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Rellon, LakhvirMinding Your Own Business.Save the Children, London (England).1998-00-0045p.; A Partnership Initiative between Save the Children,Sandwell Metropolitan Borough Council and Tipton CityChallenge.Save the Children, Publication Sales, 17 Grove Lane, London,SE5 8RD, England, United Kingdom.Reports Evaluative (142)MF01/PCO2 Plus Postage.*Agency Cooperation; *Child Caregivers; *Day Care; EarlyChildhood Education; *Family Day Care; Foreign Countries;Needs Assessment; Professional Development; ProgramEffectiveness; Program Evaluation; Young Children*Caregiver Training; England; Save the Children Fund

The principal aims of the Tipton Childminding Project, begunin 1994, were to increase access to and quality of training and support forchildminders and caregivers in England's Tipton Challenge area, to increasethe number of childminders and child caregivers from all sections of thecommunity, to promote interagency initiatives to develop links betweenchildminding and other forms of childcare provision, and to demonstrate thevalue of different forms of childminding support in raising the quality ofchildminding. This report documents the work of that project from 1994 to1998, detailing the project's development and chronological history. Amongthe conclusions of the report are that: (1) there is a need for continuedsupport, advice, and guidance for partnership agencies to enable sustainablecollaboration; (2) training for childminders was found to be very effectiveand was delivered monthly by the Social Services Department and the TiptonChildminding Project by 1995; and (3) the Project had become one of thelargest providers of independent daycare training and post-registrationchildminding training. Recommendations are delineated with regard tochildminder requirements, the need for childminder support, the need forincreased public awareness, and the need for specific and regular trainingfor childminders. Included in the report are case studies and reportspresenting a social services department perspective, describing theinvolvement of the Youth Forum and the Save the Children, and detailing theproject's achievements. Also included are samples of leaflets used in theproject. Two appendices include a questionnaire used to identifychildminders' needs. (KB)

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TIPTON CHALLENGEPartnership

minding your own businessby Lakhvir Rellon

A partnership initiative between Save the Children,Sandwell Metropolitan Borough Council and Tipton City Challenge

An evaluation of theTipton Childminding Project

Published bySave the Children17 Grove LaneLondon SE5 8DH

Save the Children 1998Registered Charity No. 213890

Foreword

The availability of accessible and high quality servicesfor children in their early years plays an importantpart in their development and also in parents' abilityto undertake work or training. Training inchildminding is often a first step for women into otherforms of childcare work but is fundamentallyimportant in its own right.

The Tipton Childminding Project has made a majorcontribution to the quality and profile of childmindingservices, not only within the Metropolitan Borough ofSandwell but throughout the UK. An opportunity todraw on the expertise developed by the Project andits partners was provided by work with organisationsin Hungary earlier this year to assist their planning formore diverse forms of childcare.

This work has been made possible through thesupport of Tipton City Challenge and will form a firmfoundation for the continued development ofchildminding services.

Save the Children has built on its relationship with theNational Childminding Association, both in trainingand in the development of new programmesthroughout the work in Tipton.

We are pleased to have contributed something oflasting benefit for the children of Sandwell.

Judy ListerRegional Director,UK Central and Eastern Europe Region,Save the Children

Contents

Introduction 4

The Tipton Childminding Project Steering Group 5

Chronological History of the Tipton Childminding Project 6

The Development of the Tipton Childminding Project 8

Background Information 8

The Project Brief 8

The First Year 8

Bringing Sandwell to Tipton... and Taking Tipton to Sandwell 9

Development and Involvement in the Borough Association 10

Support Groups 11

Diwali 12

Bulk Buy (Art and Craft) Scheme 14

Conclusions 15

Consolidation of the Sandwell Borough Childminding Association 15

Training 15

Issues and Recommendations 16

The Partnership 18

Case Studies 21

Hazel Johnson, Chairperson SBCMA 21

Sharon Bell, Former Tipton Childminder 21

Elaine Wellbourne-Biddle, Tipton Childminder 22

Glynis Lloyd, Tipton Childminder 23

Reports 25

The Tipton Childminding Project: A Social Services Department Perspective Steve Brightman 25Working in Partnership with the Save the Children Sandwell Childminding Project Judy Warner 25The Achievements of the Tipton Childminding Project Heather Chinner 26

The Involvement of the Youth Forum, Shree Krishna Mandir, West Bromwich Pravin Patel 27

Leaflets 29

The Tipton Childminding Project 29

Local Drop-in Support Groups for Registered Childminders 31

The Travelling Toy Box 33Sandwell Childminding Equipment Loan Service 34

Organising a Fun Day 35

Appendix 1: The Tipton Childminding Project Questionnaire 38

Appendix 2: The Tipton Childminding Project Questionnaire Analysis 40

Introduction

The aims of the Tipton Childminding Project wereconsistent with Save the Children's (SCF) policy andchildcare strategic aims in 1994. SCF's positionstatement on childcare talked of "developing innovativeand flexible ways of meeting the changing needs ofchildren and their families; working in partnership withother organisations in the statutory, voluntary andprivate sectors", and "raising the status of childcarework and workers by promoting training and goodworking conditions, recognition of their essential rolein the development of young children".

Save the Children had proven experience in trainingand supporting childcare workers. From its work inManchester with the Trinity House ChildmindingSupport Project, Save the Children also had experienceof developing and supporting services for childminders,running childminder drop-ins and toy libraries and hadan understanding of issues affecting childminders.

Save the Children wanted to contribute to childmindingdevelopment in Sandwell by:

increasing the access to and quality of training andsupport opportunities for childrninders

working with other voluntary and statutoryagencies to develop links between childmindingand other forms of childcare provision

demonstrating the value of different forms ofchildminding support in raising the quality ofchildminding.

The Tipton Childrninding Project had clear links withother Save the Children work in both Manchester and

4 Minding your own business

Merseyside. The initiative provided a great opportunityto introduce into Sandwell policy and practiceachievements from other Save the Children projects inthe UK. It was also recognised that parents, carers andtheir children would benefit significantly from anydevelopment work with minders.

The day-to-clay management of the Project was theresponsibility of Save the Children, supported by amulti-disciplinary Advisory Group. The groupconsisted of the Assistant Programmes Director, Savethe Children West Midlands, the Project Manager, theRegional Development Manager of the NationalChildminding Association, the Social Services Managerwith responsibility for Under 8's and the RegionalOfficer for the Pre-school Learning Alliance BoroughAssociation.

The principal aims of the Project when it began in1994 were agreed by the partners to be:

to increase the access to and quality of trainingand support opportunities for childminders andchild carers in the Tipton Challenge area

to increase the numbers of childminders and childcarers from all sections of the community in orderto meet the needs of children and parents

to promote inter-agency initiatives to develop linksbetween childminding and other forms ofchildcare provision

to demonstrate the value of different forms ofchildminding support in raising the quality ofchildminding.

The Tipton Childminding Project Steering Group

Margaret Thompson

Lakhvir Re non

Peter Forth

Judy Warner

Sue Heard

Heather Chinner

Steve Brightman

Joanne Hensman

Assistant Programmes Director, Save the Children (February 1994)

Project Manager (February 1994)

Principal Social Worker, Social Services Department, Sandwell (November 1995)

Regional Manager, National Childminding Association (February 1994)

Pre-School Learning Alliance (February 1994 )

Chief Executive's Department, Sandwell (February 1994 1996)

Manager, Children's Services (June 1996)

Sandwell Borough Childminding Association (February 1996)

The Tipton Childminding Project Steering Group 5

Chronological History of the Tipton Childminding Project

1993

Planning and development between City Challenge,SCF and the Sandwell Metropolitan Borough Council(SMBC).

1994

Project leader and Project worker appointed.

Administrator appointed.

Childminder recruitment campaign for Tipton launched.

Survey of Tipton Childminders carried out.

First Childminder Support Groups in Sandwellestablished in Tipton.

Mobile Toy Library and Equipment Loan Serviceestablished for Tipton.

Piloted Introduction to Childminding Sessions inTipton and Great Bridge, post-registration trainingdeveloped.

Vacancy database for Tipton Childminders started.

Art Project on Disability Awareness facilitated bycommunity artist.

Successful bid for Single Regeneration Budget (SRB)funding to develop a borough-wide Mobile Toy Libraryfor childminders.

Work in partnership with NCMA to develop theSandwell Borough Childminding Association.

Articles in City Challenge press on the Project'sconcerns around unregistered minding.

Newsletter to Tipton minders.

Attend and represent Sandwell at the NationalChildminding Association Conference (NCMA) andAGM in Newcastle.

First Christmas Party for childminders and mindedchildren.

First co-ordinated social event for childminders andparents: Christmas meal.

Project represents Sandwell at Regional NCMA meetings.

Joint work with Parental Support Project (City Challengefunded) 'Learning through play'.


1995

First Sandwell Childminders' Fun Day held duringNational Childminding Week.

Time-limited support offered to childminders wantingto set up Support Groups in other parts of theborough.

Development of Bulk Buy (Art and Craft) Scheme forchildminders.

Preparatory work for developing the Mobile ToyLibrary.

Expansion of training session offered tochildminders.

Increased development work with BoroughAssociation.

Involved in the inaugural meeting of the SandwellBorough Childminding Association.

Invited by SCF Central and Eastern EuropeanDepartment to work with them on a childcareinitiative in Hungary.

Departure of Margaret McCaig, Administrator.

Project successfully bids for funding to extendEquipment Loan Service across the borough.

Support Groups developed in other parts ofSandwell.

Newsletter circulated to all Sandwell minders.

Move to Hawthorns House; project renamedChildminding Resource Centre.

Wonderland trip (outing for Sandwell minders).

Worker employed for The Travelling Toy Box.

Worker employed for the Equipment Loan Service.

1996

Project Manager visits Kobanya, Hungary, to deliver apresentation on the Tipton Childminding Project.

Launch of the Mobile Toy Library and EquipmentLoan Service.

Consolidation of Training Scheme: training for otherboroughs and organisations.

Groups established in many localities and runningindependently.

Summer play schemes use the Bulk Buy service forthe first time.

Hungarian delegates from Kishunhalas visit to see thework of the Project.

New Administrator, Paula Watts appointed, working25 hours for Project and 10 hours for The TravellingToy Box.

Full staff team attend NCMA Conference.

-AO

Above Her Royal Highness the Princess Royal chatting toTipton childminders and minded children on her visit to

Diwali event followed by Project staff interviews on SandwellBBC Radio Asian Network.

Co-ordinated borough-wide Fun Day.

Lakhvir Rellon visits Kiskunhalas, Hungary, to delivera presentation on the Tipton Childminding Project.

