults in the workplace and that all staff and volunteers follow policies and procedures to ensure they are safe from harm

 Ensure all staff comply with the setting’s policies, procedures and standards, including health and safety, hygiene, inclusion and confidentiality and carry out and record Risk Assessments where required.

 Liaise with parents/carers to ensure that the particular needs of children are met.

 Work with staff and parents to plan and implement an action plan to continuously evaluate and improve practice

 Ensure that a high standard of care and quality is provided at all times

 Ensue with the deputy and lead practitioner that the quality and suitability of resources within the setting

 Ensure with the deputy and lead practitioner the efficient upkeep of the Children’s Zone area/ grounds and safety of equipment and to report any defects to the Operations Manager.

 Establish and maintain effective communication with the local authority and

5 V2.1 April 2015 other professional bodies and agencies.

 Continually update your own knowledge and the teams knowledge of Early Years Foundation Stage (EYFS)/Ofsted inspection statutory guidance and welfare standards review and update the setting’s self evaluation

 Ensure all staff are meeting the ethos and requirements of the setting and can access training to ensure that Continuing Professional Development (CPD) is kept up-to-date

6 V2.1 April 2015 Person Specification: Children’s Zone Childcare Manager

Education and  Full and relevant early years’ level 4 qualification D training or working towards one.  NVQ L3 in Childcare E  Numeracy equivalent to maths GCSE standard grade A to C or above. E  Literacy equivalent to English language GCSE E Standard grade at C or above E  First Aid (12 hour Paediatric) training  Health and Safety training D  Designated Person Safeguarding training D  Equal opportunities training D  Safe selection and recruitment training/experience D Relevant  Minimum of two years’ experience in a management E experience and Role with a proven track record of achieving and knowledge maintaining the highest standards of care and education.  Experience of managing a team E  Experience of managing and implementing change  Experience, knowledge, understanding, E implementation and tracking of the Early Years Foundation Stage Framework  Comprehensive knowledge and understanding of child protection and safeguarding procedures for children and vulnerable adults including MCAF, Case Panels E & Reporting Procedures.  Ability to manage a budget E  Ability to use a range of IT software packages to Utilise management information systems for E monitoring and reporting requirements on performance, managing budgets, communicating with parents, marketing including exploiting on-line platforms and electronic planning tools Competencies  Excellent inter-personal and leadership skills E  Ability to prioritise, organise and delegate tasks as E necessary  Ability to communicate effectively, verbally and in E

7 V2.1 April 2015 writing  Ability to work effectively with parents and partners E  Ability to work in a busy, demanding environment E  Ability to model, promote and embed high standards of safe working practice and challenge where E necessary Personal  An Enthusiastic and proactive approach to E qualities and providing the highest quality care and education social skills  Demonstrate a high standard of managing and E leading a team and safe working practice  Ability to develop and maintain effective working E relationships with colleagues, parents and outside agencies  Ability to maintain emotional resilience in E working with challenging behaviour  Demonstrate respect for appropriate boundaries E and authority

General  Ability to maintain confidentiality at all times E  To keep abreast of all childcare legislation E  To liaise with internal and external agencies in relation E to childcare issues  Demonstrate an understanding and commitment to E equal opportunities

(Key E = Essential D = Desirable)

Background & History

BMCA was originally a community based, independent partnership group working in a deprived area of Manchester. It was managed by a group of Trustees made up of local residents and representatives of local organisations. Advisors include the Manchester Regeneration Team, the NHS, and Greater Manchester Police and other local third sector organisations.

The Association was established in the 1980s in response to the concerns of local people. It has developed considerably since that time, the most significant step forward being the campaign for a purpose built centre, which was finally opened in 1991.

Consultation with local people revealed a need for affordable childcare for under 5's, a desire for older people to have a meeting place of their own, and for women to have a group, at which they could try out new ideas, and have some time solely for themselves. Training in childcare, psychology and IT were also identified as being valuable. The outcome was the development of a playgroup, crèche facility, a women’s group (now ended), an over 50s lunch and social club and the provision of training for local people in partnership with other organisations.

8 V2.1 April 2015 Subsequently the centre opened a Junior Club for 5-11 year olds giving children aged 5-12 an opportunity to play in a safe and stimulating environment and parents the opportunity to volunteer, access play training and in many cases become paid workers. Youth Work was delivered in partnership with Manchester Youth Service; Tool Hire scheme for homes and gardens, allowing those on low incomes to improve their immediate environment and a Credit Union. Following a fire in 2008, which gutted a large part of the centre, the tool hire scheme was closed. In 2010 BMCA Ltd was a successful provider and coordinator of the Lottery funded Parktastic programme, bringing play to the parks of South Manchester.

