Effective Communication in Organizations Essay

Communication is the primary manner in which we humans interact or cooperate. From an organizational perspective, communication serves as the foundation for planning and organizing, stimulating motivation, shifting individual’s attitudes and in socialization. Regardless of the industry, communication is one of the most relevant factors to consider in regard to the success of an organization. There are many different types of communication and methods in which they are utilized within an organization or group. Within a standard company, communication can take the form of internal, external, formal and informal, upward and downward, lateral and diagonal, small group and nonverbal (Rawes, 2013). In this report, the pertinence of effective communication within an organization will be discussed along with the different types of communication, both verbal and non-verbal. I will cover how effective communication and leadership correlate, as well as the possible pitfalls of operating within an organizational environment where effective communication is deficient. What are some real-world examples that pertain to the different modes of communication? How can communication or the lack thereof, effect the success of an organization? What are the differences in particular forms of communication compared to the other? The Importance of Effective Communication Effective communication is extremely important to the success of an organization. Studies have shown that communication correlates positively with many organizational outputs, such as organizational commitment, performance, organizational citizenship behaviors, and overall job satisfaction (Husain, 2013). In contrast, the failure of communication may lead to detested results like stress, job  dissatisfaction, low trust, the decrease in organizational commitment, severance intention, and absence (Zhang & Agarwal, 2009). Present day technologies and organizations have transformed communications access which can create difficulty when attempting to master the concept of communication within an organization. It is safe to state; however, that when all areas of an organization or group communicate effectively, the overall workflow, productivity and in some cases, the moral of the group or organization are greatly improved. For effective communications, there must be a correlation of thinking between the sender and receiver of a message that is being communicated. Regardless of the type of communication, whether verbal or non-verbal, communication must remain consistent. Communication can be defined as the exchange of information, thought and emotion between individuals of groups, in other words, communication plays a fundamental role in balancing individual and organizational objectives (BOYACI, 1996, p. 3-5). Internal Communication Internal communication is that which occurs inside of the workplace. This type of communication can be achieved via any medium, such as email, phone, fax, face to face, website, etc. For example, some organizations have websites that are used to communicate with â€Å"customers† outside of the organization via the internet; however, the same organization may have an intranet that is used within the organization and can only be seen by employees on that particular network, internally. The intranet website at my particular organization, for example, communicates all sorts of information pertaining to the organization and its employees, from birthdays to information regarding benefits enrollment, employee self- service, and more. The practice of internal communication has evolved over time since its implementation in the 1800’s, due to the importance of the survival and success of organizations. The motive of internal communication is creating a dialogue with employees and giving them the opportunity to have an impact on the business through the sharing of ideas and involvement (Takenouchi, 2011) Organizations in the 21st Century have begun to recognize the importance of employee engagement and the contribution employees make toward the success of the organization. There is research that has proven that keeping employees informed and provided with a voice leads to higher levels  of employee engagement. Yearly, within the organization I work for, there are surveys taken by employees. These surveys allow employees to voice their concerns, likes or dislikes about the organization. Today there are many techniques and technologies used to communicate within an organization. Some of those techniques are as follows: †¢One-on-one meetings †¢Staff/team meetings †¢Emails †¢Voice mails †¢Video broadcasts †¢Intranets †¢Audio files †¢Staff-to-staff newsletters †¢Corporate newsletters †¢Annual Reports †¢Quarterly Reports A large number of studies by both professional management groups and professional communications bodies consistently find that ‘communicating with employees’ is a useful and powerful way of engendering greater ‘engagement’ – the propensity of the employee to want to come to work and want to contribute to the success of the company (Hopkins, 2006). External Communication Talking to a customer, sending an email to a potential client or making a phone call to vendors or someone outside of the company you work for is an example of communicating externally or external communication. Although it is challenging to gauge the effectiveness of all the strategies, tactics and tools that are part of today’s external communication options, organizations have a need to continuously adjust to a communication environment that is constantly changing (Newswire, 2011). Traditionally, the method of external communication was print, which is still common, but of course modern technology has changed all of that. Obviously, the internet has become a resource much more frequently utilized in reaching new customers. As with intranet websites are used by organizations to reach members of an organization internally, so are many organizations also utilizing websites  to inform people and/or communities outside of the organization about upcoming products and services. The external form of communication is indeed an effective way to reach outside of an organization but considering how the impression of the organization is judged by the public, it is vital that those driving the external communication procedures be aware of the image and/or message being conveyed. Consider a message sent via email. I happen to communicate often with patients through my place of employment regarding their medical records, lab results and other information we provide externally via a website we maintain called Health eLink. There are times when patients get information misconstrued and respond in an irate manner due to being uninformed. There is practically an art to responding to someone whom is irate, because communications verbally or even through email can sometimes be misconstrued as well. The mission of an organization is to be considered at all times; not the personal feelings of the individual doing the external communicating. This approach correlates to the s uccess of the organization and the patient experience, in this particular situation. Formal and Informal Communication There are distinct differences between formal and informal forms of communication. Simply put, formal communication is any correspondence that pertains to or promotes the organizations objective. It can also be defined as the degree to which information about a job is transmitted by an organization to its member and among the members of an organization (Kandlousi & Abdollahi, 2010). It is formal communication within an organization that relates to productivity, job satisfaction, costs, reduction of conflict, trust reinforcement and overall satisfaction. Informal communication is the exact opposite. Informal communication topics do not pertain to work and are harmless, in most cases. The conversations that employees may have at lunch or after a meeting about things that have nothing to do with work are informal and take place at various times throughout the day. Although informal communication is not related to work or the organization, it can very well have an effect on the success of a group or environment within the organization. Considering the serious problems that may arise due to rumors, gossip and/or crude jokes, it is important to keep the topics of informal communication into perspective when  in an organizational environment. Upward and Downward Communication Upward and downward communication refers to the flow of communication at different levels within an organization. Upward communication flows up to the higher levels of the organization. An example of this would be an employee report back to his or her supervisor whom reports back to their manager who reports to the director and so forth. Subordinates of an organization may use upward communication to convey problems or provide feedback to their superiors. Downward communication flows down. When we consider the superior in a chain of command, the colonel in the military for example, speaking with a subordinate, such as a sergeant, we are recognizing downward communication. Downward communication is necessary in order for subordinates to know and understand what is expected of them from management. Important elements in information flow are factors that affect the level of downward communication, such as the relationship between superior and subordinate (Anderson & Level, 1980). Lateral and Diagonal Lateral and diagonal communication is straight forward as well. Lateral communication in an organization is the communication that takes place between employees on the same level. The communication one may have with a coworker in regard to job objectives would be an example of such a flow of communication. Diagonal communication is much like downward communication, but at an angle. A manager from a different department of an organization may request information from a lower level subordinate in the same organization, this would be an example of diagonal communication. It is any interaction 2 or more hierarchical levels apart or one hierarchical level apart but to an organizational member outside the individual’s direct chain of command. (Wilson, 1992) Small Group Communication Two trends have revolutionized the workplace: the increased use of work teams and computers. Organizations are becoming increasingly team based, and work that was once accomplished by individuals is now delegated to teams (Goldstein, 1995). In an organization with many employees, small groups can often give individuals a sense of belonging; however, communication within  these groups must be effective in order for the group to be successful at accomplishing job objectives. Small group communication is pretty self-explanatory; it is the communication that takes place within the small group. Its function is to group together and utilize different skill sets, job objectives, knowledge and expertise for the purpose of nurturing creativity and improving the efficiency and effectiveness of operations within an organization. Individuals within a group whom are unable to communicate effectively, will not be able to share ideas, brainstorm, or discuss direction or project solutions without running into problems. A group with lack of communication skills with likely fail, or have difficulty reaching its goal or completing the objective. Non-verbal Communication Non-verbal communication is a type of communication that is just as important as the other types that have been considered thus far. It has often been stated that it is not just what you say, but how you say it as well. This is never more obvious in informal communication, when gestures and movements are more prevalent. Non-verbal communication takes posture, eye movement, body language and even your appearance into account when exchanging communication. Gestures such as eye contact, expressions or attire and personal space can be powerful non-verbal cues. In my place of business, we have the freedom of wearing casual clothing. Some years back, after my military service, I started getting tattooed and some of those were placed on my neck and forearm. Knowing that this tends to communicate different things to different people, I choose to wear a shirt and tie to work, in an effort to escape whatever may be negatively communicated with the exposure of tattoos on my neck and arms. They do not necessarily show anything offense, but they are there, and not necessarily presentable for a professional environment. The same thing can be said for attire, when considering wearing a t-shirt with a particular logo, an individual should be concerned with what that logo may communicate to the individual perceiving it. Lack of Communication in Organizations The lack of communication in a group or organization can be extremely detrimental for that group or organization. From the highest peak of upward communication downward, laterally, diagonally, in groups, verbal,  non-verbal, formal or informal, effective communication is paramount when considering an organizations culture. In Organizational Behavior, discussions have been held regarding the differences individuals offer that have an effect on the communication techniques we use on a daily basis. Often times we are not even thinking about instances where something is being communicated, whether it’s a shrug of the shoulders or complete silence when verbal affirmation and/or awareness is expected. Poor communication can have an effect on the â€Å"bottom-line† within an organization, relevant to time and money, which prevents goals and objectives from being reached. A lot of employment applications will have good interpersonal skills listed as one of the job requirements and employers expect these skills to show on the job. We as employees or subordinates often times expect upper management to have great communication skills, as we communicate back and forth, receiving tasks and objectives. It is possible that overtime, adequate communications have broken down and need â€Å"maintenance†. There are a lot of objectives that are ongoing in day to day business and it is important that the lines of communication remain â€Å"free flowing†. It is also possible that an organization or group is full of good communicators, but the objectives are just not being communicated effectively. Some of the symptoms of poor communication are as follows: * Conflicting Goals and Objectives * Negative Attitudes * Measurable Financial Loss * Low Morale and Lack of Enthusiasm Leaderships Role in Communication As I stated previously in my article review â€Å"Leadership in Organizations†, Leadership in an organization is very important in the achievement of organizational goals. It is a practice by which management may direct, monitor, and impact the behavior and work of others towards accomplishing these goals. Effective communication should pulse in all directions through an organization like a heartbeat. But it doesn’t just happen. Nor is it solely the responsibility of communication functions. To achieve this level of permeation, responsibility for the communication process must rest with management at all levels across the organization (Facey, 2013). Effective communication utilizes skill sets such as nonverbal communication, listening, stress management, understanding and more. Being an effective communicator is a learned skill set that will adjust over time. Within an organization, communicating successfully is a collective effort on the part of the individuals within the organization. Communicating effectively in all types or forms of communication will benefit the individual, the group and the organization steering toward success. Works Cited Anderson, J., & Level, D. A. (1980). The impact of certain types of downward communication on job performance. The Journal of Business Communication, 17(4), 51. Retrieved from http://search.proquest.com/docview/195700094?accountid=27313 Boyaci, C., (1996), â€Å"Turistik Ä °Ã…Ÿletmelerde HaberleÅŸme Teknikleri†, Akdeniz ÃÅ"niveritesi BasÄ ±mevi, Antalya. Facey, J., (2013) Effective Communication: Skills that make leaders stand out from the crowd. Mercer Human Resource Consulting. Retrieved August 17th, 2013 from http://www.ceoforum.com.au/article-detail.cfm?cid=6128&t=/JoAnne-Facey-Mercer-Human-Resource-Consulting/Effective-communication-skills-that-make-leaders-stand-out-from-the-crowd Goldstein, I. L., Guzzo, R. A., Salas, E., & , (1995). Team effectiveness and decision-making in organizations. San Francisco: Jossey-Bass. Hopkins, L., (2006). What is internal communication? Better Communication Results. Retrieved August 14th, 2013 from http://www.leehopkins.net/ Husain, Z., (2013). Effective communication brings successful organizational change. Paper presented at the, 3(2) 43-50. Retrieved frm http://search.proquest.com/docview/1330861392 Internal and external communication insights: Effective approaches for reaching clients and co-workers. (2011, Nov 03). PR Newswire. Retrieved from http://search.proquest.com/docview/901880619?accountid=27313 Kandlousi, N. S. A. E., Ali, A. J., & Abdollahi, A. (2010). Organizational citizenship behavior in concern of communication satisfaction: The role of the formal and informal communication. International Journal of Business and Management, 5(10), 51-61. Retrieved from http://search.proquest.com/docview/821297357?accountid=27313 Rawes, E., (2013). Types of Communication in the Workplace. eHow Contributor. Retrieved August 14th, 2013 from http://www.ehow.com/info_7742528_types-communication-workplace.html#ixzz2c9CfHrc3 Takenouchi, S. (2011). The evolution of the internal communications practice and its importance to the survival of organizations. (Order No. 1497025, University of Southern California). ProQuest Dissertations and Theses., 92. Retrieved August 14th, 2013 from http://search.proquest.com/doc view/ Wilson, D. O. (1992). Diagonal communication links within organizations. The Journal of Business Communication, 29(2), 129. Retrieved from http://search.proquest.com/docview/195713934?accountid=27313 Zhang, H., & N. C. Agarwal (2009). The mediating roles of organizational justice on the Relationships between HR practices and workplace outcomes: An investigation in China. The International Journal of Human Resource Management, 20(3), 676-693.