Fundraising event: Fashion Show (ConnaughtFashions).

Childminding Resource Centre offers placementsvolunteers and students.

Trip to National Sea Life Centre during summerholidays.

Six month social work placement from the Universityof Central England.

Volunteers and students attend Presentation Eveningat the centre.

Mayors visit the group at Wednesbury.

Trip to Wyre Forest.

Displays of Project's work tour the libraries in theborough.

Preparations for the visit of Her Royal Highness Theto Princess Royal, president of SCF, to Sandwell to meet

minders at the Project offices.

Minders and the Project work together to planpublication and conference to document achievementsof the Project.

1997

Sandwell minders join West Midlands Region NCMA /Representative from Project withdrawn.

Work of the projects at the Childminding ResourceCentre feature in a Central Television programme onthe work of SCF in the Midlands.

9

1998

Her Royal Highness The Princess Royal, president ofSave the Children, visits Sandwell to celebrate theconclusion of the work of the Tipton ChildmindingProject and to wish childminders well in their futuredevelopment.

Launch of Minding your own business anevaluation report of the Tipton Childminding Project.

Chronological History of the Tipton Childminding Project 7

The Development of the Tipton Childminding Project

Background Information

The Tipton Childminding Project arose from aninitiative developed by the Sandwell ChildcareResource Group, an interdepartmental officers' group,which included representation from the voluntarysector. The group had been meeting for two yearsprior to the bid for the Project being presented toTipton City Challenge in 1993. The group had recentlyproduced a Childcare Strategy for Sandwell and alsoproduced a Strategy for Childminders.

Within the Social Services Department (SSD),responsibility for all children's clay care, includingchildminders, lay with a team of eight social workers.Prior to 1993, however, there had been far fewer fulltime staff responsible for children's clay care inSandwell. As a result of this, the amount of workundertaken with childminders, particularly in terms ofsupport and development, had been limited.

The demands of The Children Act, together with localinterpretations of regulations and allocation ofresponsibilities and reorganisations of Social ServicesDepartments, resulted in childminding continuingto be a low priority for many local authorities.(Re-registration of all individual minders also createda backlog of inspections.)

Sandwell is a very deprived borough with high levelsof unemployment and poverty. As with other areas,there is recognition that provision of childcare is acnicial factor in enabling people to embark on trainingor enter employment. With the recession of 1993 94

the development and support of childminding waseven more important in order to provide qualityalternatives to those unable to afford nursery costs, aswell as counter the growth of unregistered minding. Itwas also felt particularly important to explore ways ofsupporting relatives who were caring for children. Thiswas expected to be, and from the experience of theProject workers found to be, the major source ofchildcare in Tipton, the City Challenge area.

The Project Brief

The Tipton Childminding Project was developed as aninter-agency and corporate initiative to improve theprovision and support for childminders and informalchild carers in the Tipton City Challenge area.


Two full time workers were employed, ensuringmutual support, together with an administrativesupport worker (25 hours per week).

The Project provided an opportunity to implement andextend work expected to be undertaken by socialservices staff. With a focus on childminding in adefined geographical area the Project could focus onexploring ways of working which, clue to resourceconstraints and legislative demands, were difficult forSocial Services to pursue.

The First Year

Little was known of the demand for childminding andof Tipton childminders, and so the initial task of theProject workers was to actually meet the childmindersand listen to what they had to say. There werefourteen childminders registered for the Tipton areaon the Social Service Department lists and all weregiven a chance to talk and be listened to.

Project workers assumed that if a person's name wason the SSD childminder list they were activelyminding. This was not the case at all. Of those on thelist some had gone through the registration processbut had never actually minded; others had ceasedminding years earlier; others had moved. This was anissue that The SSD were aware of and during thelifetime of the Project, the voluntary sector, includingSCF, and the local authority worked together inpartnership to access Single Regeneration Budget(SRB) funding to develop a Childcare InformationService for Sandwell.

Initial contact with minders was made by letter, toraise awareness of the Project and its aims. The letterswere followed with home visits, with much timedevoted to building relationships and gaining trust.It was essential that minders were honest about theirconcerns and the issues which affected them. It wasstressed that while the Project was working inpartnership with the SSD, the Project workers werefrom the voluntary sector and therefore independentof the local authority (the Registration and InspectionUnit) the Project did not have a policing role.A questionnaire was used to stimulate discussion(see Appendix 1: Tipton Childminding ProjectQuestionnaire).

10

Generally, the minders all spoke of very similar,overwhelming feelings. Many expressed feelings oflow self-esteem they did not feel respected, and feltmost people regarded them as just babysitters. Themajority felt isolated and marginalised and felt theyhad very little support. Many talked of feelingundervalued, underiitilised and expressed feelings ofbeing exploited by parents. The minders concernedworked extremely long hours for very low wages(11.00 an hour or even less). This raised the issue ofparents not being prepared to pay appropriate ratesfor childcare.

The fact that daycare advisors called once a year for aninspection visit was commented on. This was often theminder's only contact with anyone other than theparents and children in their childminding role. Itbecame apparent that most childminders knew littleabout others in the same role in Tipton; only twominders knew each other as friends and two wererelated. All the minders we spoke to were aware of theNational Childminding Association but there was little,if any, knowledge of the support available from them.

Many also talked of having to turn away childrenbecause they did not have appropriate equipment, forexample, they could not manage two toddlers if theydid not have a double buggy.

By May 1994 the workers had collated questionnairesand conducted interviews with all the minders. Thisprocess maximised the childminders' involvement andconsultation in the development of the Project,ensuring that the service developed would beappropriate to the needs of the childmindersthemselves. The survey certainly gave Project workersa clear, up-to-date profile of the childminding scene inTipton. (See Appendix 2: Tipton Childminding ProjectQuestionnaire Analysis.)

This first phase of work provided a report for action.The major focus of the Project by this stage was todevelop support mechanisms through drop-ins, a toylibrary, loaning equipment and promoting anddelivering childminder training. Another priority was toencourage the involvement of the NationalChildminding Association through Judy Warner, NCMAMidlands Regional Manager. Judy, an extremelyvaluable member of the Steering Group, had beeninvolved with the Project from an early stage.

Above The Team in Tipton 1994: Margaret McCaig(Administrator), Lakhvir Rellon (Project Manager),Kate Mitchinson (Project Worker)

There was also work to be done with otherorganisations to ensure support for minders and thecommunity at large to raise awareness about thesignificance of good quality childcare practice.

Bringing Sandwell to Tipton... and TakingTipton to Sandwell

From the beginning, staff detected resentment towardsthe Project from other child carers who felt it wasunfair that childminders should be focused on in thisway and provided with so many resources. Othergroups with a focus on childcare working in thecommunity felt that they too should be entitled tosimilar resources and support and were alsodisgruntled.

There was resentment too from childminders whocould not access the Project because they did not livein the City Challenge area. Tipton minders werereceiving training, able to loan equipment, haveone-to-one support, access to a Mobile Toy Libraryand support groups other minders outside Tiptoncommented that this was totally unfair. Sandwellchildminders began to contact the Project in the beliefthat they would be able to access the services. Staff atthe Project had the difficult task of explaining that theservice was targeting only those who lived in theChallenge area.

It became apparent that the development ofchildminders in the Tipton area alone was causingproblems in the rest of the borough. By focusing on

1 1 The Development of the Tipton Childminding Project 9

such a small group of childminders it seemed thatdivisions between the childminders were beingencouraged, leading to competition rather than mutualsupport. The Project workers believed strongly that itwas essential for Tipton childminders to interact withother childminders across Sandwell. If they couldidentify with minders outside Tipton it would givethem all a stronger identity and a louder voice. If theyremained parochial they would not gain from thesupport of the other minders (around 300) inSandwell.

An undesirable situation was in danger of developinga core group of highly skilled, highly trained and

professional childminders would be available inTipton with the service provided by minders outsideTipton viewed as inferior. Tipton minders wouldbecome marginalised and seen as elitist.

Many strategies were used to try to bring Sandwellchildminders into Tipton so they could interact withthe minders involved with the Project. They wereinvited to take part in a day trip to the Wyre Forestan ideal opportunity for the minders to get to knoweach other in an informal social setting. It was hopedthat through this interaction Tipton minders woulddevelop an interest in what was happening on thechildminding scene borough-wide.

The Project then co-ordinated the first Sandwell FunDay for childminders which was held during NationalChildminding Week. The event was held at the TiptonLeisure Centre where the Tipton minders SupportGroup met. This was a deliberate strategy to bringSandwell minders into Tipton and to encourageinteraction and the building of friendships andrelationships. This was a crucial turning point in thedevelopment of the Project it had been running inTipton for over a year and suddenly minders fromoutside Tipton were desperately asking for support. Itwas proving difficult to contain the pressure.

By late 1994 the Project had outgrown its small officesand suitable, spacious office accommodation was verydifficult to find in Tipton. In early 1995 the Projectmade a strategic decision in consultation with CityChallenge to move to a more central location in theborough and to give sections of the Project's work amore borough-wide focus. Several models for


developing work with childminders had beendeveloped in Tipton and it was felt the time was rightto expand this work to other parts of Sandwell.

After a painstaking search, the office that later becamethe Sandwell Childminding Resource Centre wasfound. Those who saw the office commented on thelarge amount of space and wondered whether anoffice of that size was necessary. The Project,however, was sure that all this space would beneeded. There were already plans to develop furtherwork such as the borough-wide Mobile Toy Library,the Sandwell Equipment Loan Service for RegisteredChildminders and the Bulk Buy Scheme.

Development and Involvement in theBorough Association

The Project worked closely with Judy Warner, NCMA,from the early days to mobilise childminders fromacross Sandwell. All agencies acknowledged that, withsupport, the minders would gain great benefits fromforming their own member-led and representativeorganisation. The difficulty was that in other areasthere were usually some informal mechanisms inplace, such as support groups, which developed theconfidence of childminders and led to their servingon a committee. However, in Sandwell, the Projectwas supporting minders to develop their own groupsand simultaneously support a group to form aBorough Childminding Association. The first meeting,in 1994, attracted a large number of minders. Thenumbers waned gradually over the next few meetingsbut those remaining proved to be a core of verycommitted people who felt that they had timeavailable, enthusiasm and enough energy to getinvolved.

The establishment and development of the BoroughChildminding Association has not been an easyprocess. The members of the association all haveresponsibilities during the day and invariably familycommitments in the evenings. However, it is to thechildminders' credit that, despite all the difficulties ofundertaking the responsibility of membership of acommittee in one's voluntary time, the association hasgone from strength to strength.

