Fd.EDD Developing Childcare 06

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Fd.EDD Developing Childcare 06 Powered By Docstoc
The cover picture for “Developing your childcare business” has been
used with the kind permission of Harmony Neighbourhood Nursery.
Published by Hammersmith & Fulham children’s services.
First published 2003
Second edition 2006
Printed by Hammerprint
Tel 020 8753 2235
Ref: Fd.CHS Developing Childcare 06

                    Introduction                                             7
Section 1           Hammersmith & Fulham
                    Early years service                                     11
Section 2           Researching the local need                              21
Section 3           Management structure of your childcare business         23
            3.1     Private business                                        23
            3.2     Voluntary sector management                             24
            3.3     Setting up your voluntary management committee          25

Section 4           What will be the design of your childcare business?     27
            4.1     Premises: Where will the childcare business be based?   27
            4.2     Market research                                         29

Section 5           Business and finance                                    31
            5.1     Writing a business plan                                 31
            5.1.1   What is a business plan?                                31
            5.2     Costing your childcare business                         33
            5.2.1   Project start up costs                                  33
            5.3     Project income                                          35
            5.3.1   Fee levels calculated from market research              35
            5.3.2   Actual cost of childcare business                       35
            5.4     Working tax credit/child tax credit                     37
            5.5     Financial support and fundraising                       38
            5.5.1   New childcare funding programme                         38
            5.5.2   Extended Schools initiative                             38
            5.5.2b Small firms loan guarantee scheme                        39
            5.5.3   Private investment                                      39
            5.5.4   Commercial sector funding                               39
            5.6     Charities and trusts                                    40
            5.6.1   Preparing an application to a charity and/or trust      40
            5.6.2   Writing successful fundraising applications             41
            5.7     Three & Four year old offer                             42


Section 6          Legal responsibilities                                       43
            6.1a   Every Child Matters! Change for children                     43
            6.1b   Choice for parents, the best start for children: The ten year
                   childcare strategy                                            44
            6.1    Registration of provision                                    45
            6.2    National Standards for Under Eights Day Care                 45
            6.3    Information sessions for prospective childcare businesses    50
            6.4    Procedures for criminal record checks and DC2 forms          50
            6.5    Insurance policy                                             52
            6.6    Environmental Health                                         52
            6.7    Employment Act 2002                                          53
            6.8    First aid                                                    54
            6.9    Fire prevention                                              55
            6.10   Building regulations                                         55
            6.11   Disability Discrimination Act 1995                           55
            6.12   Child protection                                             56
            6.13   Data protection                                              56
            6.14   Record keeping                                               57
            6.15   Policies and procedures                                      58
            6.16   Staffing                                                     59

Section 7          The recruitment process                                      61
            7.1    Job descriptions                                             61
            7.2    Rates of pay                                                 61
            7.3    Where to advertise vacant posts                              63
            7.4    Advertising                                                  64
            7.5    Application forms                                            64
            7.6    Short listing applicants                                     65
            7.7    Interviewing                                                 65
            7.8    Interview questions                                          66
            7.9    Selecting the successful candidates                          67

Section 8          Conditions of employment                                     69
            8.1    Contract of employment                                       69
            8.2    Statutory sick pay                                           70
            8.3    Maternity and paternity leave                                70
            8.4    Staff induction                                              70

Section 9            Marketing your childcare business and opening the doors 71
             9.1     Creating a good reputation                             72
             9.2     Programme planning                                     72
             9.3     Marketing the childcare business                       73
             9.3.1   Create a logo                                          73
             9.3.2   Networking and word of mouth                           73
             9.3.2   Organise an open day                                   73
             9.3.4   Posters, banners and leaflets                          74
             9.3.5   Website                                                74
             9.3.6   Children’s information service                         74

Section 10           Developing your childcare business in the long term    75
             10.1    Participation, consultation, and evaluation            75
             10.2    Complaints procedure                                   76
             10.2.2 Investigating formal complaints                         77
             10.3    Quality assurance schemes                              78
             10.4    Creating a fundraising strategy                        79

             1       Useful contacts                                         1

             2       Sample constitution                                    15

             3       Premises contract                                      23

             4       Market research survey                                 27

             5       Sample business plan                                   29

             6       12 month cash flow forecast chart                      39

             7       Sample record keeping forms                            41

             8       Sample policies and proceedures                        53

             9       Sample job descriptions                               115

             10      Sample job application forms and advice notes         133

             11      Sample contract of employment                         145

             12      Sample user evaluation survey                         147


This guide has been written for all potential and existing childcare providers. This
includes full day care, sessional day care and out of school childcare.

The term ‘full day care’ refers to provision offering over four hours of care such as:
  Private nursery
  Community nursery
  Neighbourhood nursery

The term ‘sessional day care’ refers to provision offering under four hours of care
such as:
  Pre-school setting

The term ‘out of school’ refers to provision such as:
  After school childcare
  Holiday play schemes
  Before school childcare (breakfast clubs)
  Week-end childcare.

The guide will take you through the processes you will need to undertake to
develop your childcare setting. This ranges from the management structure of your
setting, to the market research, from registration under Ofsted to formulating your
policies and procedures.

In the appendix you will find sample forms, policies and procedures, and
employment documents.

Good luck with developing your childcare business, and remember there is a very
helpful section of ‘useful contacts’ in the appendix for you to contact if you have
any further questions.

If you need additional information or have any questions and do not know who
to contact then contact the development team co-ordinator for Hammersmith &
Fulham Early Years Service on 020 8753 3696 or email


Hammersmith & Fulham early years service is committed to equality in terms of strategy, policy and practice.
A strategy for equality is essential if we are to provide services based on the principles of equal opportunity.
Hammersmith and Fulham early years service adopts and is committed to the council’s policy on equal
opportunities and believes:

  in a fair society that gives everyone an equal chance to learn, work and live free from discrimination,
  harassment and prejudice
  that the diversity of our community is an asset to our borough
  in working to eliminate all forms of discrimination
  in combating poverty and promoting social inclusion
  that celebrating and learning about different cultures and ways of life in practical ways is key to ensuring
  that we are not divided by ignorance

Hammersmith and Fulham early years service will acknowledge, promote and celebrate the differences in our
society and communities. We aim to ensure that all children and their families have equal opportunities, equal
access and are treated with equal concern. In addition, we aim to challenge positively all discrimination in
terms of culture, gender, ability, age, religious or political beliefs, sexuality, socio-economic background or
competency in English, so that every individual will have the opportunity to develop to their full potential and
have a wider choice in life.

  To raise awareness of equal opportunities issues at all levels and promote quality standards for practice
  To actively promote and support equal opportunities practice
  To develop a context where all children and their families feel valued and respected
  To provide a programme of training for practitioners to ensure they have the skills, knowledge and
  commitment to implement consistent quality practice
  To have a commitment to eradicate all forms of discrimination, prejudice and stereotyping
  To provide practitioners with the skills to empower children to make choices and decisions
  To value the contribution that parents and carers make to their children’s education and care
  To ensure that every setting has an Equal Opportunities Policy and a designated
  Equal Opportunities Co-ordinator
  To work to develop inclusive settings for all children and young people
  To address issues of accessibility in our settings
  To ensure that the following legislation informs practice:

Equal Pay Act 1970
Sex Discrimination Act 1975 & 1986
Race Relations Act 1976 & 2000
Education Acts 1981, 1993, 1996 and 2001

Disabled Persons Act 1986
Children Act 1989
United Nations Convention on the Rights of the Child 1991
Disability Discrimination Act 1995
Human Rights Act 1998
Special Educational Needs and Disability Act 2001

Every setting within the borough should have an admissions policy that benefits local children. Where
admissions policies include waiting lists, settings must ensure that criteria or criterion used are fair and
objective to all.

All settings should have effective recruitment, selection and appointment procedures reflecting good
employment practice. Recruitment advertisements should be clearly written and placed appropriately to reach
the target audience. The setting should appoint the best person based on their ability to perform the tasks of
the job. Settings must not discriminate against employees or applicants for employment on the grounds of
their gender, disability, age, colour, ethnic origin, socio-economic background, religion or sexuality.

In Hammersmith and Fulham, we are actively seeking to employ those from underrepresented groups to
achieve a better balance to our workforce.

When planning for children’s learning, every setting should ensure that all children have access to the full
range of the curriculum planned. Practitioners will review and evaluate resources on a regular basis to ensure
children do not pick up negative images of themselves or other children through the resources they
encounter. Multi-cultural, anti-racist, gender and disability issues can be addressed positively through the
curriculum. Resources will reflect the diversity and experiences of all children and celebrate the differences
that exist within society.

All children should have full access to activities and opportunities to play in the indoor and outdoor
environments free from prejudice, discrimination or stereotyping. Every child has the right to equality of
learning situations; to be observed, assessed, and understood and to have their learning extended in a way
that is respectful to the child and their parents/carers.
Partnership with Parents/Carers
Every setting should ensure that parents/carers are aware of the principles and philosophies that lie behind its
equal opportunities policy. Where possible, settings will involve parents/carers in the development,
implementation and monitoring of their policy. All practitioners should ensure that all parents/carers feel
welcome, comfortable and will aim to ensure physical access to their setting. The aim of the setting will be to
inform and empower parents and carers. Partnerships should be based on mutual respect and dialogue and
the understanding of variations in cultural expectations, values, styles and assumptions.

Written communications and discussion should be jargon-free and non-patronising. Parents/carers will be
given information on parenting, support and other organisations as required. Wherever possible, letters and
notices should be translated into the home language of the children.

We will promote the need for every setting to have an Equal Opportunities Policy that is reflected by their
practice, is an integral feature of all aspects of life within the setting and is reviewed on a regular basis.

Hammersmith & Fulham   1

Early Years Service
                         Hammersmith & Fulham
                             Early Years Service


The early years service works with and assists all sectors with an interest in early
years education and childcare.

The role of the early years service is to:

  Ensure the creation of children’s centres in every community by 2010
  Ensure an appropriate stock of affordable, quality childcare and early years places
  included childminding places are available in the borough to meet parent’s needs
  Provide opportunities for childminders and providers to access quality assurance
  schemes to support their development and ongoing quality improvement
  Provide a free early years education place for all 3 & 4 year olds via promotion of
  the 3 and 4 year old offer
  Give advice and support to existing providers including guidance on birth to three
  matters, the foundation stage and inclusion
  Provide ongoing professional development for all childcare practitioners and
  enable new and existing practitioners to acquire vocational training
  Ensure that all early years and childcare providers have a person with particular
  responsibility for children with special needs and one with responsibility for equal
  opportunities policies
  Actively participate in the national recruitment strategy for childcare workers
  Work with employers in the borough to raise their awareness of family friendly
  policies and ways of working flexibly
  To assist private and voluntary sector providers to develop business plans and
  fundraising strategies to ensure their sustainability.

Early Years Service


If you are interested in setting up your own childcare setting the early years service
can offer support and advice from the Ofsted registration and inspection process
to providing relevant statistical data on Hammersmith & Fulham. This includes:

  regular pre-registration information sessions
  developing a childcare business guide
  early years and childcare audit
  expertise from Hammersmith & Fulham development officers

For more information contact the development team co-ordinator
(see appendix 1) who will be able to discuss all aspects of developing a
childcare business.

Business Support

What do we do?
The business & finance support team of the Hammersmith & Fulham early years
service offers a range of financial and business services to early years and
childcare providers, including childminders in the borough.

We offer support on:

  business planning
  budgeting and cash flow forecast
  business record keeping and accounts
  the three and four year old funding offer
  Childcare Affordability Programme

The business and finance support team also delivers specific business related
training such as courses on basic book-keeping, covering elements of the self
assessment form for childminders. The support is offered either on a one to one
basis tailored to the individual childcare providers needs or within a group
addressing key areas of business practice.

If you are a potential local childcare, early years or play provider and would like
further information on what we offer as a team or require business support
please contact the business and finance team co-ordinator (see appendix 1).

                                               Early Years Service


Have you heard about the latest thing that’s happening
in childcare?
A late 2004 initiative has been the creation of children’s centres. As part of the
government’s national childcare strategy, children’s centres are to be based initially in
disadvantaged communities to provide integrated care and education for young
children under five, health services beginning at the antenatal stage, family support
and a base for childminders.

In Hammersmith & Fulham we are developing children’s centres from existing services
such as neighbourhood nurseries, early excellence centres and Sure Start local
programmes. Where services are not delivered on one site, they are geographically
accessible and will be offered at times that are convenient for working parents.

In phase 1 of the initiative Hammersmith & Fulham created five children’s centres. In
phase 2 (2006-2008) we have been set a target to create an additional seven children’s
centres and by 2010 we expect to have a children’s centre in every community in the

Children’s centres will include:

  Early education integrated with daycare suitable for working families; open a
  minimum of ten hours per day, five days per week, 48 weeks per year for babies
  and children up to statutory school age. This includes support for childminders and
  early identification of children with special education needs/disabilities and inclusive
  services to meet their needs.
  Family support and outreach including visits to families within two months of a new
  birth, parenting support and information and advice on childcare, child
  development with specific support for hard to reach families.
  Child and family health services including anti-natal advice, smoking cessation
  interventions, information and advice on hygiene, nutrition and safety.
  Links with schools and children’s information services.
  Links with Jobcentre Plus.

The Children’s Centres approved in Hammersmith & Fulham are:

  Randolph Beresford Early Excellence Centre / Harmony Neighbourhood Nursery
  Fulham South Families and Children’s Centre / Montessori Neighbourhood Nursery 2
  Normand Croft Early Years and Community School / Montessori Neighbourhood
  Nursery 1
  Broadway Children’s Centre / James Lee Nursery School / Step by Step
  Neighbourhood Nursery / Addison Pre-School
  Cathnor Park Children’s Centre / Vanessa Nursery School
For more information contact the development team co-ordinator
(see appendix 1).
Early Years Service

Children’s information service

What is the children’s information service and what do we do?
The children’s information service (CIS) provides accurate and impartial information and advice on the range
of facilities for children aged 0-14 and up to 16 years for children with disabilities. These include services
provided by the voluntary, private, independent and maintained sectors in Hammersmith & Fulham.

The CIS can advise you on the types of childcare or early years service in Hammersmith & Fulham and send
you up to date lists. It maintains listings of:
  Children’s centres
  After school care and holiday play schemes
  Parent and toddler groups
  Toy libraries

In addition the children's information service provides an outreach
programme providing information on:
  Registered childcare, early years and play in the borough
  Tax Credits and other help with childcare costs
  Vocational childcare training
  Working in childcare – they can support you in the advertising and recruitment
  of childcare employees.

Need other information and advice?
The CIS can direct to you to other local and national organisations offering help with:
  Adult employment and training
  Careers guidance
  Family Support
  Special Educational Needs
For more information contact the children's information service (see appendix 1).

                                             Early Years Service

Childcare training for local practitioners
The early years service provides ongoing professional development training courses
for all childcare practitioners working in the borough. In addition the early years
service works in partnership with local training providers to ensure there is
sufficient vocational training to enable practitioners to update and increase their

The early years service training team organise and co-ordinate a termly training
calendar of courses that will aid practitioners in:
  developing knowledge & understanding of child development
  finding out more about Birth to Three Matters & the Foundation stage
  developing an inclusive & accessible setting
  finding out more about the legal requirements of the Disability Discrimination Act
  gaining Ofsted required qualifications

For more information contact the training co-ordinator (see appendix 1).

Student Mentoring
In addition the training team provide a mentoring support service for students on
early years and playwork vocational courses who live or work in Hammersmith &
Fulham. This service offers:
  regular one to one support
  one off problem solving sessions
  help with study skills
  portfolio building.
  Interview techniques

For more information contact the training team (see appendix 1).

Early Years Service

What are quality assurance schemes?
Quality Assurance schemes are undertaken voluntarily and are programmes of
continual development for early years and childcare settings. These are designed to
promote the highest quality experiences of care, play and education, by
encouraging childcare providers to think carefully about what, how and why they
do this – “reflective practice”.

How can childcare providers find out more?
Providers thinking about starting a quality assurance scheme or just wanting to
know more can meet with the quality assurance officer. Guidance and support will
be provided on which quality assurance schemes are available, the benefits for
childcare settings and choosing the right scheme.

For more information contact the quality assurance officer (see appendix 1)

The Curriculum Team
The curriculum team is a group of qualified teachers who support practitioners in
all private, voluntary and independent settings receiving the three and four year old
offer in Hammersmith and Fulham.

Support is provided to early years practitioners enabling them to:

  Promote learning through play and first hand experiences
  Work in partnership with parents and carers and the wider community
  Use the Curriculum Guidance for the Foundation Stage and the Birth to Three
  Matters Framework in their settings
  Provide relevant learning opportunities that meet the diverse needs of all children
  Evaluate their practice for Ofsted inspections and quality assurance
  Identify and meet their training needs
The curriculum team provides this support by working collaboratively to deliver
training and working alongside practitioners in their settings.

What is Birth to Three Matters?
Birth to Three Matters is a framework launched by the Sure Start Unit in 2001. It is
intended to support all those with responsibility for the care and education of
babies and children from birth to three. The Framework is not a curriculum but
identifies four “aspects” of development for children. These highlight the
interrelationships between growth, learning, development and the environment in
which babies and young children are cared for and educated.

                                             Early Years Service

The four aspects are:

  A Strong Child
  A Skilful Communicator
  A Competent Learner
  A Healthy Child
Birth to Three Matters should be considered within the context of the National
Standards for Under Eights Day Care and Childminding (DfES, 2001) and the
Curriculum Guidance for the Foundation Stage (DfES/QCA, 2000).

The Framework recognises babies and young children as competent learners. It
acknowledges caring adults as more important than resources and equipment. It is
based on true partnership with parents/carers and offers guidance on supporting
children with special educational needs. It is the first document produced at a
national level to support the learning and development of babies and children
under 3 and the key people in their lives.

What is the Foundation Stage?
The Foundation Stage is the first phase of the National Curriculum for all children
from the age of 3 to the end of the reception year in primary school.
Comprehensive guidance for early years practitioners is set out in detail. It is
underpinned by a set of principles giving children the opportunity to experience the
best possible start to their education. It supports a successful partnership with
parents/carers and helps practitioners in planning to meet the diverse needs of all
children. Guidance is given on effective learning and teaching to provide an
appropriate curriculum for:

  Personal, social and emotional development
  Communication, language and literacy
  Mathematical development
  Knowledge and understanding of the world
  Physical development
  Creative development
From September 2008 the Birth to Three matters framework and the Foundation
Stage will be combined and known as the “Early Years Foundation Stage” guidance
will be contained in one document. It will cover care, learning and development for
children in all early years provisions from birth to the August after their fifth
For more information contact the curriculum team co-ordinator (see appendix 1).

Early Years Service

Early Intervention
Inclusion is at the heart of the early years service and implicit in all its work.

For childcare practitioners

The early years service have a dedicated early intervention team who:

  support and make meaningful links both within the early years service and with the
  wider network of all those working within early years, play and youth. e.g. health, the
  play service, the childminding service, the voluntary sector and organisation like Kids,
  HAFAD, children’s centres etc
  provide training for the private, voluntary, independent and maintained sector,
  including childminders and those in the play service, and inset training for
  staff teams
  set up and support special educational needs coordinator and equal opportunities
  coordinator networks for the private, voluntary and independent settings
  Employ and work with a speech & language therapist to provide training and support
  regarding speech and language development as a precautionary
  approach to children’s speech and language needs.
The early intervention team support local childcare (as area special educational needs co-
ordinators (Area SENCO’s),) early years and childcare settings with their special
educational needs procedures, their environment and general practice in keeping with
the SEN code of practice 2001. They also prioritise settings known to have a child who
they might need support with. Where necessary we will offer one – two days support
where we will specifically model good practice, which supports those individual children
as well as, with parental consent, observation of individual children in order to establish
what kind of support the staff need to be providing. Settings can ring to ask for advice
or to ask for a visit at any time.
For more information contact the early intervention team co-ordinator (see
appendix 1).

Equalities impact assessment
The early years service’s equalities statement (page 8), guides the delivery of all the
services we provide. To ensure the services we deliver do not discriminate and promote
equality and inclusion we undertake an equality impact assessment (EQIA).
What is an equalities ‘impact’?
  a negative or adverse impact – where the impact could disadvantage one equality
  target group, or some equality target groups. This disadvantage may be differential,
  where the negative impact on one particular group of individuals or one equality
  target group is likely to be greater than on another. It should be noted that some
  negative impacts may be intended. The EQIA provides an opportunity to assess this; or
                                                 Early Years Service

    an impact that will have a positive impact on an equality target group, or some
    equality target groups, or improve equal opportunities and /or relationships
    between groups. This positive impact may be differential, where the positive
    impact on one particular group of individuals or one equality target group is likely
    to be greater than on another.

For good practice we recommend you use these questions when designing the
delivery of your childcare provision.

The following questions are derived from Rajwant Bain Consultancy.

1   Identify the aims of the policy, service or function and how it is implemented?
    This may have already been considered but it is really important to be clear
    about the policy, service or function aims. The following are some of the key
    questions to ask regarding a policy, service or function:
    • What is the policy, service or function?
    • What is the aim, objective or purpose of the policy?
    • Are there associated objectives of the policy? If so, what are they?
    • Who is the policy intended to benefit and how?
    • Who defines or defined the policy?
    • Who implements the policy?
    • What outcomes do we want to achieve with this policy and for whom?
    • Who are the main stakeholders in relation to this policy?
    • What outcomes would other stakeholders want from this policy?
    • How do these outcomes meet or hinder other policies, values or objectives
      of the organisation?
    • What factors / forces could contribute / detract from the outcomes?
    • How will we put the policy into practice, and who will be responsible for it?
    • How does the policy fit in with the organisations and Local Authority
      wider aims?
    • How does the policy relate to other policies and practices within the
      organisation and / or Local Authority?
    • How does the organisation interface with other bodies in relation to the
      implementation of this policy?
    • Are there any groups, which might be expected to benefit from the intended
      outcomes but which do not?

Researching the

                  LOCAL NEED
            Researching the local need

This is a key task for you or your management committee to undertake.
The information you gather at this stage is crucial to the development of the
childcare provision. It will provide you with invaluable data on what parents need
(see section 4.2, market research), and how you meet these needs. You would not
want to find out that there is already sufficient childcare provision set up or being
developed in your targeted area. To find out about the type of childcare provision in
your area you should:
1   Contact the early years service to inform them of your proposals. The early years
    service will channel this information through the audit and service plan and the
    development team co-ordinator. You will be sent,
    • ‘The early years and childcare audit’ which will provide you with an overview
      of childcare provision in Hammersmith & Fulham on a Ward basis. It also
      includes demographic and socio-economic information, employment profile,
      and indicators of relative disadvantage and special needs for the borough.
2   Contact the children’s information service (see appendix 1) to get the list of
    existing childcare settings in Hammersmith and Fulham, and ask for a copy of
    the National Standards for either Full Day Care if you are, for example,
    developing a nursery for children aged 0-5 years, or Out of School Childcare if
    you are, for example, developing a holiday scheme for children aged 5-11 years
    (see section 6.2, ‘National standards for under eights day care’).
3   Contact the development team co-ordinator or the head of early years (see
    appendix 1) to enquire about any developments in your area. In addition, they
    will be able to support you with information on funding streams and aid in
    general enquiries.
4   What if there is other childcare provision in the area where you choose to
    develop your childcare business?
    You should enquire about the type of childcare provision it is. The childcare
    provision will cater for a specific age range, and operating times.
    Will it be similar to the childcare provision you are planning to provide?
    For example, some out of school childcare provision will only cater for children
    and young people attending a particular school whilst others will do a number
    of pick-ups from the local schools. You will need to be thorough in your research
    and audit of local childcare provision.

       of your childcare

                                                                        Private business
                                                                        Voluntary sector
                                                                        Setting up your voluntary
                                                                        management committee

Photograph used with kind permission of Harmony Neighbourhood Nursery
 Management structure of your
           childcare business

You will need to decide the type of management structure your childcare business
will have, which will depend on whether the provision is a private business or a
voluntary organisation. Your decision will be based on the reasons for developing
the childcare provision. Will it be for financial profit or for non-financial profit, for
example, a community nursery?


  Setting up as a private business will largely result in profits being a major factor
  in the business. Due to this, the viability of the project is largely dependant on
  fee levels and fee income.
  As a private business, you will not be able to register as a charity. This will mean
  it is very unlikely you will be able to attract income from fundraising. As a
  business, you will need to ensure you have a thorough business plan ensuring
  the provision will be profitable or at least able to sustain itself (see section 5.1,
  ‘writing a business plan’). Remember childcare is likely to be non-profitable or a
  low rate of financial gain.
  As a private business, you can look to banks and other financial institutions for
  loans to start up your business.
  You will be liable for full business rates, and corporation tax.
  As a private business, you will need to decide the type of management structure
  you will have:
  a) If you want to set up as a sole trader (self-employed), contact the
     HM Revenue and customs information centre. (Formally Inland Revenue)
     for more information (See appendix 1).
  b) If you want to set up as a Limited Company (the directors or owners are
     protected against personal liability if the provision faces financial difficulties),
     contact the Companies House for more information (See appendix 1).
For further guidance and information on setting up as a private business contact
the HM Revenue and customs business support team (see appendix 1).

Management structure


  Setting up with a voluntary sector management structure will mean providing a
  service for the local community. This will mean providing affordable fee levels.
  The childcare business will be non-profit making.
  You will be able to fund raise by applying to a variety of charities, funders, and
  trusts. The majority of funders will require a business plan (see section 5.1,
  ‘writing a business plan’).
  You will be able to register as a charity which has more advantages when fund
  raising but you will be non-profit making with all income generated through fees
  and through fund raising going back into the childcare provision.
  A non-profit making business will benefit from tax incentives, and discounts in
  business rates.
  You will need to decide the type of management structure your provision will have
  (a) If you want to set up as a limited company (the directors or owners are
      protected against personal liability if the provision faces financial difficulties),
      contact the Companies House (see appendix 1) or visit their website for
      more information.
  (b) If you want to set up as an unincorporated association, you will need to
      have a constitution (see appendix 2). In addition, you will need to form a
      voluntary management committee (see section 3.3, Setting up your voluntary
      management committee).
  (c) If you want to set up as a charity you will need to contact the Charity
      Commission (see appendix 1) for guidance and an application pack.
For more advice and information on voluntary sector management you should
contact Hammersmith & Fulham Voluntary Sector Resource Agency (VSRA) (see
appendix 1) They will be able to give you advice on the type of voluntary
management that best suits your provision, and aid in developing a constitution
and other aspects of managing the business.

                                Management structure


Getting other people involved in the development of the childcare provision and
the management of it when up and running is essential. Remember that to work
effectively as a group you need to have a common aim, i.e. the childcare provision.
All those involved will need roles to undertake. Do not burden one individual with
too much!

You need to be clear as to what is expected of people so clear communication as to
dates, times, and venues is essential. At the first meeting ensure you set the
structure of meetings and agree the most suitable arrangements for future
meetings to include everyone. Perhaps booking a few meetings in advance will
help. You can always review these after a few meetings.

Ensure notes or minutes of meetings are taken and distributed to members with
actions clearly set out together with timescales. It is always a good idea to have an
agenda sent out with the minutes before each meeting so people know what is to
be discussed. It gives members the chance to add additional items to the agenda
and prepare for the meeting.

It may not be an easy ride and there are likely to be disappointments but that is
the norm. The test is how you overcome the disappointments and continue to
work together.

Give everyone their say and encourage ideas.

Listed below are some guidelines to setting up a management committee.

  Try to involve at least five people who will become the management committee.
  Each will be given a specific role such as chairperson, secretary, or treasurer.
  Enrol people who are committed and have some spare time.
  Try to involve people with a variety of skills that will be useful i.e. accounting
  skills or fund raising abilities.
  It is essential to involve service users, parents and carers. The provision is for
  them and so they should aid in its development, growth, and sustainability.
  Remember to involve the paid manager of the provision as an adviser to the
  management committee to feedback about the ongoing day-to-day running of the
  provision. Unless stated in the constitution, they should not have any voting rights.
  Another idea is to develop a children’s council whereby the children attending
  the provision have a say in the development of the provision. Remember they are
  who the provision is for, so engage them in its development.
For help and advice on setting up a management committee, you should contact
the Hammersmith & Fulham Voluntary Sector Resource Agency (see appendix 1).

What will be the design
      of your childcare

                                          DESIGN OF
               Where will the childcare
               business be based?
               Market research              4
             What will be the design
          of your childcare business?

Premises for childcare provision are in a variety of places but the most common are
schools, community centres, youth centres, church halls, and purpose built sites.
The site where the provision will be based is key to its success.

When you allocate premises, contact the London Borough of Hammersmith &
Fulham planning department (see appendix 1) for guidance on any building works
to be undertaken and to get approval to develop and set up childcare provision at
the premises.

When choosing a site remember the following points:

  The premises will need to meet legal requirements under the National Standards
  for Registration of childcare provision under Ofsted (see section 6.2, national
  standards). This ensures the premises are adequately accessible, secure, well lit,
  properly heated during winter, well ventilated during summer, and welcoming.
  Remember first impressions count. Would you want to leave your child in a place
  that looks gloomy, is cold or small?
  Are the premises local to where parents live or work, or the schools the
  children/young people attend? Remember if you are setting up an out of school
  childcare provision you will have to ensure the children are collected from their
  school and escorted safely to the premises under appropriate supervision.
  The space you acquire will determine the number of children allowed on the
  premises (see section 6.2, National Standards). There are legal requirements of
  space and this equates to,
  • 2.3 square metres per child aged 3-7 years
  • 2.5 square metres per child for children aged 2 years
  • 3.5 square metres for young children and babies aged 0-2 years
  Is there adequate space for the range of activities the provision will offer? This
  includes space for arts and crafts, a separate quiet area, and separate area for
  preparing and serving food.
  Are there enough toilets for children and staff to use? Are there accessible
  toilets? The legal requirement is one cubicle and sink per 10 children under eight
  years accessing the provision.
  Is there outdoor space for children to play in? If not is there an outdoor area
  close to the premises? Remember if outdoor space is off site you will need to
  demonstrate through your policies, procedures, and risk assessment how the
  children will get to and from the premises to the outdoor space under


  There will need to be a phone accessible to the provision on the premises in case
  of accidents and emergencies. In addition, it is a good business practice to have
  an answer phone to take messages when the provision is operating or closed.
  The building will need to meet fire safety regulations. This means having the
  building inspected by a fire safety official. For more information on fire
  regulations and inspections contact the the Hammersmith fire safety officer
  (see appendix 1).
  Is there good transport and parking facilities for parents/carers to drop off and
  collect children safely? If you want to pick up from a number of schools, are the
  premises located central to all of them?
  Is there ample storage space that can be adequately secured when the provision
  is not operating? Remember some premises will have a variety of activities and
  groups using them when you are not, and you do not want your equipment to
  be used, damaged, or stolen.
  Cost of renting the premises is key to the sustainability of the provision. Is the
  rent reasonable? If using the premises for the long term i.e. all year provision, try
  to negotiate a reduced rate. You will need a ‘contract of use’ with the property
  owner for renting the premises (see appendix 3). Before signing any contract
  ensure you read it thoroughly and do not sign if you are not happy with any part
  of it. It is best to get it amended before signing it rather than trying to make
  amendments later. As with any legal contract it is always essential to seek legal
  advice before signing it.
For help in locating premises contact the children’s information service for listings
of schools in the borough. For a list of potential local authority properties to lease
contact the London Borough of Hammersmith & Fulham environmental health
building control and planning (see appendix 1).