Childcare – Orientation Package

CHILD CARE LICENSING IN ONTARIO Orientation Package for Prospective Child Care Operators June 2008 TABLE OF CONTENTS Introduction Child Care in Ontario Child Care Licensing in Ontario Role of the Operator The Director under the Day Nurseries Act Role of Program Advisors The Application Process Planning and Design Guidelines for Child Care Centres Obtaining a Licence Health Canada – Product Safety Program Duration of Licensing Process Types of Licences Child Care Licensing Website Child Care Service System Managers 5 5 6 6 7 7 9 9 10 10 10 11 11 Summary of Licensing Requirements for Day Nurseries Organization and Management Staff Qualifications Health Assessments and Immunization Number and Group Size Criminal Reference Checks Building and Accommodation Equipment and Furnishings Policies and Procedures Playground Requirements Inspections Insurance Requirements Fire Safety and Emergency Information Health and Medical Supervision Nutrition 13 13 13 13 14 15 15 17 17 18 19 19 19 2 0 21 2Behaviour Management Enrolment Records Program 22 23 23 Summary of Licensing Requirements for Private-Home Day Care Agencies Organization and Management Numbers of Children Criminal Reference Checks Building and Accommodation Equipment and Furnishings Policies and Procedures Inspections Insurance Requirements Health and Medical Supervision Nutrition Behaviour Management Enrolment Records Program Health Assessments and Immunization 25 25 25 27 27 27 28 28 29 29 30 31 32 32 33Conclusion Glossary of Terms (Appendix 1) Things to Look Into Before Applying for a Licence to Operate a Day Nursery or a PrivateHome Day Care Agency (Appendix 2) Ministry of Children and Youth Services Regional Offices (Appendix 3) Child Care Service System Managers (Appendix 4) 34 35 36 37 38 3 INTRODUCTION One of the goals of the Ministry of Children and Youth Services is to help support social and economic development in Ontario by investing in and supporting an affordable, accessible and accountable ch ild care system which helps benefit children, their parents and caregivers, and the broader community.The early learning and child care system in Ontario should: †¢ be accessible, affordable and inclusive †¢ care for children in a safe, nurturing environment †¢ foster early childhood development †¢ help support early learning and readiness for school †¢ be flexible and provide choice †¢ support children and their families †¢ provide appropriate standards of child care †¢ provide supports for parents in financial need, who are employed, in training, or involved in other employment activities †¢ support economic growth, and †¢ work in partnership with others involved in Ontario’s arly learning and child care system. This Orientation Package has been designed to provide individuals who are interested in obtaining a licence to operate either a day nursery (also known as child care centres) or a private-home day care agency in the Province of Ontario, with practical information and advice.The following information is included in this package: †¢ the process for obtaining a licence †¢ a summary of the licensing requirements to operate a day nursery or a private-home day care agency under the Day Nurseries Act †¢ a glossary of terms (Appendix 1) †¢ information to assist you in considering your decision to apply for a licence to operate either a day nursery or a private-home day care agency (Appendix 2) †¢ a list of the Regional Offices of the Ministry of Children and Youth Services (Appendix 3), and †¢ a list of the Child Care Service System Managers responsible for planning and managing the delivery of child care services throughout Ontario (Appendix 4). 4 CHILD CARE IN ONTARIO The child care system in Ontario consists of a range of services for families and their children, including licensed day nurseries and private-home day care which provide supports to children and their fami lies.The Day Nurseries Act requires any premise that receives more than five children under the age of 10 years, not of common parentage (children who have different parents), for temporary care and guidance, to be licensed as a day nursery. A person may provide informal child care to five children or less under the age of 10 years who are not of common parentage (children who have different parents), in addition to his/her own children, without a licence. This number may not be exceeded, regardless of the number of adults present or on site. When a person provides in-home child care at more than one location or co-ordinates the provision of care at more than one site, a licence to operate a private-home day care agency is required. It is an offence to establish, operate or maintain a day nursery or private-home day care agency without a licence.On conviction, the fine is up to $2,000 for each day the offence continues, or imprisonment for a term of not more than one year, or both. Ministry staff have the responsibility to follow-up on all complaints about child care being provided without a licence. CHILD CARE LICENSING IN ONTARIO The Ministry of Children and Youth Services is responsible for the Day Nurseries Act and issues licences to operators of child care programs. There are two types of licensed child care programs: day nurseries and private-home day care agencies. In the Day Nurseries Act and in this package, child care centres are referred to as day nurseries. Day nurseries may include nursery schools, full day care, extended day care, and before and after school programs. 5Private-home day care agencies arrange or offer home day care at more than one home. Care is provided to five children or less, under 10 years of age in a private residence other than the home of the parent/guardian of the child. Homes are monitored by the agency. Role of the Operator Operators have responsibility for the operation and management of each day nursery or private-home day care agency, including the program, financial and personnel administration of the program. Operators of licensed day nurseries and private-home day care agencies are required to achieve and maintain compliance with the standards set out in Ontario Regulation 262 under the Day Nurseries Act at all times.The Day Nurseries Act and Ontario Regulation 262 are available through: Publication Services 777 Bay Street, Market Level, Toronto, Ontario M5G 2C8 416-585-7485 or 1-800-668-9938 The Day Nurseries Act is available on the ministry’s website at: http://www. elaws. gov. on. ca/html/statutes/english/elaws_statutes_90d02_e. htm. Ontario Regulation 262 under the Day Nurseries Act is available online at: http://www. elaws. gov. on. ca/html/regs/english/elaws_regs_900262_e. htm#37. (1). The Director under the Day Nurseries Act Child care licences are issued by a â€Å"Director† who is an employee of the Ministry of Children and Youth Services, appointed by the Minister for the purpose of the Day Nurseries Act. The Director reviews all documents required for licensing, approves and signs the licence.The Director has the authority to refuse to issue a new licence if: †¢ the applicant or any of the officers, directors or employees of the applicant are not competent to operate a day nursery or privatehome day care agency in a responsible manner in accordance with the Day Nurseries Act 6 †¢ the past conduct of the applicant affords reasonable grounds for the belief that a day nursery or private-home day care agency will not be operated in accordance with the Day Nurseries Act, or the building in which the applicant proposes to operate the day nursery or provide private-home day care does not comply with the requirements of the Day Nurseries Act. †¢ In addition, if there are grounds, the Director may refuse to renew or revoke an existing licence. The Director may also issue a direction and temporarily suspend a licence if there is an immediat e threat to the health, safety or well-being of the children.An applicant or licensee is entitled to a hearing before the Licence Appeal Tribunal. Role of Program Advisors Program Advisors, Ministry of Children and Youth Services staff designated under Section 16 of the Day Nurseries Act, are responsible for inspecting day nurseries and private-home day care agencies to enforce licensing requirements. In some regional offices, this position is referred to as Licensing Specialist. Program Advisors are responsible for assessing whether the operator has met the licensing requirements before an initial licence is issued. Unannounced inspections are conducted by Program Advisors for licence renewals on an annual basis or more frequently for a shorter term licences.In addition, Program Advisors conduct unannounced inspections in response to complaints related to licensed child care programs and to monitor operators who have difficulty maintaining compliance with licensing standards. The M inistry of Children and Youth Services also responds to complaints from the public pertaining to persons who are alleged to be operating without a licence (i. e. caring for more than five children under 10 years of age, not of common parentage, without a licence). The Application Process An individual or corporation can apply for a licence to operate a day nursery or a private-home day care agency. (Licences cannot be issued to partnerships. ) 7Types of operators include: †¢ an individual †¢ corporations (non-profit and for-profit) †¢ municipalities †¢ community colleges †¢ churches, or †¢ Bands and Councils of the Band. The prospective operator contacts the local Regional Office (see Appendix 3) to request an application package and confirm the information required before proceeding with the next steps in the licensing process. Prior to requesting an initial site inspection for a day nursery (a visit to determine if the space is appropriate), the opera tor submits the completed application form to the Regional Office, as well as: †¢ †¢ †¢ written verification from the zoning authority confirming the location is approved for use as a child care centre detailed floor plans, and detailed site plans of the proposed location.These plans must include room measurements, window measurements (actual glass area), location of fixed cabinets (counters and storage areas) and fenced outdoor playground space dimensions (if required). Please note that effective July 1, 2005, as part of regulatory changes to the Ontario Building Code, all building or renovation plans for a day nursery must be reviewed and approved by the Ministry of Children and Youth Services prior to a municipality issuing a building permit. It is the operator’s responsibility to determine whether the location will meet zoning, building, fire and health requirements. Written verification must be submitted to the regional office confirming that these require ments have been met prior to a licence being issued. The fee for a new licence is $15; the renewal fee is $10.If a licence renewal is submitted to the ministry after the licence expiry date, the late fee is $25. 8 Planning and Design Guidelines for Child Care Centres This guide provides information about the planning, design and renovation of licensed child care centres. It is intended to be used by persons involved in the site selection, design, and operation of a child care centre in the province of Ontario. This guide is available through the local MCYS Regional office and on the ministry’s website at http://www. children. gov. on. ca/mcys/english/resources/publications/be ststart-planning. asp. (Alternately, from the ministry’s home page at http://www. children. gov. on. a, you can follow the links to Best Start, then Best Start resources, then Planning and Design Guidelines for Child Care Centres. ) Obtaining a Licence To obtain a licence, applicants must demonstr ate compliance with the requirements set out in Regulation 262 of the Day Nurseries Act in a number of areas including: confirmation of compliance with municipal zoning, building, fire and health requirements; the suitability of the building; availability of equipment and furnishings; conformity with space requirements and playground standards; maintenance of staff/child ratios for various age groups; staff qualifications; nutrition; appropriate behaviour management; programming and insurance.Private-home day care agencies must demonstrate compliance with the requirements set out in Regulation 262 of the Day Nurseries Act in a number of areas including: staffing and training; policies and procedures; records of inspections of providers’ homes; availability of equipment and furnishings; appropriate behaviour management and insurance. The Program Advisor makes a recommendation to the Director under the Day Nurseries Act about the issuance of a licence based on their assessment of compliance with the requirements of the Day Nurseries Act and ministry policy. The Director decides whether to issue a licence and the type and term of licence to be issued. The Director may add terms and conditions to the licence. The operator is required to comply with the terms and conditions of the licence as well as the requirements of the Day Nurseries Act and ministry policy. 9Operators must apply for a licence renewal prior to the expiry date of the current licence. Licences may be issued for a period of up to one year if all licensing requirements are met. Health Canada – Product Safety Program Health Canada helps protect the Canadian public by researching, assessing and collaborating in the management of the health risks and safety hazards associated with the many consumer products, including children’s equipment, toys and furnishings, that Canadians use everyday. Through their Product Safety Program, Health Canada communicates information about juvenile p roduct hazards and recalls to protect children from avoidable risks.Advisories and warnings, juvenile product recall notices, food recalls and allergy alerts are posted on the Health Canada website. The Consumer Product Recalls webpage can be accessed at http://209. 