Nursery Management Today - Jan-Feb 2024

Chief executive officer

Alex Dampier

Chief operating officer

Sarah Hyman

Chief marketing officer

Julia Payne

Business development director

Mike Griffin

Sales manager

Luke Crist

Event manager

Conor Diggin

Delegate relationship manager

Sharifa Marshall

Customer success manager

Alba Chamizo Martin

Content marketing manager

Sophie Davies

Marketing campaign manager

Sean Sutton

Business development executive

Kirsty Parks

Business development researcher

Robert Drummond

Editor

Briony Richter

Features editor

Charlotte Goddard

Subeditor

Charles Wheeldon

Advertising & event sales director

Caroline Bowern

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caroline.bowern@nexusgroup.co.uk

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Harry Hyman

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Website: nmt-magazine.co.uk

Nursery Management Today is published six times a year by Investor Publishing Ltd. ISSN 1476-136X © Investor Publishing Limited 2023 Views

A year of change for the sector?

Ringing in 2024 usually goes hand in hand with an abundance of new year resolutions and goals, both personally and professionally.

It’s a great time to reflect and look ahead to supporting the early years sector more fully. The past year has undoubtedly presented its share of challenges, but with challenges come opportunities for growth, innovation and positive transformation.

The early years sector plays a pivotal role in shaping the foundation of a child’s development, and as we continue to collaborate, there’s a palpable sense of optimism for what the future holds. The resilience and adaptability demonstrated by educators and sector leaders in the face of unprecedented circumstances highlight the sector’s unwavering commitment to the wellbeing and development of the youngest members of our society.

One of the key opportunities lies in the continued integration of technology to enhance early years education and also to ease the admin workload where possible for staff. The digital landscape offers myriad tools and resources that can be harnessed to create engaging and interactive learning experiences.

Furthermore, the spotlight on mental health and wellbeing is an opportunity to fortify support systems for both children and the early years workforce. Investing in training programmes that address the emotional needs of educators and fostering environments that prioritise mental wellbeing will undoubtedly contribute to a more robust and compassionate early years sector. We know that mental health challenges have increased among those working in settings and if we are to create a strong

and sustainable sector, that has to take centre stage.

Collaboration and knowledge-sharing between providers and government is also going to be critical moving forward. The new year beckons us to build networks, exchange insights, and collectively work towards creating environments that foster holistic development for every child.

So, with a general election looming, will this be the year we start seeing more action from the government? All parties have certainly laid their cards on the table with a number of pledges. Only time will tell in that regard.

In conclusion, the year ahead holds promise for the early years sector. By embracing innovation, prioritising mental wellbeing, lobbying for permanent change, we have the chance to shape a future where every child can thrive and reach their full potential. Here’s to a year of growth, learning, and endless possibilities.■

Briony Richter

Editor, Nursery Management Today briony.richter@nexusgroup.co.uk

Politics & Policy

The number of childcare providers in England fell by 5% between 2022 and 2023, but there was a slight increase in the number of childcare places, according to the latest government figures.

Figures from the Department for Education’s survey of childcare and early years providers, reveal that the number of childcare providers fell from 59,400 in 2022 to 56,300 in 2023. There was a 10% reduction in the number of childminders and a 2% fall in the number of groupbased settings, but a slight rise (1%) in the number of school-based providers.

The figures chime with recent statistics released by Ofsted, which also noted a 5% fall in providers.

Neil Leitch, chief executive of the Early Years Alliance, said: “The continued decline in the number of early years providers – falling 5% in the last year alone – is a clear sign of just how much pressure the sector is under, and is likely to have serious implications on accessibility and choice for parents when the new scheme is introduced.”

The Ofsted complaints process is undergoing a series of changes that the regulatory body pledges to implement

as soon as possible. Over the past couple of years there has been increasing strife between Ofsted and providers, heightened post Covid-19, and the sector has been calling for an overhaul of the system.

Ofsted has listed four proposals that will support transparency and a more positive relationship between the regulatory body and providers:

• Proposal 1: Enhance on-site professional dialogue during inspections to help address any issues.

Sector Support

Global clothing brand Superdry has selected Busy Bees to provide discounted childcare to support its UK working parents. The partnership offers Superdry’s employees an affordable childcare solution, with a 20% discount on fees at any of Busy Bees’ national network of more than 350 nurseries, no registration fees, and the first week of childcare free.

Superdry’s people director Suzie Noble said: “Family is massively important to us, Gary Dear [international reward manager] and the team worked brilliantly to introduce a range of family-friendly working policies to ensure our working parents are able to deliver the best work of their career while they are with Superdry. We also care passionately about building an ethical and sustainable business that

contributes positively to society. That’s why partnering with Busy Bees, with their

• Proposal 2: Introduce a new opportunity for providers to contact Ofsted.

• Proposal 3: Introduce new arrangements for finalising reports and considering formal challenges to inspection outcomes.

• Proposal 4: Direct escalation to the Independent Complaints Adjudication Service for Ofsted and adding a periodic review of closed complaints using external representatives from the sectors Ofsted inspects.

mission to give every child the best start in life, was an obvious choice for us.”

Charity Inspiring Leaders has launched a new set of courses for baby room leaders, including a free five-week introduction to baby room leadership.

The free online introductory course has been developed by a group of baby room leaders, nursery managers and researchers working to improve baby room leadership across the UK. It is designed for current or aspiring baby room leaders and will explore the vision and values of the baby room, boosting leadership through reflective practice and action planning, and how to motivate the baby room team. Participants will meet weekly for one hour, complete weekly reflection tasks and engage in WhatsApp conversations with the course community.

“Leading in the baby room comes with unique joys and challenges, which means that targeted professional learning and leadership development is vital,” said Dr Mona Sakr, associate professor of early childhood education at Middlesex University and part of the team that developed the training.

The government’s Early Years Stronger Practice Hubs programme has launched a new website to support early years practitioners with access to free training, events and resources.

Nursery news

Two UK childcare brands have merged following their acquisition by Partou, a major childcare provider in the Netherlands, which acquired Just Childcare and All About Children in 2021 and 2022 respectively. The two brands will unite under the single unified name Partou.

