Analysis of the problem
?Information is gathered to identify possible solutions to the problem (9).
? Information is interpreted and presented (9)
? A number of options to solve the problem are identified (5)
? Discretionary mark (2)
Above is the question below is the supposed answer - does it answer it - or have I gone off half assed in to something else?
As a team we discussed through both team meetings and individual appraisals a variety of options including:
? Bringing in a new manager
? Promoting internally & recruiting a new assistant, then either
? Giving all management tasks and roles wholesale to the new manager
? Splitting the tasks down and dividing them between the new manager, the new member of staff recruited specifically for the skills needed and existing staff members.
The process of decision making has been simplified by my being able to define the additional responsibilities and work load because they substitute for parts of my existing role. I have had to factor in some allowance for the time it will take for people to train and develop into their new roles.
The problem naturally fell into 2 distinct goals; Firstly, the establishment of the new post of Childminding Manager, involving;
? The extent of the responsibility and authority to be delegated (Appendix B).
? The business, personal skills and qualifications required of the post holder for the management role.
? A review of the capacities of my existing staff in relation to the above parameters (Appendices C & D).
? A comparison of these skills to what might be available by external recruitment.
Secondly, to assess the additional staffing required covering the shortfall in my direct work with the children. This required;
? An estimation of the hours/times I have direct contact with the children (Appendix A).
? A breakdown of the total shortfall by task (Appendix B).
? The development of a timetable of requirements (Appendix C).
? The matching of existing staff skills to the tasks (Appendix C & D).
? Investigating the availability, qualification and willingness of existing staff to take on additional tasks and hours (Appendix E & F).
o This involved a skills and training audit.
o Arrangements to provide the necessary training.
o The development of additional guidance procedures.
Establishment of childminding manager
? What roles will I be delegating?
? Can they be delegated to a single person or in part to more than one person?
? Has my existing lead Childminder got the skills now?
? If not, what are the missing skills sets and has she the competence to obtain those skills?
? Can we find other people to cover part of the delegated functions and does this make economic and business sense?
Having regard to the preferred option of using my existing lead childminder, how does that compare with the option of new recruitment.
Additional childminding and other assistance
From the work in the investigation phase I have defined the requirement in both time and skills and have assessed the capacity of my existing staff. It is clear that I am able to cover the shortfall in my time input mostly using existing staff (with training and development) but I have had to recruit a new member of staff as a childminding assistant.
Suggestions for action cover the two matters previously noted and an identified need for part of my roles which cannot be delegated to either the Childminding Manager or any other staff to be retained by me owing to either only me having the skills or to their being critical senior tasks.