217. 71. 106/PR/list-liste-e. jsp. Health Canada offers an electronic newsletter so that the public can receive updates when consumer advisories and warnings, juvenile product recalls, and consultation documents regarding consumer product safety are posted on the Health Canada Web site. As a prospective operator, you are encouraged to register on line for this service at: http://www. hc-sc. gc. ca/cps-spc/advisories-avis/_subscribeabonnement/index_e. html.Duration of Initial Licensing Process It may take up to 6 to 12 months to open a new day nursery or private-home day care agency depending on a number of factors, including the extent of the renovations, the incorporation of a corporation, the purchasing of equipment, t he hiring of a supervisor or home visitors, the recruitment of staff, the development of policies and obtaining all required approvals. Types of Licences †¢ Regular licence – may be issued for up to 1 year if the operator was in compliance with licensing requirements when last inspected. 10 †¢ Regular short-term licence – issued at the discretion of the Director – routinely issued to new licensees (generally for a period of up to six months) or when more frequent licensing visits are appropriate to support ongoing compliance.Regular licence with terms and conditions – terms and conditions are requirements prescribed by a Director and are additional to the requirements of the Day Nurseries Act. They may reflect circumstances specific to the operation, such as half day or 10 month service. They may also be in place to minimize the recurrence of a non-compliance, such as incomplete staff medical records. Provisional licence – When Day Nurser ies Act requirements have not been met and the operator requires time to meet requirements, a provisional licence (generally for a period up to three months) may be issued. This licence gives the operator a period of time to meet licensing requirements.Copies of a letter indicating that a provisional licence has been issued and a summary of the non-compliances are sent to the centre for distribution to parents. The summary of non-compliances will also appear on the Child Care Licensing Website. †¢ †¢ Child Care Licensing Website MCYS has launched the Child Care Licensing Website to provide parents with information about licensed child care in Ontario. The site is accessible at http://www. ontario. ca/ONT/portal51/licensedchildcare. A search tool allows parents to search for child care by city, postal code, type of program, age group, program name, operator name and language of service delivery.The site also provides the status of the licence and the terms and conditions of the licence for any licensed program parents might be considering or about which they might be concerned. Once a licence is issued, the information appearing on the licence of the program will be available on the website. Child Care Service System Managers The child care system is managed at the municipal level by fortyseven Consolidated Municipal Service Managers (CMSMs) /District 11 Social Services Administration Boards (DSSABs). Each service system manager has responsibility for planning and managing a broad range of child care services, including fee subsidy, wage subsidy, family resource centres and special needs resourcing.Prospective operators should contact their local child care service system manager (see Appendix 4) to discuss the need for child care in the area being considered and for information about funding and fee subsidy. 12 DAY NURSERIES ACT SUMMARY OF LICENSING REQUIREMENTS FOR DAY NURSERIES Day nurseries are centre-based programs and can include nursery schools , full day child care, extended day and before and after school programs. Organization and Management The operator of the day nursery is responsible for maintaining compliance with the Day Nurseries Act and ministry policy. This includes responsibility for the operation and management of the program and financial and personnel administration. A qualified supervisor who directs the program and oversees the staff is required for each child care centre.This person must have a diploma in Early Childhood Education, or other academic qualifications which are considered equivalent, and have at least two years experience in Early Childhood Education. The supervisor must also be approved by the Director under the Day Nurseries Act. Staff Qualifications †¢ The supervisor must have a diploma in Early Childhood Education or equivalent qualifications, with two years experience and must be approved by the Director under the Day Nurseries Act. †¢ One staff with a diploma in Early Childho od Education or equivalent qualifications must be hired for each group of children. Health Assessments and Immunization †¢ Staff immunization/health assessment, as required by the local medical officer of health, must be completed before commencing employment. 13Number and Group Size Number of Staff required for a Day Nursery Other than a Day Nursery for Children with Disabilities Ratio of Employees to Children 3 to 10 1 to 5 Maximum Number of Children in a Group 10 15 Group Age of Children in Group Infant Toddler Under 18 months of age 18 months of age and over up to and including 30 months of age more than 30 months of age up to and including 5 years of age 44 months of age or over and up to and including 67 months of age as of August 31 of the year 56 months of age or over and up to and including 67 months of age as of August 31 of the year 68 months of age or over as of August 31 of the year and up to and including 12 years of age Preschool 1 to 8 16 Junior Kindergarten 1 t o 10 20 Senior Kindergarten 1 to 12 24 School age to 15 30 †¢ All children must be supervised by an adult at all times. †¢ Ratios are not permitted to be reduced at any time for children under 18 months of age. †¢ Ratios are not to be reduced on the playground. 14 †¢ Where there are six or more children over 18 months of age or four or more children under 18 months of age in attendance, there must be at least two adults on the premises. †¢ Staff/child ratios may be reduced to 2/3 of the required ratios during the periods of arrival and departure of children and during the rest period, with the following exceptions: †¢ †¢ when children are under 18 months of age on the playground with any age group In a full day program operating six or more hours in a day, for the purposes of staffing, the period of arrival is not to exceed two hours after the opening and the period of departure is not to exceed two hours before the closing of the day nursery. â₠¬ ¢ In half day nursery school programs and school age programs, the period of arrival is not to exceed 30 minutes after the opening and the period of departure is not to exceed 30 minutes before the closing of the day nursery. Criminal Reference Checks Individuals and directors of a corporation applying for new licences will be required to submit a criminal reference check to their local Ministry of Children and Youth Services Regional Office as part of the licence application.In preparation for the initial licensing visit, the operator of the day nursery is required to develop a criminal reference check policy for all full and part time staff working with the children, as well as for volunteers. Additional information about the Ministry of Children and Youth Services criminal reference check policy is available from Regional Offices. Building and Accommodation Each day nursery must: †¢ comply with the requirements of applicable local authorities i. e. zoning and building depa rtment, medical officer of health and fire department †¢ comply with the requirements of the Safe Drinking Water Act, 2002, O. Reg. 170/03, where applicable.These provisions only apply to designated facilities with drinking water systems where 15 the water is not provided through service connections with a municipal residential water system. The requirements of this regulation are available from the Ministry of the Environment’s website at http://www. ene. gov. on. ca/envision/gp/5361e. pdf †¢ comply with the requirements for lead flushing and water sample testing (where applicable) under the Safe Drinking Water Act, 2002, O. Reg. 243/07. The requirements of this regulation are available from the Ministry of the Environment’s website at http://www. ontario. ca/ONT/portal51/drinkingwater/General? docId= 177450&lang=en †¢ comply with the requirements of the Smoke-Free OntarioAct †¢ have designated spaces for washing, toileting and separate storage are as for toys, play materials and equipment †¢ have designated space for eating and resting, preparation of food if prepared on premises or a food service area if food is catered (prepared off premises by a food catering company and delivered to the centre), a fenced playground (see page 15), storage for beds, a staff rest area and an office area if the program operates for six or more hours †¢ have play space of at least 2. 8 square metres (30 square feet) of unobstructed floor space for each child, based on the licensed capacity †¢ have separate play activity rooms for each age grouping. A separate sleep area for infants is also required †¢ have rooms on or below the second floor where the rooms are for children under six years of age †¢ have a clear window glass area equivalent to 10% of the available floor area for each play activity room for a program that operates for six or more hours in a day. 16 Equipment and Furnishings Each day nursery must have: â € ¢ an adequate number of toys, equipment and furnishings for the licensed capacity.The toys, equipment and furnishings must be age appropriate and include sufficient numbers for rotation as well as for gross-motor activity in the playground area †¢ infant and toddler diapering areas that are adjacent to a sink †¢ cribs or cradles that meet the requirements of the Hazardous Products Act, for infants, and cots for older children †¢ equipment and furnishings which are maintained in a safe and clean condition and kept in a good state of repair †¢ a telephone or an alternative means of obtaining emergency assistance that is approved by the Director †¢ Where children are transported in a day nursery vehicle, child seating and restraint systems are used that meet the requirements of the Highway Traffic Act, O. Reg. 613.Policies and Procedures Every operator must develop the following policies and procedures: †¢ Fire evacuation procedures †¢ Sanitary pr actices †¢ Serious occurrence policy, including child abuse reporting procedures †¢ Criminal reference check policy †¢ Medication policy †¢ Behaviour management policy, including monitoring procedures and contravention policies 17 †¢ Program statement/parent handbook †¢ Playground safety policy †¢ Anaphylactic policy, including an individual plan for each child with a severe allergy and the emergency procedures to be followed. Playground Requirements †¢ Programs operating six or more hours in a day require outdoor play space equivalent to 5. 6 square metres (60 square feet) per child, based on licensed capacity. The playground must be: †¢ sub-divided if licensed capacity is over 64 children †¢ at ground level and adjacent to the premise †¢ designed so that staff can maintain constant supervision. †¢ If used by children under 44 months of age as of August 31 of the year, the playground must be fenced to a minimum height of 1 . 2m (4 feet) and furnished with one or more gates that can be securely closed at all times. †¢ If used by children 44 months of age and up to an including 67 month of age as of August 31 of the year (children eligible to attend junior and senior kindergarten), the playground is fenced to a minimum height of 1. 2 metres and the fence is furnished with one or more gates that are securely closed at all times, unless otherwise approved by the Director. †¢ Fixed playground structures (i. e. limbing equipment, slides) are not required by the Day Nurseries Act; however, if the operator intends to install fixed play structures, the structures and safety surfacing must meet current Canadian Standards Association standards. †¢ The current Canadian Standards Association’s (CSA) Standard applies to new and newly renovated playground equipment, and 18 safety surfacing. The CSA Standards also set out the requirements for routine maintenance and inspections. †¢ Playgrou nd plans indicating the type and location of fixed structures as well as the type and area of safety surfacing must be approved by the ministry before installation. †¢ Once play structures and surfacing are installed, compliance with the CSA standards must be verified in writing by an independent certified playground inspector before the structures can be used by the children.Inspections †¢ Copies of fire and health inspections are to be sent to the Ministry of Children and Youth Services program advisor and kept on file at the day nursery. Insurance Requirements †¢ The operator must have comprehensive general liability coverage and personal injury coverage for all staff and volunteers. †¢ All vehicles owned by the operator and used for transportation of staff and children must have motor vehicle insurance. Fire Safety and Emergency Information †¢ A fire safety plan must be approved by the local fire department. †¢ A written evacuation procedure, approv ed by the fire department, must be posted in each room. †¢ Staff are to be instructed on their responsibilities in the event of fire. Monthly fire drills must be conducted and written records of drills maintained. †¢ Tests of the fire alarm system and fire protection equipment (as required under the Ontario Fire Code) must be conducted and written records of test results maintained. 