B Corp certified Partou’s nurseries are known for their ‘microcosmos’ approach whereby individual settings act as mini communities, allowing children to discover the wider world in a fun, safe and trusted environment.

Samantha Rhodes, UK managing director at Partou said: “We are delighted to announce the merger of All About

The website allows practitioners to find their nearest Stronger Practice Hub and access information about training and events in their local area, as well as data on tried and tested resources and approaches.

The Early Years Stronger Practice Hubs programme is part of the Department for Education’s £180 million Early Years Education Covid-19 Recovery Package and is delivered on behalf of the DfE by the National Children’s Bureau (NCB).

The website features information about the programme as well as access to other related DfE programmes and

the Early Years Evidence Store created by the DfE’s evidence partner on the programme, the Education Endowment Foundation.

Ellie Suggate-Francis, assistant director of the NCB’s early childhood unit, said: “The new Early Years Stronger Practice Hubs website will support regional networks of early years practitioners, allowing local authorities and professionals to share invaluable knowledge, research, evidence, advice and resources on early years, and supporting the best outcomes for young children.”

Children and Just Childcare and welcome a new chapter of exceptional childcare services in the UK, all under our Partou brand name. We’re thrilled to combine decades of expertise from all three brands and offer a quality childcare for families in the UK.

“At Partou, we’re committed to future-proofing our society to ensure that equal opportunities, social cohesion and sustainability are the norm. Our combined mission is to prepare every child for the world of tomorrow, by cultivating resilience, enabling them to navigate the challenges of the future with confidence”.

nmt-magazine.co.uk

Caroline Wright, early childhood director at Bright Horizons UK, was among those named on the King’s New Year’s Honours 2024 list, receiving an MBE for services to early childhood education.

Wright said: ‘’I feel truly honoured to receive this award; it has been my absolute pleasure to work with and for children for the past 45 years, and I truly can’t imagine that any other career would have been as rewarding or as exciting as this. I have loved every moment and can honestly say that it has been a privilege to be involved in the lives of so many children, practitioners and families. I have been very lucky to have had strong mentors and guides in my professional career and I hope that I have been able to provide

some inspiration to other early childhood practitioners, so that they too can make

a positive difference to the lives of our children.”■

NurseryCare

NMT Owners Club Midlands

25 January 2024 | The Belfry, Birmingham

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19 March 2024 | Oulton Hall, Leeds

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15 May 2024 | Celtic Manor, Newport

EducationInvestor Awards

13 June 2024 | Park Plaza Westminster

Bridge, London

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27–28 June 2024 | NEC, Birmingham

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12 September 2024 | Marriot, Lingfield

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10 October 2024 | Hilton, Glasgow

Education Summit

18 October 2024 | Business Design Centre, London

Nursery Managers Show

29–30 November 2024 | London

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30 November 2024 | London

Meet the CEO

Briony Richter speaks to Emma Rooney, chief executive of Childbase Partnership about her early years career, the principles that guide the group and her take on the sector’s future

Tell us about your career in the early years sector and how you came to your current role

I have a degree in early childhood studies, the Early Years Professional Status (EYPS) qualification and over 25 years’ experience in the sector. I developed my operational and business skills in a variety of leadership roles before joining Childbase Partnership in 2012 as a regional director and found a natural home there.

The ‘in it together’ employeeownership business model where colleagues are not only empowered but actively encouraged in decision-making fits in perfectly with my approach to managing people.

After two years as a regional director, during which my dedicated teams exceeded all expectations, I was offered and accepted the role of operations director. I have been chief executive for five years now.

What’s the most challenging aspect of being a chief executive and how have you adapted your leadership style to get the best results?

Maintaining a connection with colleagues as individuals is much harder

“Maintaining a connection with colleagues as individuals is much harder when there are over

2,300 employee

owners

in 44 Childbase nurseries from Nottingham to Reading.”

when there are over 2,300 employee owners in 44 Childbase nurseries from Nottingham to Reading.

Operating in an extremely competitive marketplace, a challenging recruitment sector and being subject to high levels of regulation and government inspection mean the ‘quick fixes’ in improving workplace happiness aren’t always possible.

I want people to enjoy their jobs and ultimately be happy, but I also have to ensure that the business is sustainable and continues to recognise and benefit everyone as owners. That’s a challenge.

Visibility and relevant, regular communication have always been a priority for me. Operating throughout the pandemic crystallised my belief that continually honing and developing opportunities for colleagues to engage with me confidently is absolutely vital.

What’s been the most rewarding part of your job?

Seeing the excellent results achieved right across the business by engaged and committed colleagues and how much the achievements mean to everyone

personally. We all take enormous pride in excellent parent reviews and Ofsted Outstanding inspection reports.

Equally rewarding is seeing a colleague exceed their own expectations like Kayleigh Phelan who recently gained a distinction in her level 3 qualification.

A talented practitioner, but less confident with early years theory, Kayleigh’s potential was recognised, and she was encouraged to study with the Childbase Academy of Excellence. Given the right support, her incredible achievement has given her the confidence to look at further opportunities.

Employee wellbeing initiatives continue to evolve to meet the diverse needs of staff. What programmes at Childbase Partnership are you most proud of?

I’m incredibly proud of both the £8.5 million financial support plan last year which was to combat the cost-of-living crisis and the partnership reward days initiative this year which is based on hours worked in the previous three

Emma Rooney

months, with full-timers getting up to five days extra paid leave in each quarter and pro-rata allocations for others. They both provide a degree of flexibility and choice which is still so lacking across the sector.

In addition to the profit-sharing cash, free meals, feminine hygiene products available in nurseries, and access to discounted shopping introduced last year, colleagues have exclusive access to the NHS-validated app and a team of clinical therapists providing targeted support for everything from how to recognise and effectively manage stress to empowering colleagues to sleep better.

This year we added the Health Assured Employee Programme and its ‘My Healthy Advantage App’, extending the support to colleagues’ immediate family members.

Fundamentally, this recognises that my colleagues’ needs are individual and subject to change, so there isn’t the ‘one-size-fits-all’ approach to supporting wellbeing.