A good way of locating possible sites is to walk round the area where you want to
develop your childcare business.

Contact the development team co-ordinator (see appendix 1) to discuss possible
sites and arrange a viewing of the sites. They will be able to offer help and advice
about the suitability of the sites.



Building a relationship with local schools is useful in terms of supporting your
potential childcare business. They may be able to distribute surveys and advertise
the childcare provision once up and running. The school could also be a possible
site from which the childcare provision will operate.

Contact the local schools and explain to them your proposals and if you can send
out a survey to the children, young people, parents and carers of the school. You
may want to talk to the schools Parent Teacher Association first. This may involve
meeting them and presenting your plans for a childcare business.

Remember to survey the parents and carers of children at the nursery in the school
or local to the provision. This will provide you with an idea of future use, as they
are potential users of your provision. This is the first step to advertising the
provision even if it is not developed yet. You are building up a potential service
user base.

For a sample market research survey/questionnaire see appendix 4. This should be
adapted to the type of childcare provision you intend to develop. Remember to
include the project contact details.
When formulating your survey you should consider the following points:
  It should be concise, asking only relevant questions directly linked to your
  proposal of setting up a childcare provision.
  It should aim to gather information related to demand. The number of children
  and/or young people attending each childcare session is essential to your
  business planning (see section 5.1, ‘writing a business plan’).
  Will the provision be operating all year, term-time after school, before school,
  holiday, and/or weekends? If you are not sure, use the survey to ask what type of
  provision the parents, carers, children, and young people require. From the
  survey you will be able to build up a picture of the type of childcare most
  required by parents and carers in that locality.
  The operating time of the provision will need to fit in with the requirements of
  parents and carers. Parents or carers working full-time, for example, will require
  childcare provision operating during the working day from 8.00am to 6.00pm all
  year for children and babies aged 0-5 years. School age children will require
  childcare before and after the school day and all day during school holidays. Not
  all schools finish at the same time. You will need to decide what time the
  provision will operate. You can gather this information from the survey.


  Include in the survey a question on cost of provision. What are parents and carers
  willing to pay for each session? Costs will depend on the type of service. You
  should have already completed research on other provision in the locality (see
  section 2, ‘researching the local need’) so you will have an idea of costs for these.
  Remember if you are planning to operate at minimal charges then you will need
  to ensure there is an effective fund raising strategy in place (see section 10.4,
  ‘fundraising strategy’).

  Remember if you are targeting more than one school be sure to survey all of
  them. You may have to spend time at each school so do one school at a time.
  Do not try to take on too much at once.
  Remember English may not be some of the parents/carers first language so it is
  important to gain this information through the school. You may have to get the
  questionnaire translated or involve a person who can translate for you.
  Surveying parents and carers face to face is a good way of getting more people
  involved in the development of the childcare business. It also enables
  parents/carers to meet you on a personal level. It is a good start to building up
  relationships with potential service users.
For more information and advice, contact the development team
co-ordinator (see appendix 1).

Once you have collected the surveys you will need to analyse them. You may not
have many returned, so you could do more surveys at the school entrance as
children are dropped off and collected, or at libraries and health centres. This may
be more effective. It’s a good idea to state the dates and times you will be
surveying at different locations. Some parents may want to discuss the provision
with you.

It is a good idea to meet parents and carers face to face. This helps to build a

Once you have collated the survey results, you should have an idea of what the
childcare business should look like. You could write a letter to the parents and
carers explaining the results and give them information on the timescales of getting
the provision up and running.

It is a good idea to record parents and carers contact details so when you know a
start date you can let them know and begin booking places.

Business & FINANCE

           Writing a business plan
           What is a business plan?
           Costing your childcare
           Project start up costs

                                       & FINANCE
           Project income
           Fee levels from market
           research                    5
           Actual cost of provision
           Working Tax Credit/
           Child Tax Credit
           Financial support and
           Funding to start up your
           childcare business
           New Childcare Funding
           Small firms loan
           guarantee scheme
           Private investment
           Charities and trusts
           Preparing an application
           to a charity and/or trust
           Private sector funding
                                 Business and finance

Business and finance are the most important aspects of developing the provision as
well as sustaining it when operating.


All childcare businesses that are planning to expand existing provision or develop
new provision and are seeking funding will need to prepare a business plan.

The business plan workbook (see appendix 5, ‘Delva Sherrington, 2002’) is designed
to help you start the process of preparing your business plan. It sets out the main
headings you would expect to find in a robust business plan and includes prompts
to help you gather the relevant information.

Your business plan is a detailed description of what your organisation does and
how those responsible for the management of the organisation will use financial
and human resources to expand and maintain sustainability.

It is essential for businesses including those in the non-profit making sector to have
a business plan for the following reasons:

  It provides a road map to run your organisation efficiently and effectively.
  It assists in raising finance for your organisation. Banks and funders use the
  information in your business plan to determine the likely success of the
  It encourages the development of strategic objectives for your organisation.
  It establishes a system for monitoring your performance.
  It prepares you in responding to changes in the childcare industry and allows you
  to capitalise on opportunities.

Your business plan should be realistic and practical. It should be used as a live
document that is reviewed and updated as new information emerges. You may find
it less daunting if two or more people work together to write the plan. Your
business plan is also a marketing tool and should therefore contain enough
information to enable readers to make an informed opinion of your organisation.


Finding the information you need to write your plan
  Ten year childcare strategy: Every child matters
  Early Years and childcare audit which includes ward profiles and local
  population statistics.
  Market research information.
  DfES reports on childcare and government policy.
  Internally generated information such as annual reports and policies.
  Financial information - previous years accounts if available.

You will need to write a business plan to clarify your aims. This will provide you
with the financial information you will require to set up the provision and plan the
future of the provision once up and running. This is a requirement of making
applications to banks for loans, and to funders for grants. They will want to see a
sustainable comprehensive business plan that shows you are ready to manage and
control your provisions finances.

For more information on business and financial support, contact the business
and finance team co-ordinator, HM Revenue and Customs business support team,
or Business Link for London (see appendix 1).



This section will take you through the steps of putting together a comprehensive
finance schedule. It is important to cost everything as items that are not included,
as it will result in difficulties once you have received any loans or funding. You will
not be able to include things in applications for funding once it is agreed.

Start up costs is funding required to set up the childcare business, and cover any
shortfalls during the initial start up period which can be up to three years as stated
in the research study carried out by SQW Ltd. in partnership with the Out of School
Hours Research Unit at Brunel University,
“Almost all of the 36 case study clubs predicted achieving sustainability within
three years (the time taken for most small businesses to break even).”
(Achievements and challenges in developing out of school hours childcare, page 5.)
Start up costs can be split into two categories:
1   One-off costs
    • Premises - this refers to any initial costs involved with the purchase, lease,
      building works, and refurbishment to the premises that are to be completed
      before the provision is based there.
    • Insurance - you will need to ensure you have a comprehensive insurance
      policy covering the project for up to £10 million public liability when the
      project is operating and adequate cover for employees.
    • Registration under Ofsted - a cost that is a legal requirement for all childcare
      providers if you intend to look after children under the age of eight years (see
      section 6.2, ‘national standards’).
    • Equipment and materials - It is essential and a requirement of registration
      (see section 6.2, ‘national standards’) that the project be resourced. Other
      essential items will be a first aid kit and fire fighting equipment. Items can be
      very costly and it is wise to shop around. Be creative with limited resources.
      Remember what equipment and materials are purchased will need to be
      stored so ensure you have enough safe storage areas to put everything away
      if you need to.
    • Recruitment costs - these are costs involved with the recruitment of
      employees to work at the scheme i.e. advertising vacant positions in the press
      (see section 7, ‘the recruitment and selection process’).
    • Publicity costs - costs incurred through publicising provision i.e. flyers, posters.


2   Running costs - costs involved with the day to day running of the provision
    • Premises - rent of premises including gas, electricity, maintenance, and
      business rates.
    • Payroll costs - monthly wages of all staff employed and volunteer costs.
      Remember as a business that employs staff it will be your responsibility to
      ensure that National Insurance contributions, income tax (PAYE), and pension
      contributions are made. For more information, contact the HMRC business
      support team (see appendix 1).
       Other costs include employing someone to calculate wage levels and ensure
       correct payments are made, and wage slips. If you are a voluntary sector
       provision, contact the Hammersmith & Fulham voluntary sector resource
       agency (see appendix 1) for help and advice.
    • Food - drinks, cold snacks and any other items you may provide.
    • Administration - stationary, telephone, postage.
    • Transport - costs involved getting children/young people from the school to
      the premises.
    • Training - it is essential for employees to undertake training to develop their
      skills and aid development of the provision.
    • Quality assurance schemes - provide a structure for self-assessment,
      monitoring, evaluation and review of the childcare provision. Undertaking
      such a scheme will help your provision adapt to the changing demands
      placed on businesses, enabling you to continue to operate in an increasingly
      competitive environment (see section 10.3, “quality assurance schemes”).
    • Other - any other costs including legal fees, cost of yearly audit of accounts.

See appendix 6 for a sample 12 - month cash flow forecast sheet.



If your childcare business is to be run as a private business your main source of
income will be income generated through fees. As a voluntary sector provider, you
will be able to access other sources of income such as grants from funders.

Whatever sector the provision is in you will need to ensure that at the least income
generated equals expenditure to operate and sustain the project. You will not be
able to sustain long periods of making a loss i.e. income generated is less than

If the provision suffers sustained losses then the management of the provision will
need to make contingency plans to overcome this. These include cutting costs of
operating the provision, looking at fee levels, and operating times of provision.

For more information, support and advice contact the business and finance team
co-ordinator (see appendix 1).

From the market research carried out (see section 4.2) you should have an idea of the
fee levels parents/carers are willing to pay. This will give you analysis of the numbers
of parents/carers who are willing to pay a certain amount therefore giving you a
forecast of the number of children you expect to attend at that fee level.

Remember to set fee levels at a competitive rate with other childcare businesses in
your locality. Contact the children’s information service for information on current fees
for settings in the borough.

After having completed costing your childcare business (see section 5.2) you can
calculate the actual cost per child/young person to operate the service.

This is calculated by adding up all the running costs involved in operating the
service, and dividing it by the number of children and young people who will be
using the service. This will provide you with the actual cost and the fees level
required to break-even. Fee levels may be set at a greater level as if the focus of the
childcare business will be profit making.

In the voluntary sector, you will be looking to offer low fee levels and therefore may
be subsidising fee charges through other sources of funding. Your focus is
providing a service for the local community who will have wide-ranging income
levels. Remember you will need to forecast what level of money can be feasibly
raised through ongoing fund raising.


Other points to consider are:
  A sliding scale of charges for families on different income levels, i.e. a reduced
  rate for families on benefits such as income support.
  Subsidised rates for families with more than one child attending the provision.
  Offering reduced fee levels for those who pay in advance termly or monthly as
  opposed to a daily fee level. This will encourage parents and carers to book
  places over a longer period rather than on a daily basis. This will aid you in
  planning your finances with a clearer idea of the amount of income generated
  over a specific time scale.
  Promoting the Working Tax Credit (WTC) and the Child Tax Credit (CTC). Increases
  in fees do not necessarily result in the parent or carer paying for the increase but
  it will be paid into parents or carers’ wages.

For help and advice, about business planning and finance contact the business and
finance team co-ordinator (see appendix 1).



Childcare element of the Working Tax Credit
Parents / carers may get help with childcare costs if they pay for registered or
approved childcare and if, as a lone parent they work at least 16 hours per week
or, as a couple they both work at least 16 hours per week.

As of April 2006 the childcare element of the Working Tax Credit pays up to 80%
of childcare costs, which means they can claim up to a maximum of
80p for every £1 they pay for registered or approved childcare up to certain limits.
This is a maximum of £175 per week (80% = £140) for one child and £300
(80% = £240) per week for two or more children.

The childcare element is paid directly to the main carer for:

1   Registered childminders, nurseries, playschemes or out of school clubs
2   Certain schools or other establishments exempt from registration
3   Providers of childcare for children aged eight years old or more at
    specifically accredited organisations or those registered with the
    Childcare Approval Scheme
The childcare element of the Working Tax Credit is paid into the bank account of
the main carer with the Child Tax Credit.

Child Tax Credit (CTC)
The child tax credit is for people who have at least one dependent child aged
under the age of 16 years, or who have at least one dependent child aged under
19 years who is in full-time, non-advanced education or registered with the careers
service or connexions service.

The credit is paid to the main carer, that is, the person who is mainly responsible for
looking after the children.

You do not have to be employed to claim this credit, so students and student
nurses may claim.

Families with incomes of up to £58,000 a year (or £66,000 per year if there is at
least one child aged under one year old) can benefit from the child tax credit. It’s
worth over £32 a week for one child, and goes up with more children.

A family on income support will receive the full family elements plus child
allowances. Families on higher incomes will still receive a basic family allocation
which for 2006/7 is £547.50 per year.


There is also a disabled child element for children with a disability and an enhanced
disabled childcare element for children with a severe disability.

Child tax credit is not related to childcare costs, although parents may choose to
use it for this purpose.

To find out if parents or carers are eligible or to make a claim for either WTC or CTC
call 0845 300 3900 (open mondan to sunday, 8.00am to 8.00pm) or visit


There are many different ways to fund raise for your childcare business. Some of
these will depend on a variety of factors such as where you are located, what type
of management structure you have (see section 3, ‘management structure of your
childcare business’), what you require the money for, and when you need it.

Funding to start up your childcare business is crucial to getting the project off the
ground. There are a variety of ways of attracting and seeking start up funding.
Key to these is to promote the childcare business in an attractive and unique way.
You will require a business plan and financial forecast (see section 5, ‘business and
finance’) when applying for funds. Consider the following options for start up funding.

The early years service will only consider pump priming funding of new provision
that is targeted at unmet needs and in areas of disadvantage within the borough.

For more information please contact the development team co-ordinator
(see appendix 1).

Extended schools provide a range of services and activities, often beyond the school
day, to help meet the needs of children, their families and the wider community.

The Extended Schools initiative is part of the government’s long term vision for
delivering extended services in and around schools, in partnership with local


providers. The extended schools core offer sets out expectations for schools to be
met by 2010, this includes access to high quality wrap around childcare with
suitable transfer where appropriate between 8am – 6pm.

For further information contact the Extended Schools remodelling advisor
(see appendix 1).

The Small Business Service (SBS) Small Firms Loan Guarantee Scheme guarantees
loans from banks and other financial institutions for small firms that have viable
business proposals but who have tried and failed to get conventional loans because
of a lack of security.

For more information contact the Small Business Service (see appendix 1).

This is a source of income that assists many businesses in setting up. These
individuals are normally people you know who are willing to invest in your business.
Let people know what you are planning to do, as some may well invest in the

Many commercial sector companies, large and small donate funds to voluntary
sector projects, notably charities. You will need to focus on ways they can link into
the provision you are operating. This may include sponsoring places at the provision
for children of parents who are employees at the company to focusing on the
projects they tend to make donations to. Some supermarkets will have a collection
box for donations to a local charity/project in their locality.

To approach these companies you will need to do the following:
  Find a named person in the company who has responsibility for arranging
  funding/donations and who will consider your request.
  When writing to them formally making a request, but keep it simple, to the
  point, and brief (maximum of two sides of A4).
  Illustrate how the possible liaison between them and the project is a
  beneficial one.
  Demonstrate the promotion you will give their company.
  Ask permission to use their company logo on your literature as this can attract
  donations from other businesses.



This is aimed primarily at not for profit businesses in the voluntary sector. There are
many charities and trusts funding a wide range of projects and ideas. Part of the
work you will have to do is finding out those that will fund your childcare business.
The Open 4 Funding website (see appendix 1) provides you with comprehensive
coverage of government, lottery, EU, non government and charitable trust funding
in the Hammersmith and Fulham area.

It is important to consider the following points when making an application to a
charity and/or trust:
  Take your time when completing an application. Some are lengthy and require
  lots of information in the way they dictate. Always complete the application
  answering all the questions asked and providing all relevant additional
  information required. Read their guidance on completing the application form.
  Make sure you meet the deadline date. The funder may not offer any extension
  to their deadline for applications.
  It is a good idea to draft a response first before completing the application and
  show others on your management committee. Some charities and trusts may
  employ caseworkers. If they do use their expertise. Ask if they will look over your
  draft. They can give you invaluable feedback. Remember they are employed by
  the charity and/or trust so they have good knowledge of what the trustees will
  be judging your application on.
  Evidence your application with research and/or consultation you have carried out.
  This should be clearly illustrated with the facts to back it up.
  Always make a copy of the application before you send it. This is so if the funder
  contacts you with questions on the application you know what was on it. In
  addition, it is a good idea to have the application for working on other
  applications. Remember how much work you put into the application. You may
  have to make numerous applications and if seeking funding for a particular project,
  ensure you keep a copy as a lot of the information to be provided will be same.
  When completing financial sections ensure your figures are correct and all add
  up. Be realistic. Get someone to double-check your calculations.

  Fundraising is a skill. You may get many declines before you are successful.
  Remember this may not be due to your application but simply due to the
  number of different projects applying for the same fund. This is the main reason
  to ensure you meet their funding criteria. Keep on trying and do not give up.


The following information and guidance is taken from the ‘Bid Writing’ training
course by Simon Risley as part of the early years service’s business support and
development training programme.
When writing to apply for funding from a trust or charity remember to include the
1   An introduction to your organisation (who you are, what you do, who benefits
    from your work).
2   Your credibility (what is your organisation’s experience? Its expertise?
    Its track record?).
3   What is unique about this project? (or, if not unique, what sets it apart from
    other similar projects?).
4   An outline of why the money is needed.
5   What type/s of funding is/are needed (core, capital or revenue costs).
6   A project budget: income and expenditure.
7   A timescale for what you are planning to do.

Some tips:
    Always put yourself in the shoes of the funder - don’t say what interests you.
    Always answer the question that’s asked.
    Give outcomes, not just processes.
(Simon Risley. November 2002)

For help and advice on funding applications, contact the development team
co-ordinator (see appendix 1).



The three and four year old offer, formally the Nursery Education Grant, is funding
towards the cost of early years education.

Who can get the funding?
To be eligible for the funding:

A   The child has to be aged either three or four years old
B   There is a cost for the child’s early year’s education
C   The child attends a childcare provision that is registered with Hammersmith and
    Fulham Early Years Development and Childcare Partnership (EYDCP).
    To become a member of the EYDCP contact the finance and administration
    officer (see appendix 1).

How much is the funding?
For 2006/7 the offer is £426 per term if a child attends five sessions per week in a
setting that is open for less than 38 weeks of the year.

If a child attends five sessions per week in a setting that is open 38 weeks of the
year or more, they will receive £490 per term.

What is a session?
One session is two and half hours. The funding will pay for up to two sessions in a
day, to a maximum of five sessions per week.

If a child attends less than five sessions they will receive funding equal to the
amount of sessions attended.

Children are eligible for funding in the term after they turn three or four years old.

Parents are expected to pay for any care that exceeds the free entitlement.

LEGAL responsibilities

               Every child matters
               Ten year childcare
               Registration of provision
               National standards for
               under-eights day care
               Information sessions for
               prospective childcare
               Your first inspection

               Procedures for criminal
               record checks and DC2
               Insurance policy
               Health and Safety Act
               Employment Act 2002
               First aid
               Fire prevention
               Building regulations
               Disability Discrimination
               Act 1995
               Child protection
               Data protection
               Record keeping
               Policies and procedures
                                   Legal responsibilities


In 2003, the Government published a green paper called Every Child Matters. This
was published alongside Lord Laming’s recommendations on the tragic death of
Victoria Climbié.

The Government published Every Child Matters: the next steps, and passed the
Children Act 2004, providing the legislative spine for developing more effective
and accessible services focused around the needs of children young people and

Every Child Matters: Change for Children was published in November 2004. It is a
new approach to secure the well-being of children and young people from birth to
age 19.

The Governments aim is for every child, what ever their background or their
circumstances, to have the support they need to:

  Be healthy
  Stay safe
  Enjoy and achieve
  Make a positive contribution
  Achieve economic well-being

The five outcomes above form the basis of all services related to children including
schools, childcare providers, family support services and Ofsted registration and

This means organisations involved in providing services for children from hospitals
to pre- schools, to police and voluntary groups will be teaming up in new ways,
sharing information and working together, to protect children and young people
from harm and help them achieve what they want in life.

The local authority will be working with its partners, through the Children’s Trusts.
From Autumn 2006 the education and social services departments will be merged
to form Children’s Services.

For further information visit the Every Child matters website (appendix 1).



The governments ten year childcare strategy, ‘choice for parents, the best start
for children’ was published in December 2004.

The childcare strategy places a duty on the local authority to secure, as far as is
reasonably practicable, sufficient childcare to meet the needs of working parents
and those making the transition to work. In addition it makes changes to the
inspection of childcare services. Its key themes are:

  Choice and flexibility: parents to have greater choice about balancing work and
  family life
  Availability: for all families with children aged up to 14 who need it, an
  affordable, flexible, high quality childcare place that meets their circumstances
  Quality: high quality provision with a highly skilled workforce, among the best in
  the world
  Affordability: families to be able to afford flexible, high quality childcare that is
  appropriate for their needs

The Childcare Bill published in November 2005 provided statutory force to key
commitments of the ten year childcare strategy. The Bill includes new and
extended legal duties for local authorities, and the reform of regulation and
inspection of children’s services.

It confirms the vital role of local authorities as strategic leaders, working in
partnership across all sectors to shape the future provision of childcare and
delivery of early childhood services.

To find out more about the ten year childcare strategy and the Childcare Bill visit
the Sure Start Unit website

                                    Legal responsibilities


You will need to register the provision if you are providing care for children under
the age of eight years, and operate for two hours or more. It is a legal requirement
for the provider of childcare to register the provision under the Children Act 1989,
and the Care Act Standards Part VI, 2000. You, as the provider, must meet the
14 National Standards (see section 6.2, ‘national standards’) before you care
for children.

You will need to register provision under the type of childcare you will be offering.
See Introduction for definitions of childcare and whether they are to be registered
as full day care, out of school care, or sessional care with the Office For Standards
in Education (Ofsted).

For an Ofsted registration application pack, a copy of the National Standards and
guidance to the National Standards contact the children's information service
(see appendix 1).


Listed below are the 14 National Standards. You will be required to meet all
14 standards before you are issued with a Certificate of Registration stating the
type of care you can provide at the stated operating times for a maximum number
of places at the stated site.

It is an illegal offence to operate childcare for children under eight years for two
hours or more without registration under Ofsted. This can lead to prosecution.

The registration process can take between 3-6 months. This should be included in
your action plan.

The 14 National Standards the provision will be assessed on are:

Standard 1 Suitable person:
Adults providing day care, looking after children or having unsupervised access to
them are suitable to do so.


Standard 2 Organisation:
The registered person meets required adult:child ratios, ensures that training and
qualifications requirements are met and organises space and resources to meet the
children’s needs effectively.

Standard 3 Care, learning and play:
The registered person meets children’s individual needs and promotes their welfare.
They plan and provide activities and play opportunities to develop children’s
emotional, physical, social and intellectual capabilities.

Standard 4 Physical environment:
The premises are safe, secure and suitable for their purpose. They provide adequate
space in an appropriate location, are welcoming to children and offer access to the
necessary facilities for a range of activities, which promote their development.

Standard 5 Equipment:
Furniture, equipment and toys are provided which are appropriate for their purpose
and help to create an accessible and stimulating environment. They are of suitable
design and condition, well maintained and conform to safety standards.

Standard 6 Safety:
The registered person takes positive steps to promote safety within the setting and
on outings and ensures proper precautions are taken to prevent accidents.

Standard 7 Health:
The registered person promotes the good health of children and takes positive
steps to prevent the spread of infection and appropriate measures when they are ill.

Standard 8 Food and drink:
Children are provided with regular drinks and food in adequate quantities for their
needs. Food and drink is properly prepared, nutritious and complies with dietary
and religious requirements.

Standard 9 Equal opportunities:
The registered person and staff actively promote equality of opportunity and
anti-discriminatory practice for all children.


Standard 10 Special needs
(including special educational needs and disabilities):
The registered person is aware that some children have special needs and is
proactive in ensuring that appropriate action can be taken when such a child is
identified or admitted to the provision. Steps are taken to promote the welfare and
development of the child within the setting in partnership with the parents and
other relevant parties.

Standard 11 Behaviour:
Adults caring for children in the provision are able to manage a wide range of
children’s behaviour in a way, which promotes their welfare and development.

Standard 12 Working in partnership with parents and carers:
The registered person and staff work in partnership with parents to meet the needs
of the children, both individually and as a group.

Standard 13 Child protection:
The registered person complies with the local child protection procedures approved
by the Area Child Protection Committee and ensures that all adults working and
looking after children in the provision are able to put the procedures into practice.

Standard 14 Documentation:
Records, policies and procedures, which are required for the efficient and safe
management of the provision, and to promote the welfare, care and learning of
children are maintained. Records about individual children are shared with the
children’s parents.

Annex A Babies/children under 2:
These are additional criteria to be met by a registered person providing full day care
who wishes to care for babies.

Annex B Overnight care:
These are additional criteria to be met by a registered person providing full day care
who wishes to care for children overnight.

For more information contact Ofsted or the children’s information service
(see appendix 1).


After you have registered with Ofsted and are caring for children within 7 months
you will receive an unannounced inspection visit to judge the quality of care
offered and if applicable the quality of education offered for 3 and 4 year olds.

Inspectors will ask the questions what is it like for a child here? To answer this
question Ofsted will judge how well you meet a series of outcomes for children
as set out in the Children Act 2004. These are how you:

  Help children to be healthy
  Protect them from harm or neglect and help them stay safe
  Help them enjoy and achieve
  Help them make a positive contribution to your provision and the wider

Ofsted will also judge how well you organise your childcare to help promote
children’s well bring. They will take account of:

  Whether you meet the national standards for the type of care you provide
  The quality of teaching and learning in the Foundation Stage (if you provide
  nursery education for children aged 3 and 4)
   Whether you use good practice as set out in Birth to
   three matters:
   a framework to support children in their earliest years
   (if you care for
   children under the age of 3)

The following table shows how this all fits together. For further information


  Outcome                             Inspection of care                  Inspection of nursery
                                      Inspectors will check               Inspectors will check

  Helping children to                 Standard 7:                         The quality of the provision
  be healthy                          health                              for children’s physical
                                      Standard 8: food and drink          development

                                      Birth to three matters:
                                      a healthy child

  Protecting children from harm       Standard 4:
  or neglect and helping them         physical environment
  stay safe
                                      Standard 5: equipment
                                      Standard 6: safety
                                      Standard 13: child protection
                                      Birth to three matters:
                                      a healthy child

  Helping children enjoy              Standard 3:                         The quality of children’s
  and achieve                         care, learning and play             learning
                                      Birth to three matters: a skilful   The quality of teaching
                                      communicator; a competent

  Helping children make a positive    Standard 9:                         The effectiveness of the
  contribution to the provision       equal opportunities                 partnership with parents and
  and the wider community                                                 carers in promoting children’s
                                      Standard 10: special needs
                                      (including special educational
                                      needs and disabilities)             Whether the children’s spiritual,
                                                                          moral, social and cultural
                                      Standard 11: behaviour
                                                                          development is fostered
                                      Standard 12: working in
                                      partnership with parents
                                      and carers
                                      Birth to three matters:
                                      a strong child
  Organisation                        Standard 1:                         How well the setting is led
                                      suitable person                     and managed
                                      Standard 2: organisation
                                      Standard 14: documentation

(Table 1. Taken from, “Are you ready for inspection”, Ofsted publications, April 2006)



Hammersmith & Fulham early years service run information sessions for potential
new providers of childcare. This is a chance to meet the development team and
children’s information service who can support you through the application process
and offer their expertise. Contact the early years service for details of the next
available information session (see appendix 1).

The childrens information service can provide you with ofsted forms, standards and
guidance and application packs.


Ofsted declaration and consent form (DC2)
The DC2 form asks for self-declaration about criminal records and other matters of
suitability to work with or be in contact with children.

Each person who makes up the registered person or is the most senior responsible
person will have to complete the DC2 form.

In addition the manager or person in charge must also complete a DC2 form,
filling in the additional sections about qualifications and experience.

This form asks for consent to carry out a series of checks and for Ofsted to use the
information from these checks to determine each person’s suitability. Ofsted will
not make the employment decision about the manager.

CRB – Enhanced disclosure
All staff working with children and young people (or living or working on the
premises) must have an Enhanced CRB Disclosure. To obtain this you will need to:

  Use an organisation contracted by the Department for Education and Skills
  (DfES) to process subsidised checks on your behalf (see appendix 1).
  Use another organisation, registered by the CRB, which will process a check with
  the CRB on your behalf – such organisations may charge a fee for this service; or
  Register with the CRB as a body authorised to carry out checks; this option is
  normally only available to large organisations which carry out a large number
  of checks.
Ofsted will send details of how to obtain CRB checks for staff from organisations
contracted by the DfES when acknowledging receipt of an application to provide
childcare. For details of these organisations see appendix 1.

For more information please ask for the Ofsted publication (Day care Guide to
registration for day-care providers)

As the registered provider, you are responsible for having in place suitable
vetting processes to safe guard children in your care. You must have in place
rigorous vetting and recruitment procedures that make sure that those who
work for you or who live on the premises where you provide care are suitable for
both employment and to work or be in regular contact with young children. You
need to undertake any necessary checks that provide you with sufficient
information on which to base your employment decisions.

One of those checks must be an Enhanced Criminal Records Bureau
(CRB) Disclosure.

When making your decision, you should carefully consider any information that
is revealed about a person as a result of any check. When considering such
matters you may wish to think about:

• What information the individual disclosed
• The circumstances surrounding the event
• The person’s level of involvement in the event
• The age of the person at the time of the event
• Previous and subsequent good character
• Any other mitigating circumstances

What Ofsted looks for
During the registration process, or at inspection, the Ofsted inspector may ask
you to provide evidence of:

• An enhanced CRB disclosure, including the number and date of issue following
  the CRB code of practice on handling disclosures
• References
• Full employment history
• Qualifications
• Interviews
• Medical suitability
• Any other checks you have undertaken.

