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About pickles37

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    Feet firmly under the table!

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  • Your interest in Foundation Stage education
    Nursery practitioner

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  1. Committee/manager help

    Wow foreveryoung that is amazing! Thank you so very much for your advice. I am too nice and too patient, trouble is I have tried stepping it up a bit, but my chairperson either doesn't agree, doesn't do anything and then the rest of the committee members I copy in don't say anything either. I will try as you have suggested and I like the fact that actually the agenda follows the manager and the setting and I also like your legal and policy updates. In actual fact enforcing them to be aware and a good record for ofsted too. Thank you
  2. Committee/manager help

    Hi all, and thank you for your comments. Yes I have tried to arrange meetings with my chairperson, but he has a very full on job and not around much. I am a crafter and certainly not a needy manager at all, but it is the staffing stuff that they do shy away from- this causes me problems because nothing gets finalised and yes they don't make decisions, financial or staffing and then we are paddling against the tide.......... We now have a brand new committee which is so exciting to have fresh blood and enthusiasm, but we are 4 weeks in and there haven't been any meetings or plans about their roles or the expectations. I have e-mailed all the important documents they need to be aware of and probably completely freaked them out! Diesel10, when the committee react like that, do things gets done though? My worry is I would do seek advice and get someone on board and tell them everything, which would up set committee, but if it improved things and they got on with their side of the deal then that would be amazing, but I am scared it won't improve and will make relationships worse.
  3. Committee/manager help

    Thank you so much foreveryoung - your post has made me feel so much better. I don't want to leave because we have come so far and i have worked so hard over the last four years turning things around and if i go, it will send the setting back, not because of me, but because of the committee and the time it takes to recruit. As you say i have nothing to loose and so will talk first. I have got support of the PLA and she is providing the training you suggested but not until December. Do you have to be tough at committee meetings to move on and get actions and decisions made or do you sit back and allow them their time - this is what I do and it stresses me out, 30 minutes later and they still haven't decided. Or 3 weeks later and the Chairperson still hasn't agreed a decision and staff difficulties are then in limbo as we wait for him to agree and then confirm! What do you do,if you are waiting for a decision and no-one seems to take it seriously? Thank you
  4. Committee/manager help

    Hi, So long story, but I manage a committee run provision that is really getting me down. We aren't moving forward with the times, have no idea what is being done. So, If as manager you felt that things were being run the wrong way from above in many ways, that stops you from managing and running the provision effectively because you are doing their tasks or can't do anything, because the committee haven't. What would you do?? Leave and let all the hard work you have done just go to waste Seek referral from Local Authority and tell them the mess everything is on to get back on right track I will add that I am fully supportive of our committee, I have been on that side too and it is very hard - so please don't view my post as a critical attack on volunteers. Thanks
  5. Thank you very much for all your replies, i find it very reassuring that the problems i am experiencing are common, and it is very difficult hopeytg when friendships cross over - I am the same, but i do like your phrase and think i may borrow that as it will certainly give me an explanation and almost a shield to allow me too bounce off my reasons without feeling guilty. I am working on a rota now and it is giving me some hope that it may work if not, then at least i will have a reason to go to somebody to discuss why it hasn't been done. I don't want to be picky, but i realise if the little things are not nipped in the bud, then they escalate and then to late to deal with. Thank you all for your great ideas.
  6. Thank you, brilliant advice - i did consider a rota actually for everything and then i thought i would have something in place that gives responsibility and then accountability. Do you break down the rota to each responsibility each day? Do you have an effective way of recording conversations? so if i have already spoken to a staff member about the same thing - do you record that, so you have written evidence? Basically i could issue stronger warnings for responsibilities not being carried out effectively but then have nothing on paper. Thank you
  7. Morning all, I am looking for some wisdom and advice on a Sunday morning, as it is the nature of our roles, i am fairly confident that i am not the only "nutter" working! half term is the only time i can catch up, reflect and plan to improve! So, my ongoing staffing difficulties are: 1. Ensuring that my staff team are behaving to a higher expectation consistently 2. I believe i make it easy for them as i am a "doer" and often find it quicker to do it myself if it hasn't been done - to mine and their detriment of course :( 3.Staff taking responsibility and being held accountable for adding to all things, such as planning, observations, staff meetings, SEF, health & safety, risk assessment So, my questions are: 1. How do you monitor which staff members are not "pulling their weight" or are perhaps not on board with ideas and then not following them through or maybe forget to carry out their responsibilities - example 1: out of my team, it is always the same 2 staff members that will not set up activities or tidy up the resources throughout the day, or walk past the sink full of dirty paint pots and brushes, or will keep walking past the heap of boots and coats on the floor in the lobby Example 2:everyone is reminded on a daily basis to ensure that they carry out the daily risk assessment and checks - so filling up the soap and the hand towel is ticked and initialled, but not done! Example 3: Fire checks have been claimed to be carried out on a weekly basis - emergency lights, alarms working etc, but when i go to check - there are no records? claims that they have got lost or binned by someone else 2. How do you record conversations you may have had with a staff member about the above situations when we are in ratio or office or just generally buzzing around trying to get through the day? I then kick myself at supervisions as i haven't got any record if anything conversation, excuse etc - particularly example 3.......... 3. How do you link or annotate conversations/supervisions/staff meeting notes to ensure that you can manage and ensure staff are meeting expectations? 4. How do you encourage and support the team to engage and take part Sorry for a very deep long post, but this is an area that i cannot seem to fulfil accurately and when it comes to a situation, i know i have had conversations but i have no record f anything to support my claim and therefore find it extremely difficult to bring staff behaviours up to a high standard. Thanks so much for any advice i may receive
  8. Hi all, We are a preschool that from September will be offering preschool sessions between the hours of 9.00- 3.30, two preschool sessions and a 45 minute lunch in between. We have planned to offer 10 x 30 hour places from September. We have then gone on to work out many 15 hour spaces, 18 hour spaces and 9 hour spaces to ensure flexibility. However we also wanted to stipulate that some of these hours must include afternoon sessions and morning sessions, so if a child come for 9 hours, 2 p.m. and 1 a.m. session. Can we do this??? Is anyone else having this same dilemma or are we making it too difficult?? Thanks
  9. nappy change