How do you support and encourage continuing professional development for employees?

At Childbase Partnership we are ambitious for each other, both professionally and personally, and committed to creating environments that enable everyone to thrive.

The Childbase Academy of Excellence, with a brilliant and experienced team of trainers, offers a wide range of qualification courses which are easily accessed and promoted to encourage engagement. The success rates are

excellent, and way above the national average.

We also have reward payments on completion of any relevant qualification, and support colleagues with funding to complete qualifications not provided by the Academy. Upskilling colleagues is always high on my agenda.

Two examples would be a training session on the Scandinavian approach – ‘Hygee in Early Years’ – requested by two practitioners or the ‘Brilliant Babies’ training session provided by an external specialist. The response to the latter training, which was only offered to colleagues in four nurseries as a trial, was so positive that the sessions are now offered company-wide and interest in the range of courses available has increased.

The relationship between Ofsted and providers has had its strained moments. What improvements would you like to see in inspections?

Inspections are just one day every four-to-six years, when our colleagues have the opportunity to showcase the amazing work they do on each of the remaining workdays in the year. I believe all early years providers are looking for sensitivity, fairness and consistency in the inspection process.

The emphasis of the inspection should be about creating a climate where the team can perform at its best before assessing the quality of their provision.

I believe providers would have more confidence in the complaints procedure if Ofsted wasn’t ‘marking its own homework’. There seems to be

an emphasis on simply reviewing the process and not a focused consideration of the substance of the provider’s complaint.

How do you ensure that the business stays on top of compliance with the latest regulations and accreditation standards in the sector?

In 2017, while maintaining extended opening hours and 52 weeks-a-year operation, Childbase Partnership introduced two, annual ‘Inset Days’, when nurseries close for dedicated ‘whole team’ training.

The benefits of this programme are considerable and underpin a commitment to keep our front line colleagues up to date with the latest early years research and practice methods without overburdening evening and weekend study schedules.

The dedicated sessions, delivered to nursery teams in the place where they apply it to supporting children’s learning and development, achieves a more cohesive response to implementing new policy and practice methods.

What are your priorities for 2024?

Ensuring that the partnership reward days plan delivers meaningful improvements in work-life balance for my colleagues is an absolute priority.

Like all providers I will continue my focus on recruitment and retention strategies which not only improve the work experience for my colleagues, but also delivers the best outcomes for the children and families in our care.■

Emma and students Academy

Parties set out their stalls

2024 is set to be a gripping year for politics. A general election, probably in the second half of the year, means voters will be able to see how the parties’ early years promises play out. Briony Richter explores

High-quality early years provision can generate sustained and significant improvements to children’s development, which can ultimately reduce disparities in later life. Securing good childcare for children, at the places they need it, is something all governments should to prioritise.

Last year there was an array of childcare announcements from the government and the major political parties as childcare became a crucial element for party manifestos. With the new early years entitlement coming into force this spring, let’s take a look at where the parties stand and the updates on funding rates.

The Conservative Party Prime Minister Rishi Sunak and his government ramped up their pledges towards the early years sector last year when Chancellor Jeremy Hunt announced the much-anticipated Spring Budget.

The package of support promised to invest £4 billion into the sector, in a move that Hunt claimed will significantly ease the financial burden on families. That being said, we saw reports from numerous business organisations stating that at least double this amount would be needed to make a real and long-lasting sustainable impact.

“Last year there was an array of childcare announcements from the government and the major political parties as childcare became a crucial element for party manifestos.”

During the Budget, the Conservatives have pledged to increase this offering in three staggered stages.

• From April this year, working parents of two-year-olds will be able to access 15 hours of funded childcare.

• From September this year, 15 hours of free childcare will be extended down to the age of nine months.

• From September 2025, working parents of children aged nine months and upwards will be entitled to 30 hours free childcare a week right up to their child starting school.

The National Living Wage is also increasing from April this year, and while that move was welcomed, the government must ensure that funding for the sector rises in line with wage increases.

The Labour Party

In its ‘five missions for a better Britain’, the fifth mission – education, Labour pledged to work with the early years and childcare sector to build capacity, initially by removing legislative barriers to local authorities opening new childcare provision.

‘Childcare as education’ is the slogan for this mission. The party aims to bring the early years sector in line with schools, promoting it as a vital part of our infrastructure, rather than an add-on sector that has been getting left behind.

• Delivering new childcare places: Across the country, Labour stated that there are significant “childcare deserts where families are unable to find the childcare they need and local authorities report significant challenges in delivering their ‘sufficiency duties’ – ensuring sufficient availability of childcare in their local authority. The government is adding to parents’ childcare hours entitlements but is doing nothing to make more childcare places available for families when and

“Labour will work with the early years and childcare sector to ensure professionals are provided with opportunities for high-quality training and recognised for the skilled work they are doing.”

where they need them. Labour will address the supply side of childcare, not just create more demand.”

• Workforce reform: “Labour will work with the early years and childcare sector to ensure professionals are provided with opportunities for high-quality training and recognised for the skilled work they are doing.”

• Ofsted: Last October, Labour announced an early years review by Sir David Bell, the former chief inspector of Ofsted and former permanent secretary at the Department for Education. The review will develop a plan for the widening of childcare eligibility that has been promised by the Conservatives at the 2023 Budget. It will also cover ways to increase the amount of primary school-based nursery provision, while also looking how to remove restrictions on local authorities from opening nursery provision.

The Liberal Democrats

The Liberal Democrats are going full steam ahead with their ‘A Better Start in Life for Every Child’ pledge. It will cover the long-term commitment the party has stated for delivering free, full-time childcare for all children from

“After a lengthy wait, the Department for Education confirmed council funding rates for the early years entitlement expansion come into effect in April, as well as new rates for the three- and four-yearold offer.”

age two, and those with working parents from nine months. The party would achieve this by reviewing payment rates for childcare providers to ensure they genuinely reflect the costs of delivering high-quality childcare and early years education and boost the number of childminders by simplifying regulation. This will also give parents and carers more options for childcare and more flexibility to align with their own working schedules.