The inspector may also ask individual members of staff for sight of their
Enhanced Disclosure.



A requirement of registration and the development of any childcare business is that
there is an appropriate and adequate insurance cover for the provision. As an
employer, you will need to protect yourselves, your employees, the children you
look after and the public against injury or financial loss. The policy should cover
the following:
  Public liability insurance - to cover injury, and damage, and any legal expenses
  incurred through either.
  Employer liability insurance - to cover injury to all employees including volunteers
  and helpers.
  Contents insurance - to cover damage to contents due to accidental damage,
  fire, theft and flooding.
  Other insurance cover includes loss of money, building, and loss of revenue.

It is a good idea to discuss the options of insurance cover with the insurance
company. You can inform them of the activities you undertake including outings
and trips to get the correct type and level of insurance cover.


You need to seek advice from the local authority environmental health department
to ensure that you are aware of and comply with your legal obligations under
Health & Safety and Food Hygiene law. If you are providing food for children
including biscuits and drinks, you should contact the environmental health
department to register your food business (see appendix1). To fulfil National
Standard 7, food & drink procedures must comply with environmental health
department guidance.

Please contact the environmental health department (see appendix1) as soon
as you have submitted your application form to Ofsted to ensure that any
advice or obligations can be put into effect at an early stage to avoid delays to
your registration.



Since April 2003, the Employment Act 2002 brought into force new flexible
working rights for parents and carers. The key areas for employees’ eligibility to
apply for flexible working hours are:
  Employees must have a child under 6, or under 18 if the child or young person
  has a disability, and have worked with the employer continuously for 26 weeks
  at the date when the application is made.
  They must not have made another application in last 12 months.
  Employers can refuse applications to work flexibly if they are unable to
  accommodate the employee’s application.
  The employee must be making the application to enable them to care for their child.
  The Act claims to facilitate discussion and encourage both the employee and employer
  to consider flexible working patterns and to find a solution that suits them both.
  Eligible employees will be able to request a change to the hours they work.
  A change to the times when they are required to work, and to work from home.

The procedure,
  Onus is on the employee to apply in writing.
  The employer must discuss the request with the employer within 28 days of
  receiving the request.
  The employer should write to the employee within 14 days of the meeting to
  either agree to the new work pattern and a start date or provide clear business
  grounds as to why the application cannot be accepted.

  The employee has the right to appeal their employer’s decision within 14 days of
  being notified.

The Employment Act 2002 also includes extended maternity leave and increased
maternity pay:
  26 weeks paid and a further 26 weeks unpaid maternity leave or leave for
  adopted mothers.
  An increase in the standard rate of Statutory Maternity Pay and Maternity
  Allowance from £75 to £100 (or 90 per cent of a mother’s average weekly
  earnings if this is less than £100).
  Two weeks paid paternity leave for working fathers and adoptive fathers paid at
  the same rate as maternity pay.


Employers are able to claim back 92 per cent of the payment they make, with those
eligible for small employers’ relief able to claim back 100 per cent.

From April 2007 the Works and Families Bill will come into force.

The Bill will extend paid maternity leave from 6 months to nine months as well as
the introduction of legislation to allow fathers to take up to six months’ additional
paternity leave, with paternity pay at the standard rate if the mother returns to
work before her entitlement to statutory maternity pay or maternity allowance has
expired. The bill also extends the right to request flexible working to employees
who care for sick or elderly relatives.

For more information visit the Department of Trade and Industry (DTI) at, or the employment section of the government website


As a provider of childcare, you will need to ensure you meet the
National Standards. This will mean:
  Appropriate first aid equipment.
  At least one member of staff holds a recognised first aid certificate.
  Accident/incident reporting system (see appendix 7).
  Children’s records contain information on allergies, medical conditions,
  agreement for emergency first aid to be administered, administration of
  medication, emergency contact details (see appendix 7).
Contact the training coordinator (see appendix) for details of first aid training for all
childcare practitioners offered free of charge.



As a childcare business, you will need to ensure you comply with fire regulations.
This will require a fire prevention officer to check the premises. Contact the
Hammersmith Fire Safety Office (see appendix 1) for advice and guidance, and
to arrange a visit.


If you are planning any building works or are acquiring a property, you will need to
seek planning permission. You will need to get confirmation from the London
Borough of Hammersmith & Fulham planning department that the building you are
located in is eligible to operate a childcare provision (see section 4.1, Premises:
Where will the childcare provision be based?). For more information, advice and
guidance contact the London Borough of Hammersmith & Fulham planning
department (see appendix 1).


You will need to check you meet the directives of the Disability Discrimination Act
1995. This Act requires you to meet certain standards ensuring premises and
provision is accessible. For more information, advice and guidance contact the
Inclusion team coordinator (see appendix 1).

The DDA came into effect in December 1996 and brought in measures to prevent
discrimination against disabled people.

There are many different parts to the Act, those commonly affecting businesses
are Part II (which aims to prevent discrimination against employees) and Part III
(which aims to ensure disabled people have equal access to products and services).

Under Part II all businesses (including those with less then 15 people since the
October 2004 amendment) should ensure that they take reasonable steps to
prevent an arrangement or physical feature having a discriminatory effect against
employees with disabilities.


Under Part III of the Act, businesses that provide goods, facilities and services to
the general public (whether paid or free) need to make reasonable adjustments to
ensure they do not treat disabled people less favourably than other people for a
reason related to their disability.

Since October 2004, service providers also have to consider making reasonable
adjustments to the physical features of their premises to overcome physical
barriers to access by developing a short term and a long term action plan.


A requirement of registration is that the provider complies with London Child
Protection Procedures. For guidance contact the Area Child Protection Committee
(ACPC) on 020 8753 5125, for a copy of procedures download from website


All registered childcare providers are required under the National Standards to
keep records, as such they should register under the Act and comply with the
principles. However, there are certain exemptions under some circumstances for
not-for-profit organisations.

Failure to register a non-exempt business under the data protection act is a
criminal offence punishable by a fine.

To find out more about the data protection act or register contact the Information
Commissioners Office (see appendix 1).



As a requirement of registration you will need to ensure you maintain and keep
up to date a range of records on the premises where you care for children. The
following /records are set out in the National Standards for Under Eights Day Care
and Childminding.
Records of:

  Children’s name, date of birth, home address,
  Parents’ name, home address and telephone number & emergency contact
  Prior parental consent to administer medications
  Prior parental consent for emergency treatment
  Staff/volunteer/committee name, home address, telephone number
  Medicines administered
  Accidents & incidents
  Individual children’s dietary needs
  Registration system children and staff – to include names and hours attended
  Fire safety records (and certificates)
  Staff records demonstrating suitability such as: references, health checks,
  CRB number and date of issue, copies of qualifications
To ensure you are aware of all records required for registration refer to the
Ofsted guide to registration available from the children’s information service
(see appendix 1). For examples of these records refer to appendix 7.



In order to meet the National Standards for registration you will need to have the
following documents and policies and procedures in place:
  Operational plan
  Procedures for lost or uncollected children
  Staff recruitment policy & procedure (ref to EO & checking suitability)
  Volunteer/student policy (not stipulated in Nat Stand guidance, added last meeting)
  Risk assessment
  Health policy/ procedures to contain: Fire safety procedures
  Outing procedures
  Administration of medicines policy
  Sick child policy
  No smoking policy
  Equal opportunities policy
  Written statement about special needs
  Behaviour management policy
  Partnership with parents policy (not stipulated in Nat Stand guidance, added
  last meeting)
  Admissions and settling in policy
  Complaints procedure
  Activities provided for children
  Child protection statement

For samples of policies and procedures for nursery provision and out of school
provision see appendix 8. You can use them as a template for developing your
policies and procedures, ensuring you adapt to suit your provision and involve staff.

Additionally you may develop other documentation not required by the National
Standards but which may provide evidence of compliance with them.

Once you are operating you may need to develop other policies with the staff,
other professional agencies, parents and carers, children and young people. You
should review all policies and procedures to ensure they are promoted in
practice and adapted if necessary.



National Standards for Under Eights Day Care set minimum staff to child ratios.

1   The numbers of staff you will require will depend on the number of children
    attending the scheme - it is a minimum requirement of the national standards
    that you endorse the following ratios:
    • 1:3 1 staff member to 3 children under 2 years
    • 1:4 1 staff member to 4 children aged 2 years
    • 1:8 1 staff member to 8 children aged 3 to under 8 years

    childcare provision.
    • 50% of your entire staff team must hold a national vocational qualification
      (NVQ) at level 2 or above, or equivalent.
    • The fit person in charge must hold a NVQ Level 3 or above or equivalent.

For information on vocational training contact the partnership vocational training
adviser (see appendix 1). They will be able to inform you of, courses available,
venues for courses, funding, and equivalent qualifications.


         Job descriptions
         Rates of pay
         Where to advertise vacant
         Application forms
         Short listing applicants
         Interview questions
         Selecting the successful

                                  The recruitment and
                                      selection process

Depending on the type of childcare service you are offering you should know how
many staff to employ and for what position. A basic staff team is a childcare
manager and a number of childcare workers with the relevant Ofsted required level
of qualifications and experience.

Good staff will make all the difference to the success of your provision.


You will have to draw up job descriptions and personal specifications for each post
you are recruiting to. Remember to think of the duties you expect that position to
undertake. For sample job descriptions see appendix 9.


You will need to decide at what rate of pay, and for what hours each post will be.
This is very important decision as attracting and retaining good quality staff will be
vital to the success of your childcare business and the quality of the childcare
provision for children.

Remember good rates of pay will encourage people to apply for your vacancies and
keep your employees happy and motivated reducing staff turnover. In turn setting
good rates of pay will help to retain staff minimising disruption to children,
potential costs for agency staff, time and money recruiting new staff.

Whichever rates of pay you decide to set ensure tht at the very least they reflect the
current national minimum wage. For advice contact the minimum wage helpline on
0845 6000 678.

The pay scale informationn below reflects the varying rates of pay within the
Hammersmith & Fulham early years care and education sector.


Day nurseries, sessional day care, community nurseries,
pre-school childcare
  Nursery manager                                        from £17,000 - £34,401
  (Level 3 - 6 qualification)

  Deputy manager                                         from £16,700 - £25,396
  (Level 3 - 6 qualification)

  Qualified early years practitioner / nursery nurse /   from £11,400 - £20,836
  nursery officer

  Unqualified early years practitioner                   from £9,300 - £18,585

Out of school childcare, after school clubs,
holiday play schemes (January 2003)
  Senior play worker / manager                           from £11.31 - £13 per hour
  (Level 3 - 6 qualification)

  Qualified play worker                                  from £7.70 - £10 per hour
  (Level 2 - 3 qualification)

Remember that you will attract and retain high quality childcare staff if terms and
conditions of employment are in line with other local providers.

Up to 50% of the staff team can be unqualified and you can set a lower pay rate to
reflect this with an increase once they are qualified.

When setting pay rates you as an employer will need to add the on-costs. These are
13% for provision in the voluntary sector and cover National Insurance contributions
and pension contributions.

For more information and guidance on National Insurance contributions and
payment of income tax contact the HM Revenue and Customs (HMRC), and if you
are a voluntary sector provider you can also contact the Hammersmith & Fulham
voluntary sector resource agency (see appendix 1).



It is wise to check costs of advertising in the media. Costs will vary greatly and you
should check the distribution area of the publication. You should consider the
following ideas for advertising:
  The children’s information service produces a bi-monthly childcare, early years
  and play work job bulletin. This is distributed to all service users of the children's
  information service that enquire about jobs in childcare. Childcare providers can
  advertise a job vacancy free of charge in the bulletin by contacting the marketing
  and recruitment officer (see appendix 1).
   The marketing and recruitment officer (see appendix 1) maintains a database of
   potential employees, including anyone attending a childcare course in the
   borough. The marketing and recruitment officer will potentially be able to match
   your vacant post to an individual’s qualifications and experience.
   Word of mouth - sometimes the most effective way of recruiting.
   Jobcentre Plus - offer a free service with good response. To advertise vacant
   positions contact Employer Direct on 0845 601 2001.
   Colleges and universities. All have noticeboards for job vacancies.
   The local schools the children/young people attend - from these you can possibly
   recruit senior play workers, play workers, and escorts so it is a good idea to
   advertise positions there. Speak to the head teacher of the school first to get
   permission to advertise vacant positions.
   Local papers, or other publications - you should find out the costs of placing an
   advert. This can be very expensive. Try to negotiate a price. When looking to
   advertise with publications it is essential you think about who reads that
   publication, how many copies will be distributed and where. The readers will be
   potential employees.

   To find out which advertising works best for your business ensure whoever takes
   the call asks the job candidate where they saw your advert. This should then be
   recorded. From this you will then build up a picture of what form of advertising
   is most successful and where you should re-advertise in the future.



Before you place an advert, you will need to think of the content of the advert.
Remember if you are placing an advert in a publication the cost will depend on the
number of words. Consider including answers to the following questions:
   Type of childcare provision?
   Age range of children?
   Hours of work? Any flexibility?
   Job description and title of vacant post?
   What qualifications are essential and ‘desirable’?
   Is training provided?
   Salary range?
   Any benefits, eg pension scheme or childcare subsidy?

Remember to:

   Try to make the advert stand out.
   Ensure the advert is placed in the relevant section with other like positions.


If you request potential employees to complete an application form rather than send
in a curriculum vitae (CV), then you will need to design the form (see appendix 10).

Asking each potential employee to complete the same form ensures you are gathering
the same information from each candidate. This should help with the recruitment
decision as each candidate will be judged on similar information, and it will be more
structured for the interview panel.

When sending out the application pack ensure you have included:
   Information sheet about the provision and post you are recruiting for.
   The job description and personal specification.
   The application form.
   The selection process. This includes the criteria of short listing against the job
   description and the personal specification.


   The address to return completed application forms.
   Interview date. This is so applicants are aware and can make arrangements if
   they are successful.
   Equal opportunities statement.


Once all the applications have been received, you will need to go through each
form and judge it on what it says against the personal specification. You should
judge each application on the same grounds. You will need to decide on the
applicants you want to invite for an interview. These should be the applicants who
meet the essential criteria for the position.

Encouraging candidates to visit the setting (before interview) will help them identify
if the provision is the right work environment for them. This will help to ensure that
candidates who come for interview are really keen to work for your business.


You will have a number of candidates to interview. When preparing, you should
contact successful applicants to invite them for an interview. Arrange to interview
all candidates on one day and at intervals of about 45 minutes depending
on the level of the vacant post. You should enquire if there are any special
requirements the potential candidate has to enable them to attend and complete
the interview.

When interviewing you should ensure there are at least two people on the interview
panel. One person should act as the lead person, who will be responsible for
welcoming the applicant and introducing the panel. Remember the people you
interview will probably be nervous so try to make them as relaxed as possible.
You want to ensure you get the most information from them when answering

When you ask questions you may want each panel member to ask a few questions.
While they are asking the questions it is a good idea to take notes of the applicants
answers. This is to ensure you can remember their answers to score them after their
interview. Also the notes taken can be reviewed again if you have two applicants
with the same score.

Remember it is on the outcome of the interview you will choose the best candidate
for the vacant position.



     You will need to decide the questions to ask. You should ask all candidates the
     same questions based on the personal specification and job description.

     It is worthwhile to include a practical task as part of the interview process.
     Depending on the nature of the job this could include setting up a room or activity
     or doing a presentation. Ensure that all candidates have exactly the same task and
     that it relates to the person specification and job description.

     Think about including children in the interview/selection process. For example, the
     candidate spending supervised time with some of the children in the setting. In a
     situation when two candidates have the same score and are suitable for
     appointment the children’s opinion/ response to the candidates could be the
     decider on who to offer the position to.

     It is a good idea to ask questions on people’s related work experience, all items of
     the personal specification, a few questions on how they would deal with certain
     situations, and any questions that were raised from reading their application form.

     Give applicants the chance to go back to any questions unanswered, giving them a
     second chance at answering.

     Ensure applicants have the chance to ask any questions about the vacant position,
     the childcare setting or any related topics.

     Inform them of when you will be making a decision and contacting candidates on the
     outcome of the interviews.

     It is also a good idea to re-check the contact telephone number you have for each
     candidate at the end of the interview.



The applicant you choose to employ should be the one who answered the most
questions correctly in the interview. They may not meet all the key aspects of the
job, so once employed you may need to ensure they are able to gain the relevant
knowledge and/or experience required.

You should contact the successful applicant and inform them of your decision.
Remember to ask them if they wish to accept your employment offer as they may
have had other interviews and chosen to work elsewhere. You should ensure that
the take up of the position is subject to successful references, enhanced CRB and
health checks. Once these are approved, you can invite the new employee for a
meeting about start dates and signing their employment contract.

Remember to contact the unsuccessful candidates and let them know the outcome
and thank them for their efforts. They may want some feed back about why they
were not successful. It is good to give them pointers as to key areas where their
answers were weak.

As an employer, you will need to ensure you meet employment obligations. You can
contact the Advisory, Conciliation and Arbitration Service (ACAS) for guidance and
support on employment law, or if you are a voluntary group, you can contact the
Hammersmith & Fulham voluntary sector resource agency, and/or the
business support team at the HM Revenue and customs (HMRC) (see appendix 1).


       Contract of employment
       Statutory sick pay
       Maternity and paternity
       Staff induction

                                 CONDITIONS OF

            Conditions of employment


Employing someone means there is a legal contract between you as the employer
and them as the employee. For a sample employment contract see appendix 11.
This is only a sample and you should adapt it to meet the needs of the position.
The minimum requirements of an employment contract include:
   Names of the employer and employee.
   Date employment commences and if applicable how long the contract runs for.
   Rate and scale of pay, how often they are paid, and how it is calculated.
   Hours of work and any holiday entitlement.
   Job title and/or job description.
   Place of work.
   Terms and conditions relating to sickness or injury and any provision for sick pay.
   Period of notice.
   Disciplinary procedures.
   Grievance and appeal procedures.
   Rules for any variation of contract.
   Any collective agreements, which directly affect the terms and conditions.

A good practice employer will also make provision for some or all of the
following areas:

   Expenses                                               Holiday pay
   Compassionate leave                                    Sick leave
   Maternity and partner leave                            Dependents care leave
   Pensions                                               Trade unions
   Public duties                                          Training
   Redundancy                                             Access to personal


If an employee is off work due to illness, they should normally receive SSP and be
entitled to up to 28 weeks in any 3-year period. Some small employers can claim
SSP from the Government by contacting the Department of Work and Pensions. For
more information, contact the HM Revenue and customs (see appendix 1).


Contact the HM Revenue and customs, Department of Work and Pensions or the
Department of Trade and Industry (see appendix 1) for information and guidance
on your responsibilities as an employer (see section 6.6, ‘Employment Act 2002’).

For more information on all aspects of employment law including the national
minimum wage, the working time directive, and setting up a payroll system contact
the HM Revenue and customs business support team, the Business Link for London,
the Hammersmith & Fulham voluntary sector resource agency (see appendix 1) or
visit the employment section of


You should set up an induction programme of things you want new staff to cover
in the first few weeks of their employment. This gives them a chance to settle
themselves and familiarise themselves with the provision. Things you should
include are:
   Introductions to the staff team.
   Policies and procedures.
   Staff rules and regulations (you can design an employee handbook).
   Roles and responsibilities.
   Record keeping and administration duties.
   Staff development.
   Probationary period.
   Ongoing supervision and appraisals.

     MARKETING your
  childcare business
and opening the doors

             Creating a good
             Programme planning
             Marketing the childcare
             Create a logo
             Networking and word of
             Organise an open day
             Posters and leaflets
             Children’s Information


     Marketing your childcare
business and opening the doors

From completing section 4, ‘What will be the design of your childcare business?’
you will know what the provision will look like in all aspects from opening hours,
cost, premises, and schools children/young people attend.

Give your provision a name and logo to go on all correspondence and advertising. It
is a good idea to produce a brochure that covers the main aspects of the provision
and includes information parents and carers will need. Try to produce one that will
last for a few years. Information to include is:
   General background information about the childcare you provide.
   Venue address, contact telephone number, operating times and fee levels.
   Map and public transport routes.
   Programme of activities provided.
   How to enrol to the childcare provision.
   The trained quality staff in post.
   Health and safety.
   Equal opportunities.
   Special educational needs policy.
   Behaviour policy.
   Child protection policy.
   Complaints procedure.

Now you need to inform the children and young people, parents and carers, local
community, and the contact schools when the provision will be open and how to
make bookings. From the surveys completed in your market research (see section
4.2) you should have contact numbers and addresses of parents and carers
interested in the provision. You can send them a letter with a booking form.

In addition, it is a good idea to put advertisements in the local newspapers and up
in the local community notably places where parents and children go. These can be
schools, libraries, health centres and community centres. Remember to contact the
children's information service (see appendix 1) with details of your provision, so
when parents contact them you are on the list they send out and on the National
Childcarelink website.



Once you open the doors the main criteria parents and children will judge you on is
the quality of care (see section 10.2, Quality Assurance Scheme), provision of varied
activities, and meeting their needs as parents and children.

It takes dedication and time to develop a good reputation with parents and carers
that is communicated through word of mouth. This is ongoing and proves vital to
the success of your childcare provision. Your staff team are an essential part of your
childcare provision and as such need to be aware of the importance of the way in
which they communicate. You don’t get a second chance at making a first
impression, so staff answering the phone or showing parents around the provision
need to be trained so they can competently talk about the childcare and the
experience a parents child will have if they choose to send them to your provision.

Remember it only takes one unsatisfied customer to question the quality of the
childcare you provide, and this will be relayed to others through word of mouth.
For example you can go to the same restaurant for years but it only takes one poor
meal and it is likely that you will not go back there for a while if ever. You will tell
others about it being poor, more than you would if it was a good meal. To avoid
this it is essential to continue to offer the same high, consistent quality of service at
all times by regularly reviewing and monitoring the childcare provision (see section
10, ‘developing provision in the long term’).


One aspect that you will be judged on is the content of your programme of
activities. This is for children, young people, parents and carers. It reflects a well-
organised provision, and lets all know, including staff, what activities will be taking
place daily.

Remember there will be children and young people of different ages and abilities.
Ensure the programme has a range of activities to suit those attending. Some
activities will be topic related like a drama activity, which may run for a few weeks
with a show at the end of it performed. Other activities will be out at all times like
drawing etc. Not all children and young people will want to do the same activities
at the same time, so ensure choice.

A good provision will include children’s and young people’s views on activities.
When putting on new activities monitor children’s response to them. Do they enjoy
the activity? Does it meet their individual needs? If not, why not? Activities can be
adapted to suit individual needs.


It is good practice to involve children and young people in the decision-making
process and programme planning is a starting point for their involvement.
Remember the activities are provided for them so there is no point putting on an
activity they do not like. It is essential to continually review what worked well and
what did not. If it does not work well, review why and make amendments. This will
then be reviewed again to see if it worked well.


Marketing is an ongoing process. Remember you will be marketing your provision to parents, carers, children
and young people. There are a variety of ideas as to how you can market your childcare business.

A good monitoring exercise involves finding out from parents/carers where they found
out about your childcare provision. You may find that one of your marketing
strategies is more effective than others. This allows you to reassess your approaches.

A logo helps others identify your childcare business and is useful when producing
promotional materials. If you look around at businesses you will notice they all have
a logo that we associate with them.

So remember to create something simple that is associated with your childcare business
and that will be clear when it is reproduced in different sizes for your promotional

Use your logo on all items of promotional material and communication.

It is a good strategy to inform the local community and all those who are involved in
working with parents, carers, children, and young people about your childcare provision.
This will ensure that they can suggest your provision to others in the local area.

Ensuring the provision meets the need of your clients and is of good quality will
ensure people marketing the provision via word of mouth.

To launch your childcare provision you can have an open day. You should ensure the
childcare provision is fully resourced and ready for the children and young people
to attend.

Invite the local community including children and parents, and professional
agencies such as health visitors to the open day so they can have a look round. This
will be a good chance to promote the childcare provision. Ensure all those who


manage and are employed at the provision are there to talk to parents, children,
and the local community.

Invite the local press to do a feature on your provision. Try to get them to come
along as this will mean free advertisement in the local paper. Ensure there are fun
activities for all.

Having an open day could be a yearly event as it maintains involvement with the
local community ensuring you continue to market the childcare provision on a
local level.

You should produce posters, banners and leaflets to inform parents/carers, children
and young people of the provision opening. Make the posters, banners and leaflets
catchy to the eye and include relevant information. Remember to use your logo if you
created one.

Once the childcare provision is operating, update posters and leaflets as and when
required. Continue to display and distribute new posters over a time period as
posters often get removed from where they were originally displayed.

You should consider advertising your provision on the internet with your own
website. Many working parents and carers, and students have access to the internet
via work, college and at home. Remember to consider if your potential clients are
likely to have access to the internet before creating a web page.

The children’s information service is an essential place to advertise your childcare
provision. In excess of 500 enquiries are received each month from parents/carers
looking for childcare in Hammersmith & Fulham. If they have your details they will
send out information about your provision. Remember this is a free service that
provides information to parents, carers, and professional agencies over the
telephone, on printed lists, and on the national ChildcareLink Website. Contact
them on a regular basis to ensure your details about fees, opening hours etc. are
current (see section 1.1 Hammersmith & Fulham children’s information service).

For more details on marketing, contact the marketing and recruitment officer (see
appendix 1).

     Developing your
childcare business
 in the LONG TERM

            consultation, and
            Complaints procedure
            Quality assurance
            Fundraising strategy
            The future

                                   LONG TERM

                   Developing the provision
                          in the long term

The most important aspect of continuing to develop your provision is through the
consultation and evaluation of all aspects of the childcare business. The most
important way of doing this is through the participation of the children and young
people who use the service.

It is fine to evaluate and consult parents and carers through use of evaluation forms
(see appendix 13). If you have a constant group of service users it is important to
involve them more fully in the decision making process. The level of this involvement
will vary but you should continue to move this forward through the ongoing
development of the childcare provision.

Listed below are various levels of user involvement as identified by Save the Children.
What level of user involvement do you have?

 “The project is designed and run by adults. Children are either not consulted
 or the consultation is very tokenistic.”
Examples are common, children and young people often express this view when
consultations take place but no feedback is ever given.

Child-initiated and directed
 “Young people have the initial idea and decide how the project/service is to
 be carried out. Adults are available but do not take charge.”
Examples are rare and unlikely to be found outside small organisations run by young

Adult-initiated, shared decisions with children
 “Adults have the initial idea, but young people are involved in every step of
 the planning and implementation. Not only are their views considered, but
 children are also involved in taking the decisions.”
An example may include young people involved in the appraisal of staff.

Assigned but informed
 “Adults decide on the project/service and children volunteer for it.
 They understand the project, they know who decided to involve them,
 and why. Adults respect the young people’s views.”
An example may include anti-bullying projects set up in the out of school
childcare setting.

Long term

Consulted and informed
 “The project/service is designed and run by adults, but children are
 consulted. They have a full understanding of the process and their opinions
 are taken seriously.”
An example may include a children’s council where representatives meet with the
management committee and discuss issues raised.

Child-initiated, shared decisions with adults
 “Children have the ideas, set up projects and come to adults for advice,
 discussion and support. The adults do not direct, but offer their expertise for
 young people to consider”.
Examples are rare but include young people setting up youth forums.

Remember when consulting and evaluating it is essential to ensure the participation
of service users as they are who you provide for.

For more information, ideas, examples of good practice, and tools to implement
participation contact the development team. (See appendix 1).


You should have a complaints procedure in place (see appendix 8). As the childcare
manager you should:
   Take complaints seriously.
   Ensure the person/s making the complaint are informed of the procedure and
   how it is being dealt with.
   Inform them of the outcome of the complaint.
   Use complaints as a way of developing the provision and making changes
   if necessary.

                                                                         Long term


There may be times when parents make a formal complaint about your service in
writing or email.

If the complaints relate to one or more of the national standards, it is now a
mandatory requirement for you to:

• Investigate the complaint,
• Take any necessary action and
• Tell the parent the outcome of your findings and any action taken within 28 days.
• Make a written record of complaints, any action taken, and the outcome of any
• Provide a summary on request to any parent

You must also keep a record of such complaints for 10 years.

For further information, refer to Ofsted Day Care and childminding: guidance to the
National Standards revisions to certain criteria October 2005 Ref HM1 2573
(see appendix 1). For suggested format for complaints record see appendix 7.

Long term


Quality assurance schemes can be viewed as programmes of continual
development for early years and childcare settings. These are designed to promote
the highest quality experiences of care, play and education, by encouraging
childcare providers to think carefully about what, how and why they do this –
“reflective practice”. Quality Assurance schemes are undertaken voluntarily.

Quality is something that you as a childcare provider will be continuing to develop
during the life time of the provision. Parents and carers are looking for care that is
of good quality. This is perhaps more vital to parents than cost of provision.
Accredited childcare providers are clearly indicated on the childcare listings
provided to parents by the CIS.

The early years service provide financial and mentor support for a variety of quality
assurance (QA) schemes. The QA schemes supported include: 4Children’s ‘Aiming
Higher’, suitable for all settings, Brighton and Hove EYDCP “QuILT” for full day care
and sessional settings and London Play’s “Quality in Play” for Out of school
settings. You will need to carefully research the available quality assurance schemes
in order to select the most appropriate scheme for the type of childcare you will

How do you judge quality?
There are now a variety of quality assurance schemes you can undertake, which
will give you an accreditation of a level of quality. This is a government initiative
under the ten year Childcare Strategy to ensure parents and carers have an idea of
the level of quality providers of childcare provide. It is a good tool for assessing
your provision in highlighting what you do well, and what you may not do so well
identifying areas to develop.

A quality assurance scheme evaluates all aspects of your childcare provision in more
detail than the National Standards. The scheme will evaluate areas from your
commitment to quality to meeting the needs of children and young people, and
premises to local networking. It examines every aspect of your provision through a
process of reflection, development, review and internal and external assessment
and gives a level of quality achieved.

If you are exempt from registration under Ofsted one of the ways to enable
parents / carers to claim Working Tax Credit and Child Tax Credit (see section 5.4)
is to undertake a quality assurance scheme.

For more information, contact the quality assurance officer (see appendix 1).

                                                                           Long term


The following information and guidance is taken from the ‘creating a fundraising
strategy’ training course by Simon Risley as part of the early years service business
support and training programme.

This is a plan of action that shows what needs to be done to achieve a
predetermined level of voluntary income.

What is a fundraising strategy?
    It enables you to plan the most effective way of raising voluntary income, given
    the available skills and resources.
    To raise that income in the most cost-efficient way.
    To help the fundraiser monitor the progress of their efforts.
    To enable others to understand what is planned - and what might be required of
    them by way of assistance or support.