    Hi all, I manage a mixed age pre-school, so 2 years & 5 months up and wondering how I can improve our nappy changing facility, as we seem to have more and more children attending in nappies. i have no concerns about this, but just wondering what you all do in limited spaces, we currently change on the floor on a changing mat in a semi-secluded/open area, but this is not ideal and something i would like to improve. How many of you have changing units? and how does this work from a manual handling perspective? thank you How do you all manage this -
  10. 30 hour funding and how to offer it.

    So are the government deciding the "model" and what it must look like? All of your comments are extremely helpful, but I don't know what to do, the overlap of 30 minutes of our walking bus means we may be only able to offer 5-7 places, which I don't think will be sustainable for us, we are committee run setting and I don't know how to explain all of this to them, again one of the downsides of our set up - as they don't work on the floor and so don't understand it in practice. Thank you, it is reAlly helpful to hear all your thoughts and ideas, it is a real nightmare to know what to do. I am going to devise a questionnaire, but that will only be based on thise families we may keep in September, but not sure where to go. I think I will speak to our business advisor too.
  11. 30 hour funding and how to offer it.

    We have offer our funded hours in many ways - so either 9.15-12.15 or 9.15-1.15 or 9.15-2.15 or 12.30-3.30. Our families come through recommendations, family users from the village or the village primary school or siblings. I think the flexibility we offer sets us above many other settings in the area, which is often to our detriment because we create so much work.
  12. 30 hour funding and how to offer it.

    So what happens if we pick hours but they don't suit families? It is very tricky as our setting is relatively small in relation to our set up, we only have around 28 pre schoolers and 20 of those we lose in July and 21 primary children. So could I send out questionnaires to gauge what families may do? Although that also seems slightly futile as our current families that will be with us in September are around 8.
  13. 30 hour funding and how to offer it.

    Sorry, just got it 9-3!!!!
  14. 30 hour funding and how to offer it.

    Sorry to seem a little bit silly, but how did you work out that we can offer 5x6 hours?
  15. Hello, I manage a preschool and children's club that is open for 39 weeks a year plus 4 weeks holiday club . We offer care from 7.45-6.00pm and take and collect children from the primary school - a ten minute walk from setting. Because of our walking bus, between the hours of 3.00-3.30 we are often at 21-25 children currently in our care including around 19 primary children and 7 pre schoolers back at setting. So in regards to offering the 30 hours, based on our walking bus for 30 minutes, it seems we can only offer around 7 places a week for 30 hours. What would be the implications for this? I feel like we should be offering more, but because of 30 minutes in our day we can't. Any thoughts or guidance on what we could do? How sustainable are settings, we seem to have a forecast but it appears we are always at a loss, so could this lack of offer cause us to lose more money? Thank you