12

The Project believed Tipton minders would be astrong voice on the committee of the SandwellBorough Childminding Association because of theheightened level of awareness that existed amongthem on childminding issues. However, the reversehappened. There was certainly some positiveattendance at the initial meetings but when there wasan expectation of commitment, Tipton minders werenot as forthcoming as those from other parts of theborough. It was extremely difficult to involve Tiptonminders in the work that was developing acrossSandwell. There were a number of contributory factorswhich led to the Tipton minders not feeling that theywere part of the Sandwell developments: a history ofparochialism, lack of transport, family commitmentsafter the childminding day and not feeling the need tobe involved because the Project was able to offerthem everything they needed.

Support Groups

Support groups developed in Tipton have not beensustainable. Initially the groups were set up and runby the workers at the Project as requested by thechildminders. It became increasingly apparent that thismodel of project workers running sessions would notbe sustainable in terms of the exit strategy of theProject. Because of the time-limited nature of theProject, it was important that childminders coulddevelop the skills necessary to service these groupsand ensure their sustainability.

However, because of the large number of CityChallenge-funded projects working in Tipton, localpeople were becoming used to services beingprovided for them rather than being encouraged todevelop support mechanisms for themselves. Themodel of project workers running sessions was also

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4.1.11.64*

Above The fitst childminder support group in Tipton, Sandwell

13BEST COPY AVAILABLE


unsatisfactory because of the pressure to providesupport to minders outside the City Challenge area. Itwas also crucial that minders "did it for themselves" toensure the independence of the groups themselves.

From October 1995 there was a deliberate change ofstrategy and the decision was taken to offer groupstime-limited support in order to get them to the pointwhere they could become independent NCMAconstituted groups, with their own financial structureand committee. This was felt to be the mostsustainable format for the long-term survival of thegroups post March 1998. These groups would in turnsupport the Sandwell Borough ChildmindingAssociation.

The Project offered six weeks initial support to thegroups. In practice this needed to be a flexiblearrangement. Support was offered when identifying anappropriate venue, in contacting local childmindersand by providing a worker for the start-up sessions.The Project paid the venue hire fees for the first sixweeks and provided a start-up pack of tea, coffee,toys and art materials.

Minders were encouraged to develop these drop-insas they could provide an opportunity for mutualsupport and also structured play opportunities in agroup setting for their minded children. It was alsoconsidered to be a release from the isolation of beinga lone worker in their own home.

However, this model did not work in Tipton. Manyreasons were given by those minders who did notwant to attend the groups. Tipton is not a large areabut many minders did not have access to their owntransport and this prevented them from attending.Others were just so busy with school pick-ups andfamily commitments that they did not see a supportgroup as a priority.

It has been consistently difficult to sustain supportgroups in Tipton. More than once, staff attempted topromote the groups' independence but when staffwithdrew their high level of support and ceased to runthe group', the groups had difficulties with attendance.Twice, the group which had previously been cohesive,dwindled to one or two members when staffattempted to withdraw.


Staff felt strongly that there was little incentive forchildminders to do things for themselves' as the areawas heavily resourced and there were many differentprojects, all attempting to attract child carers to makeuse of their resources. Some childminders thought theProject was there to provide services for them, i.e. toactually run support groups, and found it difficult tounderstand or accept our philosophy of empoweringthem to build and facilitate sustainable self-helpsupport groups that would survive once CityChallenge funding ceased.

Support groups in the rest of the borough have gonefrom strength to strength. The policy of openlydeclaring limited support has led to minders takingresponsibility for the group from the very beginning.

Childminders in the successful groups were aware thatthey would need to be self-supporting and so haveworked alongside the Project to develop their ownstructure. Some groups have taken longer to form thanothers as childminders were reluctant to come forwardto take responsibility. A flexible approach was takenwith these groups and longer periods of support wereoffered to ensure childminders developed theirconfidence.

Diwali

A constant dilemma for the Project was how to makean issue like equality fun and interesting to explorerather than something to be shunned because ofminders' previous negative experiences of equalitytraining, or a belief that it was an issue that did notaffect them.

When a training session was organised on 'equalopportunities' only one person attended. When thesame course was advertised as 'Resources to SupportAnti-Discriminatory Practice' there was a waiting list ofpeople wanting to attend!

The Project had a policy of organising one-off bigevents to demonstrate models that could be used byother agencies in the long-term. Diwali was one suchevent. There were a large number of Asian childrenbeing looked after by childminders and we wonderedwhether minders gave consideration to the fact thatthis festival was a big occasion in the lives of thesechildren.

1 4

di*

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The Project workers had consistently had requestsfrom minders to learn more about other cultures andfestivals. They were aware that many minders wouldnot feel comfortable taking a child to a temple if theyhad never been to a temple themselves. It was alsoimportant that all children felt comfortable entering aplace of worship other than their own so that mutualunderstanding and respect developed.

The Shree Krishna Temple was first approached withthe request that it could be used as a venue for aDiwali Resource Day, expecting that they would betoo busy to offer much more support than that. Theirenthusiastic, supportive response totally overwhelmedus. Not only did the temple want to open its door tochildminders and minded children, it also wanted toknow more about childminding a route to therecruitment of Asian Childminders which could andshould be explored further. Members of the TempleCommittee took time off work to attend and played anactive part in the proceedings.

The team had agreed this was not to be an 'alldancing, all singing' cultural day. The objective was tointroduce childminders to different ideas and resourceswhich could be used in their own homes to furtherdevelop their own and the children's understanding ofDiwali. There were worksheets, arts and crafts

I

fy46.1

Above Staff a Social Work student, and a Leisure andRecreation student making up the team at the ChildmindingResource Centre in November 1996

materials which could be bought (glitter, candles,diwas, card etc.). Children and adults were able to goand sit by the shrine, listen to bilingual storytellingand play with a range of multicultural resources.Volunteers in the arts area worked with children oncreating Diwali cards, diwas and ornate decorations.

The event was an extremely cost-effective way ofworking with a large number of childminders andminded children. The Project workers felt they hadcertainly achieved their objective when the commentson the evaluation sheets talked of wanting to attendfurther events and wanting to explore equalopportunities further.

The Project was repeatedly asked if it would holdanother event the following year, but as previouslystated, the intention was to demonstrate that it couldbe done. It is the responsibility of all agencies toensure that the work is not forgotten. This modelworked well because:

it provided a networking opportunity for thechildminders

13 The Development of the Tipton Childminding Project 1 3

offered an opportunity for all minded children toparticipate in a large group activity within theirown community

the principles of equality were discussed anddemonstrated in enjoyable but subtle ways ratherthan in a confrontational and challenging way

everyone left wanting more knowledge andinformation.

Bulk Buy (Art and Craft) Scheme

From the start of the Project art and craft materialswere made available to groups in Tipton for use inplay sessions. Workers at the Project encouragedminders to involve children in art activities at drop-insupport sessions and demonstrated ideas andtechniques for art and craft activities. This wassupported by offering childminders the opportunity totake part in the Pre-School Learning Alliance 'LearningThrough Play' course.

As part of the work with groups outside the Tiptonarea, where the Project offered time-limited support tohelp childminders establish support groups, Projectstaff gave each new group a start-up pack of paint,paper and glue to enable minders to provide art andcraft activities at sessions.

It became increasingly apparent that, as groupscontinued over a period of time, stocks would need tobe replenished and therefore the Project began topurchase basic art and craft materials in bulk in orderto offer them at cost price to local childminder groups.As the Project purchased in bulk the savings wereconsiderable for groups.


Requests from individual minders to use the serviceled to an expansion of the scheme and all moneyfrom the purchase of items was ploughed back intothe Bulk Buy Scheme to expand the range of itemsavailable. At this time the scheme was opened to othergroups in Sandwell, Pre-School Learning Alliance,After School Groups and Holiday Play Schemes.

The emphasis was on high quality art and craftmaterials and included materials such as 'peoplecoloured' paints, papers, pens and crayons, spongeprints for symbols and all major festivals. A smalllibrary of resource packs was available to givechildminders ideas and information; ideas for things todo were also included in each newsletter and atraining session on the subject of 'messy play' offeredextended ideas around art and craft themes.

The Bulk Buy Scheme was taken to events such asFun Days and Diwali where minders could purchaseequipment. The Project also used the materials for theart activities at the Diwali event. Project staff andvolunteers have regularly taken the Bulk Buy Schemeto drop-in support groups to sell to local childminders.This has proved successful and many minderspreferred the service to be taken to them.

The Bulk Buy Scheme offered practical support tochildminders and other day care workers. It was oftenpractical support that formed the initial contactbetween childminders and Project staff. Work such asthe Bulk Buy Scheme formed an effective vehicle,which drew childminders into the overall work ofthe Project.

Conclusions

Consolidation of the Sandwell BoroughChildminding Association

Save the Children and the Sandwell BoroughChildminding Association (SBCMA) are anxious thatthe foundations that the Project has laid aroundchildminding development in Sandwell need to bebuilt upon rather than left to crumble. It isacknowledged by all the partnership agencies thatunless the association continues to receive support,advice and guidance in its early years, it may not besustainable in the long term. It is envisaged that withcontinued support the association will be in a positionto organise support groups, co-ordinate the EquipmentLoan Service and organise training sessions. TheProject has witnessed the childminders' developingconfidence from being a part of their own association.The Project feels confident that SBCMA will, in thelong term, be effective advocates for childminders inSandwell and ensure that childminding is recognisedas a positive choice in childcare. SBCMA also has arole to play in keeping childminders throughoutSandwell informed of new developments and issuesboth on a regional and national level.

As the Project comes to the end of its life, SBCMA isstill at a very early stage of development and couldstill founder. It is crucial that agencies and workerswho have an interest in the provision of qualitychildcare capitalise and support the initiative ofSandwell childminders to help themselves. A strong,confident, professional association will not onlybenefit the childminding service in Sandwell but alsothe parents and children who use that service.

Save the Children believes that through the experienceof developing the Tipton Childminding Project it has adeep awareness of the extent of support still beingrequested by Sandwell childminders. There is a realopportunity for other agencies in Sandwell toconsolidate work developed by the Project and toincorporate sections of work which could be left withan uncertain future, such as the Equipment LoanService.

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Training

Those involved with the Project believed strongly thatit was essential to develop stronger links betweenchildminders and other providers of childcare.Whenever possible, training has been widened toaccommodate childcare workers other thanchildminders. This has provided an opportunity forreal discussion between minders and workers whocare for children in group settings. Social events werealso increasingly opened to other child carers so thatinteraction between them and childminders would bemaximised. Childrninding is a private arrangementbetween parent and childminder and once a minderhas completed the pre-registration training (obligatoryin Sandwell) and received the Registration Certificatethere is no compulsory training. It is very much up tothe individual how they choose to spend the clay withtheir minded children and whether they wish todevelop their skills to enhance the quality of carereceived by the child.