19 †¢ There must be a designated place of emergency shelter. †¢ An up-to-date list of emergency telephone numbers including the fire department, hospital, ambulance service, poison control centre, police department and a taxi service must be posted where they can be easily accessed. †¢ Medical and emergency contact information for each child must be accessible. Health and Medical Supervision †¢ A daily written log that includes health and safety incidents is required. Any instructions or recommendations made by the fire department, public health department or other regulator y bodies must be implemented and recorded. †¢ Sanitary practices and procedures must be approved by Ministry. †¢ Children must be immunized according to the requirements of the local medical officer of health, unless a fully authorized exemption is on file. †¢ Before each child begins to play with others, a daily observation of the child’s health is required. †¢ An ill child must be separated from others and arrangements made for the child to be taken home or for immediate medical attention, if required. †¢ Serious occurrence procedures must be in place and the Ministry of Children and Youth Services notified of any occurrence.A serious occurrence includes such things as the death of a child, a serious injury, alleged abuse/mistreatment of a child, a missing child, a disaster on the premises (e. g. fire) or a serious complaint. 20 †¢ A written anaphylactic policy is in place that includes: †¢ A strategy to reduce the risk of exposure to anap hylactic causative agents †¢ A communication plan for the provision of information on lifethreatening allergies, including anaphylactic allergies †¢ An individual plan for each child with an anaphylactic allergy that includes emergency procedures in respect of the child †¢ Staff, students and volunteers have received training on procedures to be followed if a child has an anaphylactic reaction. A first aid kit and manual must be readily available. †¢ A written procedure approved by a qualified medical practitioner regarding the giving and recording of medication is required. The procedure should include the storage of medication (e. g. medication must be stored in a locked container). †¢ If a child has or may have a reportable disease or is or may be infected with a communicable disease, this is reported to the medical officer of health as soon as possible. †¢ Cats and dogs on the premises must be inoculated against rabies. Nutrition †¢ Infants are to be fed according to written parental instructions. †¢ Food and drink from home must be labelled with the child’s name. All food and drink must be stored to maintain maximum nutritive value. †¢ Meals and snacks must meet the requirements of the Day Nurseries Act. Canada's Food Guide provides useful information about nutrition. 21 †¢ Meals are to be provided where a day nursery operates for 6 or more hours each day or where the daily program operates less than 6 hours each day and operates over the meal time. This generally refers to the provision of lunch as the mid-day meal. In day nurseries that offer care over extended hours, this may mean that breakfast and/or dinner are also provided. †¢ With the approval of a ministry Director, children 44 months of age or over as of August 31 of the year may bring bag lunches.Written policies and procedures with guidelines for bag lunches should be both posted and provided to parents. †¢ Menus must be posted with substitutions noted. †¢ Children’s food allergies must be posted in the kitchen and in all rooms where food is served. †¢ Special dietary arrangements for individual children are to be carried out according to written instructions of parents. Behaviour Management †¢ Corporal punishment is not allowed under any circumstances. †¢ The following are not permitted: †¢ deliberate harsh or degrading measures that would humiliate or undermine a child's self respect †¢ deprivation of food, shelter, clothing or bedding †¢ confining a child in a locked room †¢ exits locked for the purpose of confinement. Written behaviour management policies and procedures which guide centre staff in managing children’s behaviour are to be reviewed annually by the operator. The operator is required to review the policies and procedures with employees and volunteers or students before they begin working, and annually thereafter. These policies must set out permitted and prohibited behaviour 22 management practices and measures to deal with any contraventions of the policy. †¢ There must be: †¢ a signed, written record of all reviews, and †¢ a written procedure for monitoring behaviour management practices of employees, students and volunteers, and a record kept of this monitoring.Enrolment Records †¢ Up to date enrolment records for all children in attendance must be on site at all times and be available to the Ministry of Children and Youth Services. These records include, in part, an application, immunization records, emergency information, names of persons to whom the child may be released, parental instructions regarding rest, diet or exercise. †¢ Daily attendance records that indicate a child’s arrival, departure and absence from the program are required. †¢ The medical officer of health or designate such as the public health nurse is permitted to inspect children’s records to ensu re that all required immunizations are up to date.Program In order to ensure that the program offered is age and developmentally appropriate for the age of the children being served, the following is required: †¢ a written program philosophy statement which is reviewed annually by the operator and with parents prior to enrolling their child †¢ a program statement which includes: services, age range, times when the services are offered, holidays, fees, admission and discharge policies, program philosophy, program development, personal and health care, nutrition, parental involvement and 23 behaviour management, specialized services and activities off the premises †¢ varied, flexible and age appropriate programs that include quiet and active play, individual and group activities which are designed to promote gross and fine motor skills, language and cognitive skills, and social and emotional development, and †¢ a daily program plan posted and available to parents w ith any variations to the program recorded in the daily log.In addition: †¢ Any infants not able to walk are to be separated from other children during active indoor and outdoor play periods †¢ Children under 30 months of age are to be separated from older children during active indoor and outdoor play periods †¢ Children who attend for six or more hours in a day and are over 30 months of age shall have at least two hours of outdoor play, weather permitting †¢ Children who attend for six or more hours in a day and are under 30 months of age shall be outside for sleep or play, for up to two hours, weather permitting †¢ Children who attend for six or more hours in a day and who are between the ages of 18 months and five years shall have a rest period, not longer than two hours following lunch †¢ A child under 44 months of age as of August 31 of the year who is unable to sleep is not to be kept in a bed (cot) for longer than one hour, after which the child is allowed to get up and participate in quiet activities †¢ A child 44 months of age or over and up to and including 67 months of age as of August 31 of the year and who is unable to sleep during the rest period is permitted to engage in quiet activities. 24 DAY NURSERIES ACT SUMMARY OF LICENSING REQUIREMENTS FOR PRIVATE-HOME DAY CARE AGENCIES Private-home day care agencies provide home child care at more than one location. Care in each location is provided to five children or less under 10 years of age in a private residence other than the home of the parent/guardian of the child. Homes are monitored by the agency. Organization and Management Each private-home day care agency is required to employ one home visitor for every twenty-five homes.The home visitor must have completed a post-secondary program of studies in child development and family studies (for example a diploma in Early Childhood Education or a Degree in Child Studies), have a least two years experience and must be approved by the Director under the Day Nurseries Act. Home visitors provide support to providers who are required to follow the agencies' approved policies and procedures and meet the requirements of the Day Nurseries Act. They are responsible for the recruitment, evaluation and monitoring of providers and the care they offer. Home visitors also meet with parents and providers to establish the most suitable placement for a child and facilitate ongoing communication with parents.Numbers of Children In each home that has been approved by the agency: †¢ The number of children receiving child care must not exceed 5 children †¢ The number of children under 6 years in the provider’s home, including the provider’s own, may not exceed a total of 5 children †¢ The following number of children in each of the following classifications cannot be exceeded at any one time: 25 †¢ †¢ †¢ †¢ †¢ two handicapped children two children, who are un der 2 years of age three children, who are under 3 years of age one handicapped child and one child who is under 2 years of age one handicapped child and two children who are over 2 years of age but under three years of age. †¢Where the children of the provider are under the age of six years, they must be counted in the allowable age mix of children listed above; however, the provider may still have five child care children in addition to her own by caring for some school age children. For example, a provider who has three children of her own under five years may, in addition, provide care for five child care children, if at least three of these children are over the age of six. †¢ †¢ With the approval of the agency, school age children up to and including the age of 12 years may be accommodated along with younger children where appropriate. Agency placed children over the age of 10 years must be counted in the same way as other children, i. e. , there can be a total of only five placements with one provider.Example groupings of the number of allowable children Privatehome day care child Under 2 years 2 1 2 1 2 Privatehome day care child Under 3 years Privatehome day care child 3 to under 6 years 1 2 2 3 Privatehome day care child Over 6 years Provider’s children Under 6 years Provider’s children over 6 years (not counted in allowable number of children) 2 3 1 2 1 2 1 1 2 â€Å"Private-home day care child† includes children placed by the private-home day care agency as well as any children receiving care through private arrangements between the provider and the child’s parent/guardian. 26 †¢ Every private-home day care agency establishes a maximum capacity for each home in compliance with the Day Nurseries Act.Criminal Reference Checks Individuals and directors of a corporation applying for new licences will be required to submit a criminal reference check to their local Ministry of Children and Youth Services Re gional Office, as part of the licence application. In preparation for the initial licensing visit, the operator of the private-home day care agency is required to develop a criminal reference check policy for all staff and providers working with the children, as well as for any volunteers and other persons regularly on the premises where care is being provided. Additional information about the Ministry of Children and Youth Services criminal reference check policy is available from Regional Offices. Building and Accommodation †¢ The buildings and accommodation must comply with municipal bylaws, health, fire and zoning requirements. Private-home day care locations must comply with the requirements of the Smoke-Free Ontario Act. Equipment and Furnishings †¢ Suitable indoor and outdoor play equipment is required for the number and developmental needs of the children enrolled. †¢ Cribs or cradles that meet the requirements of the Hazardous Products Act are required for in fants, and cots and beds for older children. †¢ All equipment must be maintained in a safe and clean condition and kept in good repair. †¢ Outdoor play must be supervised and planned in consultation with the home visitor and the child’s parent. †¢ Poisonous and hazardous materials are to be inaccessible to children. 27 †¢ Firearms and ammunition are to be kept locked and inaccessible to children. Where a private-home day care operator or private-home day care provider transports child in a vehicle, child seating and restraint systems are used that meet the requirements of the Highway Traffic Act, O. Reg. 613. †¢ Working smoke alarms are installed near all sleeping areas at the location and on every storey of the provider’s home that does not have a sleeping area. Policies and Procedures Every operator must develop the following policies and procedures: †¢ Fire evacuation procedures †¢ Sanitary practices †¢ Serious occurrence poli cy, including child abuse reporting procedures †¢ Anaphylactic policy, including an individual plan for each child with a severe allergy and the emergency procedures to be followed. Criminal reference check policy †¢ Medication policy †¢ Behaviour management policy, including monitoring procedures and contravention policy †¢ Home visitor and provider training and development policy †¢ Program statement/parent handbook. Inspections †¢ Copies of fire and health inspections are to be sent to the Ministry of Children and Youth Services program advisor and kept on file at the head office of the private-home day care agency. 