At the 2011 AGM a resolution was passed to close the Charity Barlow Moor Community Association and to re-open as Barlow Moor Community Association Limited. BMCA Ltd is a charitable company limited by guarantee. This change was supported by a 100% vote of those present. The new company is governed by its members, just as a commercial company is governed by its shareholders. In order to set up the company the existing Directors acted as initial members, since its incorporation we have been actively recruiting additional members and as of September 2012, 44 local people have become full members who control the direction of BMCA Limited., who will have the right to vote at the AGMs

In 2011, Manchester City Council disestablished its Youth Service. BMCA Ltd has been commissioned to deliver youth provision at a local and district level. This has seen the establishment and development of provision both at our centre and the Ladybarn Community centre.

Many of the services have been, and continue to be, delivered in partnership with other local groups as part of local improvement in efficiency and communication. The Association has worked particularly closely with other voluntary organisations including: Ladybarn Community Association, the Chorlton Youth Project and the South Strategic Youth Partnership. Statutory organisations including, Southway Housing Trust, South Manchester Regeneration Team, the Manchester Adult Education Service, the South Manchester Healthy Living Network, the South Manchester Learning Hubs Network, Manchester Library Service, Sure Start and MCC Quality Team

Senior Staff from BMCA Ltd sit on City Wide strategic networks to inform and influence commissioning strategies, these include: Manchester Community Centres Network (MCCN), Manchester Play Network (MPN), Manchester Playgroup Network (MPGN) and Valuing Older People network and the South Manchester Learning Hubs Network. and Manchester Playgroup Network This enables us to represent the views of local people to “decisions makers” about service development within our area of benefit.

Following a fire, the Community lost its purpose built Library. The Library was subsequently relocated in a small shop unit facing the community centre. The Learning Centre and associated resources were in a shop adjacent to the Library.

9 V2.1 April 2015 These were deemed unfit for this use. We therefore tried to incorporate this provision within the existing already busy centre.

Following consultation with local people and negotiations with Manchester Libraries and Southway Housing Trust, BMCA campaigned for a new centre which would enable us to re-establish, and further develop all our services. After years of campaigning the new community centre opened in January 2014 and a dedicated Children’s Zone was launched in February 2014.

The Children’s Zone is well equipped enabling all areas of the curriculum to be delivered in a safe and stimulating environment and grant aid was acquired to develop a high quality outside play area that allows children to explore, investigate and learn.

From January 2014 the playgroup extended the childcare offer from a 16 place setting operating for 16 hours a week, to a 30 hour setting offering a total of 60 places. Towards the end of 2015 a “Parent & Toddler” session was developed which is very popular and is beginning to act as a feeder to playgroup.

The growth of the playgroup has not been without challenges and BMCA commissioned an external review in July 2014 to help identify strengths and development needs, at the same time we had an Ofsted inspection that saw our long held Good grade slip to “inadequate.”

BMCA adopted a proactive approach to improve our setting by implementing a temporary restructure of staffing and providing training for all staff. Within in six months we were re -inspected and received a “Good” for How well the early years provision meets the needs of the range of children who attend and The effectiveness of the leadership and management of the early years provision and “Requires Improvement” in The contribution of the early years provision to the well-being of the children.

The Ofsted report acknowledged that the massive growth had impacted on the quality of the provision, but that we had responded well and, systems were now in place to track children’s progress that it was too soon to determine the impact of the changes. We will have another inspection around November 2015 and our aim is to receive a “Good” grade, our ambition is to reach outstanding by 2018 (the next cycle of inspections.)

To enable BMCA Ltd to achieve and implement all the recommendations from both the Ofsted and the independent review we have undertaken a thorough review and of the provision that has given us a robust staffing structure that reflects the needs of the provision and its ambitious plans for the future development. This post holder will have an integral role in driving though the change required to meet these organisational objectives and provide our children with the best possible start to their education.

10 V2.1 April 2015 BMCA LTD Board of Directors BMCA has a strong board of trustees, encompassing a wide range of skill and talent and representative of local residents, community groups and partner organisations

BMCA Staff Management Team

BMCA Ltd employ a full time Centre Manager who has responsibility for strategic development and funding and an Operations Manager who manages the day to day business of the centre, and five Zone Managers who head core areas of work.

BMCA Ltd also employs a team of sessional staff and volunteers.

The Application Procedure

Completed applications should be submitted by email, but can be submitted by post.

Closing Date: 22nd May 2015

Email: [email protected]

Post: P Sales, Operations Manager Barlow Moor Community Centre, 23 Merseybank Avenue Chorlton, Manchester, M21 7NT

Short-listing: We are only able to contact you if you have been short-listed for interview, and will do so by email or telephone after the closing date.

Interviews: The interviews will be held on 8th June.