A fundraising strategy should contain:
1   An outline of why the money is needed.
2   Descriptions of the types of funding that are needed (core, capital, revenue).
3   A budget (income and expenditure).
4   A timescale.
5   A resume of the skills available to help reach the target.
6   A resume of the resources available to help reach the target.
7   The methods used to obtain the funding (from 5 and 6 above).

Appendicies contents

1    Useful contacts

2    Sample constitution

3    Premises contract

4    Market research survey

5    Sample business plan

6    12 month cash flow forecast chart

7    Sample record keeping forms

8    Sample policies and proceedures

9    Sample job descriptions

10   Sample job application forms and advice notes

11   Sample contract of employment

12   Sample user evaluation survey

Early Years Service - general enquiries
Tel: 020 8753 3837

Head of early years
Pat Bunche
Tel: 020 8753 3772 or

Development team co-ordinator
Mark Gilleran
Tel: 020 8753 3696 or

Business and finance team co-ordinator
Paul Yiannakou
Tel: 020 8753 3711 or

Children’s Information Service helpline (CIS)
Tel:020 8735 5868 or
email or

Marketing and recruitment officer
Louise McDonald
Tel: 020 8735 5866 or

Training co-ordinator
Simon Norbury
Tel: 020 8735 5858 or

Training mentors
Belinda Del Pino
Tel: 0208 735 5855 or

Audrey Anderson
Tel: 0208 735 5859 or

    Childminding development officer
    Lesley Richardson
    Tel: 020 8735 5864 or

    Quality assurance officer
    Janina Perera
    Tel: 020 8753 2433 or

    Curriculum team co-ordinator
    Marian Skeen
    Tel: 020 8735 5853 or

    Early Intervention team co-ordinator
    Jacqueline Goddard
    Tel: 020 8735 5861 or


    Early Years Service - general enquiries
    Tel: 0208 753 3837 or

    Development team co-ordinator
    Mark Gilleran
    Tel: 020 8753 3696 or


    HM Revenue & Customs Information Centre
    (Formerly Inland Revenue)
    Tel: 08459 15 45 15 or

    Companies House
    21 Bloomsbury Street, London, WC1B 3XD
    Information: 0870 3333636

A government organisation that registers new limited companies, regulate
existing limited companies and provide information on all related issues.

HM Revenue and Customs Business Support Team
(Formerly Inland Revenue)
7 International House, High Street, Ealing, W5 5DB
Tel: 0208 357 7701 or

Charity Commission
Harmsworth House, 13 –15 Bouverie Street,
London, EC4Y 8DP
Tel: 0845 300 0218
A government organisation that register and regulate charities in the UK.
They also offer advice, support and information to organisations on all
issues relating to charitable status.

Hammersmith and Fulham
Voluntary Sector Resource Agency (VSRA)
164-166 Kings Street, Second Floor, Hammersmith, W6 0QU
Tel: 020 8748 6345 or email


London Borough of Hammersmith & Fulham
Planning Department
Tel: 020 8753 1083

Fire Safety Regulations
90 Old Town, Croydon, CRO 1AR
Tel: 020 7587 2677

Hammersmith Fire Safety Office
London Fire Brigade – Safety, 190-192 Shepherds Bush Road, W6 7NL
Tel: 020 7587 4800

Hammersmith and Fulham
Children’s Information Service (CIS)
Tel:020 8735 5868 or

    London Borough of Hammersmith & Fulham
    Tel: 020 8753 2265 or

    Development team co-ordinator
    Mark Gilleran Tel: 020 8753 3696 or


    Business and finance team co-ordinator
    Paul Yiannakou
    Tel: 020 8753 3711 or

    HM Revenue and Customs Business Support Team
    (Formerly Inland Revenue)
    7 International House, High Street, Ealing, W5 5DB
    Tel: 0208 357 7701 or

    Business Link for London
    Tel: 0845 6000 787 or
    Provides small and medium businesses with a single point of contact for
    independent advice and support.

    Hammersmith and Fulham
    Voluntary Sector Resource Agency (VSRA)
    164-166 Kings Street, Second Floor, Hammersmith, W6 0QU
    Tel: 020 8748 6345 or

    HM Revenue and Customs (Formerly Inland Revenue)
    – To find out parents/carers eligibility for tax credits or to make a claim
    Tel: 0845 300 3900 or

    Hammersmith and Fulham
    Children’s Information Service (CIS)
    Tel:020 8735 5868 or

Small Business Service
1 Victoria Street, SW1E 6SW
Tel: 020 7215 5000 or

Development team co-ordinator
Mark Gilleran Tel: 020 8753 3696 or

Extended schools remodelling advisor
Kelly Greene
Tel:0208 753 3532 or

Finance and administration officer
Gregory Rakoczy
Tel:0208 753 3234 or


Every Child Matters website

Early Years Service - general enquiries
Tel: 0208 753 3837 or

Office for standards in education (Ofsted)
Helpline: 0845 6014771
or visit
The Three organisations commissioned by the DfES to countersign
subsidised CRB Disclosure applications from staff in day care settings:

1. Capita Education Resourcing (CER)
Leading childcare and education recruitment specialist for UK nurseries,
schools and colleges.
Tel: 0870 850 2516
Fax: 0114 275 5800
Postal address: Capita Education Resourcing, Walsh Court, 10 Bell’s Square,
Trippet Lane, Sheffield. S1 2FY
or visit:

    2. TMG CRB
    Company offering specialist support to
    help safeguard children.
    Tel: 0115 969 4609
    Fax: 0115 982 1307
    Postal address: TMG CRB, 3 Wilford Park, Ruddington Lane, Nottingham NG11 7E
    or visit:

    3. Nestor Primecare Services Ltd
    Healthcare company recruiting and providing
    qualified professionals including CRB checks.
    Tel: 0845 602 1759
    Fax: 0207 434 9216
    or visit:

    Hammersmith & Fulham
    Environmental Health Department contacts
    Food Safety Team: 020 8753 1081
    Health & Safety Team: 020 8753 1081

    Useful websites:
    London Borough of Hammersmith & Fulham

    Food Standards Agency

    Health & Safety Executive
    Tel. 202 7556 2100 or

    Royal Society for the Prevention of Accidents
    Tel 0121 248 2000 or

    Department of trade and industry (DTI)

    Government website provides information on employment rights

Early Intervention team co-ordinator
Jacqueline Goddard
Tel: 020 8735 5861 or

Area Child Protection Committee (APAC)
Tel: 020 8753 5125 or
To download the area child protection committee
policies and procedures:

Information Commissioners Office
Tel. 01625 545745 or

Training co-ordinator
Simon Norbury
Tel: 020 8735 5858 or


Hammersmith and Fulham
Children’s Information Service (CIS)
Tel:020 8735 5868 or

HM Revenue & Customs Information Centre
(Formerly Inland Revenue)
Tel: 08459 15 45 15 or visit

Hammersmith and Fulham
Voluntary Sector Resource Agency (VSRA)
164-166 Kings Street, Second Floor, Hammersmith, W6 0QU
Tel: 020 8748 6345 or

    Marketing and recruitment officer
    Louise McDonald
    Tel: 020 8735 5866 or

    Employer Direct
    Tel: 0845 601 2001


    Advisory, Conciliation, and Arbitration Service (ACAS)
    Head Office, Brandon House,
    180 Borough High Street, SE1 1LW.
    08457 474747 or
    Information and advice on employment legislation.

    Hammersmith and Fulham Voluntary Sector Resource Agency (VSRA)
    164-166 Kings Street, Second Floor, Hammersmith, W6 0QU
    Tel: 020 8748 6345 or email

    HM Revenue and Customs Business Support Team
    (Formerly Inland Revenue)
    7 International House, High Street, Ealing, W5 5DB
    Tel: 0208 357 7701 or

    Business Link for London
    Centre Point Tower, Floors 3&4,
    103 New Oxford Street, WC1A 1DP
    Tel: 0845 6000 787
    Provides small and medium businesses with a
    single point of contact for


Hammersmith and Fulham
Children’s information service (CIS)
Tel:020 8735 5868 or

Marketing and recruitment officer
Louise McDonald
Tel: 020 8735 5866 or


Development team co-ordinator
Mark Gilleran
Tel: 020 8753 3696 or

Quality assurance officer
Janina Perera
Tel: 020 8753 2433 or


London Borough of Hammersmith & Fulham
Social Services Department
Children living in the north of the borough –
Referral and Assessment Team –
020 8753 5268

Children living in the south of the borough –
Referral and Assessment Team –
020 8753 5842

Emergency Duty Team (out of office hours)
020 8748 8588

     London Borough of Hammersmith & Fulham Community Liaison
     Room 42, Town Hall, King Street, W6 9JU.
     020 8753 2487 or
     ‘Working in partnership with community groups in Hammersmith and Fulham’.
     They produce a free bi-monthly newsletter called ‘Funding News’.

     Hammersmith & Fulham
     Pre-school Learning Alliance (PSLA)
     Polish Centre, 238-246 King Street, W6 0RF.
     Tel: 020 8741 6400 or

     Criminal Records Bureau (CRB)
     PO BOX 110, Liverpool L69 3EF
     Tel: 0870 9090 811 or

     Department for Education and Skills (DfES)
     Caxton House, Tothill Street, SW1H 9FN.
     Tel: 0870 000 2288 or

     Department for Work and Pensions (DWP)
     Correspondance Unit, Room 540, The Adelphi,
     1-11 John Adam Street, WC2N 6HT.
     Tel: 020 7712 2171 or

     Sure Start Unit
     Department for Education & Skills and Department
     for Work & Pensions, Level 2, Caxton House, Tothill St, London SW1H 9NA
     Tel: 0870 000 2288 or
     email or

     National Day Nurseries Association
     Oak House, Woodvale Road, Brighouse,
     West Yorkshire, HD6 4AB.
     Tel: 0870 774 4244 or

City Reach, 5 Greenwich View Place. London, E14 9NN
Tel: 020 7512 2112 or

Pre-school Learning Alliance (PLA)
69 Kings Cross Road, WC1X 9LL.
Tel: 020 7833 0991 or

London Voluntary Service Council
356 Holloway Road, London, N7 6PA.
Tel: 020 7700 8107 or
Provide support to London’s voluntary sector.

Qualification and Curriculum Authority (QCA)
83 Piccadilly, W1J 8QA.
Tel: 020 7509 5555 or

Children’s Workforce Development Council
Tel: 0113 244 6311 or

Skills Active Playwork Unit (Training Organisation)
Castlewood House, 77-91 New Oxford Street, WC1A 1PX.
Tel: 020 7632 2000 or

London Play
Units F6 / F7, 89 - 93 Fonthill Road, N4 3JH.
Tel: 020 7272 2464 or
Umbrella Play organisation for Play in London.

Kids (formerly HAPA)
Fulham Place, Bishop’s Avenue, SW6 6EA.
Tel: 020 77311435
Promotes adventure play for children with disabilities and special needs.
Offers information, advice, training and support.

     Freepost 1111, N1 0BR.
     Tel: 0800 11 11 11
     National helpline for children in trouble or danger 24 hours a day, every day.

     Child Accident Prevention Trust
     18 – 20 Farrington Lane, EC1R 3AU
     020 7608 3828
     Produce safety research and guidelines.

     National Society for the
     Prevention of Cruelty to Children (NSPCC)
     42 Curtain Road, EC2A 3NH
     Tel: 0800 800 500
     24 hour Child Protection Helpline. Working to help abused children and their

     152 Buckingham Palace Road, SW1N 9TR
     Tel: 0171 730 3300
     Teaching children about personal safety. Information and publications on dealing
     with bullies, getting lost, approaches by strangers or know adults who may try to
     abuse them.

     Commission for Racial Equality (CRE)
     St. Dunstan’s House, 201-211 Borough High Street,
     SE1 1GZ.
     Tel: 020 7939 0000 or

     Community Hygiene Concern (CHC)
     The Manor Garden’s Centre, 6-9 Manor Garden’s, N7 6LA.
     Telephone: 020 7686 4321

     Morton Michel Insurance Services
     Insurance House, Oliver Grove, London, SE25 6EW.
     Tel: 020 8768 6700 or

     NES Arnold Findel Association Ltd
     Tel: 0870 6000 192
     Education equipment suppliers

Galt Educational
Tel: 0870 2424477
Suppliers of play, arts and crafts equipment.

Scrap Bank Projects
  Community Scrap Project, Tooting
  020 8682 4216
  Children’s Scrap Project, Hackney
  020 8985 6290
  Squirrel’s (CSS) Scrap Bank Project, Morden
  020 8640 9510

             CONSTITUTION                        2
To open a Bank Account, the Bank will need
to receive a signed copy of your Constitution.
You will need two signatures for you Bank


The name shall be Out of School Provision, hereafter referred to as The Club.


The Club shall be a non-profit making body. Its aims and objectives shall be:

a    To enable children / young people aged 5-11 years to have new positive
     experiences. The experiences should be appropriate to their individual needs
     within a play environment.
b    To enable parents and carers to have more options for work and leisure.
 c   To establish a Club run by parents of children attending the Club and other
     agencies already involved with children’s services in the District. The Club is to
     operate out-of-school and during holiday periods.

a    To provide high quality, low cost, full day care holiday activities for children aged
     5 – 11 years attending the primary school.
b    To establish eligibility and priority criteria.
 c   To encourage parents and carers and other volunteers to become involved in the


For the furtherance of these aims and objectives, The Club will: -

a    Provide accommodation, equipment and engage staff.
b    Raise money to pay for some of The Club activities.


     c   Make payments as necessary.
     d   Fix and collect fees payable in respect of children attending The Club.
     e   Control the admission of children to The Club and, if appropriate, require
         parents and guardians to withdraw them.
     f   Set and enforce policies and procedures when appropriate in accordance with
         The Club’s aims and for its benefit.
     g   Take any such other actions that may benefit The Club.


     a   Membership of The Club shall be of two kinds: -
             Family Members: Parents or Guardians of all children and young people
         who attend The Club for any period during the year.
             Other Members: Other interested individuals, excluding paid employees
         approved by the Committee. Approval will be given to anyone who is shown to
         have a genuine interest in The Club.
     b   In considering individuals for membership, the Management Committee must
         work within The Club Equal Opportunities Statement of intent.
     c   Any person may be refused membership or have their membership terminated
         if they are considered by the Management Committee to be detrimental to The
     d   An individual who has been refused membership may appeal to The Club
         Appeals Committee and must be given a copy of the Grievance Procedure on
     e   Existing members who wish to remain so must renew their membership
         annually by notifying the secretary not more than four weeks before the Annual
         General Meeting. If this is not possible, notification before that date
         accompanied by a letter of explanation will suffice.
     f   If existing members do not renew their membership as in 4e) they shall be sent
         a letter by the Secretary within four weeks of the Annual General Meeting
         stating that their membership has ceased, but they are welcome to reapply at
         any time.
     g   A person may apply for membership in 4a) or 4b) at any point during the year
         by obtaining and submitting a form for consideration by the Management
         Committee. They will be informed that membership must be renewed as in 4e).


h   There shall be no fee for membership.
i   Honorary members may be appointed at any time by the Management
    Committee providing that they will benefit The Club. They will usually be a
    person with a relevant interest. Any member of The Club or Committee
    member may propose somebody for honorary membership at any time for
    consideration at the next Committee meeting.


a   The Annual General Meeting shall be held in June of each year at which the
    Annual Report and Audited Accounts for the previous year shall be presented
    and agreed and the Management Committee members shall be elected. A full
    list of enrolled Club members will be read out.
b   A Special Meeting may be called a any time at the request of the Committee, or
    one quarter of The Club members (each family counts as one member), who
    also have the power to call the AGM if the Secretary has failed to do so, by
    displaying a poster in a conspicuous place where The Club meets, at least two
    weeks before the meeting is due to take place.
c   The Secretary shall send a note of the date, time and place of each meeting
    together with a list to be discussed to all members at least four weeks before
    the date of the next AGM, and at least two weeks before the date of the Special
    General Meeting.
d   If the Chairperson or Secretary does not call a Special Meeting within two
    months of a request to do so, a quorum of members in (5e) may call that
    meeting by displaying a notice in a conspicuous place where The Club meets for
    a minimum of two weeks before the meeting.
e   The quorum of an inaugural meeting or a general meeting shall be 30% of the
    membership, or seven members, whichever is the greater. Prior to the
    appointing of a Committee, a member is anyone specified in 4a). If fewer
    attended then a meeting must be called.



     a   The Management Committee shall meet at least three times a year and is
         responsible for ensuring The Club copies with its aims and objectives and is
         properly managed. The Committee may appoint Sub-committees for this
         purpose. The Chair of the Sub-committee must report on these activities to the
         Management Committee. The date of each meeting will be set at each previous
     b   The Management Committee shall consist of: -
              Three officers namely Chairperson, Treasurer (who shall keep accounts) and
         Secretary (who shall keep ordered minutes and prepare and distribute agendas).
              No more than three co-opted members.
     c   The Secretary must notify Committee members of the time, date and place of
         each meeting with an agenda and with at least one weeks notice. If half the
         total number of Committee members are present and agree, then this may be a
         shorter period. If the Secretary fails to call the next meeting, then the Chair may
         do so.
     d   The Management Committee must be made up of a mix of both
         parents/guardians and other agencies involved in children’s services.
     e   Officers and Committee must be made up of a mix of both parents/guardians
         and other agencies involved in children’s services.
     f   Co-opted members (as in 6b II.) may join at any time on invitation of the
         committee but shall retire at the next AGM. No co-opted member shall serve for
         more than four consecutive years.
     g   In the event of resignation or suspension of an elected member or officer during
         the year, the vacancy may be filled until the next AGM by a member appointed
         by the Committee.
     h   Not less than once each year the Committee must assess its membership in
         accordance with its Equal Opportunities Statement of intent and take any
         necessary action.
     i   The Committee may dismiss Committee Members for misbehaviour which
         affects meetings or the well-being of The Club, which may include acting against
         policies agreed by the Committee. This does not include proposing that a policy
         be changed or amended. Members may be suspended immediately but a
         General Meeting must be called to dismiss them. Suspended or dismissed
         members have the right to appeal to The Club Appeals Panel.



a   At Committee Meetings, Officers, elected members and co-opted members each
    have one vote. In the event of a tie, the Chairperson shall have the casting vote.
    A quorum for voting at a Committee meeting shall be no less than half the
    Committee members, including two of the Officers. If fewer attend, the meeting
    will be adjourned until the following week. An inquorate Committee may call a
    General Meeting to elect new voting members. At a General Meeting all
    members shall have one vote (each family counts as one member).
b   Paid employees are employed by the Committee and therefore cannot be
    Members of the Committee or vote on Committee meetings. Paid employees
    may be invited to attend any or all meetings in an advisory capacity, but need
    not attend the whole of the meeting. They should normally attend the AGM.
    Paid employees who are members of The Club (as in 4) shall be entitled to vote
    at General Meetings.
c   Members of The Club may be invited to attend any or all Community meetings
    as observers, but will not have a vote.
d   At General and Committee meetings, voting on Committee Members and
    Officers shall be by secret ballot and voting on proposals shall be by a show of
    hands. In the case of equal votes the Chairperson shall have a second or casting
    vote. An election or motion must be agreed by a majority of those present.
e   A member of The Club standing for Committee or an officer post must obtain a
    nomination slip from the Secretary prior to the AGM, and acquire on the slip the
    name, address and signature of one person as nominator and one person as
    seconder. The completed nomination slip must be returned to the Secretary not
    less than two weeks before the AGM is due to take place.
f   At the AGM a list of those registered as standing for Committee and Officer
    posts will be read out and before voting takes place, will have the opportunity
    to introduce themselves as indicated by the Chair.
g   Members of The Club who are unable to attend the AGM may register a postal
    vote for election of the Committee and Officers by obtaining a voting form from
    the Secretary not more than two weeks before the AGM. The form must be
    completed and received by the Secretary before the meeting takes place.
h   If all Committee members agree, the Committee may make decisions without
    holding a meeting, by signing a written resolution.
i   Committee members with a personal financial interest in a decision must not


     8. TRUSTEES

     If any real and/or leasehold property is acquired by The Club the title should be vested in custodian Trustees,
     of whom there shall be no fewer than two, or more than four. This will require an addition to the
     Constitution (see 11) and must only be done with legal advice.

     9. FINANCE

     a    The Treasurer shall keep proper accounts of the finances of The Club. At each
          Committee meeting the Treasurer (or a deputy) shall present a statement of
          accounts to the Committee. A written record of this and their acceptance shall
          be recorded in the minutes.
     b    The Treasurer’s accounts may be inspected, with seven days notice, at the
          request of any Club member.
      c   All cheques shall be signed by two Officers, one of whom shall normally be the
          Treasurer. A copy of each bank statement shall be given to the Chairperson.
     d    At the end of The Club’s financial year on (day and month), the Treasurer shall
          prepare accounts which, after audit (by an independent, trustworthy person
          appointed by the Committee) shall be presented to the Annual General
          Meeting. The auditor is entitled to see all the accounts, minutes of meetings
          and bank statements. An auditor can be dismissed by a vote by the
          Management Committee. Committee members, employees and relatives of
          those involved in The Club may not be auditor.
     e    The funds of The Club shall be used only for the purposes on The Club, and no
          payment shall be made to any Club member except: -
               If that member is employed by The Club, and then only as proper
          renumeration in respect of employment.
               As repayment of expenses properly incurred on behalf of The Club
          (receipts must be provided).
               As interest at a reasonable rate on money lent to The Club by a reputable



If members of The Club decide to terminate the existence of The Club, any such funds or equipment
remaining after all debts have been paid shall be handled to the _______________________________________
or a similar organisation working for the welfare of children and young people. The funds may not be
distributed directly or indirectly amongst members of The Club. If there is no AGM for two successive years,
and if no member of the Committee makes the necessary arrangements, then any other member
may do so.


Alterations to this constitution may only take place at the Annual General Meeting or at a Special General
Meeting called for that purpose. The special notice must be given along with suggested changes to the
Constitution. The Constitution may only be altered if: -

Two-thirds of the members of The Club present at the General Meeting vote in favour.

This Constitution was approved by Members of the Club at,

Signed Chairperson                                                 Date

Signed Secretary                                                   Date

In the presence of: -                                              Date

Members of The Club


                                                   Premises contact

This contract has been agreed between ___________________ and ___________________ regarding the
premises to be used as an Out of School Club at a cost of £     per hour/day.

The areas to be used by the Club are (state all areas which may be used by the club including occasional use
of spare classrooms, school hall, school kitchen etc)

This should include setting-up time. The areas stated in 1. above are let between ___________________
and ___________________ each day during term and/or between ____________________
and __________________ during school holidays.

The maximum number of children attending the club shall be ___________________ at any one time.
Agreed staff / children ratios will be observed at all times.

This agreement is renewable on

The rent covers heating / lighting / site supervision / use of telephone / normal wear and tear to building
(delete as appropriate).

The site supervision of the stated areas will be undertaken by

The cleaning of the stated areas will be undertaken by

The following storage facilities have been made available to the Club:

Premises contact

     The following equipment is available for use by the Club:

     10. INSURANCE
     The Club undertakes to arrange appropriate public liability, employers liability and premises insurance (delete
     as appropriate)

     11. SAFETY
     The Club is responsible for organizing fire drills and has been instructed about operation of fire
     extinguishers, exits, etc.

     12. LIAISON
     The Management Committee of the Club will provide a report to the owner or Managers of the building
     when requested but not more than twice per year. Governors will be given access to the club when
     requested, with reasonable notice being given.

     This agreement will be reviewed 6 months after first being signed and thereafter annually.

     The agreement may be terminated at half a term’s notice if the tenant fails to comply with 1) the terms of
     the agreement, 2) the terms of the Children Act (1989).

     The following representatives of the school and Club are designated ‘Link Persons’ between the two



                                                  Premises contact

(Where different from above) The following are the titles of the responsible persons for the school and
the club.



Both the undersigned organisations agree to abide by this agreement.

Signed (Premises)


                                     Market Research
Signed (Club)



1. For which of the following reasons would you use an Out of School Club?
(Indicate one or more)
       Extended Childcare        Safe Play Environment            Homework/Reading Support

2. Please indicate below the hours between which you would be most likely to use an After-School Club

       3.15 to 6.00pm            3.15 to 5.15pm           Other (Please specify)

3. On which days of the week would you be likely to use the Club?
       Monday                    Tuesday                 Wednesday                 Thursday   Friday

4. Please indicate the level and age/ages of the children you would need places for.
                                 Junior                  Infant

                                 Age                     Age

                                 Age                     Age
                                 Age                     Age

5. What is the maximum charge, per child, that you would be prepared to
pay each night to use the service?

Would a reduction for siblings encourage you to use the service?
    Yes                           No

6. Would you be interested in an advanced booking system?
    Yes                        No


     7. The organising and day-to-day running of an After-School Club requires
        quite a high-level of commitment and individual effort. As a parent/carer,
        how willing would you be to become involved if your help/support was

          Very willing                 Quite Willing               Not willing at all

     8. Would you be in favour of an After-School Club operating at xxxxxxxxxxxx.
         Yes                        No

     9. Would you be interested in using an After-School Club Service at xxxxxxxxx?
         Yes                        No

     Please return completed surveys to the school reception. If you would like to discuss the development of the
     Out of School Club please contact ______________________ on ______________________ or a member of the
     management committee will be at the school entrance before and after the school day on

     To keep you informed of developments and to prioritise booking please complete your details below.


     Telephone                                                Email

     Many thanks for completing the survey.

Sample Business Plan Workbook

                   Business Plan 2006-2011




Telephone                                                 Fax


Contact                                                   Position

Do this section last. It is a summary of the main points included in the plan. The purpose is to give the
reader an idea of what your organisation is about. You should therefore highlight the key features or
attractions of your particular setting.

You will need to get financial information from your cash flow forecast. The projected fees, grants and
surplus or profits for the period of the plan should be in this section.

Business Plan


     1 Business Background               107
       1.1    Aims                       107
       1.2    Objectives                 107
     2 Services                          107
       2.1     Delivery                  107
       2.2     New Development           107
     3 Premises                          108
     4 Market Analysis                   108
       4.1    Evidence of local demand   108
       4.2    Competition                109
       4.3    Marketing Strategy         109
       4.4    SWOT Analysis              110
     5 Management                        111
       5.1   Staffing Requirement        111
     6 Legal Requirements                111
     7 Financial Information             112
       7.1     Capital Budget            112
       7.2     Revenue Budget            112
       7.3     Funding                   112
       7.4     Fee Income Forecast       112
       7.5     Risk Assessment           113
       7.6     Sustainability            113
       7.7     Assumptions               113
     8 Appendices                        114

                                                               Business Plan


For this section write 3 to 4 paragraphs about your proposed or current setting. What you are, what you do,
your legal status, results of OFSTED inspection, current / projected staff numbers and their roles, number of
places available, the nature of the area that you serve (ward profile), accredited quality assurance scheme
that you have joined, where you are based, how you are funded and your key achievements to date (no
more than 5).

1.1      AIMS
Your mission statement or vision for the setting should go here. One paragraph stating what the
organisation wants to achieve, the strategic direction it is following and why it is expanding or developing
new services.

These are specific targets that you want to achieve over a given period. You should break these down into
short-term, medium-term and long-term objectives.

2.      SERVICES

Describe your potential / current provision. Explain how children and parents benefit from the service you
provide. Say what is different about your service. Mention any support you provide for children and parents
with special needs including access to special services.

2.1     DELIVERY
Describe how the service will be / is delivered. Include opening times, staffing, security for children,
activities, play opportunities, quality systems and procedures in place to support delivery, and how you
implement “Birth to Three” matters and the foundation stage curriculum - ¬personal, social and emotional,
communication, language and literacy, mathematics, knowledge and understanding of the world, physical
and creative development.

Describe how you plan to develop / expand your provision. Say who will benefit and how they will benefit.
Include age range of children and young people, partnership with parents and other community initiatives
such as Sure Start, Children’s Centres, Extended Schools etc. Refer to your early years and Childcare Audit
and Children and Young Persons plan and mention how your planned expansion contributes to meeting
local childcare targets.

Business Plan

     3.       PREMISES (LOCATION)

     Briefly describe your potential / existing premises.

     Mention the main advantages of your proposed / present location and how accessible it is to parents.
     Include availability of public transportation and adequacy of street lighting.

     If you plan to extend the potential / existing premises or move to another site give details of the planned
     improvements and the impact this will have on accessibility and future growth.

     Say something about registration under OFSTED (if applicable), planning permission (if relevant) and leasing

     You should also mention any shift in demographic trends, regeneration initiatives and any new development
     in the area that will affect demand for childcare places.

     4.      MARKET ANALYSIS

     National and Local Trends

     Paragraph 1 and 2: Write an overview of the childcare industry nationally. Include growth trends,
     government initiatives, size in value of the childcare market, demand for childcare and changes that have
     taken place in recent years.

     Paragraph 3: Briefly describe the childcare market in the borough. Include patterns of provision, demand,
     demographic trends, growth opportunities, cost of childcare locally and parents' ability to pay.

     Paragraph 4: Write a profile of the Ward or Super Output Area where your childcare provision is / will be
     located. Include other childcare services in the area, the level of disadvantage, the type of parents that are
     likely to access your service. Compare the pattern of provision in the Ward with that of the borough as a

     Paragraph 5: Describe any market research you have done and the conclusion you have drawn from the
     information collected. Include profile of existing parents using the service, details of any special
     circumstances such as shift working, weekend working, special needs requirements, social and economic
     disadvantages faced by parents. Find out what other potential parents' childcare needs are and say how
     your provision would meet those needs.

                                                                 Business Plan

Write 1 to 3 paragraphs describing who your five nearest direct competitors are. Also identify your indirect
competitors. (This is about the other childcare and early years providers operating in your area or near to
you). Include their pricing policy, how they are managed, their strengths and weaknesses and how their
service differ from yours. Conclude this section by explaining the impact competitors will have on your

In this section you are pulling together the results of your market analysis and research and deciding on the
best strategy to develop in the light of that information. For example, given the current market trends what
would be the best mix of services to offer? What fees should you charge? Are the services on offer and the
fees right for your location? How will you promote your services to parents?

Paragraph 1 and 2: Describe parents' preferences, the most convenient solution to their childcare problem,
the geographical area in which you are operating and the availability of other provision.

Service Policy
Paragraph 3: Say why you think the services you are offering will meet the needs of parents. Include the
added value of your service (e.g. reducing social exclusion, access to provision for children with special
needs or children's development and achievement). Explain the service policy you will establish to ensure
continued quality in service provision and customer satisfaction.