Local authority funding rates

After a lengthy wait, the Department for Education confirmed council funding rates for the early years entitlement expansion come into effect in April, as well as new rates for the three- and fouryear-old offer.

From April next year, the national average hourly rates funded by the government for local authorities – not providers – will be: £11.22 for undertwos, £8.28 for two-year-olds, and £5.88 for three- and four-year-olds.

According to the DfE the funding rates accurately “reflect the increase in the National Living Wage from April 2024, which makes up a significant proportion of providers’ costs”.

Applications for the first wave of the expansion’s rollout for working parents opened on 2 January. From this point until the end of February, eligible working parents or carers of two-year-olds will be able to register to access the funded hours, which will begin in April this year.

This increase in funding is a step in the right direction, but it still falls short

given the increase in the National Living Wage. Prominent figures from early years organisations expressed their concerns.

Neil Leitch, chief executive of the Early Years Alliance, said: “While any early years funding increases are, of course, welcome, the fact is that the additional support announced today is still likely to fall short of what the sector needs to successfully deliver the 30-hoursexpansion in the long term.

“This is particularly true of the threeand four-year-old offer, where funding rates – which have long been wholly inadequate – remain incredibly low. This is likely to push settings who do not, or cannot, offer places to younger children into an incredibly precarious position, meaning that many will struggle to deliver early education and care without passing this funding shortfall onto parents in the form of higher fees.

“The policy is a perfect example of the ‘announce first, think later’ approach that government continues to take when it comes to early years. With the start of the expansion just months away, it remains to be seen whether there is any hope of this

“This increase in funding is a step in the right direction, but it still falls short given the increase in the National Living Wage.”

policy actually working in practice.”

Purnima Tanuku, chief executive of National Day Nurseries Association commented: “The government has promised more funded childcare for parents, but this announcement shows they are not serious about paying a fair rate for high-quality early education and care.

“Their own policies of raising the National Living and Minimum Wages will increase costs by at least 10%. Increasing

rates by less than 5% only adds up to more early years settings closing and certainly will not help employers recruit and retain more talented people that our sector desperately needs.

“At the same time the Early Years Pupil Premium, designed to support children from more disadvantaged backgrounds, will only rise by 2p per hour or just over £11 a year. These children have the most to gain from access to early education and care places, but this will not allow providers to make the kind of impact they want.”

Helen Donohoe, chief executive of Professional Association for Childcare and Early Years, said: “We know that the ambitious plans for the expansion of early education and childcare will need to see growth right across our sector, and not least in the number of childminders.

“We therefore welcome the launch of the start-up grants scheme, for new and

returning childminders, and look forward to working with all providers as more and more parents come on board.’’■

“The policy is a perfect example of the ‘announce first, think later’ approach that government continues to take when it comes to early years. With the start of the expansion just months away, it remains to be seen whether there is any hope of this policy actually working in practice.”

Over 4,000 in attendance

Treat early years fairly

The relationship between early years providers and Ofsted has certainly suffered post Covid-19. Briony Richter explores the regulators’ recent announcements and what to expect

There have been some significant developments and changes from Ofsted since the end of last year, many of which will come into force this year.

On 2 January, Sir Martyn Oliver began his five-year term as the chief inspector of education, children’s services and skills and started off with an immediate package of training for inspectors on mental health awareness, and his ‘Big Listen’ will follow Ofsted’s response to the Ruth Perry inquest.

Sir Martyn said: “My full job title highlights the breadth of our work. We help raise standards for children and learners at every stage of their lives. But the public probably know us best for inspecting schools. Over the last year, since the tragic death of Ruth Perry, our inspections have come under great scrutiny. I’m determined that we learn from this to improve the way we work.

“Along with immediate training on mental health awareness, one of the first things I want to do is listen – to parents, to professionals in the sectors we work with, and to people with an interest in our work. We are here for children, their parents and carers – and we will serve them best by working constructively, respectfully and empathetically with the

“Along with immediate training on mental health awareness, one of the first things I want to do is listen – to parents, to professionals in the sectors we work with, and to people with an interest in our work.”

experts who are responsible for their education and care. Our people come from these sectors. We understand the pressures they are under – and we will make that clear as we go about our work.”

Mental health has worsened across the early years sector largely caused by the increasing demands placed on practitioners and managers, coupled with a recruitment crisis and lower wages. Yet, Sir Martyn has only paused inspections for schools, not early years settings which will continue as normal. Ofsted inspections will be halted until inspectors have been properly trained in protecting the wellbeing and mental health of school staff.

Neil Leitch, chief executive of Early Years Alliance expressed his disappointed: “It is extremely worrying and entirely unacceptable that Ofsted’s decision to pause inspections does not include early years settings.

“Our own research clearly shows that inspections are not just a cause for concern for providers, but their biggest cause of stress. Why then is early years continually forgotten when steps are taken to address wider concerns about Ofsted inspections?

“The fact that early years inspectors, like schools inspectors, will receive mental health awareness training is undoubtedly a positive step, but we are yet to receive any explanation as to why nurseries, preschools and childminders are continuing with inspections while this training is undertaken, when this is not the case for schools.

“We therefore call on Ofsted to ensure that inspections in early years settings are paused in line with schools immediately, and, crucially, that any changes to the way that inspections are carried out going forward include the early years sector. After all, we know – and Ofsted knows –

“The survey of 1,910 early years practitioners also highlighted that Ofsted was the biggest cause of stress for the early years workforce. ”

that the education system doesn’t begin and end with schools.”

The Early Years Alliance had been calling for a review of Ofsted’s inspection process after its ‘Minds still matter’ report was published following a survey that found that a third of the workforce (35%) is considering leaving the sector due to stress and mental health difficulties.

The survey of 1,910 early years practitioners also highlighted that Ofsted was the biggest cause of stress for the early years workforce. A further 79% of respondents are stressed about Ofsted inspections “fairly” or “very” often, and more than three in five (62%) have had a negative Ofsted experience.

Throughout last year, the majority of practitioners say they suffered from anxiety (67%), fatigue (65%) and loss of motivation (64%), while 14% experienced panic attacks, and 3% reported thoughts of taking their own life.