11 V2.1 April 2015 To be detached before application form distributed to shortlisting panel.

Equal Opportunities

BMCA recruits staff and volunteers on the basis of their skills, experience, temperament and ability without regard to race, nationality, gender, age, sexuality, disability or religion. Please complete the Equality Opportunities Monitoring Form

Monitoring form Post Applied for (please enter) ______Our guidance throughout recognises that monitoring is strictly confidential

Monitoring ethnicity The following sets out categories for monitoring ethnicity. We ask you to respond to this information request positively as it will help us ensure that our policies and practices do not inadvertently discriminate against you because of your ethnicity. BMCA Limited assures you that any information you provide here will only be used to monitor the effectiveness of our policies and we will take steps to ensure this information remains confidential to a limited number of staff in our HR directorate. Monitoring questions:

How would you describe yourself? Choose ONE section from A to E, and then tick the appropriate box A Asian or Asian British Bangladeshi Indian Pakistani Any other Asian background, please write in box ...... B Black or Black British African Caribbean Any other Black background, please write in box ...... C Chinese or other ethnic group Chinese Any other, please write in box ...... D Mixed Heritage White and Asian White and Black African White and Black Caribbean Any other Mixed background, please write in box ...... E White British English Irish Scottish Welsh Any other White background, please write in box ...... F Prefer not to say

12 V2.1 April 2015 Disability monitoring To make positive changes, BMCA Limited wants to address the different barriers faced by disabled people. Many people who do not consider themselves to be disabled may be covered by the Equality Act 2010 because they have a health condition that has an impact on their lives. What do we mean when we say disability?  Do you have a physical or mental impairment?  Is it long term?  Does this make it difficult for you to do the things that most people do on a fairly regular and frequent basis? If so, you may have rights under the Equality Act 2010. This includes people who are receiving treatment or using equipment (except glasses or contact lenses) that alleviates the effects of an impairment or a condition, people with an impairment or condition that is likely to recur, people who have conditions that will get worse over time and people with severe disfigurements. Employees with a disability or health condition are entitled in law to ‘reasonable adjustments’ to address their needs for support in the workplace. Therefore we are interested in any disability or health condition that may require a reasonable adjustment to overcome any such barriers.

Monitoring questions:

Do you consider yourself to have a disability or a long-term health condition? Yes No

What is the effect or impact of your disability or health condition?

Prefer not to say If you would like to discuss your response, or are unsure of the types of reasonable adjustment that might be possible, please contact your manager who is trained to help and support you. BMCA Limited is committed to creating an environment where barriers are removed for disabled people and they can give of their best to succeed in our organisations. BMCA Limited gives a commitment that this information will remain confidential within HR.

Gender monitoring Concentrations of either men or women into certain jobs, the impact of family commitments are some reasons why men and women experience the workplace differently. Gender monitoring is key to ensuring that all employees have access to the same opportunities and BMCA Limited is committed to work at achieving this.

13 V2.1 April 2015 Monitoring question:

Would you describe yourself as? Male Female Prefer not to say

Sexual orientation Monitoring sexual orientation in our staff and in our recruits is a significant step towards acknowledging gay, lesbian and bi sexual staff within BMCA Limited .

BMCA Limited seeks to become an exemplar employer and make sure our processes and practices are fair to all staff.

Please help us and do this by completing the following questions around your sexual orientation.

Monitoring question:

What is your sexual orientation? Bisexual Gay man Gay Woman / Lesbian Heterosexual / Straight Other Prefer not to say BMCA Limited will only use this information for ensuring its staff policies work fairly for all and that your sexual orientation does not count against you. We will ensure in any analysis that is made public that it will not be possible to identify you.

Age monitoring We all have an age. Age discrimination regulations in the workplace are designed to ensure that you are judged only by your abilities and not your age. Greater experience does not always associate itself with greater ability and neither does older age and inability to learn new skills. By monitoring age we seek to uncover these and other assumptions in the way we work in BMCA Limited . We intend to set up a database to review and adjust annually for age. To help us confirm your age please state your date of birth.

Monitoring question: What is your Date of Birth? --/--/----

Religion and belief Whether or not you have a religion and what you do or don’t believe in is likely to make difference to you and how you perceive the world. These perceptions are carried across into our workplaces.

14 V2.1 April 2015 It is said by some that what you do or don’t believe is a private matter that should have no effect on your job. It is indeed a private matter but it would be disingenuous to say that it had no effect on your employment. For example, BMCA Limited running training events or promotion panels during periods of religious fasting for some colleagues may well place them at a disadvantage in these instances.

BMCA Limited is committed to ensuring fairness and equal access to all employees whatever their faith or beliefs.

Below is a list of religions that are the most commonly found in Britain. They are listed in alphabetical order and not intended to signify rank in terms of importance, furthermore we acknowledge that the list is not exhaustive and if your religion is not specifically listed then we ask you not to take offence as none was intended.

Monitoring question:

Please tick the box that best describes you: Buddhist Christian Hindu Jew Muslim Sikh Other Religion or Belief (please state) ...... No Religion Prefer not to say

15 V2.1 April 2015