Pricing Policy
Paragraph 4: Say how much you will charge and explain different fee bands if appropriate. Describe how
your fee structure will generate sufficient income after other sources of funding comes to an end. Say how
you will utilise the working tax credit (WTC) childcare element to subsidise parents on low income. Briefly
describe how the fees charged will match the quality of the services you are providing. Explain the fee policy
you will establish to monitor prices and operating costs and ensure profit and sustainability.

Promotion Policy
Paragraph 5: Describe how you intend to promote your service. Include the image you want to present, the
amount you plan to spend on promotional activities, your promotion objectives and how you will measure
the results of your promotional activity.

Paragraph 6: Flag up the accessibility of your location (refer to section 3 ¬Premises, page 8). Say how
parents will benefit. Include parking facilities, transport, other amenities and the sense of security your
premises and location provide if appropriate. All of these can be used to justify higher fees if necessary.

Business Plan

     4.4     SWOT ANALYSIS
     Describe how the strengths you have listed contribute to the success of the organisation. Use the following
     examples as a guide:
        Experienced, well qualified and committed staff
        Excellent premises easily accessible by public transport
        Good knowledge of the local market and access to marketing information
        Long track record in childcare and good reputation for high quality service
        Strong effective management committee

     Describe the impact the weaknesses you have identified will have on the organisation and what you will do
     to lessen the impact. Use the following examples as a guide:
        Lack of clear leadership and strategic planning
        Dependence on local authority core funding
        High turnover of staff due to low pay and long working hours
        Small premises accommodating only 20 children and not easily accessible by public transport
        Range of services on offer too narrow to satisfy the needs of parents

     Describe your organisations capacity and ability to maximise the opportunities you have identified.
        Growing childcare industry offering the potential for more flexible childcare
        New housing development and regeneration of local area encouraging new families with
        young children in the area
        Children’s Centre or Extended Schools programmes offering capital and revenue funding for the
        development of new childcare places
        Established local support network including business support, training and advice
        Potential to consider a wider range of services to meet the changing and emerging needs of parents
        Demand for childcare places in the local area outstrips supply

     Describe how the potential threats you have identified will affect your organisation and how you will use
     the strengths listed above to minimise those threats.

        Parents opting for reception classes in school to secure a place for their 3 and 4 year olds
        New legislation giving schools the freedom to offer childcare provision
        Lack of available premises in the local area

                                                                   Business Plan

     Development of children's centres in disadvantaged wards
     Established providers with the capacity and resources to exploit new opportunities in the market
     Parents unable to pay market fees for childcare

5.        MANAGEMENT

Describe the management and structure of your organisation, identifying individuals with responsibility for
strategic planning and decision-making. Include the experience and qualification of management staff, their
track record of running the organisation and their current and future training needs.

Describe your current and future staffing levels. Include the number of existing staff and how many will be
required to support your planned expansion, their individual roles and responsibilities, skills, qualifications
and experience they are required to have, plans to upgrade qualifications, use of volunteers, trainees and
agency staff if appropriate, recruitment and retention concerns and staff training and development policy.


Describe the main legislative framework governing your organisation and provision. Include incorporation
status / details of constitution, the Children Act, Care Standards Act, OFSTED regulations, planning
permission for conversion, change of use, lease agreement, insurance, health and safety, risk assessment,
employment practice and legal requirements for staff. Describe the policies you have already established or
will need to develop to ensure your organisation is operating with the law.


This section gives an indication of the amount of money you will need to finance your planned expansion,
where you intend to get the money from and the assumptions on which the whole plan is based.

Include details of capital and revenue expenditure associated with the development / expansion.

     Five year cash flow forecast, detail by month for the first year and detail by quarter for the second to fifth
     Risk assessment (including principal risks which could affect the figures in the forecast);

Business Plan

        Fee / income forecast with a schedule of the prices you intend to charge for different services; the amount
        expected from the 3 to 4 year old offer funding and the number of children who are eligible and number
        of parents eligible for working tax credit;
        The number of places you need to fill to break even.

     7.1     CAPITAL BUDGET
     All that is needed here is a summary of the capital expenditure associated with your planned development /
     expansion. This is the cost of converting or refurbishing the building plus equipment and fixtures and
     fittings. State the total amount of the budget and the basis of the costing (usually the quotes provided by
     the quantity surveyor or builders will be sufficient). You will need to refer to your objectives in section 1.2
     and make sure they are reflected in your capital budget. The detailed budget should appear in the
     appendices but you should make a reference to it here.

     7.2     REVENUE BUDGET
     Summary of the revenue expenditure you will incur as a result of the expansion and the basis for this (e.g.
     extra staff, increased rent, food, training etc.). As for the capital budget your objectives should be reflected
     in this budget to ensure that the cost of implementing your plan is included. Refer to the appendices for the
     detailed budget. .

     7.3     FUNDING
     List the sources of funding you intend to use to support the development / expansion and the amount you
     expect from each source. Give details of any in principle approval. You could use a table to present this
     information if you wish.

     Summary of the income you expect to generate from fees over the period of the plan. Include the target
     you have set for providing affordable places throughout the funding period, estimated number of parents
     eligible for working tax credit and the expected number of applications for the 3 to 4 year old offer funding.
     Refer to the appendices for detailed forecast.

     7.5     RISK ASSESSMENT
     Describe the main risks associated with the development and rank them according to their status (e.g. high /
     low risk). Explain how you intend to manage those risks and any contingency plan you are considering.

     You will need to draw up a sustainability plan. This should include a statement demonstrating how you plan
     to support the new places once the funding ends. Measures to consider are increase in fees, promoting
     working tax credit, targeting local businesses to buy bulk places for their staff and other fundraising
     strategies. You should also include details of your contingency plan and any reserves policy you already have
     in place.

                                                               Business Plan

List the assumptions you have made in the business plan including those upon which your financial
projections are based. Refer to your objectives and think about all the things you will need to do to achieve
those objectives, and then list them as assumptions. See example below.

Year one
   Building work will start by
   No over-runs in completion date
   70% occupancy will be achieved by end of year one
   Availability of right calibre of staff

Year two
   Staff cost will be increased in line with inflation or by

   Fees will rise by
   Out of school service will be provided

Year three
   Refer to medium term objectives

Year four
   Refer to long-term objectives

Year five
   Refer to long-term objectives

Business Plan


     Include budgets, cash flow forecasts, fee income forecast, financial statements and any supplementary
     information that you feel might be useful. See below for examples.

     1. Capital budget
     2. Revenue budget
     3. Fee income forecast
     4. Cash flow forecast
     5. Audited accounts
     6. Copy of certificate of incorporation or copy of constitution
     7. OFSTED report
     8. Organisational chart
     9. Employment staffing policy
     10. Childcare policy including child protection statement
     11. Admission policy including administration of medicine and exclusion of sick children
     12. Health and Safety policy
     13. Special Needs policy
     14. Equal opportunities policy
     15. Behaviour management policy
     16. Service level agreements, work plans, activity plans
     17. CV s of management committee members, directors and key members of staff
     18. Operational procedures (complaints, outings, fire, accident and emergency evacuation)
     19. Evidence of market research - questionnaires, marketing statistics and information
     20. Samples of advertising and promotional activity - e.g. press releases
     21. Positive letters from parents/contacts with employers as potential customers
     22. Copy of architect plans including site investigation
     23. Copies of any report referred to in the business plan


     INCOME                            APR   MAY   JUN   JUL   AUG   SEPT   OCT   NOV   DEC   JAN   FEB   MAR TOTAL
     New Opportunities Fund
     New Deals for Communities
     Other (please specify)


     Capital Equipment
     Employers NIC
     Employers pension contributions
     Agency staff
     Outings and entertainment
     Promotional activities
     Professional fees
     Staff training
     Repairs and maintenance
     Medical supplies
     Renewals and replacement
     Bank charges
     Other charges

     Net cash flow

     Balance brought forward
     Balance carried forward

   1) Child Registration Form
   2) Staff Details Form
   3) Staff Attendance Form
   4) Child Daily Attendance Form
   5) Accident/Incident/Near Miss Report Form
   6) Outing/Trip Consent Form
   7) Outing/Trip Detail Form
   8) Outing/Trip Children’s/
      Young Person Details Form

                                                     Record Keeping


1) Child’s full name

2) Date of birth                                        Age                        Male/female

3) Name of parent/carer

4) Address


5) Telephone number: (Day)                             (Evening)


6) Ethnic Origin: (please tick which group best describes your child’s origins).
     White British                    Pakistan                                       Chinese

     Black Caribbean                  Mixed White and Black Caribbean                Bangladeshi

     Indian                           Mixed White and Asian                          White European

     Black African                    Mixed White and Black African

     White other (please write)

     Black other (please write)

     Asian other (please write)

     Mixed other (please write)

     Other (please write)

Record Keeping


     7) Full name of second contact in case of emergency (neighbour/friend/relative)

     8) Address


     Telephone number: (Day)                              (Evening)

     9) Name of school child attends

     10) On which days will child attend (please tick)

          Monday                 Tuesday                 Wednesday
          Thursday               Friday                  All week

     11) If an adult will be collecting your child, other than parent/carer, please detail



     Telephone number

     12) Name and address of Doctor



     13) Does your child have a disability or special needs?
          Yes                    No

     (if yes please specify)

                                                       Record Keeping


14) If your child has special dietary needs please specify

15) Does your child have a medical condition?
     Yes                   No

(if yes please specify)

16) Does your child require prescribed medication during play site hours?
     Yes                   No

(if yes please specify)

17) Please specify any allergies your child may have

18) Do you agree to your child being taken to hospital in the event of an emergency?
     Yes                   No

19) Do you agree for your child being taken off site under supervision to visit places
within walking distance?
     Yes                   No

20) Are you willing for your child to have their photograph taken on site which may be used in news
items and publicity?
     Yes                   No

21) Does your child require additional assistance e.g. toileting, feeding, when travelling?
     Yes                   No

(if yes please specify)

Signed                                                  Date

Relationship to child

Record Keeping


     Full name

     Date of birth                                          Age                       Male/female



     Telephone number: (Day)                                (Evening)

     Ethnic Origin: (please tick which group best describes your child’s origins).
          White British                    Pakistan                                   Chinese

          Black Caribbean                  Mixed White and Black Caribbean            Bangladeshi

          Indian                           Mixed White and Asian                      White European

          Black African                    Mixed White and Black African

          White other (please write)

          Black other (please write)

          Asian other (please write)

          Mixed other (please write)

          Other (please write)

     6) Religion (if any)

                                                  Record Keeping


7)Name of second contact in case of emergency (neighbour/friend/relative)



Telephone number: (Day)                             (Evening)

8) Name and address of Doctor



9) Do you have a medical condition?
     Yes                  No

(if yes please specify)

10) Do you have a disability?
     Yes                  No

11) What qualifications do you have?

Record Keeping


     Week commencing Monday

     Name of staff members    Mon   Tues   Wed   Thurs   Fri

                                       Record Keeping



No.    Name of Child   Brought in by   Time In   Collected by   Time Out


Record Keeping








     Age                                                      Male/female

     a) Exact location                                        b) Date of incident

     If reportable to Health and Safety Executive, were the following informed? Safety Representative, Education HSO
           Yes                    No

     c) Time of incident                                      d) Number of casulties

     Describe what happened?

                                                          Record Keeping

What supervision was in force at the time of the incident?

Name of person supervising

a) First Aid                                                            Yes   No

   Remove to hospital                                                   Yes   No

   Advised to see GP/Dentist                                            Yes   No

   Was injured person kept in hospital over 24 hours?                   Yes   No

b) What was the resulting injury, if any

c) Were parents / carers informed?                                      Yes   No

If yes, please state date and time

Inflicted by child / young person / adult / intruder. Please indicate

If intruders involved has security report been submitted?               Yes   No



Telephone number                                           Date

Record Keeping


     Name of Centre

     The above Centre / Site is planning a trip to

     On                                                Departure time                                    Return time

     Details of what the children should take are set out below:
     Packed lunch                           Yes                   No

     Fares                                  Yes                   No            Approx amount

     Entrance fee                           Yes                   No            Approx amount

     Spending money                         Yes                   No            Approx amount

     Other items                            Yes                   No            Please specify

     If you would like your child/ren to go on this trip, please complete the form and return the tear off slip below to

     ------------------------------------------------------------------ cut here --------------------------------------------------------------------

     Trip to                                                                   on

     Name of child


     Contact telephone number:

     List any medication to be taken during the trip or any special medical condition/allergies that staff should be aware of

     Please state if your child is a non-swimmer

     Signature of parent/carer                                                 Date

                                                      Record Keeping


1) Centre name

Senior play worker                                     Play workers

Other                                                  Mobile number

3) Venue of trip



Contact person                                         Telephone number

4) Details of trip
Date                                 Departure time                       Return time

5) Mode of transport
Mode of transport                                      Vehicle number

6) Children’s/young person’s details
  (complete Day Trip Children’s/Young people details form).                 Postcode

Record Keeping


      No. First Name   Family Name   Address    Age   Telephone number




The following policies and procedures have been developed and implemented by Harmony Neighbourhood

 1. Admissions policy                                                         3
 2. Behaviour management policy                                                5
 3. Child protection policy                                                    7

 4. Suggestions / complaints procedure                                       13
 5. Equal opportunities statements                                           15

 6. Financial control and procedures                                         17

 7. Statement on health and safety                                           25
 8. Risk assessment form                                                     34
 9. Infectious diseases procedures                                           39

10. Medication / exclusion policy                                            41
11. Pre-visit check list when planning / preparing for outings               42

12. Parents as partners policy                                               44
13. Recruitment procedure                                                    45

14. Special educational needs policy                                         47
15. Settling in policy and procedure                                         49
16. Work placement, student policy                                           51
17. Staff plan                                                               51
18. Staff training opportunities                                             52
19. Type of leave policy                                                     53
They are for use as a guide only.
They are not to be copied and implemented into your childcare setting.
Ensure you develop and implement policies and procedures that are for your own childcare setting. The most
effective policies and procedures are those developed and reviewed in consultation with the management
and employees of your setting on an ongoing basis.


Harmony Neighbourhood Nursery is registered under the Children Act, Charity Commission and is a
company limited by guarantee run by a management committee.

The aim is to offer affordable quality education and childcare to support working or studying carers, also to
enable carers to seek employment or study.

The nursery operates an admission policy:

   Priority is given to full time working parents residing in the targeted wards* in
   Hammersmith & Fulham

   Priority is given to people returning to full time work or study
   Working families residing in Hammersmith & Fulham

   Places which are paid for by Social Services for residents in the local area
   Families residing outside Hammersmith & Fulham but working in the targeted

   Families working and residing in the surrounding boroughs.

All places will be allocated on an equal opportunities basis bearing in mind a balanced intake and according

to the specific vacancies in either the baby or toddler units.

The management reserves the right to amend the criteria as may be necessary at any AGM.

An enrolment list rather than a waiting list is kept, this means that length of time on the waiting list will not
necessary give your child priority.

* The Targeted Wards are: Addison, Broadway, College Park and Old Oak, Conningham, White City,
Shepherds Bush and Wormholt.

Last reviewed 10.01.06

Our aim is to establish an atmosphere of friendliness, security and trust where children can grow in
confidence and develop self-discipline. It is important that everyone knows what is expected of them so
that continuity and boundaries are present within every day-to-day nursery life.

The role of the adults is to encourage good behaviour in a way, which demonstrates courtesy and concern
for other adults and children. We hope that children will learn through the example we set. Very young
children need constant and consistent visual and verbal reminders of acceptable behaviour in order to learn
from our examples.

In order to achieve acceptable behaviour we will:

1   Establish flexible guidelines and boundaries governing the conduct of the
    nursery remembering that the safety and well being of the children is of

                                                                                             L E
    paramount importance.
2   Discuss and agree guidelines and boundaries with staff, parents/carers, children
    and explain to all newcomers.

3   We will provide opportunities for all children to learn how to interpret feelings,
    by listening to them and offering the necessary support that will enable them to

    verbalise their own frustrations, hurts and disappointments.
4   Use descriptive praise and recognition of acceptable behaviour, kindness and

    consideration should be constantly used. A willingness to share and take turns
    will be encouraged. Praise is the best motivator there is. Children will grow in
    confidence if given praise as a reward’
5   Assist children in developing and understanding the need for self-discipline.
6   Handle disputes fairly and support all those involved.
7   Explain the effect of unacceptable behaviour to the adult/child concerned, and
    make clear that it is the behaviour which is unacceptable, not the person.

Early Years Practitioners will never say ‘NO’ to a child without offering a reason or an alternative.

Guidelines for unacceptable behaviour:

The nursery staff will ensure that:

1   Physical acts of aggression or verbal abuse is neither used nor threatened.
2   A child is never smacked; shaken or treated roughly. There are no circumstances

                                                                                         Last reviewed 12.02.06
    in which such behaviour is justified. We do not believe that punishing children
    in any such form ever helps them to become self-disciplined.
3   Raised voices in a threatening way; swearing; making personal remarks; racist
    remarks or labelling will not occur.
4   Individual children will not be singled out or humiliated by means of a naughty
    chair or subjected to any other form of humiliating situation.

The parents/carers are also asked to adhere to this policy whilst on the nursery premises.

Guidelines regarding biting:

1   The biting of one child by another is a most emotional situation for all adults

    concerned. Parents are understandably upset, as are nursery staff. There is no
    easy answer to the problem, particularly if very young children are involved. It

    usually stops as abruptly as it started for no particular reason, but in cases where
    a child is known to be likely to bite another the following strategies will be used:
2   The extra vigilance of staff will be developed to help spot a situation before it

3   Staff will take turns monitoring a child, and remove the child quietly from a
    situation if they anticipate it could cause a problem.

4   If there is an appropriate age gap between the biting child and the bitten child,
    one will be removed to another part of the nursery.

5   Almost inevitably, it will be a young child biting another young child and
    reasoning can not be applied, but in a situation where an older child is biting
    and can understand, tone of voice, concern and reasoning from the staff may
    solve the problem.
6   On no account will the child who is biting be “punished”. Parents of course
    need to be informed. Care and understanding will be the primary consideration
    when talking to the parents as the parents of a child who bites can be upset at
    their child’s actions.

Last reviewed 12.02.06

Recognising and coping with a case of child abuse is a very stressful experience, but everyone should
understand that their first responsibility is to the child. We have a duty in law to take action if we suspect a
child may be suffering from abuse.

The aims:

  i   To encourage all children towards a positive self image.
 ii   To raise awareness of both early years practitioners and other members of staff
      at Harmony the needs arising from child’s protection issues.

iii   To highlight their responsibilities in identifying abuse and their duties in
      reporting possible cases of abuse.

iv    To devise a framework for monitoring and supporting children thought to be at

 v    To establish a line of communication between fellow professionals, staff and
      outside agencies.
vi    To teach strategies that children may use to enhance and foster their own

      security, confidence and independence.


  i   All staff will be vigilant to cases of suspected child abuse and be informed of the
      nursery’s procedures in reporting and monitoring.

 ii   All staff, volunteers and work placement students will be vetted, and an
      enhanced police checks will be carried out before they are employed or left with
      the children.
iii   All children will view themselves as part of a caring community where they may
      learn through example how to establish and sustain relationships with peers,
      adults, families and the outside world.

Children who are defined as being 'in need', under the Children Act 1989, are those whose vulnerability is
such that they are unlikely to reach on maintain satisfactory level of health or development, or their health
and development will be significantly impaired without the provision services (s17(10) of the Children Act
1989). The critical factors to be taken into account in deciding whether the child is in need under the
Children Act 1989 are what will happen to a child's health or development without services, and the likely
effect the services will have on the child's standards of health and development.

Some children are in need because they are suffering or likely to suffer significant harm. The Children Act
1989 introduced the concept of significant harm as the threshold that justifies compulsory intervention in
                                                                                            Last reviewed 20.05.06
family life in the best interest of the children. The local authority is under duty to make enquiries or cause
enquiries to be made, where it has reasonable cause to suspect that a child is suffering, or likely to suffer,
significant harm (s47 of the Children Act 1989).

A person may abuse or neglect a child by inflicting harm, or by failing to act to prevent harm. Children and
young people may be abused in a family or in an institutional or community setting; by those known to
them or, more rarely, by a stranger. Is persistent failure to meet a child's basic physical and or psychological
needs, likely to result in serious impairment of the child's health or development, such as failing to provide
adequate food, shelter and clothing, or neglect of or unresponsiveness to a child's basic emotional need.

May involve hitting, shaking, throwing, poisoning, burning or scalding, drowning, suffocating, or otherwise

causing physical harm to a child, including by fabricating, the symptoms of or deliberately causing, ill health
to a child.

There can never be a definitive list of indicators of physical abuse but we can safely say that the following
are causes for concern. The indicators can be divided into physical and behavioural indicators:

Physical indicator:

   Bruises in places that are not usually harmed in normal play, e.g. on the face
   below the eye-line and around the ears, on the abdomen, in the groin area, in

   the small of the back and on the back of the legs
   Bruises or marks consistent with either straps or slaps or reflecting shape of

   article used, e.g. belt, buckle, electrical flex

Unexplained Burns:

   Cigar, cigarette burns especially on soles, buttocks, palms or back
   Burns of all kinds that do not have an explanation consistent with the marks
   Patterned like electrical burner, iron, etc

Unexplained Fractures:

   To skull, nose, facial structure
   In various stages of healing
   Multiple or spinal fractures

Behavioural indicators:

   Wary of adult contacts
   Difficult to comfort
   Apprehension when other children cry
   Crying / irritability

Last reviewed 20.05.06
   Fearful watchfulness
   Undue fear of adults, shown by ducking when approached
   Afraid to go home
   Behavioural extremes, aggressiveness, withdrawal, impulsiveness
   Failure to thrive
   Poor peer relationship
   Panic in response to pain


Involves forcing or enticing a child or young person to take part in sexual activity, whether or not a child is
aware of what is happening. The activities may involve physical contact, including penetrative (e.g. rape or

buggery) or non-penetrative acts. They may include involving children in looking at, or in the production of,
pornographic material, or encouraging children to behave in sexually inappropriate ways.

The signs of sexual abuse are very varied and can often be linked with other forms of abuse. The following
list is, as always, only a guide and cannot be relied on as the only indicators. They too can be sub-divided
into two groups:

Physical indicators:

   Difficulty in walking, sitting down

   Stained or bloody underclothing
   Pain or itching in genital area

   Bruising, bleeding, injury in the genital area
   Pain on urination
   Vaginal discharge
   Excessive crying

Behavioural indicators:

   Sexual knowledge inappropriate for a pre-school child
   Sudden changes in behaviour
   Wary of adults
   Making sexual advances to adults or other children
   Wariness of being approached by anyone, possibly combined with a dazed look
   Eating problems

                                                                                       Last reviewed 20.05.06

 a   Look for a cluster of signs and symptoms. Many of the indicators above may be
     caused by other problems but should nevertheless be brought to the attention
     of the parent.
b    Write down and date all observations of worrying marks/behaviour and any
     explanations that may have been given. Keep these observations safe; they are
     confidential material, as well as possible evidence.
 c   Seek advice about what you see and hear.


Is the persistent emotional ill treatment of the child such as to cause severe and persistent adverse effects
on the child's emotional development. It may involve conveying to children that they are worthless or

unloved, inadequate, or valued only insofar as they meet the needs of another person, age or
developmentally inappropriate expectations being imposed on children, causing children frequently to feel
frightened, or the exploitation or corruption of children.

The signs of emotional abuse are probably the hardest to link to actual abuse as there may be other factors
affecting the child’s behaviour or physical development. However, we have compiled a list of the main

Physical indicators:

     Failure to thrive

     Delays in physical development or progress

Behavioural indicators:

     Sucking, biting, rocking
     Anti-social, destructive
     Sleep disorders, inhibition of play
     Compliant, passive, aggressive, demanding
     Inappropriately adult or infant
     Impairment of intellectual, emotional, social or behavioural development
     Overly withdrawn
     Overly aggressive
     Fearful watchfulness
     Undue fear of adults, shown by ducking when approached

Indicators of neglect:

     Constant hunger
     Poor standard of hygiene

Last reviewed 20.05.06
   Untreated illnesses
   Inadequate / inappropriate clothing
   Exposure to danger; lack of supervision

Is the persistent failure to meet a child's basic physical and or psychological needs, likely to result in the
serious impairment of the child's health or development, such as failing to provide adequate food, shelter
and clothing, or neglect of, or unresponsiveness to, a child's basic emotional needs.

While some forms of abuse are a result of someone carrying out an action hat harms the child, other forms

of abuse are a result of neglect, of failing to take steps that keep children safe and well.

Neglect is also a very difficult form of child abuse to recognise. It is often seen as less serious than other
forms of abuse, but its effects can be very damaging. Children who are neglected often develop more
slowly than others and find it hard to make friends and ‘fit in’ with their peer group.

Children can suffer from neglect when:

   Any of their basic needs are not being met. This could include having an

   inadequate diet, being denied proper health care or being inadequately dressed
   They are left unsupervised in situations which represent possible dangers,
   whether at home or elsewhere

   They are left alone at an age when it is inappropriate for their physical or
   emotional development.

A child suffering from neglect may show any of the following signs.

Physical indicators:

   Being constantly hungry and sometimes stealing food from others
   Being in an unkempt state; frequently dirty or smelly
   Loss of weight or being constantly underweight
   Being dressed inappropriately for the weather conditions
   Untreated medical conditions-not being taken for medical treatment for illness
   or injuries

Behavioural indicators:

   Being tired all the time
   Frequently missing school or being late
   Failing to keep hospital or medical appointments
   Having few friends
   Being left alone or unsupervised on a regular basis
                                                                                          Last reviewed 20.05.06
   Compulsive stealing or scavenging, especially of food

   Following a disclosure by a child, do not cross-examine; remain calm. Listen to
   and observe the child. Trust your own judgement. Whenever you are
   confronted with behaviour or development that is not within the normal range,
   and particularly if you suspect child abuse, share these concerns with the
   designated child protection officer.
   Decide, with the child protection officer, whether you need to keep an eye on
   the situation for the next few days or weeks, or to take immediate action.
   Record in writing everything that has been noticed or said, and any

   decisions/action taken as accurately as possible dated and signed. In case of
   suspected child abuse, Social Services have a duty to investigate.

   The Guidance to the Children Act 1989 recommends that in the case of
   suspected child abuse, the duty of the manager is to inform child’s parents.

   Check with the parents to see if they have noticed any changes in behaviour
   and /or seek explanation for unexplained bruises or marks.
   All those involved must respect the confidentiality of information they possess
   about a child in the care of the nursery. However promises of not to tell must

   not be made to a child for these promises cannot be kept where a child’s safety
   may be at risk.

   The stress caused to staff handling the delicate –issues of child abuse must be
   acknowledged within the caring ethos of the nursery. Support may be needed
   to help staff deal with their own feelings.

Commitment to protection of children is the responsibility of all staff. Harmony Neighbourhood Nursery
staff must always follow the inter-agency Child Protection Guidelines, and the Education Social Work Service
Guidelines. The nursery procedures are to be used in conjunction with the above. They outline the process
to be followed when there are concerns about a child and state the actions to be taken.

When there is cause for concern:

   Treat the concern seriously and take all reasonable steps to protect the child.
   Talk to the child according to age, understanding, language preference and
   special needs
   Avoid leading questions and keep an open mind
   Do not interrupt, make assumptions, offer suggestions or alternative
   explanations, or attempt to investigate the concern.

Last reviewed 20.05.06
    Reassure the child that information will only be passed on a ‘need to know’
    basis; do not promise total confidentiality.
    Notify designated Child Protection Officer immediately (or next in line in her/his
    Record all the details onto a Child Protection Action Sheet (Appendix 1). Refer
    to Guidelines on Good Recording (Appendix 2) and pass the form to the Child
    Protection Officer (Manager).
    The Child Protection Officer will discuss the details with you and check the
    child’s records before deciding whether to take further action, i.e. refer to the
    Child Protection Team or speak with the parent.

    Name of designated member of staff – Jana Hassan child protection officer,
    telephone 020 8743 2089. In the absence of Jana, the deputy, Shandia Chua
    (telephone as above) is next in line; she will take responsibility in carrying out

    the procedure.
Steps taken when concerns are raised:

    When/how parents informed about concerns – how managed
    All information to be recorded fully about the child, at first point of contact,

    including name, address, gender, date of birth, name (s) of person (s) with
    parental responsibility (for consent purpose) and primary carer, if different.
    Record all concerns, discussions about the child, decisions made, and the

    reasons for those decisions.
Physical abuse –

1. Approach parent ask about marks

2. Document incident in the incident book (office)

3. Inform key worker and other staff to observe for any other suspicious marks/bruises

Sexual Abuse-:

1   Notify designated child protection officer
2   Approach parent – discuss issues, give reasons for your concerns
3   Explain our responsibility toward the child and our duties under the Children
4   Keep records of all contact with parent and observations of child’s Behaviour
5   Offer support and help to parent – if necessary and put parent in touch with
    other relevant agencies.
6   If concerns remain child protection team will be notified
Emotional Abuse –

1   Approach designated child protection officer
                                                                                         Last reviewed 20.05.06
2   Who then decide on course of action, following appropriate discussions and
    seek advice if necessary
3   After advice Inform child protection team immediately
Meet on a daily basis with key worker to check progress/discuss behavioural observations. If concerns
remain child protection team will be notified

Training is carried out, therefore all staff aware of confidentiality and appropriate procedures/steps to take.

Signs to look for are highlighted within the Child Protection Policy.


    Following notification of a child protection concern, the designated person, or deputy
    must verbally report the matter to: Social Services North Referral & Assessment team:
    0208 753 5229. If it is out of hours (after 5pm or weekend) the emergency out of

    hours duty social services number will be called: 0208 748 8588
    If the duty worker is engaged do not hang up, ask to speak to another person

    who can help you
    Be ready to give the following information:

    The child’s name(s), date of birth, ethnicity, address
    Information about the concern. Including date(s), time(s), location(s)

    Details of sibling(s) if appropriate
    Details of parent(s) or carer including contact numbers

    Details of any discussion with the parent(s) or carer
    Social Services will then pursue the matter in consultation with other agencies
    as appropriate
Emergency Telephone Numbers in the borough of Hammersmith & Fulham

    H&F Town Hall: 020 8748 3020
    Emergency out of hours duty social worker: 020 8748 8588
    Social Services Referral & Assessment team North: 020 8753 5229 or 020 8753 5223
    NSPCC Child Protection Help Line: 0808 800 5000


These procedures are supplementary to the London Child Protection procedures and Harmony Child
Protection Policy and Procedures and must be used in conjunction with them:

Last reviewed 20.05.06
Harmony Neighbourhood Nursery minimises the risk by adhering to the objectives around recruitment and
the setting ethos, as highlighted on page 1 of this policy and within the recruitment policy.