Training has formed a focus for a large amount ofwork with childminders over the life of the Project.From the beginning, Tipton childminders requestedtraining and this was recognised by them as animportant issue.

A concern at the time was the number of people whowent onto pre-registration training courses and eventhrough the registration process although they haddecided not to mind. Some did not have enoughinformation about childminding before they went onthe training and so had not made an informeddecision on whether it was the appropriate careerchoice for them.

The Project piloted briefing sessions on Introductionto Childminding sessions in Tipton and found thatthey were very effective. Participants received clearinformation on what childminding was really aboutand were offered support in making a decision. Thesesessions were recognised as beneficial and by 1995were being delivered around the borough on amonthly basis by Social Services Department and theTipton Childminding Project.

It is important not to underestimate the benefits of anindependent development agency and the statutoryregulating agency working together on these sessions.


Social Services Departments have a limited role inregulating the terms and conditions under whichchildminders offer their services and the nature of thechildminding they provide. By making contact withindividuals at the point where they were consideringwhether it was an appropriate option for them, theProject workers were able to raise issues around theneed for continuous skills development, theimportance of interaction with other childrninders andthe value of group activities for minded children.Raising awareness that minding is not substituteparenting is crucial childminding is a career choiceand one which needs to be undertaken professionally.A great deal of self-discipline is needed for thechildminder to maintain a professional attitude to theirrole once a minder becomes registered they areunder no obligation to interact with anybody until thedaycare advisor visits a year later for an inspection.However, knowing that support is available is vitalthere are over 300 childminders in Sandwell and theProject communicated regularly with all of them.

At the height of the Project's interaction with minders,training became the focal point for the Project, with itbecoming one of the largest providers of independentdaycare training and post-registration childmindingtraining. Increasingly, the Project used the in-houseskills of the team to provide a variety of trainingfocused on the needs of childminders in particular.The Project also used external trainers where specificskills were required, for example, Kid's Club Network,St. Johns Ambulance, Sandwell Victim SupportScheme.

Staff were also involved in delivering ChildmindersSpecific Training with other organisations both inSandwell and neighbouring authorities.

In the final year of the work the Project was deliveringone training session a month for childminders(25 places). It is proposed that the training packsdeveloped will be available as a resource for agencieswishing to develop work with minders in Sandwell inthe future.

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Above Lakhvir Rellon, project leader, in workshop

discussion with childminders

Issues and Recommendations

Issue One

Minders complained that they received mixedmessages about what was permissible and whatwas not.

"Things we can and cannot do should be writtendown. I get so confused, I never know if The SSD willthink I'm doing the right thing."

"It confuses me when I get so many mixed messagesas to what I can and cannot do as a childminder."

"I'm reluctant to pass on information that I've beengiven at my annual visit to other childminders becauseI'm never sure if it's right."

"I've been picked up on things during my inspectionvisit, for example, berries in the garden, and yet otherminders with berries have never had the issue raisedwith them."

"I was told I couldn't leave the minded children in thecar for a couple of minutes while I dropped one off inthe school. I had arranged for my emergency cover tostay in the car with them but I was told they were notsure I could do this."

Recommendation

Written guidelines could be produced by SocialServices Department in consultation with the BoroughAssociation. These could then be given tochildminders during the registration process andwould avoid confusion and uncertainty.

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Issue Two

While the Project has worked with childminders todevelop a framework of support mechanisms inSandwell, there are other issues around therelationship between childminders and social services.Childminders are very willing to talk but do not feelthey are being heard.

"Every year we get the same form prior to ourinspection visit. So I filled it in the same as last year.I was told I shouldn't give the same answers everyyear. I said I shouldn't be asked the same questionsevery year."

"I was told a child had to be fed every four hours.How can I make a child eat when he doesn't want to?"

"I've had a lot of work through the SSD and its beengreat. When you see the look on the faces of childrenand their parents it's all worthwhile."

"It wasn't a supportive visit they've obviously got thesafety of children as a priority; I understand that andthey have to do their job. But the visit I had knockedall the confidence out of me. My wanting to contactthem again went."

Recommendation

An independent agency be approached to undertake aproject to gather information about the experience andviews of childminders. A 'policing' registration andinspection role can be difficult to balance with abefriending role; however, the issues raised byminders appear to focus on the rules and regulationsthat affect their clay-to-day work as minders.

At present there is no mechanism for these collectiveviews to be heard. If minders find their contactwith social services disturbing, intimidating orconfrontational, we have witnessed withdrawal andheard rumours of covert activity.

Issue Three

The Project identified unregistered minding as being amajor issue in Sandwell, as in many other boroughs.Staff found it difficult to address this issue in anymeaningful way for one of two reasons:

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13

The general public have very little awareness ofchildminding and the legislative framework withinwhich it fits so individuals may not be aware of theneed for registration.

Social services departments need to be clear abouttheir legal position and there was uncertainty as towhat would happen to an individual who wasreported for minding illegally.

Recommendation

A public awareness raising campaign could beundertaken. This could focus on the profiling ofchildminding as a profession and the necessity ofregistration. Social services could also produce clearinformation on the actions that would be taken in theevent of someone being reported. This informationmay be widely displayed and distributed throughlibraries, health centres, play groups, etc.

Issue Four

In Sandwell, in common with other boroughs, thereare low numbers of Asian and Black RegisteredChildminders. Recruitment campaigns have been co-ordinated but to date have not created any increase inthe number of applications for registration fromminority communities.

Recommendation

A public awareness raising campaign could be pilotedwith one identified community. A holistic approachneeds to be taken in the sense that every age groupneeds to be given information. Particular points aboutchildminding need to be communicated:

What is childminding?

How to become a childminder

Implications of informal minding

Childminding as a positive childcare option.

If working, for example, with the Asian community,displays could be circulated in temples, Asian shops,community centres and schools. Existing groups couldbe accessed by working with postholders whoseresponsibility specifically relates to Asian communities.


The issue of what levels of support can be offered toprospective minders needs to be considered:

mentoring

'hand-holding'

practical assistance with applications

interpreting, translated information.

Some thought also needs to be given to theappropriateness of the standard pre-registrationtraining. Does it need adapting? Is there any specificinformation which needs including? Could the trainingaccommodate family members, for example, toexamine issues around the implications ofchildminding on the family?

Issue Five

Registered childminders are increasingly being used bythe Social Services Department as a way of providingchildcare for families in need. Many childminders arewilling to provide this service but a number havecommented that necessary training and support is notconsistently offered. Childminders have spoken of theneed for more support, more contact with the socialworkers and other professionals, access to resourcesand a reasonable level of payment.

"I've looked after children for the SSD in the past butI've had so many difficulties. I wasn't told very muchabout the children there was no communicationwith the SSD I didn't get any information, nosupport and the payments weren't very good. Tryingto get in touch with the SSD is so difficult. I wasn'toffered any training. I was originally told I couldn'tdo it because a sponsored childminder had to be anurse, NNEB or a teacher. Then 18 months later I hada call saying the rules had been changed and I couldlook after a child for them. Apparently now anychildminder who lives in the area can be approachedto look after a sponsored child."

"I was once told I would be looking after a child forsix weeks and then the placement would finish. Theyforgot to tell the parent and she turned up with thechild as usual after I had been told to stop mindingthe child."


"We need more information, more training, supportand contact with the SSD and the payment is terrible.

for looking after a child for a whole day!"

Recommendation

Specific and regular training could be developed toallow sponsored childminders to develop a range offlexible skills. There is also a need for regular one-to-one support and supervision. A mechanism needs tobe developed which would allow for communicationand liaison between social services, parents and otheragencies involved with the placement.

The Partnership

Given the requirements of The Children Act and thenecessity of co-operative working towards anintegrated childcare provision, it was essential fromthe beginning that the Save the Children initiative besupported by Sandwell Metropolitan Borough Council(SMBC) at senior management level and that closeworking arrangements be developed on the ground.When the Tipton City Challenge bid was successful,there was support from social services seniormanagement and a willingness to enter into a writtenpartnership agreement.

From the beginning of the Project becomingoperational it was evident that effective consultationshould have been ensured with all partner agenciesprior to the first staff being recruited. The officersresponsible for developing the Project proposal hadmoved on, and therefore much work was needed toforge new relationships. There is a real lesson to belearned here about ownership. If a partnership Projectis to be an effective and a real partnership, it isessential that workers, officers and senior managementare kept informed and that there is consistent officersupport for the purpose of continuity. It is essentialthat organisations take ownership rather thanindividuals making agreements in isolation. In 1994both Save the Children and local authorities had beenthrough varying degrees of reorganisation which hadled to working relationships being lost. The newAssistant Programmes Director for Save the Childrendid not have the contacts in Sandwell Social ServicesDepartment that her predecessor had. Also the new

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delegated officer from Social Services had not beenkept fully informed by their department of the focus ofthe work and the commitment Social ServicesDepartment had entered into by signing a writtenpartnership agreement.

The impact of change can indeed be very forceful.There is a need to be constantly aware of this impactand to be committed to a strategy that focuses ondeveloping relationships. The partnership was agreedbefore the Project began in 1994 but never effectivelyrenewed after that.

Save the Children has recognised, through working inother parts of the UK and the world, thatorganisational cultures can be very difficult. Changesat director level especially can have a huge impact. Allthree partner agencies experienced changes at seniormanagement level over the life of the Project. It isvitally important to the success of a Project thatcontingency plans be considered at the beginning:"What will happen in the future?" Partnershipagreements need to be owned and understood at alllevels. Senior management may well have the best ofintentions when entering into a partnership but if frontline staff have not been kept informed, do notunderstand, agree with or support a particular sectionof work, then potential for conflict is present from thebeginning.

Project staff felt frustrated at the placing of the TiptonChildminding Project in the Business and Enterprisemonitoring group of Tipton City Challenge. It was feltthat a monitoring group specifically focusing oncommunity development or childcare issues couldperhaps have provided different levels of supportwhich the Project would have found beneficial. Thismonitoring group would have been more supportiveand provided childcare/community developmentprojects with a stronger focus, monitoring the Projectfar more effectively.

Save the Children's experience in working on otherregeneration projects with other local authorities hasshown clearly that these are by no means uniqueexperiences particular to Sandwell MBC and TiptonCity Challenge. These are structural issues which needto be addressed at the outset when a proposal forfunding is prepared. Ownership and a realunderstanding of the focus of a project needs to be

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true of all partnership agencies to avoid falseexpectations, unfair criticisms and to foster a sense ofunity of purpose.