While the new chief inspector has pledged to improve the system of inspections, the early years sector

“We receive many calls from our nursery members who are unhappy at how their inspections have been conducted or with how they and their staff are treated by inspectors.”

continues to be left out. So, what has Ofsted promised to do?

Ofsted complaints process

Ofsted launched a public consultation on proposals for changes to Ofsted’s post-inspection arrangements, including how they handle complaints about their work. The proposals intended to build on current arrangements to support a ‘right

first time’ approach to inspections. The consultation ended in September last year and the proposals that were published begin this year in an effort to improve the relationship between the regulatory body and providers.

• Proposal 1: Enhance on-site professional dialogue during inspections to help address any issues.

• Proposal 2: Introduce a new opportunity for providers to contact Ofsted.

• Proposal 3: Introduce new arrangements for finalising reports and considering formal challenges to inspection outcomes.

• Proposal 4: Direct escalation to the Independent Complaints Adjudication Service for Ofsted and adding a periodic review of closed complaints using external representatives from the sectors we inspect.

Stella Ziolkowski, the National Day Nurseries Association’s director of quality and training, said: “We are pleased to see that the sector has been listened to through this consultation. The new opportunity for providers to contact Ofsted to raise questions or concerns post-inspection is welcome. We receive many calls from our nursery members who are unhappy at how their inspections have been conducted or with how they and their staff are treated by inspectors. While not everybody’s inspections experiences are bad, it’s important that Ofsted complaints processes are fit for purpose to support those providers who feel they have been treated unfairly.”

While these are positive steps, the devil will be in the detail and for providers to trust the changes being made they also must be fully included in the processes and on the same level as schools. ■

Get ready to sell

New Year resolutions should be as true for your business as they are for yourself, and I fully recommend starting the new year with a bang and preparing for a sale. This doesn’t necessarily mean that you are selling tomorrow or even this year. It’s about understanding your own business better so you can maximise it while you are in it, as well as getting the price and buyer you want when you do look to exit.

“When we’re in a setting all day, every day, we often end up following processes that are no longer benefiting you or the business. Write down all the processes you have and make this year the year you review them all.“

Review day-to-day processes

When we’re in a setting all day, every day, we often end up following processes that are no longer benefiting you or the business. Write down all the processes you have and make this year the year you review them all. Are there aspects of how you fill the sessions that are resulting in lower occupancy? Is your invoicing process resulting in more time chasing bad debts? The most basic operational processes have a direct correlation on how efficient and profitable your business is. Are they all functioning as they should do, allowing you to ease day-to-day running, maximise profit, and get the best value when the time comes to sell?

Manage your numbers

January is accounts and tax time for many, and for some business owners it’s the only time they look at their accounts. We all do it, check the figure at the bottom, bemoan the tax that we’ll pay, and then file them away. This isn’t so much of a problem if you’re managing

your figures week by week, but if this is the only time you look at them, then make this year the year you manage your figures.

The term ‘management accounts’ can put people off as they assume this is something the accountant must do for them, or they visualise a complicated spreadsheet with inexplicable formulas

Leah Turner, co-founder of broker Owen Froebel shares her top tips for preparing a nursery for sale in 2024

Leah Turner

and multiple tabs. This doesn’t have to be the case. In terms of management accounts, the key thing is a list of payments received and a list of payments made, ideally with clear information of what those relate to. List costs with a one-word explanation: ‘insurance’ or ‘food’ and that’s all that is needed. Templates can be found online. This should not only make your accountant’s life easier at the end of the year, it will also allow you to manage the business month-on-month and see how key areas are performing and make it easier to spot rogue costs creeping up.

This also allows you to understand better what your accountant does with the figures. Is your accountant splitting out personal costs that may be construed as an ongoing business cost to a lender? A buyer, their lender and their solicitor

“If you own your property, you should be thinking about what you would like to do with it long before sale and investigating if the outcome you want is possible.“

will look at every part of the business when the time comes, so familiarising yourself in advance to the parts that may result in a price reduction will allow you to maximise value and be best prepared when the questions are asked. The easier a set of accounts are to read, the stronger the value.

The property

If you own your property, you should be thinking about what you would like to do with it long before sale and investigating if the outcome you want is possible. Always start by talking to your financial advisor as to what the plan will be. Is it better to sell the property when you exit, or retain it and lease it out? What are the tax ramifications of each option?

If you have an expensive property, it may not be possible to sell the freehold to the same buyer as the business. What will you do if this happens? Is it better to look at sale and leaseback before sale, to ease a sale of the business and free up funds beforehand?

If you lease your property, does the current lease offer a security of tenure for you and for the future owner? If you have a lease shorter than five years, it may be difficult for you to get finance against the business if you look to expand and invest, or for a buyer to secure finance to buy the business. If the lease is not in

“So, whether you’re already exploring the market, or you’re currently watching from the sidelines as you’re not quite there yet, as with all things, preparation is key.“

the Landlords and Tenants Act, then you may not be able to renew once the term is up. No one looks at the lease after it’s signed until a problem occurs. Start by pulling it out of the filing cabinet and see what you have at the moment and think about how you can make it more secure for you.

So, whether you’re already exploring the market, or you’re currently watching from the sidelines as you’re not quite there yet, as with all things, preparation is key. None of these tips are hugely life-changing or TikTok worthy, but as with the new year resolutions, it’s about creating good habits, increasing your own knowledge and understanding, and laying the groundwork. Once that is done, the next year starts on a strong footing and the sky is the limit.■

Nature’s classroom: importance of the outdoors for childhood development

Angela Andrea, founder and editor of Kadamey magazine and the Babyopathy pregnancy journal, says reimaging children’s outdoor space can improve their development and wellbeing

Mary, Mary quite contrary, how does your garden grow? With silver bells and cockleshells and pretty maids all in a row….”

This is an old nursery rhyme, but is it also a sign of how times have changed, not necessarily for our benefit?

How many of your children can name the flowers in your garden? Do you even have flowers in your garden or even a garden or outside space at all? Most early years settings do have access to a garden. but many have become muted brown playgrounds of artificial surfaces such as play bark and wooden equipment, instead of a natural play space, filled with the whole spectrum of colour provided by myriad plants and flowers.

