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Team Members and their Responsibilities
Lucy Yeandle BTEC L3 – Owner
Responsible for EYE administration, Billing and Registration, Trained in First Aid, Safeguarding, Food & Hygiene L2 & Manual Handling.
Mathilda Norris L6 BA (Hons) in Education Studies – Manager
Special Educational Needs Coordinator (SENCO), Marketing, Fire Safety Officer, Equal Opportunities, Behaviour Management Officer, Designated Safeguarding Lead (DSL) Trained in: First Aid; Food & Hygiene L2; and Manual Handling.
Emily Isherwood L3 Norland trained – Deputy Manager - Toddlers
Safeguarding Lead, trained in: First Aid; Food & Hygiene L2; and Manual Handling.
Kim Tustin L3 – Senior Practitioner
Trained in: First Aid; Child Protection; and Manual Handling.
Jo Varley L3 – Senior Practitioner - Toddlers/Rising 3's
Safeguarding Lead, trained in: First Aid; Forest schooling; and Manual Handling.
Lisa Bristow L3 - Senior Practitioner - Preschool
Safeguarding Lead, trained in: First Aid; Food Hygiene and Manual Handling.
Emily Skidmore L3 – Preschool
Trained in: First Aid; Child Protection; and Manual Handling.
Jenni Dwyer L2 - Toddlers/Rising 3’s
Trained in: First Aid; Child Protection; and Manual Handling.
Chelsea Nicholls – L3 – Rising 3’s/Preschool
Trained in: First Aid; Child Protection; and Manual Handling.
Emily Willis – Nursery Assistant - Babies
Trained in: First Aid; Child Protection; and Manual Handling.
Isabel Plenderleith L3 – Nursery Practitioner - Babies
Trained in: First Aid; Child Protection; and Manual Handling.
Claire Stevens L3 – Nursery Practitioner -
Trained in: First Aid; Child Protection; and Manual Handling.
Jemma Smith - Early Years Apprentice
Trained in: First Aid; Child Protection; and Manual Handling.
Alisha Worth L3 Nursery Practitioner
Trained in: First Aid; Child Protection; and Manual Handling.
Staffing and Employment Policy
We believe a high adult to child ratio is essential in providing good quality care. We have at least one practitioner to eight (maximum, we aim for six) children aged three years plus, we have one practitioner to four children aged two-three years and one practitioner to three children aged one-two years. We closely follow the Government 'Good Work Plan' (2018) to deliver an equality and diversity employment policy, seeking to offer job opportunities equally to both women and men, with and without disabilities, from all religious, social, ethnic and cultural groups. Our budget includes an allocation towards training costs and all staff are supported in areas of their interest. We are committed to recruiting, appointing and employing staff in accordance with all relevant legislation. Before offering the job we insist on: two written references from previous employers; a self-declaration medical form; and DBS check. Hopscotch is not responsible for any employees carrying out any childcare outside of the nursery hours. Employees are acting independently and any arrangements must be made outside of the employees working hours.
Professionalism
High standards are expected from all practitioners. Professionalism is expected to be consistent with all they work with, including their fellow team members, children and their parents. Lateness is frowned upon as this sets a bad example to the children in their care and their parents. If a practitioner is unavoidably late, every effort should be made to contact the nursery manager or deputy manager.
Hopscotch is committed to providing a harmonious, respectful, fair and dignified working environment and recognise the right of every employee to work in an atmosphere free of harassment and to complain about it should it occur.
Harassment is unwanted conduct that violates a person's dignity or creates an intimidating, hostile, degrading, humiliating or offensive environment for them. Harassment may take many forms. It can range from extreme forms such as violence and bullying, to less obvious actions like ignoring an individual. Whatever the form of harassment it will be unwelcome, unreciprocated and offensive to the recipient. The determining factor is how it is received - not how it was intended by the person initiating the behaviour.
All supervisory personnel are responsible for eliminating any harassment or intimidation of which they are aware. The problem may be resolved by immediate and firm action, which will prevent escalation. If this fails you should take your complaint through the Grievance Procedure. All complaints will be handled in a timely and confidential manner. You will be guaranteed a fair and impartial hearing and the matter will be investigated thoroughly. If the investigation reveals that your complaint is valid, prompt attention and action designed to stop the harassment immediately and prevent its recurrence will be taken.
Any employee found to have harassed or bullied another employee will become subject to proceedings under the Disciplinary Procedure.
Performance Management Policy
Performance management is a way of helping Hopscotch to improve its already high standards by supporting and improving work, both as an individual and as part of a team. It allows the team to agree and review priorities and objectives at regular intervals within the framework of Hopscotch’s development plan. This is a continual process.
Children will benefit because we will have a better picture of what, with encouragement, support and high expectations, the children can achieve.
Staff have the right to expect that their performance will be regularly assessed and that they will have a proper opportunity for professional discussion with the Nursery manager about their work and professional development.
Hopscotch already demonstrates best practice through:
A commitment to the welfare of the children and their achievements
An appreciation of the crucial role that our practitioners and managers play
An atmosphere of trust between practitioners and managers, which allows open discussion about strengths and areas for development.
The encouragement of practitioners to share good practice.
Before the performance management meeting, team members will be given an Individual Plan form. This is designed to encourage them to think about their strengths and achievements and to identify any areas in which they need support or training.
They will need to bring this to the meeting. Following the discussion with the Nursery manager they will then fill in the second part of the form identifying any objectives they wish to achieve and a time frame for these.
This will then be reviewed at the next meeting. If the objectives have been achieved these will then become achievements. New objectives may be planned or a review of the objectives set (as appropriate).
Meetings will take place bi-annually and catch ups will take place every 8-10 weeks. The performance management process for the nursery manager will take the same format but be implemented by 2 members of the team.