Useful lessons can be drawn from the experience ofthe partnership agreement relating to the TiptonChildminding Project.

If an agency is seeking to enter a partnershipagreement to set up a project, it is essential thatfront line staff, and any other staff who will havecontact with the project, be consulted and keptinformed of developments to foster a real sense ofownership of the work.

The partnership agencies may wish to considerapplications from their staff for a secondment to apartnership project. This may be particularly usefulin forging relationships between the voluntarysector and the statutory sector during the life ofthe project.

There is a need for all agencies to nominate anofficer from their organisations to be the projectlink. Should postholders change, a formalhandover with a project update and necessarybackground information would be useful. Personalintroductions or visits can go a long way toforging effective working relationships.

All partner agencies need to ensure that thepartnership project is kept fully informed abouttheir policy and practice. This can prevent serviceusers and project staff receiving mixed messagesand inaccurate information from different levels ofpartner organisations.

Each partner agency could usefully contribute tothe effective reviewing of the project by regularlyproviding progress reports. This would assist theproject in understanding the different perspectivesof partner agencies and stimulate discussion onthe direction of the project.

Specifically related to regeneration monitoring, inthe Tipton Project's experience monitoring adevelopmental project is quite different tomonitoring an employment or training focusedproject. More significance needs to be given to thelong-term strategy, the involvement of users, theeffective consultation process with user groupsand the benefits of empowerment 'to do things

The Development of the Tipton Childrninding Project 1 9

for themselves'. The framework of economicregeneration funding places much emphasis onthe 'number crunching' type of monitoring whichit is difficult to balance with a communitydevelopment project.

Considerable time, effort and resources are requiredwhen agencies enter into partnership projects so it isworth paying careful consideration to all the issuesthat may impact on the development of the projects.Without this, the work that is produced may fall shortof expectations and the target group receive apiecemeal and ad hoc service.


The Tripartite Agreement between Save the Children,Sandwell MBC and Tipton City Challenge producedfour years of intensive developmental work withchildminders, first in Tipton, and then in the boroughof Sandwell. The Project far exceeded the expectationsof the early days. Project staff felt that this was a realreflection on the desperation of childminders forsupport, development and training rather than a resultof an effective and strong partnership between theagencies. In hindsight, one can only imagine theimpact the Project could have had if the points listedabove had been considered before the Project began.

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Case Studies

Case Study: Hazel Johnson, ChairpersonSBCMA

I first heard about the Project in June 1995 when I wasinvited to the Tipton Childminding Fun Day; when Iwent there, I met Kate (Project worker) who wasmaking the tea and I asked her why we didn't haveany of this support in Wednesbury.

About six months later, Kate rang and asked if I wasinterested in getting a support group going I had athink about it and said yes, I would be interested. So Iwent with Kate to visit the childminders who lived inthe area, and found a venue and things just startedfrom there.

Before the Project intervened, childminders worked inisolation in our own homes. There was no contactbetween the childminders unless you were luckyenough to meet one by accident. You were not givena list of minders who lived and worked near you.

The Support Group got us into contact with otherminders in the area and then, as we built up ourconfidence, we would go out together socially andwould take the children out together. We have a lotmore fun we still do the same things but we dothem in a group.

If the Project hadn't been there and given us that firstpush, I don't think we would have developed the waywe have now. The Project got us together in the firstplace and gave us the idea. It's a play group now butit's more than that the childminders get so muchsupport from each other. No-one else gave us athought we were just women looking after kidswhile we were at home with our own kids.

Back in 1995, I enjoyed my childminding but now Ifeel I have a lot more confidence. I used to be quitenervous; I remember feeling terribly nervous when Iwent with Kate to look at the first venue for thesupport group. But now I'll have go at anything. Ifsomeone asks me to do anything, I'll say, "Yeah, I'llhave a go".

The Project has always been there for us. There's noway we at the Wednesbury Group are going to beforgotten because the Project has let so many peopleknow where we are and what we're doing.

fi

When the Project goes, the support groups will still bethere and I have no doubt the Borough Associationwill continue, but there's not going to be the supportSave the Children has been able to offer us. If there'sanything going on in the country the Project are thefirst to know about it. If there's anything that mindersshould be interested in, the Project lets us know aboutit and they always try to get us to any courses that aregoing.

We need so much more support, encouragement andconfidence. We need someone locally who can giveus that support when we need it. Things may havedeveloped, but if the support from the Project hadn'tbeen there, we wouldn't have continued. There havebeen times when we've been so nervous andconfused but there's always been someone at theoffice saying, "Don't worry, don't panic. How abouttrying this or that?"

I don't know what's going to happen in March. I justhope everyone doesn't forget about us.

Case Study: Sharon Bell, Former Tiptonchildminder

It really helped getting to know other childminders inTipton. I'd been minding for about a year before I metstaff from Save the Children and I didn't knowanyone. It was so nice to know that if I had aproblem, there was someone who I could talk to. IfSave the Children hadn't come along, I doubt theminders would ever have got together because therewas no framework of support there. Childminding wasa stop-gap for me; I'd always wanted to do the NNEB,and childminding gave me so much experience andreally built up my confidence.

When you've got minded children most of the time,you don't know what type of work you're going toget. The Equipment Loan Service that Save theChildren set up was great. I never had to turn workaway because if I needed to borrow a double buggyor a car seat, I could.

With all the training I underwent as a childminder, itgave me the confidence to go on to do the NNEB andthe interview panel were really impressed with myportfolio and all my certificates.

Case Studies 21

When I've clone my NNEB, I'm going to try to find ajob. If I can't find one I think I'd feel quite happy tostart minding again. I believe then I'd feel confident tobe an active member of the Borough AssociationI'd enjoy that.

The Project put me in touch with creches and I reallyenjoyed the experience that gave me. I realised as aRegistered Childminder, lots of opportunities came myway to develop my skills further.

It's sad because when the Project goes, I think thechildminders are going to be left on their own again.Without some framework there, it's going to be reallydifficult. The Social Services Department aren't alwaysable to respond to our queries very quickly.

Save the Children knew us and the minded childrenthere was always a friendly face!

Case Study: Elaine Wel lbourne-Biddle, TiptonChildminder

During my six week pre-registration course, I met aTipton minder who was working in the creche. Shewas already attending the groups being developed bySave the Children. I started going to these as well. Ithought the groups were so useful because everyonepicked up different contacts, met other childminders,got details of events things to do with the children.

Because I've got a child of my own, I had someequipment anyway, but when the younger childrencame, I only had limited equipment. I was able toloan safety gates and fireguards it saved on financeand space. When I'd finished with a piece ofequipment, either because the child left or grew out ofit, I could send it back. If it hadn't been for theEquipment Loan Scheme, I would have reallystniggled. I couldn't have afforded to go out and buyeverything at once so I wouldn't have been registereduntil I got everything that the Social ServicesDepartment said I had to. I went on the training inMay and by September I was all set up. It would havetaken much longer if it hadn't been for the LoanScheme.

I'd always wanted to do the British Sign LanguageTraining and with the support of Save the ChildrenI've successfully completed my first year. I want to


continue next year and then I'm looking forward toother training that'll complement the Sign LanguageTraining. Save the Children seemed to have so manycontacts and the staff had so much experience. Before,I wouldn't even have known where to go and how togo about finding the training. Lakhvir (member ofstaff) sorted all that out for me.

If Lakhvir and Kate hadn't been there, I wouldprobably have done the pre-registration trainingbecause I had to and it would have taken such along time to get established that I'd have lost interestin doing any more training. There was alwayssomething being put on or different training beingoffered.

When the Project finishes, I think the minders willprobably keep in touch through the Support Groupsin Sandwell because we've met quite a few times.There has definitely been a network of contactsdeveloped. But unless Save the Children had put it allinto action, I don't see how anything would havestarted or developed we'd probably all have carriedon doing our own thing in our own homes.

The experience of other childminders now comesdown the line to us. If I've got a small issue that cropsup, I think, "I know someone else who had a similarproblem." And they've usually been in touch with theProject and got advice and in turn they pass theinformation down to us.

In March when the Project closes we're going to haveto try and carry on. If there was a health problem, I'dprobably approach the child's parent(s) and the HealthVisitor. If it was a financial or legal problem I'd bestraight on the phone to the NCMA.

As far as I can see, I'm going to be busy with childrenup to the year 2000 the feedback from my mindedchildren's families makes it all worthwhile. They seemto be happy with the service I offer.

I'm enjoying what I do and with the support I've hadfrom Save the Children with my Sign LanguageTraining I'd like to be able to use my new-found skillswith minded children.

Tiptonians are cautious people and they either take toa project or they don't. Save the Children came in andtalked to us at our level. They seemed to want tolisten and they were so friendly. I don't know what's

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Above Minded children in Tipton enjoy a group activity and it really helped to be able to discuss things witheach other.

going to happen when Save the Children withdrawsfrom working with childminders. I always got theimpression from the beginning that the Social ServicesDepartment and Save the Children were workingtogether. So if there was any support or advice thatI needed I know I could approach either Save theChildren or the Social Services Department.

Case Study: Glynis Lloyd, Tipton childminder

When Kate (Project worker) rang, I was quitesuspicious I get so many calls. I was very reluctantbut when I met her, I was really impressed. BeforeI had contact with the Project, I was really lonely.When I heard about what the Project was trying todo, I didn't think anything would come of it. WhenI went to the drop-in for the first time I'd had abereavement and everyone was so supportiveI didn't know any other minders before that. I learntsuch a lot from the other minders: I found out I hadrights as a childminder; I also learnt that otherrninders had usually experienced similar problems

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I used to go to a play group originally but no-onespoke to me because I was a childminder. One of theminders is now one of my best friends. My confidencehas improved so much I know now that I've got tostand up for myself. I love my childminding and Ireally enjoy the courses that the Project has introducedme to: I've done First Aid, Learning through Play andWorking with Parents. I've now got the confidence todo creche work when asked I didn't even know Icould do this before I met other childminders.

If I've got a problem, I know I can ring the Project andget a response straight away. The SSD are helpful butsometimes it can be quite a while before you get aresponse and most of the time my query needs anurgent response. I've also had support from the NCMA.

Recently I had a real problem with one of the parents.She was very abusive and rude to me and so I wentdown to the drop-in and saw Kate. She advised me onwhat I should do and who I should inform. She wasable to calm me down and give me the confidence tostand up for myself.