The procedures apply to:

   All employees working at Harmony Neighbourhood Nursery
   Agency staff
   Students and work experience placements
The purpose of the procedures is:

   To protect children and ensure their safety and well-being at all times

   Ensure that individuals are treated fairly in accordance with the procedures and

   are supported appropriately


Recognition of a concern or an allegation may arise from a number of sources these include:

   A report from a child or an adult within the setting,

   A complaint or information arising from a disciplinary investigation
   When it is discovered that an individual known to have previously been
   involved in child abuse, is or has been working at the nursery.

   When the allegation or suspicion arises in connection to the individual’s work,
   her/his own children or in relation to other children

Abuse can fall into any of the following categories:

All allegations and suspicions must be considered in the first instance as requiring a child protection

All allegations and suspicions must be reported immediately to the manager/child protection officer. If the
Manager is not available the line of reporting is to the Deputy.

If the allegation is against the Manager of the nursery the staff member receiving it must alert the
Chairperson of the Management Committee or vice chair in the absence of chair.

The recipient of an allegation should not determine its validity and failure to report it in accordance with
procedures should be a potential disciplinary matter.
                                                                                        Last reviewed 20.05.06
Upon receipt of an allegation the Manager of the nursery or the Chairperson will:

   Ensure that all information is immediately and clearly recorded, she/he should
   note the facts carefully. What happened? Where? When? Who was present?
   Follow the procedures as laid down in the London Child Protection Procedures.
   If the concern arises from an allegation made by a child or an adult, you should
   ask only enough questions to establish this basic information, taking care to
   avoid leading questions.
The Manager or Chairperson will follow advice regarding the next course of action and will continue to be
the point of contact for the Social Services Department and will attend any subsequent strategy meetings.

Consideration must be given to any potential misconduct or gross misconduct on the part of a staff

member and the appropriateness of the staff member being suspended whilst the child protection enquiry
takes place.

If the allegation against an agency worker, a student or on work experience placement, a volunteer advice
will be taken as to when and who will contact their supervisor.

Advice will also be taken as to when the parents should be informed and by whom.

Any such concerns would be reported to the Social Services Department and Ofsted.

Information about an allegation must be restricted to those who have a need to know in order to:

   Protect children
   Facilitate enquiries
   Manage disciplinary / complaints aspect / protect the rights of the alleged
Individuals who are reporting an allegation must ensure confidentiality. They are not permitted to discuss
this matter with the individual concerned or with colleagues or acquaintances.

Failure to comply with this could interfere with child protection enquiries, put children at further risks and
could go against the rights of the alleged perpetrator to have the matter dealt with in the strictest

It is recognised that allegation of abuse can cause great amount of stress and worry not only for alleged
perpetrator but also for the individual who has reported the suspicion or allegation. Consideration will be
given to the provision of support or counselling for individuals, both during the investigation and after the
findings have been reported.

Last reviewed 20.05.06
When an allegation has been made, Senior Management Team will identify somebody who will be available
to provide support. The named person will be separate from the person who is involved in referring the
allegation or who is involved in any follow up discussions, enquiries or meetings. The person will not be
given any details regarding the allegation or subsequent proceedings.

It is important to remember that allegations are rare and that all allegations must be followed through, not
only to protect children but also to protect staff. Following advice and guidance regarding staff protection
will keep allegations to a minimum.

Records will be kept regarding incidents. These will be strictly confidential and information will only be
shared on a need to know basis. Records will be stored in a locked filing cabinet in the Manager’s office;

they will not be kept on individuals’ personal files.

   Ensure that one person is never left on the premises alone with a child.

   In situations where children are very distressed (e.g. throwing temper tantrums,
   etc.) and are in need to be either restrained or disciplined, it is advisable that
   there be another member of staff to support the person who is disciplining the


       S A

                                                                                        Last reviewed 20.05.06


Child’s Name

Date                                                Time

Nature of Concern

                                                           L E
                                       M P
 S A
Signature of person completing form:

Signature of staff:

Signature of Manager / Deputy:

Notes on telephone discussion & follow up action:

Last reviewed 20.05.06


      Make your record at the time of the event or as sooner after

      Make the record as clear as possible – other people may need to read it

      Accuracy is very important

      Try to make the notes as full as possible, and include all relevant information

      If you are not sure whether it is relevant, put it in
      If you have not got time to make full notes immediately, make brief notes, and
      write them up fully sooner after (please keep the brief notes on file)

     S A
      Try to remember the exact speech, and put it in

      If more than one person is present, each should record their notes

      If you are asked to hand the notes to police or Social Services, keep a copy

      When you are giving facts, be clear. If you are giving opinion, be able to back
      them up

      Sign, date and time the notes

      Remember, these are your notes, and you may have to use these notes for
      giving evidence to a court a year or more later. Are they good enough?

      This is good practice in all recording

                                                                                     Last reviewed 20.05.06


Accidents/Incidents outside of Nursery premises Action Sheet

Date:                                               Child’s Name & D.O.B:

Child’s Address:

                                                    Parent/Carer with Parental Responsibility:

Details of Accident/Incident:

   A                               M
Details of Injuries:

Last reviewed 20.05.06
Signed – Reporting Worker:                               Discussed with Team Leader:

Name:                                                    Time:                         Date:

Discussed with Deputy Head of Centre / Head of Centre

Name:                                                    Time:                         Date:

Signed – Parent / Carer

Name:                                                    Time:                         Date:

                                                                                            L E

                                             M P

N.B. Report is needed in all cases, whether or not a representative from Nursery attends.

Conference Details:

Date:                        Time:                       Venue:

Child’s Details:

Name:                                                                                  D.O.B.


School:                                                                                Class:

                                                                                       Last reviewed 20.05.06
Manager:                                 Team Leader                         Keyworker

Siblings at same school?

     Yes              No

1.Progress in Birth to Three Matters/Foundation Stage

2.Achievement, work habits, motivation

                                                                                    L E
3.Behavioural and social relationships

4.Any matters of concern

   A                                     M
5. Any specific incidents worthy of note (with dates)

6. Attendance and punctuality

7.Discussion or other communication with parents or carers

8. Contact with other professionals (e.g. Ed.Psych, Social Services – with dates)

Last reviewed 20.05.06


Name of Adult:

Name of Child:

Date:                                Time:              Date of Birth:

                                                                         L E
Report of Incident/Accident

(include where incident/accident took place and time)

          S A
Signed:                                                           Date:

Witness:                                                          Date:

Deputy Manager/Deputy:                                            Date:

                                                                  Last reviewed 20.05.06


This suggestion box is for parents/carers of the nursery, to enable them to put
forward their comments, suggestions and queries concerning the running and
management of the nursery. Suggestions can help us improve our service.


If you have an issue either involving your child or the Nursery as a whole, you
should in the first instance raise this issue with either your child’s Keyworker or the

Manager of the Nursery.

If you feel unable to raise the matter in this way, you can direct your written

complaints to the following people:

  i   A parent representative on the Management Committee
 ii   The Chairperson of the Management Committee FULL NAME on TELEPHONE

iii   Alternatively you can raise your concerns with Ofsted (Office for Standards in

      Education), Early Years Complaints line on 0845 601 4772, or write to: South
      Region, Freshford House, Redcliffe Way, Bristol BS1 6LX..


In the first instance every effort will be made to resolve any matters within the
Nursery. Issues raised will receive response within 14 working days and dealt with in
the following framework:

      A matter relating to an individual child should be discussed between the parent
      / carer and the Manager.
      Should the matter not be resolved, the issue will be brought to the attention of
      the Management Committee who will meet with all parties involved.
3     Issues surrounding individual children should not be raised formally with Parent
      Representative, but if the circumstances are appropriate you may formally
      approach the Chair Person of the Management Committee.

At all points throughout these processes the parent / carer will be kept informed of
the progress.

Last reviewed 02.04.06


We value and respect everyone using our services equally, whilst promoting each person’s identity positively.
We believe everyone here has a valued contribution to make. Staff have the right to be valued and
respected by colleagues, parents and carers.


Children have a right to be educated in an environment, which reinforces a good self-image, and that
children value growing up in a multi-cultural society as a rich learning experience.

Discrimination and prejudice exist within our society, and through the implementation of our Equal
Opportunities Policy we attempt to challenge these issues at an early age.

Boys and girls should be encouraged to participate equally in all activities; it is vital that we avoid gender

Effective learning can only take place in an atmosphere of mutual trust and respect. Thus an Equal
Opportunities Policy, present in all areas of the curriculum, is crucial to the provision of quality learning
experiences for all children.

Anti-sexist policy statement

Harmony Neighbourhood Nursery is committed to achieving a service for under 5’s and their families, which
provides equality of opportunity and freedom from discrimination on grounds of race, sex, class or disability
in both the service provided and employment.

Sexism affects everyone and tackling it must be the responsibility of all staff and volunteers. The
commitment and involvement of committees and parents is also vital to the practical implementation of the
policies, which will seek to identify sexist practices, especially unconscious ones, and to formulate practical
strategies for overcoming them.

Anti-racist statement
As it is now recognised that early childhood is an important time for developing social attitudes, parents
and staff have a vital role to play in encouraging positive racial attitudes in the young children in their care.
This policy statement is intended to focus our efforts in developing strategies against racism.

We welcome the fact that London is a multi-racial society and believe that we all benefit from the
enrichment of cultural diversity this offers.

We believe that no person should suffer disadvantage because of his or her race and declare our intention
to work towards the elimination of all discrimination.

                                                                                          Last reviewed 10.06.06
Implementation of equal opportunities
All staff must ensure that the curriculum reflects the needs of all children and be committed to examining
their own prejudices.

Issues relating to implementation of the policy will be discussed during staff meetings.

The equipment, resources and visual displays we provide, reflect the make-up of the children in the nursery
and in the wider community, and provide positive self-images for all children. We will do this by celebrating
festivals; providing books and posters portraying positive images and displaying different languages and
scripts; providing music from many different cultures; providing opportunities for role play.

We value children’s work and will display it respectfully, ensuring correct spelling of children’s names

Special educational needs
Children with Special Educational Needs are integrated and welcomed into the Nursery, and their abilities

are identified by observation and assessment. Many children have a degree of special need at different
times of their lives.

Our recruitment and selection procedures are in line with the London Borough of Hammersmith and
Fulham’s Equal Opportunities Employment Policy. Staff are appointed on a fair and non-discriminatory

basis, and are required to show an understanding and commitment to putting an Equal Opportunities Policy
into practice.

 S A

Last reviewed 10.06.06

1     General information

2     Income and receipts

3     Expenditure

4     Petty cash

5     Banking arrangements and accounts




                                                                                            L E
8     Controls and monitoring

9     Fixed assets

10 Document retention

11 Staffing

12 Scope and coverage

13 Appendix 1
   Management committee

Harmony Neighbourhood Nursery ‘The Nursery’ will adhere to good practice in relation to its finances at all
times and will maintain proper records.

The nursery is a company limited by guarantee and a registered charity.

The nursery is responsible for administering core grants from other funders.
It exercises this responsibility by approving yearly budgets and administering the collection of fees, and by
reviewing all income and expenditure at regular intervals.

                                                                                         Last reviewed 10.04.06
1. General information
1.1 The financial year for the nursery runs from 1 April to 31 March.

1.2 Audited accounts must be ready at least two months before the Annual General Meeting for the
    relevant financial year.

1.3 All documentation relating to all income and expenditure is to be retained.

1.4 The treasurer is to check accounts monthly, and quarterly statements of accounts are to be presented to
    the management committee.

1.5 Two directors/trustees are to be designated cheque signatories, with names to be made known to the
    management committee.

1.6 All cheques require two signatures.

1.7 All payments over £50.00 are to be made by cheque.

1.8 The maximum amount of cash to be kept at the office is £100.00

1.9 The management committee shall not consider:
      a    a new policy or

      b    a new policy or a development or variation of existing policy; or
       c a new policy or a variation in the means or time scale of implementing existing policy which affects or
     may affect the organisation’s finances; unless there is before them at the same time a full statement of the

     financial implications.

1.10 The financial worker shall be responsible for ensuring that these financial regulations are observed.

1.11 Failure to observe these financial regulations will be reported to the management committee.

1.12 The management committee will be responsible for the submission of all claims for grants to
     Government Departments and other outside bodies.
     They may delegate completion of forms to finance sub-group, finance worker or the co-ordinator. All
     agreements for the receipt of grants shall:
      a    be obtained in writing
      b    state the amount and conditions relating to the receipt of grant; and
       c   be referred to the co-ordinator for observation on legal implications prior to signing by the officers.
1.13 Alteration to these regulations, procedures, systems, documents and instructions, can only be made with
     the approval of the treasurer and the management committee.

2. Income and receipts
2.1 The Treasurer must be promptly informed of the receipt of all grant cheques. All income should be
    placed in the ‘incoming monies tin’ in the safe until banked. This income must be officially recorded in
    the register of the incoming cheques/cash and recorded on the Quick Book computerised system.

Last reviewed 10.04.06
2.2 Records of Income received will give details of the payee, the amount, the date received and the reason
    for payment and shall form part of the accounting records to be held for examination by the auditors
    and others for the appropriate retention period.

2.3 All income of the nursery must be banked using the paying-in book into the approved bank account
    held in the name of the Nursery.

2.4 Income of the nursery may not be dealt with through the personal bank account of committee
    members, members of staff or volunteers.

2.5 Prompt recovery action will be taken in respect of all overdue and unpaid debts.

2.6 It is the responsibility of the treasurer to ensure that appropriate actions are taken to secure all receipts,
    income and charges due to the nursery. Whilst the finance worker may carry this out in practice it

    remains the responsibility of the treasurer, to ensure that this is being done and to inform the
    management committee promptly of any problems.

2.7 Income will be banked weekly.

3. Expenditure
3.1 All expenditure incurred on behalf of the nursery shall have been properly authorised by two cheque
    signatories in advance of being incurred. This is carried out by the signatory signing cheques requisition

    forms and invoices.

3.2 For items of expenditure and orders over £100.00 authorisation by the treasurer must be sought. Large

    items of expenditure over £500.00 must be authorised by the management committee. A purchase
    order or pro-forma invoice will accompany all cheque requisitions. This process will ensure that all

    expenditure is appropriately approved before being incurred and that the person who initiated the order
    does not approve invoices for payment.

3.3 Any request for expenditure outside of the agreed budget must have approval of the management

3.4 The treasurer may authorise expenditure of up to £1,000 for any item, which has been included in the
    revenue, or capital budget for the current year. There must be three telephone or written quotes for
    expenditure between £250.00 and £1,000 and the records of these quotes must be kept. For
    expenditure estimated to be over £1,000, three written tenders should normally be considered. The
    nursery is not necessarily required to accept the lowest tender.

3.5 The relevant payee’s name will always be inserted on the cheque before signature. The cheque stub will
    always be properly completed. The cheque signatory must always sign cheque requisition form. All
    cheques must be signed by two authorised cheque signatories - a cheque must not be signed by the
    person to whom it is made payable.

3.6 Blank cheques must never be signed.

                                                                                          Last reviewed 10.04.06
4. Petty cash
4.1 Petty cash will be maintained on the Impress System. The float will be £100.00, or such other sums as
    may be agreed by the management committee. When the float requires to be replenished, a cheque will
    be drawn for sufficient monies to bring the float up to the agreed sum.

4.2 Petty cash reconciliation should be done at least once a month by the finance worker and reviewed by the
    treasurer, who should sign to acknowledge review.

4.3 Spot checks of the petty cash system should be carried out occasionally by the treasurer who should sign
    to confirm checking and indicating any noted differences in petty cash.

4.5 A complete set of petty cash vouchers signed by staff, must be produced with the petty cash book. The
    finance worker reconciles this book monthly.

4.6 It is not permissible to make loans to staff from petty cash. The Finance worker, co-ordinator or other

    person as may be nominated by the management committee, shall be accountable for the float. For the
    purposes of accountability, access to the respective petty cash box should be made via the nominated

4.7 The petty cash box will be locked away at all times when not in use.

5. Banking arrangements and accounts

5.1 The management committee will always approve the bank mandate and any changes to it. They are
    responsible for opening, amending or closing all accounts. The management committee will require the

    bank to provide statements every month.

5.2 Bank statements should be reconciled with the bank accounts by the finance worker monthly, and then

    checked by the treasurer quarterly and duly signed.

5.3 All cancelled cheques must be kept in the cheque book in numerical order. Cancelled cheques will be
    recorded in the bank statements file. Deposit slips are to be signed.

5.4 In no circumstances shall an account be opened in the name of an individual.

6. Audit
6.1 An annual external audit will be carried out by qualified auditors to be appointed at the AGM. Such
    audit shall include an examination of financial and other related systems of the nursery, to ensure that
    the interests of the nursery are protected.

6.2 The auditors will review, appraise and report where they deem
    appropriate to the management committee upon.

6.3 The soundness, adequacy and applications of internal controls.

6.4 The suitability and reliability of financial and other management data.

6.5 The auditors will be requested to supply a management letter each year reporting on any operational
    procedures or other matters, which, they consider to be of relevance.

Last reviewed 10.04.06
7. Budget
7.1 A budget shall be prepared annually in advance of the commencement of the following financial year.
    The budget should be finalised by the end of January.

7.2 The budget will be considered and approved by the management committee.

7.3 Sufficient supporting information shall be provided by the finance worker in order for variance on past
    budget items to be analysed (i.e. to explain variance between budgeted expenditure and actual

8. Controls and monitoring

8.1 The finance worker will provide the management committee with quarterly management accounts.

8.2 The treasurer is responsible for monitoring the adequacy of the internal financial controls of the nursery.

8.3 At the year-end the management committee will review the statement of debtors and creditors, which
    should show the age of the debts and credits and reasons for non-collection or non-payment. The

    management committee will decide which debts are to be written off.

8.4 A list of commitments should be held, with outstanding expenditure
    adequately documented. Such list should be up dated regularly by the finance worker and monitored by

    the treasurer.

9. Fixed assets

9.1 Where practical, all assets will be marked to identify them as belonging to

    the organisation and all reasonable attempts will be made to ensure their secure storage.

9.2 An evaluation of the item’s estimated useful life and monetary value will
    be made.

9.3 The finance worker along with the management committee is responsible for ensuring that all assets are
    recorded in a fixed asset register, stating the date of purchase, cost, serial numbers and normal location.
    In order to ensure the register is accurate a check will be performed at the end of each financial year.

9.4 Should it be discovered that an asset is missing or has been destroyed it will be written out of the Asset

9.5 All proposals to acquire fixed assets shall be subject to scrutiny and approval by the management

10. Document retention
10.1 Financial documents should be retained for the periods shown below,
      Accounting records                 Six years
      Annual accounts documentation      Six years

                                                                                        Last reviewed 10.04.06
     Payroll record                       Six years
     Insurance policy / certificate       Forty years

10.2 No documents may be disposed of without reference to this list. It is the responsibility of the finance
     worker to ensure that this is complied with.

11. Staffing
11.1 Any proposal for creating a new post or filling a vacant post, either on a temporary or permanent basis,
     will require the approval of the management committee.

11.2 All staff including temporary/casual staff will be paid on the 25th of the month. It is not permissible to
     make loans or salary advances to staff without the prior consent of the management committee.

11.3 Salaries will be paid by direct transfer to employees’ bank / building society accounts.

11.4 TOIL may only be accrued with permission from the management committee, and should be taken
     within a month or held over at the discretion of the management committee following discussion of

     exceptional circumstances.

12. Scope and coverage

12.1 These regulations and procedures will apply to any management committee member, staff or volunteer.
     Breaches of any of these regulations or of the procedures laid down may result in disciplinary action
     being taken.

Appendix 1 - Internal controls

  Checked back and signed quarterly and at year-end.

  Checked and signed quarterly

  Checked and signed before payment goes through each month

  Check that income and payments are in line with the agreed budget
  Monthly income and payment print outs from Quick Books should be accessible to the treasurer and
  finance sub-group for discussion and monitoring.
  Management committee will discuss figures quarterly to ensure that actual figures are in line with the
  budgeted amount.

Last reviewed 10.04.06

We are committed to achieve the highest standard of health, safety and welfare for all children, staff,
visitors and others who may be affected by activities of the nursery are so far as is reasonably practicable,
not exposed to hazards and protected from risks.

Daily health, safety and hygiene

  Children must only be released to a designated parent/carer at the end of the day. All staff are instructed
  not to release any children to anyone other than those listed on the enrolment information form.
  Authorised adults may also be required by staff to provide proof of identity before children will be

  released to them. The nursery should be informed promptly of any changes to the information listed on
  the emergency release form.

  All access and entrance areas to be kept clear at all times i.e. fire extinguishers and hose reels to be kept
  clear of obstructions.
  Regular inspections by the Health and Safety Representative and report to management.

  Review and investigate potential hazards and dangerous occurrences including C.O.S.H.H. (control of
  substances hazardous to health).

  No smoking on the premises, outside play areas or on outings with the children.
  No hot drinks in any room occupied by children

  Snacks and main meals should be healthy, with care taken to ensure that they meet the different dietary,
  cultural and religious requirements. All staff should be seated and participate during meals and snack
  Nuts e.g. peanuts, are not allowed in the nursery.
  Toys and equipment must be kept clean at all times. Regular safety checks of equipment and premises to
  be made and repairs done immediately.
  Toilets, basins and kitchen must be cleaned regularly.
  Standard hygiene methods (including the use of disposable rubber gloves when dealing with blood,
  vomit or faeces) must be used at all times.
  Disposable rubber gloves must be kept along with a properly maintained first aid box.
  Paper towels and soap must be available at all times.
  Tea towels and aprons should be washed regularly.

                                                                                         Last reviewed 19.03.06
  Medicines will be administered to children who have on going medication needs or when finishing a
  course of treatment when returning to nursery after an illness. Key person to be aware of children with
  medical conditions in their care.
  Only prescribed and up to date medication will be given, only if a parent signs the consent form giving
  permission to staff to administer any medication. Children with ongoing medication needs will have a
  personal health care plan.
  All staff will be trained and confirmed as competent to give medication.
  All medications will be properly stored out of the reach of children, inhalers to be kept in the first aid
  cupboard in the admin area and administered to the children by a designated member of staff.

  All medication given to children is recorded each time in the Medication Record book; and signed by both
  the person who administered the medication and by the parent.

  Children who are unwell should be excluded from the nursery to avoid the spread of infection.

  It is expected that all children should have received their first and second triple and polio immunisations
  before attending the nursery. The children will not be allowed into the nursery on the day of

  immunisation or for 48 hours after polio prior to overseas travel, and after receiving the MMR.

Accidents procedure

  In the event of an accident, ensure that if possible a trained First Aider deals directly with the injured

  If hospital care is needed, call an ambulance. All accidents will be recorded and reported to
  parents/carers and you will be asked to sign our record. Please inform key worker of any accidents or
  incidents that happen outside of the nursery so that a note can be made of this on an incident reporting
  Minor injuries will be attended to by staff and recorded in the accident book. Parents will be informed at
  collection time and required to counter-sign the report. In the event of a serious accident, we will make
  an immediate attempt to contact you, until the arrival of the parent, paramedic or ambulance, the senior
  member of staff on duty will make all necessary decisions about the child.
  All staff to know where the first aid boxes are kept and the procedures to take.
  It is important that you keep the nursery up to date on phone numbers, place of employment, doctor and
  emergency information.

Last reviewed 19.03.06
Fire drill and evacuation procedure
This procedure accompanies the main procedure, which is displayed at various points around the building.
On hearing the alarm bell, staff must proceed with the children to the nearest fire exit taking the room
register with them. These are as follows:




  Staff who are in the staff room on their break or in a meeting should go back to their room to assist the
  children to evacuate.
  The cook is assigned to main entrance exit.

  The Manager and office staff assigned to main entrance exit.

  The staff in Saturn, Venus, Pluto and Jupiter to take their registers with them on evacuation.
  It is the responsibility of the Manager/s or Senior Early Years Practitioner to check that the children have

  been evacuated from the building and all doors are closed.
  Office staff to take the sign in visitors book with them on evacuation.
  All staff are to assemble in the allocated space front entrance to the building.
  Ensure all the children, permanent staff; temporary staff and students are present. Once outside check
  the numbers of children evacuated matches numbers in register.
  If any parents / carers or visitors are in the building when the alarm sounds then they must take part in
  the evacuation procedure.
  Wait for the all clear to be given by the senior staff before returning to the nursery.

Fire precautions
  All notices must be sited so that they are not obscured by furniture, toys etc.
  Fire exit doors must be unlocked and have clear access.
  There should be a fire drill at the beginning of every month.
  Fire drills should be recorded once held.
  Fire drills should be timed and the times recorded.

                                                                                            Last reviewed 19.03.06
  Do not obstruct fire exit signs by covering or removing them.
  All staff should know their responsibilities in the event of a fire.

First aid
  New staff should be given First Aid orientation during their first two weeks of service.
  Each member of staff should receive information on all contagious diseases, particularly those common
  among children.
  All staff should familiarise themselves with the First Aid Cabinet and its location clearly labelled.
  Staff to wear gloves when dealing with any body fluids.
  If any of the medical supplies run out please remember to inform the senior staff. The Health & Safety

  Officer to check the supplies on a regular basis and place an order.

  A separate portable first aid box should be taken an all trips away from the nursery.
  Remember to clean and disinfect any containers that are used when dealing with children.

  Record all accidents in the accident book and the type of first aid you have administered.

Prevention of AIDS and Hepatitis B

All members of staff must be aware that blood is potentially dangerous and that AIDS and Hepatitis B can
be transmitted through infected blood. It is imperative that the highest standards of first aid and hygiene
are practised at all times. Please adhere to the following:

  All cuts and grazes must be covered with a waterproof dressing and the person administering the
  dressing must wear first aid gloves. All used dressings; gauze, gloves etc. must then be sealed in a plastic

  bag before being placed in a lined bin.
  When attending to blood, vomit or urine spillage the member of staff must wear first aid gloves. Neat
  Milton must be applied to the spillage and then wiped up with paper towels. Gloves and paper towels
  must then be sealed in a plastic bag and placed in a lined bin.
  Nappies must be sealed in plastic bags and placed in a lined bin.
  Sanitary towels must be placed in the appropriate containers provided.

Organisation of outings and visits
Field trips and visits are planned in advance to highlight and enhance the themes of work, which children
follow in the nursery. Tasks should be allocated to individuals. These should include:
  A list of children going on the trip
  Children should have labels on them saying “Harmony Day Nursery” with our address and telephone
  Specific children should be allocated to specific staff
  A discussion with the cook about packed lunches.

Last reviewed 19.03.06
 Parents to be informed and invited where appropriate
 Supervision of the following should be allocated:
 Nappies – empty plastic bags –wipes
 Spare clothes

Safety of equipment
 There should be a thorough quarterly inspection and cleaning of all equipment.
 A daily inspection of outside areas for dangerous items to be removed immediately.

 A daily check of structures for protruding nails and any loose panels.
 All tools should be locked away after use.

 All woodwork should be left in a safe condition.
 All equipment should be checked daily while setting out.

 Tools only to be used under supervision and always checked for safety before use. Blades etc. to be
 regularly maintained.
 Two people should supervise activities when using tools and the number of children carefully monitored

 All poisonous chemicals including cleaning materials to be stored in locked cupboards
 Always store cleaning powders above liquids. Keep these items as far away from each other as is

 Never use cleaning powders and liquids together when mixed these create toxic fumes

 Never use any chemical stronger than bleach
 Flammable materials should be kept in a locked cabinet and labelled “FLAMMABLE MATERIALS”.

                                                                                   Last reviewed 19.03.06

Item                                                 Daily          Weekly         Termly


Are gutters securely fixed and undamaged?                           Visual check

Are drainpipes securely fixed and undamaged?                        Visual check

Are drainage points clear of debris of                              Visual check
other blockages?


Is there any external damage?                                       Visual check

Is there any evidence of damp?                                      Visual check


Are external doors securely fixed and in             Test by use
good working condition?

Are internal doors in good working condition?        Test by use

Are locks and door fittings secure and in            Test by use
good working order?

Are all glazed door panels secure and intact?        Visual check


Are all windows securely fixed?                      Test by use

Is all glazing material fixed and intact?

Do windows open and close easily?                    Test by use

Are all fittings secure and in good working order?   Test by use

Are guards or shutters securely fixed and in         Test by use
good condition?


Are all lights working?                              Test by use


Is there evidence of damage by damp or rot?          Visual check

Item                                                  Daily                Weekly   Termly


Are all toilets thoroughly cleaned?                   Check at least once a day

Are all cisterns, WCs, urinals and basins clean       Check and test
and in good working order?

Are towels clean?                                     Check daily

Are there adequate supplies of toilet paper?          Replace as necessary

Are waste bins cleared and clean?                     Empty as necessary

Are floors clean and dry?                             Visual check

Are all waste and drainage outlets clear?             Test by use


Are floors and surfaces clean and free of spillage?   Visual check

Are all utensils and equipment clean?                 Visual check before use

Are cooking facilities clean and in                   Check as required

good working order?

Are storage facilities clean and free of              Visual check
spillage and vermin?

Is fire-fighting equipment in good condition?         Visual check

Type and location of fire fighting equipment?         Visual check

Are basins or sinks clean?                            Visual check

Are taps in good working order?                       Test by use

Are waste outlets clear?                              Test by use


Is pedestrian access free of obstruction?             Visual check

Are surfaces in good condition?                       Visual check

Item                                          Daily          Weekly         Termly


Is the site generally free of debris          Visual check
and hazardous rubbish?

Is the site free of litter?                   Visual check

Is the site free of surface water?            Visual check


Is the system in good working order?          Test by use    Visual check

Electrical system

Are all switches and sockets working?         Test by use    Visual check

Fire precautions

Are fire procedures clearly displayed?        Visual check

Are all items of fire-fighting equipment in   Visual check                  Test by competent

position and ready for use?                                                 person


Is there any external damage?                                               Indicated by leaking

First aid facilities

Is the area set aside for treatment clean?    Visual check

Are stocks of first aid equipment adequate?   Keep stocked   Visual check


     This form is to be broken down into three sections.

     Part 1 The cover sheet
     This is to show what has been assessed and by whom. It shows managerial control over the assessment, if
     corrective is required and has been taken. A re-assessment date is required to ensure the risk assessment is
     still valid or if it needs modification in the light of new information and technology.

     Part 2 Risk assessment form A

     This is the initial form for identifying hazards, who is affected by them and any control measures currently in

     place (e.g. the exclusion of certain people when carrying out a dangerous operation). From this a Risk Rating
     can be estimated either High, Medium or Low. The Risk Rating is subjective and is there to help prioritise

     where action needs to be taken. Where further action is required the assessor uses risk assessment B. The first
     column is to help with identifying hazards by numbering them.

     Part 3 Risk assessment form B

     Where further action is required this form is used to detail these control measures and whose responsibility it
     is. A target date is also set to ensure action is taken. The final two columns are to show when the corrective

     measures have been taken and by whom.