28 Insurance Requirements †¢ The operator must have comprehensive general liability coverage and personal injury coverage for all staff and providers. †¢ All vehicles owned by the operator must have motor vehicle insurance. Health and Medical Supervision †¢ Instructions or recommendations from the local Public Health Depart ment must be implemented. †¢ Sanitary practices and procedures must be approved by the Ministry. Children are to be immunized as recommended by the local medical officer of health. †¢ Each day, before each child begins to play with others, an observation of the child’s health is required. †¢ An ill child must be separated from others and arrangements made for the child to be taken home or for immediate medical attention, if required. †¢ Serious occurrence procedures must be in place and the Ministry of Children and Youth Services notified of any occurrence. A serious occurrence includes such things as the death of a child, a serious injury, alleged abuse/mistreatment of a child, a missing child, a disaster on the premises (e. g. fire) or a serious complaint. A written anaphylactic policy is in place that includes: †¢ A strategy to reduce the risk of exposure to anaphylactic causative agents †¢ A communication plan for the provision of information on lifethreatening allergies, including anaphylactic allergies †¢ An individual plan for each child with an anaphylactic allergy that includes emergency procedures in respect of the child 29 †¢ Home visitors, providers, residents, students and volunteers have received training on procedures to be followed if a child has an anaphylactic reaction. †¢ A first aid kit and manual must be readily available. †¢ A written procedure approved by a qualified medical practitioner regarding the giving and recording of medication is required. The procedure should include the storage of medication (e. g. tored in a location that is inaccessible to children). †¢ Cats and dogs on the premises must be inoculated against rabies. Nutrition †¢ Infants are to be fed according to written parental instructions. †¢ Food and drink that is brought from home is to be labelled with the child’s name. †¢ All food and drink must be stored to maintain maximum nutritiv e value. †¢ Meals and snacks must meet the requirements of the Day Nurseries Act. Canada's Food Guide provides useful information about nutrition. †¢ Nutritious between-meal snacks are to be provided for each child one year of age or over that promote good dental health and will not interfere with a child's appetite for meal time. Meals are to be provided where a private-home day care location provides care for 6 or more hours each day or where care is provided for less than 6 hours each day and over the meal time. This generally refers to the provision of lunch as the mid-day meal. In locations that offer care over extended hours, this may mean that breakfast and/or dinner are also provided. †¢ With the approval of a ministry Director, children 44 months of age or over as of August 31 of the year may bring bag lunches. Written 30 †¢ Menus are to be planned in consultation with parents and the home visitor. †¢ Special dietary arrangements for individual chil dren are to be carried out according to written instructions of parents. Behaviour Management †¢ Corporal punishment is not allowed under any circumstances. The following are not permitted: †¢ Deliberate harsh or degrading measures that would humiliate or undermine a child's self respect †¢ Deprivation of food, shelter, clothing or bedding †¢ Confining a child in a locked room, and †¢ Exits locked for the purpose of confinement. †¢ Written behaviour management policies and procedures for provider’s management of children’s behaviour must be reviewed annually by the operator and with each provider, volunteers, students and any persons regularly on the premises where care is being provided. These policies must set out permitted and prohibited behaviour management practices and measures to deal with any contraventions of the policy. There must be: †¢ a signed, written record of all reviews, and †¢ a written procedure for monitoring behaviour management practices of providers, students, volunteers and any persons regularly on the premises, and a record kept of this monitoring. 31 Enrolment Records †¢ Up to date enrolment records for all children in attendance must be on site at all times and be available to the Ministry of Children and Youth Services. This record includes, in part, an application, immunization, emergency information, names of persons to whom the child may be released, parental instructions regarding rest, diet or exercise). †¢ A record of each child’s daily attendance is required. †¢ Local medical officer of health or designate such as the public health nurse is permitted to inspect records to ensure that all required immunizations are up to date.Program In order to ensure that the program offered is age and developmentally appropriate for the age of the children being served the following is required: †¢ a written program philosophy statement which is to be reviewed annually by the operator and with parents prior to enrolling their child †¢ a program statement which includes: services, age range, fees, particular approach to program, parental involvement and behaviour management †¢ varied, flexible and age appropriate programs must be planned which include quiet and active play as well as individual and group activities that are designed to promote gross and fine motor skills, language and cognitive skills, and social and emotional development, and †¢ the program of activities is to be made available to parents.In addition: †¢ Each child who is in attendance for six or more hours in a day and is over 30 months of age is required to have daily outdoor activities. 32 †¢ Each child under 30 months of age in attendance for six or more hours in a day is required to be outdoors for sleep or play or both for up to two hours each day, weather permitting. †¢ Each child who is in attendance for six or more hours in a day and is between 18 months and five years is required to have a rest period not exceeding 2 hours following lunch. †¢ A child under 44 months of age as of August 31 of the year who is unable to sleep is not to be kept in bed (cot/playpen) for longer than one hour and is allowed to get up and participate in quiet activities. A child 44 months of age or over and up to and including 67 months of age as of August 31 of the year and who is unable to sleep during the rest period is permitted to engage in quiet activities. Health Assessments or Immunization †¢ Providers and persons (including the provider’s own children) regularly on the premises must be immunized as recommended by the local medical officer of health, unless a fully authorized exemption in on file. 33 CONCLUSION The Ministry of Children and Youth Services’ vision is an Ontario where all children and youth have the best opportunity to succeed and reach their full potential. Child care is an important supp ort to families, healthy child development and school readiness.The licensing requirements exist to support a system where children are cared for in a safe, nurturing and stimulating environment. The information provided in this package will assist you in understanding the licensing requirements for child care in Ontario. This package is only an overview of the process. If you decide to apply for a licence to operate either a day nursery or a private-home day care agency, contact the Ministry of Children and Youth Services Regional Office in your area for more detailed information. The Regional Office staff will be pleased to assist and support you in establishing your child care program. 34 APPENDIX 1 Glossary of TermsChild Care Service System Managers: The municipalities and district social service administration boards which are responsible for the management of the delivery of child care services. Premises that receive more than five children under 10 years of age, not of common parentage, for a continuous period not more than 24 hours for temporary care and guidance. The Ministry also licenses day nurseries for children with a developmental disability up to the age of 18 years. An employee of the Ministry appointed by the Minister as a Director for all or any of the purposes under the Day Nurseries Act. Ministry of Children and Youth Services. Minister of the Ministry of Children and Youth Services An individual or corporation who holds the licence.A person or corporation that provides private home day care at more than one location. The self employed person in charge of the children in a location where private-home day care is provided who is directly responsible for planning and implementing a daily program. A ministry employee, designated under section 16 of the Day Nurseries Act to inspect licensed child care programs and follow up on complaints about unlicensed child care. Ministry offices located in geographical areas across the province. Day Nurser y: Director: Ministry: Minister: Operator: Private-Home Day Care Agency: Private-Home Day Care Provider: Program Advisor: Regional Offices: 35 APPENDIX 2Things to look into before applying for a licence to operate a day nursery or a private-home day care agency NOTE: It is recommended that you do not purchase or lease premises for a day nursery until you have reviewed this information, taken the steps as outlined and consulted with the ministry about your specific plans. †¢ Obtain a copy of the Day Nurseries Act to become familiar with the regulations governing the operation of a licensed day nursery or a privatehome day care agency. A copy of the Day Nurseries Act is available from Publications Ontario, 777 Bay Street, Market Level, Toronto, Ontario M5G 2C8 or by calling 416-585-7485 or 1-800-668-9938.The Day Nurseries Act can also be viewed on the ministry’s website at http://www. children. gov. on. ca by following the links to Legislation. Assess the need for service within the area in which you intend to operate. This could include contacting existing agencies and/or child care centres to discuss the possible need for additional licensed child care services and surveying the community where you would like to establish your service. Speak with your fire, health and municipal zoning and building inspection departments for information regarding any site specific requirements for starting a day nursery or a private-home day care agency. These telephone numbers are available in the blue pages of your telephone directory.Prepare a basic budget based on expenses such as staff salaries and benefits, provider payments, play equipment, food, insurance and office expenses such as rent, taxes, utilities, telephone and bank charges. If you wish to operate a day nursery, determine what it would cost to renovate the space, indoors and outdoors in order to meet the requirements of the Day Nurseries Act and requirements of fire, health, and the building code. M inistry approval of the floor plans which include any proposed changes to the premises must be obtained prior to application for a building permit. Building permits issued by the municipal Building Department must be obtained prior any renovations being made. Call the MCYS Regional Office in your area for more detailed information and for assistance with the licensing process.Contact your local Child Care Service System Manager to find out about the child care services that are currently being delivered in your area. Examine their local child care plan to see what services are being planned and 36 †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ developed. The addresses of the Child Care Service System Managers are included in this package. APPENDIX 3 Ministry of Children and Youth Services (MCYS) REGIONAL OFFICES MCYS Toronto Region 477 Mount Pleasant Rd, 3rd Floor, Toronto ON M7A 1G1 Tel: (416) 325-0652 MCYS Central East Region 465 Davis Drive, Newmarket ON L3Y 8T2 Tel: (905) 868-8900 Toll Free:1-877-669-6658 MCYS Central West Region 6733 Mississauga Rd. Suite 200 Mississauga ON L5N 6J5 Tel: (905) 567-7177 ext. 245 Toll Free: 1-877-832-2818 MCYS Hamilton/Niagara Region 119 King St. W. , 7th floor Hamilton ON L8P 4Y7 Tel: (905) 521-7344 Toll Free: 1-800-561-0568 MCYS Northern Region 199 Larch St. , Suite 1002 Sudbury ON P3E 5P9 Tel: (705) 564-6699 Toll Free:1-800-265-1222 MCYS South West Region 217 York St. , Suite 203 London ON N6A 5R1 Tel: (519) 438-5111 Toll Free: 1-800-265-4197 MCYS South East Region 11 Beechgrove Lane Kingston ON K7M 9A6 Tel: (613) 545-0539 Toll Free:1-800-646-3209 MCYS Eastern Region 347 Preston St. , 3rd floor Ottawa ON K1S 3H8 Tel: (613) 787-5281 Toll Free:1-800-667-6190 MCYS North East Region 621 Main St.West North Bay ON P1B 2V6 Tel: (705) 474-3540 Toll Free:1-800-461-6977 37 APPENDIX 4 CHILD CARE SERVICE SYSTEM MANAGERS CENTRAL EAST REGION City of Kawartha Lakes 322 Kent Street West PO Box 2600 Lindsay ON K9V 4S7 (70 5) 324-9870 County of Northumberland 860 William Street Cobourg ON K9A 3A9 (905) 372-6846 City of Peterborough 178 Charlotte Street Peterborough ON K9J 8S1 (705) 748-8830 County of Simcoe Administration Centre 1110 Hwy 26 West Midhurst ON L0L 1X0 (705) 735-6901 Regional Municipality of York 17250 Yonge Street PO Box 147 Newmarket ON L3Y 6Z1 (905) 895-1231 Regional Municipality of Durham 605 Rossland Road East Whitby ON L1N 6A3 (905) 668-7711 CENTRAL WEST REGION County of Dufferin 229 Broadway Ave. Unit #4 Orangeville ON L9W 1K4 (519) 941-6991 Regional Municipality of Peel 3515 Wolfedale Road Mississauga ON L5C 1V8 (905) 791-1585 County of Wellington 21 Douglas Street Guelph ON N1H 2S7 (519) 837-3620 Regional Municipality of Halton 690 Dorval Drive, 5th Floor Oakville ON L6M 3L1 (905) 825-6000 Regional Municipality of Waterloo P. O. Box 1612 99 Regina Street South, 5th Floor Waterloo ON N2J 4G6 (519) 883-2177 38 EASTERN REGION City of Cornwall 360 Pitt Street, PO Box 877 Cornwall ON K6H 5T9 (613) 932-6252 County of Renfrew 9 International Drive Pembroke ON K8A 6W5 (613) 735-7288 City of Ottawa 100 Constellation Crescent Ottawa ON K2G 6J8 (613) 580-2424 United Counties of Prescott & Russell 59, Court Street P. O. 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The Kansas-Nebraska Act Essay Example | Topics and Well Written Essays - 1250 words