Case Studies 23

I don't always feel I can talk to the SSD the way I canto staff at the Project. They're independent and arethere to support and advise me, and they'veintroduced me to so many people and places that Inever knew I could go to before. If I have anotherproblem, the first thing I would do is contact anotherchildminder because they've probably come acrosssimilar problems in the past. I also feel more confidentabout contacting the NCMA.

When I first started, I just felt as though I wasbabysitting and I used to be so lonely. I didn't knowthere were so many other minders in Tipton. I used tosay I was "just a childminder". Now, if I'm asked, I say


I'm a childminder and it's hard work, but I really enjoyit. When I used to go out with very young Asian andwhite children, people would stare I used to think,"What are they thinking?" but now I don't care. I'mproud of being a childminder. I've even had littlebadges made for the children to say they're out withtheir minder. When I first started, I was totally on myown and I didn't even know I could get milk for thechildren.

I'd really like to thank the Project because they'vebeen so supportive over the last four years. Is anyonegoing to care about us now?

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Reports

The Tipton Childminding Project: A SocialServices Department Perspective

The Tipton Childminding Project has provided anopportunity to establish an array of support systemsfor childminders throughout the borough. The Projecthas been instrumental in setting up and supporting theSandwell Borough Childminding Association on anongoing basis. Linked to the development has beenthe evolution of local support groups across theborough as an important way for childminders toprovide support for one another.

The Project has also been a focal point for thedevelopment of 'bolt-on' support schemes includingthe Equipment Loan Service and Mobile Toy Library.Informal support and day-to-day advice on a range ofissues relating to childminding has been the staple dietfor the team.

In fulfilling this support and advice-giving role, theProject has been able to complement the role of theSocial Services Department which has legalresponsibility for the registration and inspection ofchildminders within the Borough. The Children's DayCare Team of the Social Services Department haveincorporated these new developments into thePreparation Training Courses for prospectivechildminders. Representatives from the differentstrands of support come along to the courses tointroduce themselves and inform the group of theopportunities available to them. On inspection,members of the team are also able to signpost peopletowards these invaluable resources in order to addressany issues that arrive and ultimately to improve thequality of care provided by the childrninder.

As the Project comes to an end, it will leave behind alegacy of support systems for childminders. It istherefore imperative that all those people and agenciescommitted to supporting childminders in Sandwellwork together to ensure that we build on the firmfoundations that have been laid over the past fouryears.

Steve BrightmanService Team Manager, Family Support Services

Working in Partnership with the Save theChildren Sandwell Childminding Project

The National Childminding Association has beenprivileged to work alongside our colleagues in Savethe Children in this exciting, innovative Project whichhas encapsulated the elements of support andinformation, self support and training that is at theheart of NCMA policy.

NCMA and Save the Children have for many yearsworked in partnership in a variety of ways anotherexample of two major voluntary organisations workingon behalf of children and their carers which has hadsuch a positive outcome. As the Midlands RegionalManager of NCMA, I have been indebted to the Projectin many ways, in particular to the support they haveoffered the NCMA voluntary network locally. Workersfrom the Project were of great help to me informulating the borough-wide childmindingassociation which was launched in November 1995.Since the inaugural meeting the workers have been aconstant source of support and advice to the BoroughAssociation Committee which has complemented thesupport offered by myself. Childminders in Sandwellhad no formal structure and no local support groupswhen I came into post in 1993. The Save the ChildrenProject started just after I set up the Midlands officeand so right from the start we worked together todevelop childminder services which would supportthe infrastructure of self support, access to trainingand liaison with other local childminding associationsthrough links with NCMA West Midland RegionalCommittee. The strength of the Sandwell BoroughChildminding Association owes much to the supportoffered by the Save the Children Project and, whilestill very much in its infancy, we very much hope thatthe association will continue to gain in confidence asthey take on new and challenging responsibilities inthe future.

Another key area of development to which the Projecthas contributed, is that of setting up local supportgroups for childrninders. When the Project started, nosuch groups existed; there are now five groupscovering the borough with further groups planned.The in-depth support offered to enable such groups tobegin has ensured that childminders now have theopportunity to meet one another on a regular basis,

2 7 Reports 25

to share ideas and concerns and to access training.Therefore this very isolated group of childcareworkers has been given the opportunity to gettogether to be represented at all levels within thevoluntary network and to gain much needed supportfor themselves and their profession.

Until the NCMA Midlands Office was set up and theSave the Children Project was in place, childmindersin Sandwell did not have the opportunity to have theirviews represented. Childminders now have a voiceand the Sandwell Borough Childminding Association isa channel through which childminders andchildminding groups can have their say and berepresented on a variety of fonims both with thestatutory authorities, who can use the association toconsult on a range of issues relating to childminding,and with other organisations involved with early yearscare and education.

The Save the Children Project has had a major role inhelping the key volunteers in the association to gain inconfidence and develop the skills necessary to take onthis important role. Affirmation of the skillschildminders have and support to develop these skillsfurther has influenced the development of theBorough Association, the childminding groups andindividual childminders' pride in the important workthey undertake in caring for and educating youngchildren.

NCMA views training for childminders as an importanttool in ensuring a high quality childminding service.The Project has offered training on a wide variety oftopics relevant to the work of childminders and thishas contributed to an increase in good practice withinthe borough.

So what of the future? We very much hope that theBorough Council will support the joint proposal fromNCMA and Save the Children that a developmentworker be appointed who will carry forward thisimportant piece of work. The Project has made anexcellent start and had an important and valuableimpact on the childminding services in Sandwell butmuch remains to be done and we hope that the workof supporting this important service will continue.

Judy WarnerNCMA Midlands Regional Manager


The Achievements of the Tipton ChildmindingProject

This Project was originally sponsored by the SandwellChild Care Working Group, an inter-agency groupwhich had been meeting since the 1980s in order toimprove the range and quality of childcare in theborough. The group included representatives from awide range of agencies including Sandwell Council,Barnardos, Save the Children, Sandwell College andSandwell Trade and Enterprise Council. It wasrecognised that although childminders provided thevast majority of pre-school child care places inSandwell, their profile and status was low and theywere an isolated and unrecognised work force. In1994, inspired by the work of Save the Children'sTrinity House Childminding Support Project inManchester, the working group took the opportunityoffered by the Tipton City Challenge bid andsubmitted a proposal for a childminders' supportProject. To our delight, the Tipton City Challenge bidwas successful, funding for our proposal wasapproved and the Tipton Childminding Projectwas born.

It was the hope of the group that the TiptonChildminding Project would, through intensive workin one part of the borough, provide examples of bestpractice which could then be replicated elsewhere inSandwell. In particular, the establishment ofchildminder support groups was seen as an importantarea of work which would reduce the isolation ofchildminders and establish a network which couldoperate independently of the Project. Collaborativework with the Social Services Department, forexample, around training for minders, was also seenas a priority which could strengthen links betweenchildminders and the council.

From the outset, the Tipton Childminding Project hasmade a very positive contribution to widerpartnerships working to improve, childcare inSandwell, bringing with it both the perspective of aninternational voluntary agency with a developmentalfocus, and the local knowledge and sensitivity basedon the Project's work in Tipton. In particular, theProject has played a key role in initiatives such asthe establishment of the Mobile Toy Library (TheTravelling Toy Box), the Sandwell Childminding

28

Above Michael Jarrett, Resource worker, with The TravellingToy Box at West Bromwich Library

Association and the Equipment Loan Service forminders. The work of the Project will have a lastingimpact on childminding in Sandwell.

Heather ChinnerFormer Chanperson of the C'hildcare Resource Group,Officer of the Regeneration Division of the ChiefExecutives Department, Sandwell

The Involvement of the Youth Forum,Shree Krishna Mandir, West Bromwich

Save the Children made contact with our mandirthrough Niranjana Patel, the co-ordinator of ourSmarty Club, who has direct links with the Save theChildren Childminding Project, Smethwick she hasaccessed both the training they provide and the BulkBuy Scheme. Niranjana approached the Youth Forumregarding a request from Save the Children to hold aDiwali event for childminders at the mandir.

The mandir committee responded very positively tothis request we are very enthusiastic aboutdeveloping work with children and young people.The Youth Forum is constantly striving to make themandir as approachable as possible so we were veryexcited at the prospect of holding such an event.

The mandir has had approaches from local schools inthe past specifically for educational purposes whenchildren have been taught about Hindu culture.Diwali is always the favourite event that people liketo focus on.

23

The organisation of the Save the Children event wasgreat fun. Usually when you try to organise an event,there tends to be panic about the number of peopleattending and the sheer volume of work that needs tobe done. Save the Children worked with us to ensurethat both agencies worked together in a supportiveway. I certainly learned that if you're working on yourown, it can be a difficult and uphill struggle but if youwork in partnership with other agencies, obstacles canbe overcome more easily.

When the Save the Children Childminding Projectapproached our manclir, one, maybe two peoplewithin the Youth Forum had an understanding ofwhat childminding was. I was amazed at theinformation I was given at the Diwali event and alsoat the numbers of children that were actually caredfor by childminders. I feel we learned a great dealfrom that one event.

Since the Diwali event, the mandir has been involvedin organising other events and we have used thetechniques that we learned from organising the eventwith Save the Children. We are far more systematicand go through each stage of the organisation pointby point to ensure everything is considered.

We are very much more aware of the need to considersafety issues when there are so many adults andchildren in the rnandir. The Save the Children workerswere very clear that safety issues needed to beconsidered carefully. We thought we had arrangedeverything perfectly on the day of the event but whenthe Save the Children staff started to arrive, they askedus to consider fire exits, safe parking of buggies, andcordoning off areas where young children might haveaccidents, such as the stairs. It was a very valuablelearning point for us and we haven't forgotten it. Inthe past we have been very relaxed about timing butagain, we realised the importance of scheduling andtiming as the minders we were catering for hadrestrictions on their time. They had to pick children upfrom school and so on.

There was a wonderful atmosphere that day, bothadults and children working and enjoying themselvestogether. It made those of us at the mandir feelvalued by the community and also made us awarethat we have much to offer to all communitiesin Sandwell.

Reports 27

)4

Above The SCF team and members of the temple workingtogether to celebrate Diwali with the children

Very often small voluntary organisations struggle alongwithout realising that they can be more powerful andsuccessful if they join together to undertake pieces ofwork. We have worked hard to raise money to rebuildour temple as the old building burnt down a few yearsago. I have come to realise that the temple doesn't justbelong to the Hindu community but to everyone who


INV

lives and works in the area. The temple isn't just aplace where Hindus are welcome to come andworship everyone is welcome. We very muchenjoyed our experience with the Save the ChildrenChildminding Project and look forward to workingwith childminders again in the future.