At Kadamey we are on a mission to change this because being truly connected to nature is an inbuilt need for us all, that in today’s modern world is not being met. To fulfil this need, we have a challenge for you for 2024, to create a chromatic garden and now is the perfect time to start.

Sadly, current trends of artificial nature play indoors have created an environment

“How many of your children can name the flowers in your garden? Do you even have flowers in your garden or even a garden or outside space at all?”

(both indoors and outdoors) of a sea of brown, including beige walls, brown carpet and wooden furniture and play equipment everywhere. While brown, like every colour, has many positive attributes, these can become negative influences when it’s the only overwhelming colour we are exposed to. For brown, these can include anxiety, dullness, insecurity and withdrawal.

This makes the nature and sensory experiences children are exposed to even more important.

Why is the outdoors so important to us all, but especially children? Because our in-built connection with nature nurtures our wellbeing, health and development – this is called the biophilia hypothesis. Biophilia affects our wellbeing in many ways, for example, our minds are hard wired to react favourably to the colour green.

You may think playing with nature resources indoors, or a bit of time on some playground equipment is enough for our mental health and wellbeing, but it’s not. While a good start, children have become detached from nature itself, losing their instinct to explore and reimagine the natural world around them. This increases the risk of stress, anxiety and other mental health concerns. Due to Covid lockdowns their immune systems have suffered, as have their social and emotional development. Language delays and mental health concerns are at an alltime high and there’s an increasing lack of empathy toward others too.

Science has shown nature needs to be engaged outside for maximum effect,

“You may think playing with nature resources indoors, or a bit of time on some playground equipment is enough for our mental health and wellbeing, but it’s not. ”

bringing ‘the outdoors in’ doesn’t interact with the brain in the same way.

Optimise sensory engagement

This is why the Kadamey programme encourages children to get outdoors wherever possible, with our indoor environments becoming aligned with sensory and nature influences, rather than creating nature activities inside. However, we take our outdoor environments one step further, through chromatic gardens.

Chromatic gardens combine the positive use of colour psychology alongside specific areas in the garden we call chromatic development zones. These colour-specific areas align with wellbeing and developmental areas and potential life paths, allowing children to explore their own unique characters without ‘boxing’ them in. We teach children to value nature and their environment, to engage with its natural rhythms and seasons too, all vital to energy and sensory wellbeing. Using our chromatic gardening programme and development techniques, alongside your traditional outdoor play

equipment, will get kids growing, not just physically but mentally, emotionally and through all areas of their wellbeing and development.

In addition to our chromatic gardening zones, we include a complete annual garden programme of garden planning, ‘how to videos’ (everything from making pots from paper to planting, harvesting, cooking and storing the vegetables the children grow) and more. We get children ‘growing’ their own food every week too.

We can help you create your own chromatic garden, from planning and design this month, to planting the first seeds, creating your colour zones to glow throughout summer, finishing with harvesting your own foods and preparing for winter.

Through utilising everything you learn with us; your garden will become a whole new source of nature play and natural wellbeing for children and staff., helping to reduce stress while nurturing natural development and lifelong learning at the same time, So let’s get started.

Step one

Begin by drawing a plan of your garden space; measure, draw and take photos of it. The children can get involved in all of these. Keeping records of your garden allows the children to see their decisions and choices develop and you get to see what works (or not) in each area, plus it contributes to your Ofsted evidence and reinforces your planning and outcomes. You can find more help on planning in our book Chromatic Gardening.

Step two

Use a compass to mark north, south, east and west on your plan, making sure you have aligned your plan correctly. It is a great opportunity to introduce some basic language for directions, such as “the sun rises in the east and sets in the west”.

Step three

Mark on your plan everything already in your garden: each tree, bush or plant. Remember to include every piece of equipment, containers and sheds etc.

Step four

Once you have everything on your plan, it’s time to use our garden aspects plan. You can find it in our ‘January activity download’ on our website. Plot each colour zone onto your own garden plan. Remember, the garden aspects plan has north, south, east and west on it and it’s important to align it with your own garden correctly. How does the colour zone correspond to things already in your garden? If needed, you move things around to match.

Step five

Finally, sign up for some free plant catalogues and have fun choosing some flowers and plants to add to each colour zone over the coming months. ■

Business outlook 2024

Business property advisor Christie & Co has launched a report which reflects on the themes, activity and challenges of 2023 and anticipates what 2024 might bring for the early years sector

Christie & Co’s ‘Business outlook 2024’ report highlighted that across the sector, 2023 was a year typified by ‘market resets’ due largely to cost of capital increases, inflation and government announcements associated with policy changes. All these factors resulted in various challenges but also opportunities and according to Christie & Co there were mixed reactions from both owners and investors.

Despite a variety of operational and financial challenges, the demand for highquality nursery settings nationwide, from single assets to larger groups, remained strong last year.

Interest rate increases led to borrowing becoming more expensive which created a challenge for new entrants taking their first steps into the sector and for existing operators wanting to expand. Yet, despite the increased cost of capital, the UK day nursery market continued to move forward.

Throughout 2023 Christie & Co brought 236 day nurseries to the market. This was a mixture of single settings and groups.

Key statistics included:

• A 27% decrease in the number of day nurseries sold in 2023, compared with 2022.

“Interest rate increases led to borrowing becoming more expensive which created a challenge for new entrants taking their first steps into the sector and for existing operators wanting to expand.”

• The average size of those sold being 72 places, compared with 67 places in 2022.

• 44% of Christie & Co’s 2023 deals were to corporate/large groups, a 16% reduction on 2022 figures.

• 32% of deals were to independent buyers, a 20% increase on 2022 figures.

The reported stated that: “Historically, the UK day nursery sector has been resilient, and while the market for high-quality businesses with established earnings remains robust amid a wide range of challenges, this resilience demonstrated by many providers, especially those of single settings, feels as though it is wearing increasingly thin. Day nurseries have proven tough during economic downturns, ultimately fuelled by working parents’ requirement for childcare, however smaller settings are increasingly struggling, with many owners not even able to draw a wage, leading to an increase in closures and a loss of capacity and places.”