     Last reviewed 19.03.06
Preventative and protective measures
The preventative and protective measures that have been taken following the risk assessment depend upon
the relevant legislation (both the Management of Health and Safety at Work Regulations and legislation
covering particular hazards to sectors of work) and the risk assessment. In deciding upon the measures apply
the following principles: -

1. If possible avoid the risk altogether;

2. Combat the risk at source e.g. if steps are slippery treating or repairing them is better than providing a
   warning sign;

3. Wherever possible adapt the work to the individual, workstation layout, choice of work equipment,
   working methods;

4. Take advantage of technology, use of local exhaust ventilation rather then respiratory masks;

5. Risk prevention measures need to form part of a coherent policy and approach leading to a progressive
   reduction of risks that cannot be avoided altogether and which take account of the way work is to be

   organised. Planning ahead;

6. Give priority to those measures which protect the whole workplace and everyone in it, i.e. collective
   protective measures have priority over individual measures;

7. Employees need to understand how they can contribute to the improving culture;

8. The avoidance, prevention and reduction of risks at work need to be an accepted part of the approach and

   attitudes at all levels of the education service and applied to all its activities.

Implementing and maintaining risk control measures
1. Practical implementation is aided by good design. The full implementation of adequate control measures
   will take time, and at each stage where full controls cannot be achieved, adequate steps should be taken in
   the interim to minimise the risks. The above technique can be used to identify the most important risks,
   which should be dealt with first.

2. Control measures must be recorded as a means of ensuring their consistent implementation.

3. Performance standards for risk control should be documented to a level of detail, which reflects the degree
   of risk.

4. Maintaining risk control measures requires adequate inspection, maintenance and monitoring procedures
   to secure continued operation.

                                                                                   Last reviewed 19.03.06

                                                                                               Form no. ..........................

     Premises: ........................................................................................................................

     Section: ..........................................................................................................................

     Activity/person assessed: ................................................................................................

     Date of assessment: ......................................................................................................

     Copy of form sent to
     Trade Union Safety representative: YES / NO

                                                                 M P                            Date: ................................

     Review date: ................................               Risk assessment form A attached YES / NO

                                                                 Risk assessment form B attached YES / NO

     Is action required? YES / NO

     Confirmed by line manager? YES / NO

     Assessor’s name (please print): ......................................................................................

     Signed: ................................................................................ Date: ................................

     Has action been taken? YES / NO / NONE REQUIRED (Please circle)

     Manager’s name (please print): ....................................................................................

     Signed: ................................................................................ Date: ................................

     Last reviewed 19.03.06

No.        People at risk       Existing control measure   Risk rating     Is further action required?
                                                                           If yes go to Form B

                                                                            L E
                                   M P
Risk Rating: H = High, M = Medium, L = Low

                                                                         Last reviewed 19.03.06

No.          Hazard        Action required    By whom   Target date   Completion date   Complete by

                                                                                  L E
                                              M P
       S A
Please ensure cover sheet is with this form

      Last reviewed 19.03.06

It is essential that staff understands and follow normal hygiene precaution during
the day. These precautions will assist in the prevention and spread of viral and
bacterial illnesses and will help protect all children including those who are most
vulnerable and prone to infection.

Normal hygiene precautions include:
  Wash up thoroughly in hot water and detergent. Use gloves routinely.

  Use clean drying up cloths and change them every day.
  Use different cleaning cloths for kitchen and bathroom and playrooms.

  Wash and disinfect or renew these regularly.
  Wash hands before and after handling food.

  Make sure any frozen food is properly defrosted and cooked through.
  Throw away any left overs.

  Wash hands after using the toilet.
  Cover cuts, whether on adults or children, with sticking plaster or other dressing.
  Wipe up spills of blood, vomit or excrement and flush away down the toilet.

  Always use rubber gloves when cleaning up spills of body fluid. Floors and other
  affected surfaces (toys and equipment) should be disinfected using bleach

  diluted according to manufacturers instructions.
  Wash fabrics contaminated by body fluids by using the hot cycle in a washing
  Don’t allow children with pierced ears to try on or share each other’s earrings.
  Keep a large box of tissues available and encourage children to blow and wipe
  their noses when necessary. Make sure that soiled tissues are disposed of
  Encourage children to cover their mouths when coughing.
  Keep spare laundered pants and other clothing available in case of accidents.
  Keep polythene bags handy in which to wrap soiled garments.
  Keep and adequately stocked first aid box including disposable gloves.
  Keep a lidded bin in the kitchen.
All adults and children using the nursery need to be made aware of these
precautions and their importance. Reminder notices and clearly marked cleaning
cloths etc., need to be available and shown to duty parents and visitors.

                                                                                  Last reviewed 27.01.06
Children who are unwell must be kept at home to avoid further spread of infection. A child who becomes
unwell at the nursery should be taken home. Try to find a quiet place for the unwell child to rest and have
someone stay with him/her until a parent or carer arrives. Remember to check registration forms with parents
periodically to make sure that telephone numbers and addresses are up to date.

Infectious diseases
The common childhood infectious diseases are: Measles, Mumps, Rubella, Chicken Pox and Whooping Cough.
Children should not attend nursery when they have these diseases. All parents need to be informed if an
infectious disease is going around the nursery. A large notice on the door and a verbal communication to all
parents is important also check the guidance for infection control information concerning signs, symptoms
and incubation and exclusion periods, which is displayed within the nursery.

Other illnesses

Other conditions which spread rapidly through the nursery include: Conjunctivitis, Impetigo, Head Lice,
Scabies and Worms plus viruses and bacteria which cause vomiting and diarrhoea. Children and adults with

vomiting and diarrhoea should be excluded from the nursery until they are well. (As a rule, thick yellow or
green mucous runny noses are infectious, clear ones are not). Some children have chronic conditions that are
not infectious so always check with parents before making judgements.

Once a child has been treated for a parasitic infection (i.e. lice and worms) there is no reason to exclude them
from the nursery. Again all parents must be notified and advice given if needed.

If a child with a fever shows the following symptoms:

  Abnormally drowsy
  Complains of headache
  Complains that light hurts their eyes
  Has a stiff neck
  Has a generalised rash which will not disappear when pressed with a glass
Parents must be contacted immediately. If they are not available the child must be taken to his or her GP or
Hospital. If Meningitis is diagnosed, all parents must be informed immediately and urged to notify their own
GP, which includes staff.

Useful contact numbers
General Health Information:                       088 66 55 44
Meningitis 24 Hour Help Line:                     0345 53 81 18
National Aids Helpline:                           0800 56 71 23
Sick Cell Society:                                020 8961 4006
LBHF Health:

       Last reviewed 27.01.06

Children should only be excluded from the nursery for the following reasons:

1. If the child is suffering from an infectious disease (see following sheets from Area
   Health Authority Guidelines).

2. If the child has diarrhoea (i.e. passing a watery stool more than three times in a
   short space of time) particularly if accompanied by vomiting and / or a raised
   temperature. 24 hours must have elapsed before the child returns to nursery.

3. If there is known to be a viral infection outbreak and the child is obviously unwell
   and unable to cope in the nursery.

If children are on long term prescribed medication a consent form must be

No medication is to be administered unless it clearly states the required dosage and
the child’s name is on the label.

No medication will be administered unless prescribed by the doctor.

Staff must keep a record of medication administered. It must include the following

1. How medication is stored.

2. Date and times medication is administered and by which staff member.

3. Dosage given.

4. Witnessed by.

The parent must sign this record each time before and after administration.

                                                                                   Last reviewed 28.01.06

Visit to...................................................................................................... Date.......................................................

Class .................................................................................... Team Leader ...............................................................


1. Inform manager of any proposed visit to receive approval

2. Make preliminary site visit, depending on distance or location

3. Complete visits form and return to manager to obtain authorisation

4. Do a risk assessment and submit to manager

                                                                      M P
5. Hold a planning meeting of the staff involved in the visit to arrange:
      • Aims and objectives of the visit

      • Staff levels and roles
      • Transport arrangements

      • Grouping of children

6. Plan nursery visit information sheets to be given to adult helpers

7. Consider bad weather arrangements

8. Establish clothing (be specific), food, equipment, money needed by the
   children and draft parental consent/information letter

9. Establish the transportation and visit rules to be told to the children

10. Make contact with the site that is to be visited to make general arrangements, etc

11. Check any children with medical problems and check First Aid Box

Signed ................................................................. Date .......................................

Print name ............................................................................................................

                                                                                                                                      Last reviewed 30.02.06

Our aim is to reach a mutual understanding and highlight the nursery’s
responsibility towards the parents / carers in providing best care and high quality
education. We value the contribution parents make towards their child’s learning.

Our responsibility to you is by:
  Providing you with information about the nursery before your child starts.
  Working with you in building up a profile of your child’s development and needs.

  Keeping you up to date on your child’s progress.

  Being available and accessible whenever is needed.
  Key person to complete report on your child and to hold a three monthly review

  to discuss progress, concerns and any other related issues.
  To bring to your attention to our policies, procedures and / or any change of

  Providing a newsletter regarding the curriculum activities, events outings and
  general information.
  Informing you of any changes or development in childcare legislation etc.

  Providing you with information at least 60 days before any changes in the fee

  Keeping you informed of the outcome of any major inspections such as OFSTED.
  Updating the parents’ notice board on a regular basis.
  Keeping you informed about the parent representation or changes on the
  management committee, and your right to put forward your suggestions,
  comments and queries concerning the running of the nursery.

      Last reviewed 19.07.06

      Harmony Neighbourhood Nursery will adhere to the recruitment procedure as to the following:

           The staff member must give their resignation in writing to the Officer in charge, one month before
           leaving the nursery (as per terms and conditions).
           A copy of the resignation will then be given to the Management Committee to include the date of leaving
           from post.
           The Officer in charge will arrange a date to carry out an Exit Interview with the member of staff.

           The Officer in charge will notify the Chair who will set up a recruitment panel. In the absence of the

           Manager, the Chair shall liase with the management committee.
           The panel will be responsible for advertising and distributing applications with the assistance of the

           admin person aiming to reach as many people as possible from reflecting the diverse community.
           Applicants to receive pack to include:
      Application form

      Job Description

      Personal Specifications

      Equal Opportunity Statement

      Rehab of offenders Act form

      Information about the setting

      Covering Letter

           The panel will ensure that two references are obtained and verified and copies of application, references,
           criminal offences as well as health forms.
           A meeting to be held for short listing, 1/2 weeks before the interview
           The people who meet for short listing should be available for interviewing
           Unsuccessful applicants will be notified in writing
           Successful applicants to be notified of the interview date and time
           The panel will meet to set questions and format of the interview
           The panel will nominate person responsible for ensuring that:
      a)        A contract issued

      b)        CRB Enhanced checks is carried out and information is obtained

      c)        An induction procedure implemented

                                                                                         Last reviewed 20.08.06
d)        OFSTED are notified of the changes

e)        Probationary period monitored and reviewed

f)        Letter written by line manager confirming successful completion of probationary period

g)        To set up a system for regular supervision

     The nominee will then be responsible for reporting back to Management Committee, and file appropriate
     forms in the personnel file.

                                                                                         L E
                                               M P
         S A

        Last reviewed 20.08.06

      Our aims are to have regard to the Department for Education and Skills (DfES) Code of Practice 2001 on the
      Identification and Assessment of Special Educational Needs. We welcome, and provide appropriate learning
      opportunities for all children.

      Our Policy is to:

        Admit Children with Specific Needs, like all other children.

        Ensure that all children are respected and that the environment is welcoming and positive one.

        Ensure that the management committee is informed and clear of their responsibilities to meet the Special
        Educational Needs (SEN) of the children at Harmony.

        Ensure that the Special Educational Needs Co-ordinator (SENCO) to liase effectively with parents, outside
        agencies and staff in order to reflect the nursery’s collaborative approach to addressing Special
        Educational Needs.
        Ensure that staff attend where appropriate training on special needs arranged by the EYDCP Inclusion

        Team and other professional bodies.
        Identify early signs of special educational needs.

        Work in partnership with parents and other professionals helping the child.
        Ensure that all children have access to education, and that their specific needs are met.

        Act on and conform to the regulations including the SEN and Disability and Discrimination Act (DDA)

      The Role of SENCO:
      The role of a SENCO to liase and consult parents, staff and other professionals. The SENCO takes the lead in
      further assessment of the child’s particular strengths and weaknesses; planning future support and
      monitoring and subsequently reviewing the action taken. The SENCO will also ensure that appropriate
      records are kept, advising and supporting other practitioners as well as ensuring that Individual Educational
      Plans are in place, reviewing plans regularly.

      From time to time the SENCO might request the support and advice of the Local Authority EYDCP Inclusion
      Team. Jacqueline Goddard is our link officer and prior to her intervention parents are consulted. The role of
      the link officer is not to directly support individual children but to support the staff in their role.

      Parental Involvement: As a setting we recognise that parents are children’s first educators, as such we work
      in close partnership with parents, working together to make informed choices so that children will receive
      the most suitable support. Communicating with parents is at the heart of good practice regarding SEN.

      Identification and assessment arrangements, and review procedures: This takes a form of graduated
      response in line with SEN Code of Practice 2001

                                                                                      Last reviewed 19.07.06
Initial Concern:
The child’s Key person identifies a child’s learning need and consults with the parents. Information is
collected and recorded. There is a consultation between the key worker, SENCO and the parent/s.

Early Years Action:
The curriculum is planned to match the child’s level of ability, and their progress is monitored and reviewed
regularly. The key person informs the SENCO who identifies the child on the SEN Register where
appropriate the SENCO will, with the knowledge of the parents, inform the Early Years Inclusion Team, they
are supporting a child on Early Years Action and with parental consent will involve the link officer in
supporting staff to implement any early years action and any further development as necessary. SENCO will

devise and agree with key person and parents on Individual Education Plan (IEP).

Early Years Action Plus:

If child shows no progress with all the adaptations, further support from outside agencies with more

expertise will be sought with parental consent (i.e. referral can be made to Speech & Language Therapist &
Multi-Disciplinary team & Educational Psychologist).

Statutory Assessment:

If the child does not seem to be making sufficient progress further help is needed.

Parental consent would be sought to complete an Statutory Assessment Form (SA1). This form is presented
together with the child’s observations from the setting and the early years team to the Local Education
Authority (LEA). The LEA may decide to carry out this assessment of the child’s needs if there is sufficient

evidence and the assessment is considered appropriate.

After the Statutory Assessment, if the panel agree that the child needs further help, the information will be
collected in a document called a Statement. The Statement of special educational needs sets out the child’s
needs and all the specific help they should have.

It should be stressed that it is not inevitable that a child will move progressively through the above stages.
She / he may remain on Early Action for a term, and then progress by leaps and bounds, so as not to need
any further special intervention. Also, it is possible for a full assessment to be requested, and for the LEA to
consider the request and, after consulting all those involved, decide that it isn’t necessary, so that the child
might remain at Early Action Plus, and receive “a note in lieu of a statement” setting out what the child
needs, without the legal power of a statement.

Children may move forwards or backwards between stages, as long as a review meeting marks the process
where the parties involved agree.

For complaints and suggestion please refer to our complaint policy and procedure.

      Last reviewed 19.07.06

      We want children to feel safe and happy in the absence of their parents, to ensure this, good childcare
      practice guidelines need to be established. Therefore we will need your support and co-operation in
      fulfilling the guidelines.

      In order to accomplish this we will:

        Encourage parents to visit the nursery with their children and be introduced to all staff during the weeks
        before an admission is planned.
        Make clear to families from the outset that they will be supported in the nursery for as long as it takes to

        settle their child in this new environment.
        Reassure parents whose children seem to be taking a long time settling into the nursery.

        Introduce new families into the nursery on a staggered basis, for example two new children a day for a
        week rather than 10 new children all at once.

        Encourage parents, where appropriate, to separate from their children for brief periods at first, gradually
        building up to longer absences.
        Children may bring a favourite comforting toy, blanket etc, for the initial period of settlement.

      Children cannot play or learn successfully if they are anxious and unhappy. Our settling procedures aim to
      help parents to help their children to feel comfortable in the nursery, to benefit from what it has to offer,

      and to be confident that their parents will return at the end of the day.

      During the settling in period a parent/carer is expected to remain with the child, gradually increasing the
      separation period until the child is happy to be left alone. This period will be extended if the child is still
      unhappy to be left alone.

      Day one          9.30 – 11.00                      Parent / carer to stay with the child

      Day two          9.30 – 11.30                      Parent / carer to stay with the child

      Day three        9.30 – Child stay for lunch.      Parent / carer to stay on premises but leave the room.

      Day four         9.30 – 3.30                       Child stays for sleep. Parent / carer to leave the room for
                                                         slightly longer period and be available after the resting

      Day five         9.30 – 4.00                       Parent to stay for the first 30 minutes.

                                                                                          Last reviewed 10.08.06

Work placement students (hereafter referred to as ‘Students’) are adult learners undertaking work
experience in the Early Years profession. On average, the duration of these courses are for one year. The
Student placement will be from 12 to 16 hours per week.

The Student involvement within the setting is supervised at all times and is undertaken as support to the
full-time Early Years staff. In this way, a Student will be learning and participating in the children’s
education whilst being guided by a mentor. For the duration of placement, Students do not become part of

the staff ratios and as such, their position within the nursery setting is guided. In order to adhere to good
practice and support Students appropriately a maximum of 4 students are accepted over any one period.


                                               P                                          L
  Our aim is to provide a supportive and creative environment for Students to learn and test out their
  knowledge within safe boundaries.
  To set a high standard of best practice in childcare and education.

  To highlight the nursery’s responsibility towards the Student in providing best care and high quality

  We aim to provide equal learning opportunities for each Student.
  To prepare Students for a career in the Early Years profession.

  We value and respect everyone using our services equally, whilst promoting each person’s identity
  positively. We believe everyone here has a valued contribution to make.
  Work placement students have the right to be valued and respected by staff, parents, and carers.
  We value the contribution students make towards and within the setting.
  We recognise and value the individual learning styles of each Student.

Our Responsibility towards the Student:
  To provide each Student with a copy of the Student Handbook
  To introduce each new Student to staff members, parents/carers and children.
  To properly induct each student and provide them with information about Harmony Nursery.
  To make each Student aware of the nursery’s Health & Safety policy and procedures. It is each person’s
  responsibility to adhere to these requirements and to take care of themselves and all people within their
  care at all times.

      Last reviewed 12.06.06
       To inform each Student that young children need consistency in rules, routines, procedures, approaches to
       teaching and learning, as well as in the way they are related to. Therefore, our responsibility is to ensure
       that Students are aware of our routines and the ways in which we relate to children, and adhere to the
       To provide each Student with an experienced Early Years Practitioner to supervise and guide them while
       they are on placement.

      Students Responsibility toward the nursery setting

       It is each Student’s responsibility to approach the manager, supervisor or mentor to clarify any points to

       which they need further clarification.
       To read and understand the Student Handbook and other policies and procedures within the setting.

       Students should adhere to the routine of the nursery, the way in which we relate to children etc.
       On practice, Students need to demonstrate competencies such as willingness to learn, team work and
       taking initiative.

       Arrive on time
       To maintain confidentiality at all times, and if at any time there is a need for confidentiality to be broken

       that appropriate procedures are taken, i.e. to inform supervisor/line manager as initial step.
       We expect Students to interact with the children on an equal height level permitting appropriate eye

      The Responsibility between Harmony and the Colleges/Training Providers
       To receive course information from the college prior to the placement
       To provide comments on the work that the Student is undertaking.
       To adhere to and implement any guidance and instruction sent from the college
       If for any reason students are not fulfilling the set guide lines as noted in this document and per the
       agreement we will be compelled to take appropriate action which may in some cases lead to termination
       of the placement.

      Ways Of Support
       A Student Handbook is given to all Students with information about the setting, a ‘student agreement’
       form, and other relevant guidance to support the Student with their work.
       Providing a period of induction, on average 2 sessions, to introduce Students to the setting and staff.
       Various techniques, e.g. shadowing, recording and observation, participation in class sessions and
       meetings, are utilised to enhance Students understanding and performance through a number of
       different learning methods.

                                                                                       Last reviewed 12.06.06
Each Student is allocated a qualified supervisor who will assist them in daily activities providing any
practical guidance and resources needed. A collaborative approach is encouraged where issues can be
discussed and staff and Student work together in planning and implementing their work throughout their
Regular supervisory meetings are held where Students are given feedback on progress and can comment
on experiences.
A Student mentor is available where students can raise any issues that they feel unable to raise with their

supervisor for various reasons.

                                             P                                          L
       A                                   M
    Last reviewed 12.06.06

      We follow an equal opportunity policy where by we advertise all posts in the
      colleges, local schools, job centres, careers office, the Children’s Information Service,
      other agencies and organisations within the borough of Hammersmith & Fulham
      and beyond. Depending on the advertising budget from time to time we will
      advertise through magazines such as Nursery World, The Voice or the Local papers.

        The panel meet to short list, prepare questions and carry out the interview

        References and all necessary documentations are collected and notification of a

        job offer is sent out.
        Induction programme is planned (please see enclosed induction check list and

        other related forms).
        All new employees will be expected to receive a staff handbook containing the
        code practice, policies and other relevant information.

        Training needs are assessed from the start and discussed with the new employee.

      Probationary period

       S A
        Each new member of staff will be allocated a mentor and made aware of the
        duties and responsibilities required of themselves and other staff members.
        Weekly supervisory meetings are set for the first month with line manger after
        this period this is reduced to twice a month depending on performance (please
        see enclosed probationary & assessment of performance forms)

      Long term support
        To have in place regular staff meetings.
        Line manager and senior staff to be available and accessible as and when
        Supervisory and yearly appraisal performance related meetings.
        Regular training offered.
        Keep all staff up to date with latest information in the field of childcare and
        Commitment to ensuring that all members of staff team will have access to four
        days of training each year via Early Years Service for their continuous professional
        development programme.
        An individual staff-training plan will be assessed regularly and training needs
        are met.
                                                                                          Last reviewed 20.07.06

The training opportunities, which is open to all staff at Harmony, are as follows:
1. In-house training on various topics this educational year we covered training on various topics such as:
  a. Speech delays,
  b. Child protection,
  c. First aid
  d. Planning the curriculum

  e. Special educational need and individual planning
  f. Children with challenging behaviour

2. The Early Years Service in the Borough of Hammersmith & Fulham has an excellent training programme
   (please see attached programme for this term 2006). Early Years Practitioners attends these training

   sessions regularly and are provided with certificate of attendance.
3. Through the Unblocking Barriers (Government funding) we have secured funding to send two Early Years
   Practitioners to gain further qualifications NVQ Level 3, this course started in January 2006.

4. The nursery supports all staff that attends training by providing cover and full payment while training is
   taking place during the day. Also support with resources such as the use of the photocopier, reference
   books, and the experience and expertise of colleagues when needed for writing the assignments.

       S A

      Last reviewed 10.03.06

      Leave is considered to be effective from 1 April to 31 March in any given year.

      In order to ensure the smooth running of the nursery and the safety of the children the following has been
      decided: Staff must request in writing to the manager the reason for any leave listed below. Each application
      will be considered on its merit and a decision will be made at the Nursery Manager’s discretion with
      consultation with the chair of the management committee.

      Bereavement leave

      Up to three days paid leave will be approved in the case of death of an immediate relative i.e. mother, father,
      wife, husband, common law wife/husband, brother, sister, child, mother/father-in-law or other person where

      a special relationship existed provided that the manager/committee are satisfied that the bereaved employee
      is emotionally involved or has organisational responsibilities for the funeral.

      Discretion may be used to extend bereavement leave for a further 2 days in exceptional circumstances or
      where considerable travelling is involved.

      Up to half a day’s leave with pay may be taken by employees to attend the funeral of a close friend, subject

      to agreement.

      Emergency leave
      One day is given for unforeseen emergencies. For moving home one day will be given with pay provided no

      leave has been granted in the previous three years and a formal application is received giving details.

      Dependency leave
      Two days paid if child or partner ill whiles you make other arrangements.

      Unpaid leave
      No member of staff is entitled to unpaid leave in the first year of service. Management committee may
      approve up to five days unpaid leave in a year provided full details of the case are made available for
      consideration and no other member of staff has applied for the same period. There is no leave entitlement
      for interviews, weddings or un-statutory religious leave.

                                                                                        Last reviewed 20.07.06
Special leave arrangements
It is vital that the relevant documentation should be attached to the requests for hospital appointments etc
and submitted to the manager to support the application.

The above reasons do not entitle a member of staff to automatic approval of any request for unpaid leave.
For more clarifications on other leave entitlement please refer to your terms and conditions.

Annual leave policy

Annual holidays:

                                                                                             L E
The working calendar year runs from the 1 April until the 31 March of each year. Annual leave request forms

will be distributed to staff members in the last week of March in order to request the forthcoming year’s
holiday entitlement. It is the responsibility of each individual member of staff to ensure that their form is
completed and updated and that appropriate authorisation is gained and the manager signs all holiday leave

1. Your annual holiday entitlement is shown in your individual statement of main terms of employment.

2. It is our policy to encourage you to take all of your holiday entitlement in the current holiday year. We do

   not permit holidays to be carried forward.

Full time employee entitlement:
Leave entitlement for full time employees is based upon the length of service. Basic entitlement is 20 days,
rising to 25 after five years’ continuous service.

Compulsory annual leave:

• 5 days over the Christmas period, plus Christmas day (25 December),
  Boxing day (26 December) and the New Years day (1 January).

• 5 days over the Easter break, plus Good Friday and Easter Monday

• Any other statutory Bank Holidays

The remaining 10 days can be taken as and when requested within the
above-mentioned year.

      Last reviewed 20.07.06
      Conditions applying to your annual holiday entitlement:
      1. You should complete the request form for all holiday requests and have it signed by the manager before
         making any firm holiday arrangements.

      2. Holiday requests will only be considered if you present them on the holiday request forms and we will
         allocate agreed holiday dates on a "first come-first served" basis to ensure that operational efficiency and

         minimum staffing levels are maintained throughout the year.

      3. You should give at least one months notice of your intention to take holidays and one-week notice is
         required for odd single days.

      4. In the event of the termination of your employment any holidays accrued but not taken will be paid for.
         However, in the event of your having taken holidays that have not been accrued pro-rata, then the
         appropriate payments will be deducted from your final wages/salary. This is an express written term of your
         terms of employment.

      Part-time employee entitlement:

         A                                    M
      Part-time staff holiday entitlement allocated on a pro-rata basis.

                                                                                         Last reviewed 20.07.06
Full Day Care / Sessional Day Care
1) Nursery Manager                       1
2) Senior Early Years Practitioner       4
3) Early Years Practitioner              7
4) Assistant Early Years Practitioner    9

Out of School Childcare
1) Manager / Senior Play Worker         11
2) Play Worker                          15


Responsible to: Management Committee

Purpose of the post:
A.   To develop and manage the provision of a quality day - care service for children
     under five years of age in line with the Care Standards, the Foundation Stage
     Curriculum and the Neighbourhood Nursery Initiative.

B.   To oversee the development of the Childminding Network attached to the


C.   To ensure that the nursery plays a strategic role in the Neighbourhood Nursery

D.   To ensure the long-term sustainability of the nursery.

Main duties:

1.   To recruit and train the nursery staff ensuring that the nursery is adequately
     staffed at all times.

2.   To ensure that the roles of the staff team remain relevant and responsive to the
     development of the nursery.

3.   To develop and deliver an induction programme for new staff members.

4.   To manage, supervise and assess the Senior Management team ensuring that
     the nursery staff provide quality service.

5.   To carry out an annual training needs analysis of the staff team and work with
     the Senior Management team to arrange training as and when needed.

6.   To take the lead in implementing a quality assurance scheme and supporting
     the staff in the delivery of an appropriate curriculum for the children in the
     nursery in accordance with current regulations and guidance.

7.   To line manage the support staff including the administrator, finance officer,
     cook and cleaner.

8.   To develop a sustainability plan, investigating future sources of funding to
     ensure the continuation of the nursery project.

9.   To be aware of and develop strategic relationships with new initiatives such as
     Sure Start and Regeneration programmes so that the nursery plays an active
     part in local development.

10. To liase with other related services locally to ensure that the service best meets
    the needs of the local community.

11. To participate in the Early Years Development and Childcare Partnership
    representing the interest of Neighbourhood Nurseries.

12. To meet with prospective users, to maintain the waiting list, and to coordinate
    the orientation programme for new parents.

Resource management:

13. To be responsible for the development and management of the financial

14. To ensure that financial information such as budgets, returns and forecasts are
    prepared according to specified deadlines.

15. To ensure that the related Childminding Network and other services such as the

    toy library are relevant and offer a quality service to users.

16. To ensure the up to date maintenance of the fabric of the building and the

    outside spaces are cared out.

17. Take responsibility as a key holder for the premises

Health & safety:
18. To be aware of the safety, security and the proper functioning of all activities,
    site, buildings of the nursery under the provisions of the Health & Safety at
    Work Act 1974 and the registration requirements imposed under the Children
    Act 1989 and all other legislation in operation from time to time.

19. To ensure that child protection issues are addressed in accordance with agreed
    procedures and attend case conferences as and when required.

Internal administration:
20. To maintain confidential records of users and to provide statistical data as

21. To represent the provision at meetings as requested and to liase with council
    departments and other agencies as required.

22. To act as company secretary and to advise the management committee of the
    day-to-day operation of the nursery.

23. To develop with the staff team the aims and polices of the Nursery and

    implement and review annually.

24. To act as the Equal Opportunity Co-ordinator.

25. To perform other related duties as required.

Personal specifications:
    Minimum of three years management experience in the childcare field.

    Recognised childcare qualification to a minimum of a Level 3 and evidence of
    current training.

    An understanding of child development and the needs of children in-group

    Ability to communicate both orally and in writing.
    An understanding of current regulations and guidance in the childcare field.
    Ability to plan and implement a curriculum for under 4’s in line with the Early
    Years Learning Goals.
    The ability to work flexibly and remain calm under pressure.
    The ability to work as member of a team and on his or her own.
    A commitment to working within equal opportunities framework.
    An understanding of the voluntary sector and the ability to work with a
    voluntary management committee.
    Computer skills.


Responsible to: Nursery Manager

Purpose of the post:
To act as the deputy in her/his absence and to work as a member of a staff team
to provide a high standard of care and education for the children in the nursery.

Main duties:

1.   To monitor the day-to-day operation of the staff team ensuring that the
     allocated responsibilities for staff are carried out both indoors and outdoors.


     Plan and participate in a wide variety of safe and stimulating multi-cultural play
     provision for the children in the nursery.

     To work with a team of adults to create an environment in which children’s all
     round development is fostered and in which good relationships grow.
4.   To support and enable the staff team to carry out observations and keep up to
     date records of children’s progress.