Pravin PatelCo-ordinator of the Youth Forum, Shree KrishnaMandir (temple), West Bromwich

30

Leaflets

THE TIPTONCHILDMINDING

PROJECT

.1.

A

Hawthorns Business CentreHalfords Lane, Smethwick, War ley B66 1BB

TIPTON CHALLENGEPartnership

Save the ChildrenWorking for a better workl for children

Save the Children'The Tipton Childminding Project

3T

Page 1

Leaflets 29

FOCUS ON TIPTONAdvice and information for parentsEquipment Loan Service

Tipton Child Care Forum

Childminder networking

Support for grandparentsChild care adviceInter-agency workSocial events

Advocacy

Organised activities forall minded childrenTraining

WorkshopsVacancy databaseDrop-in support sessions48 weeks a yearWorking locally with theNational Childminding Association

GENERALA base offering practical support forthe Sandwell Borough AssociationSupport for childminders formingnew support groupsAdvice and informationChildminding resource materialsVideos

LiteratureWorking nationally and locally withthe National Childminding Association

ConsultancyNetworking with childminder groupsBulk Buy (Art and Craft) Scheme

National Childminding Associationpublications and reports

Save the Children believes inmaking quality childcare a realityfor all children through a nationalchildcare policy which promotesand supports childcare provision

and encourages flexibleemployment practices

for parents.

THE BENEFITS OFQUALITY

CHILDMINDINGQUALITY CHILDMINDING

OFFERS CHILDREN:the possibility of continuity of carefrom babyhood to school andbeyonda close relationship with one carera home environmentfamiliar community surroundings.

QUALITY CHILDMINDINGOFFERS PARENTS:

choice in selecting a childminderwith views on childcare similar totheir ownflexible hours.

QUALITY CHILDMINDINGOFFERS MINDERS:

the independence of beingself-employed

the benefits of working from home.

The Tipton Childminding Project

30 Minding your own business 32

Page 2

Local Drop-inSupport Groupsfor RegisteredChildminders

What is a drop-in support group?

Childminding can be an isolated profession. Drop-in support groups provide registered

childminders with mutual support groups that offer access to advice, information and a

chance to discuss problems with people who are doing the same job. Children benefit

from group play in a safe environment.

How does a drop-in work?

Drop-ins work on a fairly informal basis with group members attending as and when they

wish. A weekly or monthly fee is usually charged to cover the cost of room hire,

equipment, tea and coffee. Play sessions tea and coffee are available.

Who runs the sessions?

In most cases local groups form a committee of interested childminders, with a Chair,

Secretary and Treasurer for the group taking responsibility for the management of the

group. However, it is vitally important for the success of a local group that all members

help out at sessions so that the work does not fall on one or two individuals.

How many members do we need to start a group?

You can begin a group with as many members as you like. The National Childminding

Association recognises local groups of five or more members.

Save the Children)1

Local Drop-in Support Groups for Registered Childminders Page 1

Leaflets 31

What about funding?

Funding is available from local and national sources. Sandwell Borough Childminding

Association is able to offer small grants to new groups. West Midlands Regional

Committee have a policy of supporting new groups with small grants.

Once groups have been established for a year or more, the National Childminding

Association are able to give annual grants. As all local groups who adopt the NCMA

constitution have the right to charitable status, support groups who have a charity

number can fundraise in their own right.

Are there any hidden advantages to becoming a National Childminding

Support Group?

Yes! All NCMA local groups are able to discount NCMA membership fees.

Save the Children)T

Local Drop-in Support Groups for Registered Childminders

32 Minding your own business 3 4

Page 2

TheTravellingToy Boxopens up toa World of Toys

The Project provides a Mobile Toy Library servicein the Borough of Sandwell.

The Travelling Toy Box is possibly the largest ofits kind in the United Kingdom in terms of thespecific service it provides.

It visits local libraries on a regular basis, and toysare made available to local members of the loanscheme, primarily registered childminders andother carers.

The 'Play and Loan' sessions are organised bythe resource worker for the Project, supported bystaff within the libraries and local volunteers.

The aim of the Project is to improve the quality ofchildcare in the borough of Sandwell and tocontribute to improvements in early yearslearning by providing practical support toregistered childminders and other carers,including parents, many of whom are on a lowincome, in the form of access to toys thatpositively reflect the cultural diversity ofcommunities in Sandwell.

These toys are usually prohibitively expensiveand, for many, the loan service can provide theonly access.

The Project offers advice on how to make thebest use of resources, leading to improved quality

of pre-school experience for all children inSandwell.

It is anticipated that the service will improve thelevel of support to registered childminders inparticular, thereby enhancing the quality ofservice they provide.

The Travelling Toy Box works in partnership withthe local authority, communities andorganisations, addressing needs and striving toachieve sustainable lasting benefits to thechildren of Sandwell.

It aims to fulfil one of the primary aims of all Savethe Children work, which is to consider children'soverall needs in the wider context of thecommunities in which they live.

The Travelling Toy Box is a joint initiativebetween Save the Children, SandwellMetropolitan Borough Council and the singleRegeneration Budget with revenue fundingsecure until 31 March 2000.

Over the life of the Project, it is anticipated thatapproximately 2000 children will benefit from theservices of The Travelling Toy Box. However, thisfigure does not reflect the wider context ofbenefits to registered childminders, other carersand volunteers associated with the Project.

Save the Children )T

The Travelling Toy Box The Mobile Toy Library

Leaflets 33

SandwellChildmindingEquipmentLoan ServiceThe service is a partnership initiativebetween:

Save the ChildrenSandwell Health AuthoritySandwell Metropolitan Borough CouncilSandwell Adventure Play AssociationCommunity Transport

The aim of the service is to supply registered

and prospective childminders in Sandwell

with equipment of a high standard to enable

them to provide a quality service to children,

parents and carers.

The service includes both loan equipment

and low cost hire-purchase. It gives

childminders an affordable option of hiring or

purchasing equipment.

Childminders may hire items that would only

be needed for a short period of time. Where

it would be more economical to purchase

items that are needed for a longer period of

time the Service is be able to offer items at

cost price.

buqv I1FL (0121)558W

M

fiedillb.***1

Att:If childminders decide to purchase items

after initial hire, the hire fee will go towards

the cost price which they would be able to

pay by instalments.

It is hoped that providing childminders with

British Safety Approved equipment will

reduce accidents and help childminders

develop good practice and encourage

parents to consider safety issues.

As safety issues are raised, the service will

be able to provide information, advice and

training sessions by networking with other

safety organisations, drawing on their

expertise in safety and accident prevention.

This will be offered to childminders and via

them to parents and children.

As the service has been based at the

Childminding Resource Centre it has

complemented the other aspects of the

Project, providing support and practical

assistance to registered and prospective

childminders.

Save the Children1(

Sandwell Childminding Equipment Loan Service

34 Minding your own business 36

Organisinga Fun Day7bese guidelines are intended asa rough guide to running yourown fun day. Pick out what youneed in order to make the daysuccessful and easier for you.

.

Don't try to do everything yourself. (The more people that help to plan and execute the

day, the easier it will be. Fun days are hard work

for organisers and a small team can be exhausted

if they have no assistance. Try to involve other

agencies or willing volunteers to help you with the ,day. Working together using everyone's strengths

to best advantage makes things easier. If you have group members with excellent organisational

or finance skills, encourage them to use these skills to the best advantage of the group. It's a good idea

to assign specific tasks to be completed by a specific time, for example by the next meeting. Planning

meetings should be held on a regular basis, starting well in advance of the day.

FinanceDecide early on, as a group, the amount of money you can assign to your fun day. Organising events

does not necessarily need to cost a large amount of money, especially if you can utilise your own

community skills for publicity, entertainment, face painting and refreshments. If you require bouncy

castles, entertainers, large venues and/or professional publicity, you will need to assign a budget. If

your organisation can't afford this, perhaps you could apply to your local authority, local businesses or

voluntary trust for finances. Keep receipts for everything and draw up a basic accounts sheet so that

you know how much money you have and where it's to be spent. Get quotes in writing from contractors

or contributors.

The venueFind a venue within your area that is easy for everyone to get to, with wheelchair and pushchair

accessibility. Health and safety should be a primary consideration. Think about the number of people

the building can hold safely a quick telephone call to potential venues will usually sort this out. Once

you have decided on a venue and checked its availability, a site visit is essential. Take a number of

_

Organising a Fun Day

3 7

Page 1

Leaflets 35

group members with you several heads are better than one. If you're planning a large event, it may

be worth asking the fire service to assist.

Draw up a checklist of tasks, including the following:Have all the fire exits been checked? Are the toilets adequate? Are they sufficient for the numberof

people you anticipate? Are the toilets accessible for disabled people? Is there somewhere you can site

baby-changing facilities? How and where will exhibitors unload and load? Is the venue child friendly

and safe? Local police will need to be informed with regard to parking and parades. Police maysupply

an outrider for the front and rear of parades. Local transport companieswill need to be informed out of

courtesy if you intend to use the streets for parades.

Consider where people will park cars is the area available at the venue adequate? Check the public

liability insurance of the venue and your own organisation, and the liability insurance of contributors

such as bouncy castle operators and quad bike providers. Check the insurance of any vehicles taking

part in parades.Check with your local authority whether you need an entertainment licence. If you wish

to sell beers, wines and spirits you will need to apply to your local magistrates' courtfor a temporary

licence. Do this well in advance as licensing sessions do not occur every month. You will need to

nominate someone as licensee.

Choosing a time and a dateCheck that there are no other large events at this time, for example, school fetes, church or temple

events, or other celebrations in order to maximise attendance. Consider whether you will need to

charge for admission.

PublicityTo whom do you want to advertise the fun day, where and how? Do you want to target local schools,

community centres, shops, health/baby clinics or youth clubs? Think about the people you wish todraw

to your event, and where they might meet. You'll have to consider whether you can afford to have

invitations, flyers and posters designed and printed. If not, do you know anyone with a desk-top

publishing package in their office or on their home computer? Proof read material very carefully check

dates, times and venue.

ThemesMany successful events have a theme. Some are organised as a result of a celebration such as Diwali,

Christmas or a spring fayre. Themes can unify an event, break down barriers and provide a useful

vehicle for organising the day. Popular themes include: a beach party, a teddy bears' picnic, ananimal

safari, space, cartoon characters, famous people, communication from around the world, the Olympics,

colours, carnival, country themes, for example, the French Revolution or the Wild West.