Workforce

It’s unsurprising to see that workforce challenges continue to affect some operators’ abilities to operate effectively. This has been an ongoing burden that has been coupled with rising operating costs and policy changes that ignore the needs of the nursery owner to recruit.

The National Living Wage coming into effect in April is a welcome move for staff but the operators themselves are faced with more costs without an increase in financial support.

The report highlighted further financial pressures: “In some cases, economic pressures resulted in banking covenants being breached, leading to providers either refinancing in a bid to settle outstanding debts, selling or closing their businesses. This has been particularly prevalent in the day nursery and

“Day nurseries have proven tough during economic downturns, ultimately fuelled by working parents’ requirement for childcare.”

provincial independent school markets, where we’ve seen an increase in setting closures, with properties being sold with vacant possession for alternative purposes or, in the case of leasehold premises, keys being handed back to the freeholders.”

Pricing

In 2023, an overall combination of economic shifts, funding challenges, cost pressures, margin erosion and the increased cost of capital all contributed to a market reset in 2023, resulting in a 3.3% decrease in pricing across childcare and education businesses, which follows some aggressive positive index movements in prior years.

Nick Brown

“The National Living Wage coming into effect in April is a welcome move for staff but the operators themselves are faced with more costs without an increase in financial support.”

Market sentiment

Every year Christie & Co release its annual sentiment survey, the property advisor surveyed childcare and education professionals across the country to gather their views on the year ahead.

When asked their view on the year ahead, 44% of people responded that they are positive, which is an 11% rise on

survey figures reported in the previous year. A further 14% feel negative and 42% were neutral.

Additionally, the respondents were asked about their sale and acquisition plans for 2024 and 71% said they are planning to buy and/or sell this year.

The finance landscape

Last year, Christie Finance witnessed a 26% rise in the number of childcare and education finance instructions, with a significant increase in leasehold operators seeking funding to purchase the freehold premises, ultimately increasing the value of the business that can be utilised as a springboard to aid future expansion.

Market predictions

In 2024, Christie & Co expects:

• Optimism about the continued demand for high-quality settings across the country.

• Further market consolidation with

acquisitions and investment into groups and individual settings.

• The cost of borrowing will become cheaper as rates and inflation fall.

• A continued loss in capacity as a result of smaller settings closing amid continued financial sustainability challenge.

Nick Brown, head of brokerage, childcare and education at Christie & Co, said: “The sentiment at the start of 2023 was that the year was going to be challenging, which indeed it was, but the market moved forward despite this. Key challenges are sure to continue throughout the sector this year, but there is definitely a more optimistic feeling around the 2024 market as we begin the year as we are already witnessing a healthy appetite and demand for highquality assets across the country which has resulted in a strong pipeline of deals agreed already for the first quarter of 2024 and beyond.” ■

The business case for wellbeing

Organisations increasingly recognise the pivotal role employee wellbeing plays in achieving sustainable business success. Briony Richter explores how early years settings are bolstering their staff offerings

Beyond the traditional focus on financial incentives, early years businesses are now embracing comprehensive strategies to boost staff morale and overall wellbeing. This shift towards prioritising employee welfare brings forth a myriad of benefits, ranging from enhanced productivity to increased employee retention.

Improved employee engagement

One of the primary benefits of prioritising staff incentives and wellbeing initiatives is a significant improvement in employee engagement. When employees feel valued and supported, they are more likely to be invested in their work. Engagement leads to increased productivity, creativity, and a positive work culture, ultimately contributing to the overall success of the business. This is something that Childbase Partnership has understood for a while now. The group has been 100% employeeowned since 2017, however the process to become employee-owned began in 2000 with the introduction of an easy ‘save and buy’ share scheme that was incentivised by a ‘buy one, get one free’ initiative.

“One of the primary benefits of prioritising staff incentives and wellbeing initiatives is a significant improvement in employee engagement. When employees feel valued and supported, they are more likely to be invested in their work.”

Mike Thompson, chairman of Childbase Partnership said in a statement: “Childbase Partnership will irrevocably remain in the hands of the people who make it successful. Employee ownership is quite simply the right thing to do for organisations seeking to be successful, sustainable and ethical. Success is never about the few and always about the many.”

Since then the group has unveiled a number of wellbeing initiatives including an £8.5 million financial support plan last year and the ‘partnership reward days’ initiative this year.

The partnership reward days is based on hours worked in the previous three months, with full-timers getting up to five days extra paid leave in each quarter and pro-rata allocations for others. The scheme is in addition to employees’ annual leave entitlement, which was extended last April, long service reward days and bank holidays, and gives staff the

opportunity to sell a portion of their extra days if they would prefer a cash reward.

Mariama Faal, a practitioner at the Ofsted-rated Outstanding Crescent Day Nursery in Edgbaston, Birmingham, said: “It is exciting to think what is possible with more free time and a brilliant way to support us in giving the best early years care and education to children and parents. As usual Childbase is going the extra mile to support us.”

Being employee-owned is unusual in the sector but it has given the staff the ability to be more involved in decision-making which has resulted in the continuation of high-quality childcare.

Enhanced productivity

Employee wellbeing initiatives, such as wellness programmes, flexible work arrangements, and mental health support, contribute to a more positive work environment. Employees who feel

“In a competitive job market, attracting and retaining top talent is crucial for business success. Companies can set themselves apart with the initiatives they offer.”

supported in both their professional and personal lives are more likely to bring their best selves to work, resulting in increased efficiency and output.

Greater talent attraction and retention

In a competitive job market, attracting and retaining top talent is crucial for business success. Companies can set themselves apart with the initiatives they offer.

At the end of last year, Gympass, a corporate wellness platform, released its second annual ‘State of work-life wellness’ report, shedding light on the growing significance of employee wellbeing worldwide. Drawing insights from a

survey conducted across nine global markets, including the UK, the report underscores the demand for wellness support in today’s workforce and this is key for employers to recognise for their recruitment strategies.

The report indicates that employee wellbeing is a top priority for today’s global workforce, with 96% of employees actively seeking employers who prioritise wellbeing. In the UK, 88% of employees now consider wellbeing as equally important as salary, and a staggering 86% of UK workers state they would contemplate leaving a company that neglects employee wellbeing.