The Kansas-Nebraska Act - Essay Example There was a divided interest at this point as there was also strong consideration of territorial implications. Stephen A. Douglas, the proponent of this proposed bill, was highlighting national expansion, but the people were most concerned on the extension of slavery. The Kansas-Nebraska Act is therefore a highly political issue that sparked interest among the people and their rights to express their freedom to take stand concerning the issue. This policy certainly affected the Midwest because it divided the consensus stand on the idea behind national expansion. Instead, people were directed to focus on the critical issue about the extension of slavery. Prior to this, there was already a strong desire to eliminate slavery as clearly stated in Lincoln’s â€Å"House Divided† speech (PBS; Wikipedia). In the absence of consensus effort to be united on one stand, division should be remarkable and this was what Lincoln tried to emphasise in his speech concerning the issue ass ociated with Kansas-Nebraska Act. Lincoln’s â€Å"House Divided† speech Lincoln’s speech was an awakening point which could give further justification needed to obtain national solidarity that was threatened by political elements at that time. In order to make his points clearer, Lincoln tried to reference three of most controversial major governmental policies that for him if the people would not be united, particularly the governing body, there would be disunity and separation of popular interest diverted to personal and not to national assurance. Lincoln tried to emphasize national territory as a primary concern for the alignment of political goal of the nation. At this point, he urged the law-making body as far as legal combination was concerned, and so he believed â€Å"a house divided against itself cannot stand.† He was on the side revealing the point that a government could not remain to stand strong half slave and half free. In line with this, he cited the case of Kansas-Nebraska Act and other major governmental policies that gained popular protests and reactions. So there is therefore a good structure on Lincoln’s speech, which elaborates the need to take stand based on the prevailing reality. Lincoln emphasized the need to consider alarming output of some major governmental policies, which has become the strong basis of his stand to point out the Government could not just eventually take center stage but should need to understand solidarity for national expansion or growth. This makes Lincoln’s speech highly organized with appropriate point and structure, trying to combine persuasive manner in addressing a particular issue. Charles Beecher’s sermon, elements of rhetoric or style Obviously, Beecher’s way of addressing the issue on national policies on slavery was an expansion of text coming from the bible. He remarkably gained his authority and strong voice on the issue with reference to some bi blical text. As part of the development of his sermon, the focus of his application on the chosen biblical text was his own interpretation and stand on the national policies on slavery. This made a powerful combination of obtaining voice and authority in his sermon considering that there could be much more appreciation already placed on the actual issue and on the biblical text. Beecher’s sermon therefore has a specific voice trying to influence popular interest as it was timely and created a specific