5.    To mentor students during their placements in the nursery.

6.    To provide one-to-one support for children with special needs as required.

7.   To adhere to equal opportunities policies and ensures that the curriculum offers
     positive images and is sensitive to the needs of all children.

8.   To participate in the planning and provision of a range of age appropriate
     activities designed to foster the cognitive, social, emotional and physical
     development of all children in the nursery.

9.   To share responsibility for ensuring that the nursery is ready, welcoming and
     organised when the children arrive and throughout the day.

10. To listen to children, identify their needs and respond appropriately working
    with the staff team.

11. To participate in all events organised by the Nursery and Management

Resource management:
12. To ensure the maintenance of the equipment and to ensure a hygienic and safe
    environment for children and adults at all times.

13. To order relevant equipment and resources as needed ensuring that the stock is

14. Take responsibility as a key holder for the premises.

Health & safety:

15. To be aware of the safety, security and the proper functioning of all activities,
     site, buildings of the nursery under the provisions of the Health & Safety at

     Work Act 1974 and the registration requirements imposed under the Children
     Act 1989 and all other legislation in operation from time to time.

    a)   To have a basic knowledge of First Aid and be a First Aid certificate holder.

    b)   To be aware of child protection issues and advise the manger of any
         incidents within the nursery.


16. To check the daily registers and an accident book to ensure that they are

17. To work with the Deputy Manager to monitor, record and evaluate activities
    and children’s progress


18. To understand the aims and practices of the Nursery, implement policies and
    review annually with the manager and deputy.

19. To attend meetings and in service training and other relevant
    childcare/education courses as arranged by the management committee and
    the Nursery Manager.

20. To take an active part in fund-raising.

21. To keep up to date with the latest policies and ideas in the Under Fives field.

22. To ensure that confidentiality is a priority at all times.

23. To perform other related duties as required.

Personal specifications:
   A recognised childcare qualification.
   A minimum of two years experience in a day care or a group setting.
   An understanding of the developmental needs of young children
   The ability to work as a member of a team and on her/his own.
   The ability to communicate effectively in person and in writing.

   The ability to remain calm and flexible under pressure.

   A commitment to working within equal opportunities framework.

                                            M P
      S A


Responsible to: Assistant Manager

Purpose of the post:
Provide high standard of care and education and to work as a member of a team.

Main duties:

1.   To work with a team of adults to create an environment in which children’s all
     round development is fostered and in which good relationships grow.

     a.   Induction to new parents.

     b.   Recording the progress of individual children

     c.   Support volunteers and students

2.   To show sensit to the needs of all children and offer all children an equal

     opportunity in order that they can develop to their full potential.

3.   To take a full and active part in all aspects of the planning and provision of a

     range of age appropriate activities designed to foster the cognitive, social,
     emotional and physical development of all children in the nursery.

     a.   To provide adequate supervision of the children both indoors and out.

     b.   To actively support the inclusion of children with special needs.

4.   To listen to children, identify their needs and respond appropriately

5.   To work closely in partnership with parents/carers and liase with other agencies

6.   To participate in all events organised by the Nursery and Management

Resource management:
7.   Ensure the maintenance of the equipment and to ensure a hygienic and safe

     a.   Participate in selection of new equipment, books and toys.

8.   In some circumstances the staff may be required to take responsibility as a key
     holder for the premises.

Health & safety:
9.   To be aware of the safety, security and the proper functioning of all activities,
     site, buildings of the nursery under the provisions of the Health & Safety at
     Work Act 1974 and the registration requirements imposed under the Children
     Act 1989 and all other legislation in operation from time to time.

     a.   To have a basic knowledge of First Aid and be a First Aid certificate holder.

     b.   To ensure that child protection issues are addressed in accordance with
          agreed procedures.

Internal administration:

10. To keep a daily register and an accident book and other relevant records

11. To monitor, record and evaluate activities and children’s progress

12. To understand the aims and practices of the Nursery and implement policies.

13. To attend and participate in staff meetings.

14. To attend meetings and in service training and other relevant
    childcare/education courses as arranged by the management committee and
    the co-ordinator.

15. To attend supervision with the Deputy Manager / Nursery Manager.

Personal specifications:
     Qualification in childcare NVQ Level 3, NNEB or equivalent in Early Years Care
     and Education.
     Experience in working with children
     A commitment to working within equal opportunities and anti-discriminatory
     frame work.
     Understanding of the role of play, child development, how children learn and
     how adults can support children’s learning.
     An understanding of the Early Years Goals
     Experience of working with parents
     Ability to communicate effectively both orally and in writing.


Responsible to: Assistant Manager

Purpose of the post:
Provide high standard of care and education and to work as part of a Key Worker
member of a team.

Main duties:

1.   To work with a team of adults to create an environment in which children’s all
     round development is fostered and in which good relationships grow.



          To give support to other staff within the nursery.

          To implement the daily routine within the nursery

          To assist in the preparation of children’s records and reviews for parents in
          conjunction with other staff.

                                          P                                               L
2.   To show sensitivity to the needs of all children and offer all children an equal
     opportunity in order that they can develop to their full potential.

3.   To participate in planning and operate a programme of activities suitable to the
     age range of appropriate activities designed to foster the cognitive, social,

     emotional and physical development of all children in the nursery.

     a.   To provide adequate supervision of the children both indoors and out.

     a.   To actively support the inclusion of children with special needs.

4.   Support all staff and engage in a good staff team.

5.   To listen to children, identify their needs and respond appropriately

6.   To work closely in partnership with parents/carers and liase with other agencies

7.   To participate in all events organised by the Nursery and Management

Resource management:
8.   Ensure the maintenance of the equipment and upkeep of the premises and to
     ensure a hygienic and safe environment.

     a.   Participate in selection of new equipment, books and toys.

Health & safety:
9.   To be aware of the safety, security and the proper functioning of all activities,
     site, buildings of the nursery under the provisions of the Health & Safety at
     Work Act 1974 and the registration requirements imposed under the Children
     Act 1989 and all other legislation in operation from time to time.

     a.   To have a basic knowledge of First Aid and be a First Aid certificate holder.

     b.   To ensure that child protection issues are addressed in accordance with
          agreed procedures.

Internal administration:

10. To keep a daily register and an accident book and other relevant records

11. To monitor, record and evaluate activities and children’s progress

12. To understand the aims and practices of the Nursery and implement policies.

13. To attend and participate in staff meetings.

14. To attend meetings and in service training and other relevant
    childcare/education courses as arranged by the management committee and
    the co-ordinator.

15. To attend supervision with the Co-ordinator / Senior Early Years Practitioner.

Personal specifications:
     Experience in working with children under 5’s.
     Training is desirable although not essential.
     Willingness to undertake additional training is necessary.
     A commitment to working within equal opportunities and anti-discriminatory
     frame work.
     Ability to communicate effectively both orally and in writing.
     You need to be flexible and enthusiastic.


Purpose of job:
1.   To be responsible for the overall management and development of the service,
     staff team, site and physical resources.

2.   To participate in the delivery of play activities and study support to children.

3.   To work in partnership with parents, children, schools, local community
     organisations, social services, youth services and early years services to develop

     and deliver a quality service to children and their families.

4.   To ensure that the service meets both statutory requirements under the

     Children Act and Health & Safety legislation, as well as good practice standards
     set down by the Authority.

5.   To participate in the corporate development and management of the play

6.   Reporting to the management committee / manager for the centre.

7.   Staff supervised: term time - play team and escorts (3 – 7 staff); holidays -
     play team and sessional workers.

8.   To be responsible for the care, welfare, safety and supervision of children
     during collection and escorted transfer between school and the care centre.

Principal duties


     To have overall management responsibility for the staff team, setting an
     appropriate work programme, reviewing and monitoring performance and
     standards and taking necessary corrective action.

     To manage within the aims and objectives of the play service and play
     curriculum, to operate within the Council’s policies and procedures.

     To motivate and lead the staff team to provide a high quality service,
     appropriate to the changing needs of children and their families. To set a clear
     work programme for the team and the individuals within it.

4.   To hold regular team meetings and ensure that there is effective
     communication within the team on all matters related to the running of the

5.   To delegate tasks and responsibilities to ensure effective delivery of the service.
     To provide regular supervision for staff and an induction programme for new

6.   To participate in the recruitment and selection of permanent and sessional
     workers, volunteers and student placements.

7.   To develop and maintain a study support programme. To ensure that the
     programme of activities is fun, varied, exciting and underpins the curriculum.

8.   To develop an activity programme for the centre during the day for the local
     community i.e. under 5’s Drop In, Toy Library, Service for Disaffected Children,
     Life Long Learning programmes, Open Learning, Positive Parenting.

9.   To provide a safe, high quality, play and care service that responds to the age

     and needs of the children using the service, assuring adherence to statutory
     requirements for the 0 – 8’s and good practice standards for the 5 – 12’s.

10. To participate in the development and delivery of activities to children. To also
    participate in the delivery of daily activities for users outside the After School
    Service (e.g. parenting programmes, family workshops, under five’s drop-in,
    Toy Library).

11. To ensure that the service responds in an innovative way to the needs of
    children and their families and that their views are sought in providing and

    developing the service. To be responsible for regular consultation with all users
    of the centre across all global activities.

12. To manage and implement a key worker system for staff and children. To
    communicate with parents on their child’s well-being, and progress any
    concerns you may have.

13. To ensure that the service is accessible to children and their families from all
    backgrounds, that the service is free from discrimination and promotes anti-
    discriminatory practice.

14. To provide a service for children with special needs, including special needs,
    individual child plan, specific risk assessment which may include the
    management of additional staff.

15. To act in accordance with the policies and procedures on child protection,
    ensuring confidentiality at all times. To operate within the Play Service ‘Policy
    and Procedures Manual’ and requirements as set down by the Children Act
    registration and inspection process.

16. To formulate and submit accurate statistical information on user groups for
    monitoring purposes. To maintain and keep up to date all appropriate
    administrative and information systems in order to ensure the safety of
    children at all times.

17. To work in partnership with schools from which an escort service is provided to
    ensure an effective delivery of a safe and quality service. To ensure the care,
    welfare and supervision of children during escorting to and from the centre
    and on outings.

18. To develop the service, ensuring it meets the needs of Hammersmith &
    Fulham’s diverse communities, promoting positive integrated services for
    children and families in local communities. Ensuring that daily activities on

    offer reflect this.

19. To keep up to date on current legislation changes in childcare policy and play

    practice and other changes affecting service development. To be prepared to
    develop new skills and working methods in order to effectively respond to and

    implement change.

20. To encourage community and shared use of the building and ensure effective
    coordination of all users of the building in order to maximise its potential as a
    resource for children and young people. To be responsible for the lettings

    procedure for the building. Ensuring that the authorities letting procedure is
    adhered to.

21. To be a cost centre manager and ensure that the budget is managed in an
    efficient, effective and appropriate manner, reporting to and alerting the senior

    officer. Maintaining financial, child, staffing and procedural records in line with
    Hammersmith & Fulham’s policies and procedures. Collection and
    administration systems.

22. To organise transport and escorts as required.

23. To be responsible for the purchasing and maintenance of equipment, resources
    and supplies, within the budget constraints as required.

24. To formulate and submit accurate statistical information on user groups for
    monitoring purposes, to administer the registration of centre play schemes.

25. To be responsible for the maintenance and repair of the building, ensuring any
    work is carried out to satisfactory standards, seeking advice from the play
    service site manager. To be responsible for the security of the building.

26. To carry out risk assessments as required, following procedures and guidelines.

27. To manage the daily use of the centre By others not part of the service.

28. To ensure the centre staff work towards Best Value criteria (consult, challenge,
    compare and compete) and strives for continuous improvement.


Centre manager / senior play worker
1.   A proven ability to develop and plan programmes of activities for the
     community during the day and after school/ holiday activities (for children aged
     0 - 12 years) that encourages child development and maximises staff expertise.

2.   An ability to manage and supervise a team of staff through effective planning,
     motivation and staff development.

3.   The ability to effectively and efficiently communicate both orally and in writing.

4.   To demonstrate a clear understanding of the Children Act, Childcare Standards

     and health & safety policies relating to children.

5.   The post holder must fulfil the criteria for "fit person" required by the

     Children Act 1989.

6.   An ability to carry out administrative and financial duties and produce
     statistical returns as directed by the senior manager.

7.   Experience of effectively and efficiently managing the financial, physical and
     human resources of the service, within a financial cost centre.

8.   Demonstrate an ability to market and promote the service and public events.

9.   Demonstrate a commitment to the Councils Equal Opportunities Policy and the
     ability to implement these policies in relation to the job responsibilities.

10. The ability to work flexible across the service including some weekends and
    unsociable hours.

11. An ability to contribute to the service development plan.

12. To undertake any further duties as directed by the principal officer.

13. Nationally recognised QCA qualification at level 3
    NVQ Level 3 or 4 in Play/Early Years Care and Education
    PSLA Diploma in Pre-School Practice
    Teaching Certificate - B Ed.


Purpose of job
1.   To be responsible for the care of children aged 0 – 12 who use the service

2.   To provide for the social, emotional, physical and recreational needs of children
     by establishing and maintaining a safe, creative and stimulating environment
     for children’s play.

3.   To provide appropriate activities for children, reflecting an understanding of the

     child’s individual development.

4.   To promote a learning environment for children which underpins curriculum

     learning and study support.

5.   To work co-operatively with parents/carers, staff team and other professionals

     to ensure that the care and play needs of children are met.

6.   To undertake all duties within and according to the authority’s policies, rules
     and regulations and in accordance with management instructions.

7.   To transfer professional skills across the breath of the service delivery.

8.   To be responsible for the care, welfare, safety and supervision of children
     during collection and escorted transfer between school and the care centre.

Principal duties
1.   To promote children’s development through interaction using a wide range of
     activities, including arts, crafts, games, sports, drama, music. Particularly in
     terms of curriculum support incorporating study support and early learning
     goals for children.

2.   To plan in conjunction with the staff team and consultation with children and
     their carers, a daily programme of activities. To reflect a learning environment
     and addressing individual children’s development needs.

3.   To have key worker responsibility for a group of children

4.   To be responsible for the care, welfare and supervision of children during on
     and off site activities; this includes outings and escorting the children to and
     from school.

5.   To contribute to the promotion of anti-discriminatory practice in terms of race,
     gender and disability.

6.   To participate in the planning and organisation of the service programme
     including to a variety of additional community events and day trips.

7.   To assist in establishing and maintaining links with local schools, youth
     organisations and other council departments, to identify ways play
     opportunities can be maximised, within a childcare framework.

8.   To participate in promoting and publicising the site’s activities.

9.   To be responsible for all the statutory obligations for example Health & Safety
     and Children’s Act, equality of accessibility.

10. In the absence of the manager and/or the deputy manager to ensure the
    effective and efficient running of the service.

11. To ensure that the building and the site are clean an secure and that all
    equipment and play structures are well maintained and in a safe condition.

12. To undertake administrative and financial duties appropriate to grade and
    adhering to the council’s regulations.

13. To provide a healthy and balanced meal for the children, in line with the

    authorities healthy eating policy.

14. To be familiar with and promote the councils equal opportunities policies and

    to implement the procedure in relation to the job responsibilities.


Peripatetic play / childcare worker

1.   The ability to take active part within a team to plan and participate in
     appropriate activities for children and young people.

2.   To demonstrate knowledge and experience of the development needs of
     children and the appropriate activities necessary to address theses needs.

3.   Demonstrate an understanding of the curriculum, both early years and primary.

4.   To have a clear understanding of the Children Act and Health & Safety policies
     relating to children.

5.   The ability to efficiently communicate both orally and in writing.

6.   To have an understanding of the importance of establishing links with the local
     community, parents and carers and promote the Early Years Play and Youth and
     its resources.

7.   To carry out administrative and financial duties as directed by the
     manager/deputy manager of the service.

8.   Willingness and ability to work some unsocial hours.

9.   The ability to demonstrate a commitment to the Council’s Equal Opportunities

     policies and the ability to implement these policies in relation to the job

10. The ability to work flexible across the whole spectrum of the service.

11. A relevant nationally recognised qualification:

12. NVQ level 2 - Play Worker/Early Years Care and Education or above NNEB with
    experience of over five’s Teacher training to graduate (KS1 or KS2), PSLA
    Diploma in Pre-School Practice - children up to 8 years (equivalent to NVQ3)

   1) Sample Cover letter
   2) Sample Application Form

                                      Job Application Form

Dear Applicant,

Thank you for the interest you have shown in the above vacancy. Enclosed is a pack including an application
form and relevant information.

Read through the enclosed information carefully before completing the application. (Please use black ink).
The background information will tell you about the post and our organisation.

The closing date for application is

Shortlisting date

Interview dates

Please note the following:

  Criminal convictions - All jobs involving care or supervision of children or vulnerable adults, and some
  other designated jobs, are exempt from the Rehabilitation of Offenders Act 1974. That means we can
  access all criminal convictions information, even convictions that may be considered spent for other

  purposes. If you are provisionally offered a job, you will be required to complete a Criminal Records
  Bureau disclosure application form in order for us to access any conviction or other information held
  about you as another step in assessing your suitability for the job. The Nursery operates a policy of

  rechecking staff in these jobs every three years.

  Right to work in the UK - any offer of employment will be subject to you providing evidence that you
  have the right to live and work in the UK.

Unfortunately we do not have funds to inform unsuccessful applicants, so if you do not hear from us by the
interview date, we wish you luck in future applications.

We look forward to receiving you application.

Yours sincerely



      • This completed application form will contain all the information we will know about you as a candidate.
        It is therefore vital that you give as much relevant information as possible.
      • Please type your application or write in BLACK ink since it will be photocopied.
      • NB Curriculum Vitae will not be accepted. You must complete all sections of the application form.





      Closing date for receipt of this application is

      A guide to completing your application form.

      • Read through the information you have been sent.
      • Look at the application form – what sort of information is needed?

      • It is important that you fully complete the Supporting Statement Section, stating in detail under
        appropriate headings how you meet each selection criteria.
      • Make a rough draft of what you want to write.
      • If you have more to write than the space on the application form allows, use additional sheets of paper.
      • Keep a copy of what you have written.
      • All candidates are advised to read the advice notes contained within before completing the
        application form.


Title                                                   Last name

First name                                              Previous name

Full address


Home telephone                                          Work telephone

Mobile telephone

National Insurance Number

                                                         Email address

                                                        Are you eligible to work in this country

                                                              Yes                   No


Please give details of two referees, the first of which must be your current or most recent employer. In some
circumstances a testimonial may be accepted. If you have not worked for some time or have never worked,
give the names of someone who knows about what you can do and who can comment on your ability to do
the job. You may wish to give the names of teachers, lecturers, and other professionals. You have the right to
view these references although the authorship must remain confidential.

First Referee

Name and title

Who is this person? eg your manager/lecturer

Full address


Telephone number                                        Facsimile number


      Email address

                                                                  You may                   May not

                                                             proceed with your reference enquires
                                                             before my interview

      Second Referee

      Name and title

      Who is this person? eg your manager/lecturer

      Full address


      Telephone number                                       Facsimile number

      Email address

                                           M                      You may                   May not

                                                             proceed with your reference enquires
                                                             before my interview

      Please tell us about the jobs you have done over the past 10 years or your last three jobs if this covers 10
      years (if necessary continue on page 9 of this form under ‘Continuations’). Please explain the reason for any
      breaks in employment dates. If you have not had a paid job before or you have been out of work for some
      time, write down in this section detail of any relevant voluntary work.

      Present or Last Job

      Name of organisation you work(ed) for

      Your job title


Telephone                               Employed from          to

Full address


Notice required

Main Duties

                                                               L E
Previous jobs

Name of organisation you work(ed) for

Your job title                          Employed from          to

Full address


Main Duties

Previous jobs continued

Name of organisation you work(ed) for

Your job title                          Employed from          to


      Full address


      Main Duties

      If necessary continue under the ‘Continuations’ part of this form.


                                                                                           L E
      Posts involving work with children, older people, those with disabilities, learning difficulties and other

      vulnerable groups are exempt from the provisions of the Rehabilitation of Offenders Act 1974. As you are
      applying for work in this area you are required to state whether or not you have any convictions or criminal
      charges or summonses pending against you whether or not your conviction is regarded as ‘spent’. Those
      appointed to work with children will also be subject to a clearance report from the Criminal Records

      Bureau. A conviction will not necessarily prevent your employment.

      Have you ever been disqualifed from working with children?

           Yes                        No      If yes please give details under the ‘Continuations’ part of this form.

      I am applying for a post which involves working with one of the groups detailed above and I have a
      conviction or caution for which I attach details on page 9 under ‘Continuations’.

           Yes                        No

      Please give details of any education or training you have received which is relevant to the job you are
      applying for. You should also tell us what qualifications or certificates you have. Original certificate/s must
      be produced at interview stage, if the qualification is necessary to the job you are applying for.

      Dates from         to                Course title or subject/s studied

      Qualifications / certificates


Dates from         to              Course title or subject/s studied

Qualifications / certificates

Dates from         to              Course title or subject/s studied

Qualifications / certificates

Dates from         to              Course title or subject/s studied

                                                                                  L E
Qualifications / certificates

                                      M P
If necessary continue on page 9 under ‘Continuations’


Please give details of any short or part time training courses you have attended which may be relevant tothe
job, how long were they for example 1 day, 1 week and if you have received a certificate on completion.

Course title                                               Dates from      to                    Certificate

                                                                                                  Yes          No

                                                                                                   Yes         No

                                                                                                   Yes         No

                                                                                                   Yes         No


      You need to read the person specifications for the job you are applying for carefully. For each point you will
      need to explain how your skills, abilities and experience make you suitable for this job. These may have been
      gained through previous jobs, voluntary or community work, spare time activities and training. You should
      give examples of how and where you have demonstrated these skills. It is not sufficient to say I can, I am
      able or I believe etc. What you write in this section will be used to decide whether or not to interview you
      for this job.

      It will help the short listing panel if you can number your response to each of the points on the person
      specifications form.

                                                                                          L E
                                             M P
       S A
      If necessary please continue on the ‘Continuations’ part of this form.


Is there anything we need to know about your disability in order to offer you a fair selection interview?

       Yes                 No

If Yes please give details of adjustment required.

We may be able to make adjustments / adaptations to job requirements / environments etc.


                                                                                    L E
Please read before signing this application form

Under the terms of the Data Protection Act 1998 the information you give will only be used for the purpose of
personnel management. We may contact other relevant organisations to check factual information you have
given in this application form. The provision of false information could constitute fraud.

I declare that the information given on this form is correct to the best of my knowledge and belief, and I
understand that any false statements on this form will justify my dismissal without notice. I agree to abide by
the Nurseries Equality and Diversity Policy and I understand that if I do not I may be dismissed. I understand
that any offer of employment is dependant on satisfactory references and enhanced Criminal Record Bureau




      Please enter any additional information relating to previous sections (with appropriated headings) below:

                                                                                        L E
                                            M P
       S A


As an Equal Opportunities Employer, monitoring of recruitment and selection is an essential part of
good management practice and is endorsed by the Equal Opportunities Commission and the
Commission for Racial equality, in order to ascertain whether equality of opportunity is being achieved.
Please ensure you use block capitals and use black or blue ink.
Fill in the most appropriate box in each section with a cross.

Title                      Last name                                  First name

I would describe my ethnic origin as:

        White British                    Pakistan                                      Chinese

        Black Caribbean                  Mixed White and Black Caribbean               Bangladeshi

        Indian                           Mixed White and Asian                         White European

        Black African

        White other (please write)

        Black other (please write)

                                        M P
                                         Mixed White and Black African

        Asian other (please write)

        Mixed other (please write)

        Other (please write)

Advertising Monitoring

How did you find out about this vacancy? (Name of the newspaper/journal, childcare jobs bulletin, web site,
friend etc.)


The Disability Discrimination Act 1995 defines a person as having disability if s/he “has long term physical or
mental impairment which has a substantial and long term adverse affect on his/her ability to carry out normal
day to day activities.” We are actively seeking to employ people with disabilities. We can arrange nearby
parking, someone to meet you at the entrance to the building, a sign language interpreter at interview,
preferred type of seating etc.

Do you consider yourself to have a disability?           Yes              No

Gender: I am              Male          Female      Age: (In years)                Date of Birth:

      Why do I need to complete an application form?
      You must complete the application form as fully as you can. The information that you supply is the only
      information that we consider; it is on the application alone that we decide whether or not to shortlist you. Do
      not assume that if you have a particular qualification or if you have done work before, that you will be
      automatically shortlisted.

      What are selection criteria?
      Selection criteria are the experience, skills and abilities required to do a specific job. Qualifications will only be
      asked for where necessary. Selection criteria are derived from the job description, which outlines the main
      duties of the job.

      What are selection criteria used for?
      Selection criteria are used for deciding who is called for interview and once at the interview the selection
      criteria will be used as the basis of the questions asked.

      Selection criteria help us to select people objectively and fairly.
      Selection criteria help you to see what experience, skills and abilities we are looking for and to assess your

      own suitability.

      What do I need to do?
      Read through all the information in the recruitment pack. In your supporting statement, you must explain

      how you think you meet each selection criterion under appropriate headings.
      In explaining how you meet the selection criteria, remember all your previous work experience. Also indicate
      other relevant experience outside work such as community, voluntary, leisure and other interests, languages

      spoken and other relevant skills and abilities. You may find that you refer to the same points under more than
      one criterion.

      In presenting your skills and abilities, specify your own experience and not the general work of your office or
      Try to use words such as ‘I plan’ / ‘I organise’.
      You may find it helpful to write a rough draft first.
      If you wish to include more information than the space on the application form allows please use additional
      sheets of paper. Write your name at the top of each additional sheet.
      Keep a copy of your completed application form.
      There is also a selection criterion on equal opportunities; make sure you address this criterion in addition to
      the other.

      What happens next?
      Your completed application form will be used to decide whether or not you progress to the next stage of the
      process and is the only information we have about you. No assumptions will be made about your experience
      or skills. It is therefore vital that you tell us how you meet the selection criteria. The selection criteria are there
      to help you, so please use them.
      Nb. Curriculum vitae (C.V.s) will not be accepted. You must complete the application form and address
      all criteria.

      Please note:
      The details contained in this application form do not constitute a contract of employment. If you are
      appointed you will be issued with full details of your employment.





This contract sets out terms and conditions of your employment with us.

Enclosed are two copies for you to sign. Please read if carefully, retain one copy and return the other copy.

Your employment with us will begin on

Your place of employment will be at

In the post of

You will work ………. hours per week, during term time, between the hours of
_____________ and _____________ Monday to Friday each week.

Your rate of pay will be £_____________ per hour.

You will be entitled to _____________weeks holiday pay.

You will be required to give one months notice in writing.

Your salary will be paid monthly in arrears, by a cheque, on the last day you work of each month.

Employers Signature(s)                                    Employee’s Signature

Date                                                      Date

Employer:                                                 Oak Tree Playscheme


Job Title:                                                Sessional Playworker

Place of Work:

Oak Tree Playscheme


      1. The appointment will date from Monday _____________. There will be two training days prior to this,
         dates to be arranged. The contact hours for the scheme will be from (start time) until (end time).
      2. Your wages will be paid on the last date of the playscheme at the rate of overtime will be paid at a basic
         rate but only for additional house requested by the Management Committee.
      3. Out of pocket expenses incurred in the course of work will be reimbursed from the Playscheme account
         provided that they were authorised by either Management Committee of Playleader and receipts are

      4. You will work as Playscheme _____________ as notified by the Management Committee whose
         responsibility is to inform you when the scheme is to start.

      5. You will be responsible to the _____________. If you have a supervisory query you should contact

      6. There will be no paid holiday, paid sick leave or maternity leave.
      7. Harassment or discrimination by an employee at Oak Tree Playscheme towards another member of staff,
         Management Committee member, child/family member is a disciplinary offence. Any worker who

         provides information about discrimination will not be victimised.
      8. If you wish to raise any grievance this should be done through the Management Committees Scheme

      9. A copy of the Playscheme policies and procedures will be issued which the employee is expected to read
         and work within.

      10. If the Playscheme should cease to exist as an organisation through lack of funds, voluntary help or for any
          other reason this contract will be null and void. The employee will not be owed any compensation or
          payment other than that for work which is completed.

      Signed Employee

      Signed on behalf of Management Committee:



                               User Evaluation Survey


1.   Name of project your child/ren attends

2.   Please tick type of provision you have used with this provider:
          After school care                    Holiday care                        Before School (Breakfast Club)
            Weekend                         Other please specify

3.   Please tick the box to show how satisfied you are with the following elements of the provision
     your child uses?

                            Very        Fairly      Neither satisfied   Fairly         Very            Not
                            satisfied   satisfied   nor dissatisfied    dissatisfied   dissatisfied    applicable

The application/
registration process

The escort services if


The signposting

to the centre

External play area

and equipment

Inside the building:
(eg decoration,
kitchen, toilets)

Internal play facilities:
(eg arts and
craft materials,
sports equipment)

Computers and
I.T. facilities

Quality of
food provided

Variety of activities
on offer to children

Helpfulness of staff

Value for money

Time of service

User Evaluation Survey

      4. If you are satisfied with any particular elements of the provision please state the reason.

                                                                                           L E
      5. If you are dissatisfied with any particular elements of the provision please state the reason.

                                             M P
      S A
      6. Any other comments about the provision offered.

User Evaluation Survey


 You do not have to complete the following section, but the more information we have the easier it is to
 tailor our services to meet your needs. Any information you provide will be kept confidential.

 7. How old is your child?
        3 to 4 years                    5 to 7 years                     8 to 12 years             13 or over

 8. Are you?
         Male                           Female

 9. Where do you live?

    Hammersmith & Fuham borough
        SW6                     W6                                       W12                       W14

          W11                           NW10
     Other London borough (please specify

     Outside London (please specify)

                                         M P
 10. Please tick the following that apply to you:

          Working full-time                                              Working part-time
          Child/young person with special needs                          On work related training scheme

          In receipt of working families tax credit                      Registered childminder
          In receipt of benefits                                         Student
          Have a long-term illness, disability or Infirmity
          Parent/carer who has chosen to look after their child on a full-time basis

 11. In order to ensure that our services are accessible to all groups it would be helpful if you could complete
 the following ethnic monitoring section: (please tick)

      White British                      Pakistan                                        Chinese

      Black Caribbean                    Mixed White and Black Caribbean                 Bangladeshi

      Indian                             Mixed White and Asian                           White European

      Black African                      Mixed White and Black African

User Evaluation Survey

           White other (please write)

           Black other (please write)

            Asian other (please write)

           Mixed other (please write)

           Other (please write)

      12. Is English your first language?         Yes                             No

      13. If No what is your first language

      14. If English is not your first language, do you need any extra support?

               Yes                                No

          If yes, please say what would be helpful

      S A