Outside attractionsConsider engaging a small fair or rides for small children as crowd pullers. Other attractions could

include: a coconut shy, 'throw the sponge', plate smashing, 'roll a coin', 'score a goal', sand/sawdust

lucky dip, 'find the egg in the sand', 'pick a straw', a cake stall, a plant stall, face painting/face paint



Page 2

tattoos, hair-braiding, tie-dying, plaster-casting, a potter's wheel, badge-making, enamelling, a fire

engine, a police arena area, a local newspaper van, ice-creams, burger and hot dog van, baked potato

wagon (NB: check who has the tender for your venue), a marquee, exhibitions from local voluntary

groups or council organisations, stilt walkers, quad bikes, sumo wrestlers, gladiator challenge, 'it's a

knockout', miniature railway, bungee crane the list is endless! Check that people bringing things suchas quad bikes have public liability insurance.

First aid stationContact St John's Ambulance or another recognised organisation well in advance to arrange cover foryour event. A First Aid station can also act as a relocation point for lost children/people.

PA systemA public address system is necessary for a large event (most DJs have these) and someone to

announce coming attractions and keep the event moving. Would you like music? Will it be live or not?

Celebrity guestsWho will open your event? Will you have a VIP list? Will they need a presentation of flowers or wine?Assign someone to look after them.

Recording the dayTake lots of photos and/or video the day. You can hire a professional photographeror approach

your local camera club or simply do it yourself. Approach your local newspaper and see if they will

come along free press coverage is good publicity. Plan a display in a public place for afterthe event.

Catering facilitiesMost people buy refreshments at this type of event and catering can be a considerable money spinner.

Home-made cakes, sweets and biscuits sell well as do tea, coffee and juice. You could consider

having a bar, but this will have implications in terms of added responsibility for regulating behaviour

and clearing away. You will need a temporary licence from your local magistrates' court. Outside

caterers like burger bars and ice-cream vans are popular, especially if you are planning an all day

event. You will need to check tender arrangements for your venue. Think about Asian and

Caribbean caterers.

Clearing away, acknowledgements and debriefingAreas used including streets and pavements will need to be cleared thoroughly and rubbish either

taken to a disposal point or arrangements made at the venue.

It is worth writing an acknowledgement to all the people who have helped or participated, stall holdersand exhibitors you may need their help next year.

A debriefing session held soon after the day helps to wind things up. Write a short report for anyonewho has given funds or gifts in kind don't forget to thank all committee members for their help.

Hopefully you'll all be able to pat each other on the back for a job well done!


39Page 3

Leaflets 37

Appendix 1: The Tipton Childminding ProjectQuestionnaire

The Tipton Childminding Project

This questionnaire is not a test or an inspection. It is designed to help us gain an idea of the level of support

currently available to childminders in the Tipton City Challenge area. The information we receive will assist us in

identi&ing the specific needs of childminders and the children they look after.

Name

Address

1. How long have you been registered as a childminder?

2. How many children are you currently registered to look after?

3. Are you a member of, or are you aware of, any of the organisations listed below?

a. The National Childminding Association

b. Pre-school Playgroups Association

c. Barnardos

d. Others

4. If you do not have contact with any of the above already, would you like more information

on any of them?

5. Do you get the opportunity to meet with other childminders in your area on a formal or informal basis?

6. If the answer to the above is no, would you like the opportunity?

4 0


7. Do you have enough access to courses, training, discussion groups and written informationin relation to your work?

8. If the answer to the above is no, would you like more details on any of the above?

9. Do you currently make use of any of the following facilities in your area in relation to your work?Toy libraries

Play groups

Book loans from libraries

Support groups

Self-help groups

Coffee mornings

Drop-ins

10. If you do not currently use any facilities, would you like more information on what is availablefor childminding in your area?

11. Are there are other comments you would like to make in respect to your work as a childminderand the level of support you have access to?

The Tipton Childminding Project would like to thank youfor your time and assistance in completing this questionnaire.

4 Appendix 1 : The Tipton Childminding Project Questionnaire 39

Appendix 2: The Tipton Childminding ProjectQuestionnaire Analysis

Twelve childminders (out of fourteen) were visited bymembers of the Project on an individual basis. Onaverage, one hour was spent with each childminder intheir own homes.

The questionnaire (see Appendix 1) was used as aguideline to stimulate discussion.

The aim of the questionnaire and the visits was tohelp us form an idea of the level of support availableto childminders and to identify their needs.

The two childminders who were not interviewed havebeen difficult to contact. Rather than a cold visit,letters have been sent inviting them to contact us attheir convenience.

Results

1. Five minders had been registered for 6 yearsor over.

Four minders had been registered for12 months or under.

Three minders had been registered for 3 yearsor under.

(One childminder held sponsored status.)

2. One childminder had been registered for12 months but had not actively sought tochildmind as she had been working part-timeand was expecting a baby during the summer.She was interested in actively taking upchildminding after the summer.

Four childminders were not looking after anychildren at the time of being interviewed. Allthese childminders felt that there was littleinterest in the service they were providing.

None of the childminders visited wereworking to their full capacity; all hadvacancies. Between them they had eightfull-time and four part-time placements.

Eleven childminders between them had47 childcare places; therefore 35 vacanciesfull-time and 12 part-time.

The majority of children being looked afterwere in the 0-5 age bracket.


All the childminders interviewed andregistered in the Tipton area were white.However, four of the 12 children were black,with two children of African-Caribbean originand two children of Asian ethnic origin.

3. Five childminders were not NCMA members.

Six were members but had very littleawareness of the activities, aims and objectivesof NCMA.

Two people remarked that they received theNCMA magazine but found it 'boring' and putit in the bin.

There was very little awareness of thePre-school Learning Alliance (PLA), Barnardosor other voluntary organisations, merely arecognition of the names.

4. All the minders except one were veryinterested in receiving further informationabout the relevant organisations.

5. Four childminders said they occasionally metother childminders on an informal basis,i.e., bumping into them at play groups/schools, etc.

Two lived on the same estate and so wereable to act as `back-up' minders for each other.

Six had no contact whatsoever with otherminders and did not know where they lived.

6. All the minders, without exception, said theywould welcome the opportunity to meet withother minders on a regular basis.

7. Of the childminders visited, only three saidthey had enough access to either courses,training, discussion groups or writteninformation. All said they would like moredetails of the above.

Obstacles to access to the above includeddistances, frequently withdrawn courses due tolow enrolment numbers, frequently inadequatenotice of training given, and venues beingdifficult to reach.

BEST COPY AVAILABLE4 ,2

9.

Childminders requested specific areas oftraining.

Six childminders requested Under 8's First Aidtraining.

Two childminders were very interested in anNNEB course and wanted further information.

Five childminders did not make use offacilities in their area at the time, for example,the Mobile Toy Library, play groups, supportgroups, etc.

Seven childminders made use of eitherformal/informal play groups.

Five used book loan services from locallibraries.

10. All said they would welcome moreinformation on facilities specifically forchildminders.

There was a great deal of interest in the Savethe Children Project Mobile Toy Library andEquipment Loan Service for specific use bychildminders, and also in the drop-ins andsupport groups for childminders.

Two expressed an interest in SCF providingmulti-cultural books as part of the toy libraryservice.

11. Some childminders felt that they received verylittle help in advertising their vacancies andtherefore found it difficult to fill their places.There was some criticism of the list ofchildminders circulated by social serviceswhich was often out of date and did not giveenough appropriate information. It was felt tobe more appropriate if a list were sent outdetailing the experience and qualifications ofeach childminder along with informationabout vacancies.

Two minders specifically asked if our Projectwould be prepared to liaise with minders inthe area and act as an intermediary/information service between childminders andparents.

Another function suggested for SCF would beto liaise with childminders to provide a more

BESTCOPYAVAILABLE 43

efficient back-up service for childminders asminders felt unable to negotiate time offbecause of a lack of alternative childcare.

One childminder expressed concern that sheshould have been re-registering in September1993 and was still waiting to do so inJune 1994 when interviewed for the purposeof the questionnaire.

Two childminders felt quite angry that theyreceived little or no support from the localauthority, specific criticism being that they sawtheir Day Care Officer once a year forinspection but had no contact otherwise.

There was a need to address specific areas oftraining, for example First Aid.

All childminders were very enthusiastic andshowed real interest in Project.

A general feeling of isolation and lack ofsupport was apparent.

12. Most childminders felt undervalued/resentful/let down.

13. The quality of care observed was very high.Specialist knowledge level amongst the minderswas good.

14. The long-term commitment of the minderswas high. Many wanted to learn/develop asprofessional child carers.

15. There was very little awareness of disability/disability issues this is possibly the result of littlehands-on experience.

16. Racism was approached as an open issue and wasdiscussed. The level of the minders' awarenesswas quite high.

17. The average fees charged by childminders werevery low: in order to secure work, minders werehaving to charge even lower fees, oftenundercutting the fees of others.

18. Minders had been forced to turn some childrenaway because of lack of equipment, for example,double buggies.

Appendix 2: The Tipton Childminding Project Questionnaire Analysis 41

Plan of action

To set up an initial drop-in session, with playfacilities for minded children, to give minders anopportunity to come together in a supportiveatmosphere. To review this at the end of fourmonths with a view to providing more if thisproves productive.

To look at the feasibility of setting up a MobileToy Library incorporating multi-cultural book loanservice for the use of childminders in the TiptonCity Challenge area.


To set up an Equipment Loan Service consisting ofdouble buggies, fireguards, car seats, stair gates,etc., specifically for the use of children in Tipton.

To provide an easily accessible programme oftraining events appropriate to the needs ofchildminders in the Tipton area.

To provide a database suitable to the needs ofparents and childminders in the Tipton CityChallenge area.

4 4

This report documents the work of the Tipton Childminding Project overfour years between 1994 and 1998. It will be of interest to anyone wishingto focus on developing quality childminding in their area - local authorityworkers, the voluntary sector and childminding associations.

Save the Children is the UK's leading international children's charity, work-

ing to create a better future for children. In a world where children are

denied basic human rights, we champion the right of all children to a

happy, healthy and secure childhood. We put the reality of children's lives

at the heart of everything we do. Together with children, we are helping to

build a better world for present and future generations.

NIN41111.11

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U.S. Department of EducationOffice of Educational Research and Improvement (OERI)

National Library of Education (NLE)Educational Resources Information Center (ERIC)

REPRODUCTION RELEASE(Specific Document)

I. DOCUMENT IDENTIFICATION:

Title: muNto(R1c1 vokmQ. OwN rosi Ness

Author(s): L_ tot Kt-AV RLLONICorporate Source: Ltj

Publication Date:

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