Gender and Work Roles in Society Essay Example | Topics and Well Written Essays - 750 words

Gender and Work Roles in Society - Essay Example Mom and Dad have changed. Moms today are many things to many people. Mothers have always been the ones that are responsible for making decisions related to the children and the home. Now fathers are accepting some of that role and Mom at the same time is accepting and appreciating some of the outside role of work. The changing role of Mom today includes career, home care, education of the children, healthy living for the family, as well as the expectation that she will remain healthy by caring for herself. Fathers have learned to do the things that were only for women to do as well as juggle family and home. It is not unusual today to see a Dad going down the street with a backpack full of baby downtown. Mom may be at work or she may just be out with the girls. What a change. Researchers have noted two particular trends in this generation of young workers. Young women are looking for more responsibility in their jobs, not less. That is the opposite of what was true in the 90's as women chose to have less responsibility in their jobs. The second is that young women do not see motherhood as a deterrent to having a career. Today women with children and women without children view their careers in the same way. (Milkie, 2007). Young working men are spending more time with their children on work days than ever before, as well as sharing household duties. Milkie, (2007) informs us that according to the results of her study, women, though still having some difficulty negotiating family demands and work are in general feeling a sense of success in that balancing act. Their imbalance comes from marital unhappiness in the fact that they feel they have no time to share with their spouse and time is missing when their children are young. Men on the other hand feel that their time is unbalanced by what they perceive as unfairness in sharing housework, and the tradeoffs they have to have at work to be able to be home for family. In all of the studies reviewed, both genders report better role balance when they have a greater amount of time for their children. Women feel that the balance is greater when they are paid better and less financial strain and when they have to work fewer weekends. Workforce Research The past 35 years have been greatly affected by the change in the workforce and family. In today's families over 64% of married couples with children under 18 and 58% of married couples with preschool children are dual earner families (Corwyn & Bradley, 2005). Research shows that as this process has progressed the gender role lines have become very grey and men and women are learning to share roles quite well. It consistently gets better. Survey in the 1990's versus those now have changed drastically in the way women and men juggle their responsibilities. Children surveys show that more and more often there is an expectation that both parents will work and that there will be times when only one parent is home. Most of the research now shows that men and women report that they have mush more in the way of gains from the changes in lifestyles than in losses. They feel that there is more money, a positive

Project management Essay Example | Topics and Well Written Essays - 3750 words - 2

Project management - Essay Example it is not always the case that these projects are successful and achieve the desired objectives, but usually most of them do fail, either in terms of cost, quality, deliverables or time (Meredith & Mantel, 2012). Any project’s success is inherited in the timely ending of the project, attainment of the required objectives or deliverables are delivered, and within the project limitations or constraints. In order to execute the project successfully, it is imperative for the project team or managers to consider some crucial elements of the project, which may be the project cost, time, or resources (Oisen, 1971; Lock, 1994; Atkinson, 1999). Among these aspects, there are three central issues, such as the time, cost and quality, which are the key intentions of any project and hardly be achieved and make the project a successful one (Iqbal, Azam, & Qureshi, 2011). However, the secret of success can be understood by analyzing the executed projects, where the success factors or failure factors can be identified by a careful analysis. The purpose of this paper is to analyze the two real-life projects related to the adoption of Information Technology in the organization by identifying the success factors of these projects, and also to identify the risk factors with the help of risk map as well as provide suggestions for mitigating or managing the risks. ECourier is a well-known UK based organization, where it provides 24/7 and same day courier services to the customers throughout UK. It was started in 2003 and the main objective of the company was to deliver courier service with accurate delivery information or transparency in this information, along with the highest customer relationships through automation. It collects and delivers the packages from all the areas in London, as per customer’s instructions. In the beginning, it was involved in delivering the packages only in London, but now it has developed a huge customer base across the world, and have built many

How does Plantinga argue for the claim that belief in God might be Essay

How does Plantinga argue for the claim that belief in God might be properly basic Do you think his argument is good Do you think that the conclusion of his argument is true - Essay Example American analytical philosopher Alvin Carl Plantinga has also added some new dimensions to thoughts about rationality of belief in God by proposing the argument that belief in God is properly basic and needs to justification and evidenced from the other beliefs (Attridge, 2009). Plantinga divulged his philosophical views regarding belief in God and proposed his claim that the belief in God used to be properly basic depending upon the circumstances being faced by the individuals. He argues that there are certain circumstance when the belief in God in properly basic because certain circumstances compel the individuals to build faith upon certain things about God even if they do not find any support and reasons for those things from their other existing beliefs (Oppy and Scott, 2010). Plantinga referred to the classical thought that asserts that belief in God is always held in connection with other beliefs. He opposed this classical thought about the dependency of belief in God upon some evidences from other beliefs and claims that it is not always necessary because people do believe upon many things about God that are not verified and asserted by their other beliefs. He argues that believing in God does not require any argument. He made his claim in his article "Reformed Objection to Natural Theology" published in 1981. After the publication of this article there was strong wave of criticism and opposition was provoked especially from the philosophers having firm belief upon the arguments made by the classical philosophy. Through his claim and argument Plantinga has contributed to the epistemology called reformed epistemology in which he argues that the justification about the belief in God is not dependent upon evidence but it is properly basic and could be held regardless of other belief’s support to it. The argument poses by Plantinga has

Project Feasibility Study 2014 Essay Example | Topics and Well Written Essays - 2000 words

Project Feasibility Study 2014 - Essay Example With regard to the current scenario, the company incorporates four major brands that include Kingsmill, Allinson, Burgen and Sunblest, altogether playing a pivotal role for Allied Bakeries to build its long-term sustainability in the global food processing and retailing industry (1Allied Bakeries, 2014). In relation to the recent observation, the company has been facing a significant level of difficulties regarding the operational functions and performance of its leading brand, Kingsmill. Kingsmill of Allied Bakeries has long been identified as one of its leading brands, principally because it is capable of providing a wide range of food items ranging from the Little BIG Loaf to 50/50. Its primitive aim has therefore been focused on sufficing the nutritional needs of the consumers in the national baking industry (2Allied Bakeries, 2014). In its recent performance, the company has introduced the Great White loaf with the brand name of Kingsmill and has collected the attention of the global consumers within a short-run (Ritson, 2014). However, the market research conducted by Allied Bakeries has demonstrated a different scenario regarding the newly launched White loaf in the UK markets. Although marketers may gain success by altering the preferences or demands of the customers, in various cases, the changes may convey severe risks for the organisations to maintain its long-term sustainability. In relation to the business strategy of Allied Bakeries regarding its innovative Great White, the intention of changing consumption habit or attitude of the customers may lead the company to cause a negative impact on its brand positioning. Therefore, major changes regarding the innovative concept of Great White has emerged as an essential practice for the company to preserve the brand position of Kingsmill and the reputation of Allied Bakeries as well (Askew, 2014). Change in the business strategies is a common and widely accepted

Contemporary World Cinema Essay Example | Topics and Well Written Essays - 1750 words

Contemporary World Cinema - Essay Example Before beginning the main part of the comparative study, it is important to generally assess the working of the two filmmakers. In regards of the Dardenne Brothers, it is widely accepted that most of their films follow a sort of realistic depiction that may eventually drift towards some political implication. In other words, their movies are prone to convey political message. The most important part of this phenomenon is that this message is not conveyed in a planned way. The cocktail of story telling and realism may lead the spectator to wider societal and political inferences. Haneke, on the other hand, is known for depicting stereotypical characters time and again. However, such tendencies do not mar his exclusive language of cinema that gives rise to robust flow of thoughts. In words of Grundmann, this is â€Å"cinema of glaciation†. Further, realism in Haneke’s cinema appears in a subtle form where the central character may be a very different kind of person, just the like we find in Benny’s Video. Such sort of realism mixed with a degree of uniqueness and horror adds special dimensions to our general perception.

Stephen Colbert on American Jobs Essay Example for Free

Stephen Colbert on American Jobs Essay They range from jobs to energy to healthcare, and of course, they are all written in a satirical sense. In the second chapter, Colbert and his writers talk about jobs in America. They discuss the problem of jobs being shipped overseas to countries like India and China and Colbert puts forth his â€Å"solutions† to the problems, which mostly include setting up sweatshops in America. He also talks about job interviews and how to be successful at them. Colbert and his staff of writers use a wide range of comic techniques in the book as a whole and in the chapter on jobs to satirize the American culture and government. One comic technique Colbert uses in the jobs chapter is reduction. Reduction is essentially belittling or degrading someone. Near the beginning of the chapter, there is a picture of Barack Obama being captioned as Jimmy Carter. While Jimmy Carter was a decent president and many historians agree that he didn’t do anything bad, he is widely remembered for not doing much of anything during his one term as president except failing to get the Americans that were being held hostage in Iran out safely. Barack Obama has a similar record of inactivity in his first term, so the book captions Obama as Carter to essentially say that Obama didn’t do much in his first term as president. Throughout the chapter and the whole book, Colbert and his writers use pictures to their advantage. This is a common technique in satire because it’s easy to get your message across using pictures. They are usually fairly simple, quick to look at, and easy to understand the meaning of. Colbert also uses caricatures to his advantage in the chapter on jobs. A caricature is usually some sort of picture of the person or group being satirized with their more unsightly features being greatly exaggerated. It is a common technique used by satirists. Near the beginning of the chapter, there is a picture of an Indian woman going through the Kama Sutra exercises, a very old series of exercises used to strengthen the body and mind, while working at a call center. Through this picture, Colbert is talking about the problem of American jobs being shipped overseas. He also has a picture of a howler monkey named Bobo running a human resources department at a company. There is a common stereotype against human resources departments for not doing much work and making the employees’ lives difficult. The howler monkey is supposed to represent the HR department because it would be impossible to work with a monkey. Bobo even goes so far as to eat an employee’s paperwork, the equivalent of an HR department losing your paperwork. While pictures are of great use in satire, words can be just as effective if used properly. One technique Colbert and his writers use is burlesque, or the treating of a serious matter in a joking or flippant way. Burlesque is used throughout the chapter, but is used the most in the part about job interviews. Job interviews are extremely important, for they can make the difference between being hired for a job and not getting a job. In our current economy, interviews have become even more important because people are often in dire need of employment. Colbert devotes several pages to telling readers how to conduct a good interview. He tells the reader how many handshakes they should give, proper dress, and even how to appeal to the interviewer. Colbert also says to repeat the interviewer’s name many times. He says â€Å"Make a point of repeating your interviewer’s name as many times as possible as soon as you hear it† (Colbert 44). Colbert is essentially saying that by repeating the interviewer’s name, you’re flattering them, a common technique used by job seekers in interviews. Colbert satirizes the interview process as whole because he sees it as a joke and formality. He believes, and many will agree with him, that getting a job depends on flattery and connections with the interviewer. A fourth technique used by Colbert in the jobs chapter is reductio ad absurdum. This technique involves the satirist pretending to take the side of the person or group he or she is mocking in an attempt to further humiliate their subject. In the chapter, Colbert pretends to support sweatshops and shipping jobs overseas. He even goes so far as to suggest putting sweatshops in America and disbanding unions. In one of Colbert’s â€Å"truth punches† he says â€Å"The minimum wage ruined the proud American tradition of the sweatshop. You start paying American workers a minimum wage, the next thing you know they’re demanding air-conditioning and less flammable shirtwaist materials† (Colbert 30). The conditions he describes are very common in sweatshops around the world and are obviously a huge health and safety hazard. However, they make manufacturing cheaper and the lack of labor laws allows them to force their employees to work in the aforementioned conditions. Colbert pretends to support these views because by doing so he can make fun of them more effectively. Also, he highlights the extreme working conditions because by doing so, he can show the absurdity of both sweatshops and the argument for them. He can pretend to support horrible working conditions and still be viewed as humorous because everyone knows that those conditions are inhumane. One characteristic of satire that Colbert and his writers use in the jobs chapter is obscenity. At the beginning, he makes fun of the Rosie the Riveter, a common figure for female empowerment during World War II. He describes Rosie as â€Å"History’s most thinly veiled lesbian-I have worked hard to remain ignorant of whatever depraved act ‘riveting’ is† (Colbert 21). He also talks about Alan Greenspan’s scrotum and puts in a picture of it. The obscenity does not really have any purpose in satirizing Americans and their jobs. It’s there mostly for the sake of making the reader laugh and want to continue. Exaggeration is easily one of the most common, if not the most common, characteristics of satire. The chapter and the book as a whole are filled with exaggerations of varying amounts. He uses a â€Å"quote† of Ayn Rand’s, which says â€Å"Any man using the words of another is an unthinkable parasite worthy of contempt and death† (Colbert 25). Obviously Ayn Rand never said this; it’s a rather extreme thing to say and would have damaged her credibility. Colbert uses exaggeration in this instance to satirize Rand’s views of the working American. She is widely known for being a conservative and scorning Americans who don’t work and live off of the benefits of society. Colbert also uses this quote as an opportunity to take another swing at the Republicans. By making fun of a popular conservative, he is, by association, making fun of conservatives as a whole. The style of satire that Colbert and his writers use is a monologue. In a monologue, the satirist speaks from behind a mask. In America Again, Colbert is the narrator, and he uses this position to satirize more freely. By staying as himself, he can use the persona he has on his tv show, and he doesn’t need to spend time creating a character to speak through. This is also advantageous when using the reductio ad absurdum technique because most readers will already know that he doesn’t really support the side he’s pretending to be on, and they can appreciate the comedy more. The chapter on jobs was very amusing and did a good job of satirizing American jobs and American’s views on jobs. He satirizes how Americans preach the need to bring jobs back to America from countries like India and China, but no one is willing to lose money by investing in more expensive American workers.