Luke Bullen, vice-president, head of UK and Ireland, corporate business at Gympass, stated that while wellness has become an integral part of modern work life, it’s not a one-size-fits-all concept. He advocates for employers to encourage their staff to engage in wellness solutions that align with their individual needs and lifestyles, thereby ensuring comprehensive support for all employees.

The majority of global employees (91%) believe that emotional wellness, and 86% believe that physical wellness, positively impacts their productivity and job satisfaction. Encouragingly,

77% of employees now engage with their company’s wellbeing programmes, reflecting a nine-point increase year-onyear.

Amol Devani, co-founder and chief executive of Bright Little Stars Nursery has evolved his employee initiatives regularly to fit the changing and unique needs of his workforce. His appreciation for staff involvement and the introduction of new initiatives has significantly helped maintain great retention levels. He agreed that over the past couple of years, everyone in the sector has been affected by workforce challenges, but that even small changes can make a massive difference.

“Last year was actually the hardest recruitment environment I’ve experienced in 10 years, Devani said. “But now we are fully staffed and have a couple of vacancies and recruitment isn’t a problem anymore for us at the moment and that’s because we have invested heavily in our staff.”

“We did a deep-dive company survey. We do these anyway, but this was much more in-depth. We had 75% participation from employees, and we had employees sit down in working groups to talk things through. We had numerous meetings and came up with a 12-month plan.”

“The benefits of boosting staff incentives and wellbeing initiatives extend far beyond the immediate positive impact on individual employees. Businesses that invest in their workforce create a virtuous cycle of engagement, productivity and positive company culture.”

Some of the initiatives implemented were:

• With the cost of living crisis Bright Little Stars implemented a staggered

six-monthly pay increase for staff to support retention rather than every year.

• A new benefits package was rolled out which was largely inspired by staff recommendations.

• Being valued and recognised featured high in the employee survey so BLS (Bright Little Stars) bucks were introduced. Staff can be awarded bucks for things like completing a training initiative, creating new ways to engage with children and great parent communication etc. Employees can trade in bucks every quarter for some company incentives.

• A parent educational programme was started and twice a month Bright Little Stars provides online live and interactive training that cover areas such as parent paediatric first aid, mindfulness training and school applications.

• An external employee family wellbeing service provides support not just to employees but to family living in their households. It includes unlimited private online GP appointments, mental health support, a mindfulness app, but most importantly, financial and legal support.

The benefits of boosting staff incentives and wellbeing initiatives extend far beyond the immediate positive impact on individual employees. Businesses that invest in their workforce create a virtuous cycle of engagement, productivity and positive company culture. Ultimately, the success of any business is intricately tied to the wellbeing and motivation of the people driving its growth and innovation. As companies navigate the complex terrain of the modern business landscape, recognising and valuing the human element will prove to be the linchpin for sustained success.■

Cover your changes

Building a sustainable nursery business means welcoming, embracing and even driving change, explains

Daniel Weir, research analyst at Morton Michel

Whether you’ve been in business for six months or six decades, change is undeniable. If you think back to the problems you were solving whenever you started your career in nursery management, the challenges you overcame, and the decisions you made, even the recent past can seem like a long time ago. Perhaps you have a new building or have taken over more space. Maybe your opening hours are extended, or you are offering new activities. Your team probably looks different – either through newcomers or just experience –and of course the children you care for will have changed immeasurably during their time with you.

As your business changes, a good insurance policy will be capable of keeping up, however, it will require active management on your part. It is your responsibility to keep your insurers up to date with any relevant changes, to ensure you maintain cover to protect your business as it is now. The premiums you pay are calculated based upon the risks you incur, and with change come different risks. An important part of managing a nursery is having a clear-eyed view of what changes are occurring, both those that are under your control and those that are not.

Ultimately, you need to be certain your insurance is covering your business as it is now, rather than what it may have looked like in the past. Ultimately what this comes down to is understanding

“As your business changes, a good insurance policy will be capable of keeping up, however, it will require active management on your part.”

what you are worth. When times are changing fast and every day is bringing new challenges, it can sometimes be hard to appreciate how far you have come as a business. Sometimes the reward for solving smaller problems is larger, more complicated challenges. However, losing sight of the magnitude of change can have the consequence of leaving you underinsured in the event of a claim.

Staying vigilant is probably easiest when the changes are within your control. When planning any major change to your business, talking to your insurers about it should be part of your strategy. Not only does this help you avoid becoming underinsured, but it makes good business sense too, ensuring you stay in control of your costs and are able to take important commercial decisions from a position of understanding. Moreover, making sure you are taking full advantage of any benefits included in your insurance package, helps maximise the efficacy of your business model.

Recent examples at Morton Michel have included nursery chains purchasing additional settings. In the current environment, decisions to expand are being made quickly in order to take advantage of opportunities as they present themselves. Our team is experienced in working with expanding chains, including adding new settings onto single policies where possible. We also offer our nursery policyholders multi-user free licences for Flick Learning’s online training platform, helping to reduce the costs of nurseries operating at scale.

Change management is perhaps more complicated when it is driven by external factors. This year has seen much higher than average inflation, creating an upwards pressure on wages, as well as raising other costs. There have also

“ If an incident such as a fire or a flood causes your business to close, you need to know that the road to recovery is going to be a smooth as possible.”

been changes to the entitlement funding structures which have increased turnover, though not enough that many nurseries have been able to avoid increasing their private fees as well. Handling each of these issues is a real commercial challenge and it’s inevitable that solving them takes a lot of time and energy. Within that, it is important not to let manging your insurance slip through the cracks.

Rapid economic changes like these can require careful management to avoid underinsurance. If an incident such as a fire or a flood causes your business to close, you need to know that the road to recovery is going to be a smooth as possible. To realise this, your insurers need to understand what you will need in that event. This in turn means having an up-to-date record of your turnover, as your reinstatement cost assessment, which determines how much it will cost to rebuild your premises in the event your business is damaged beyond repair. It is probably quite different to the premises’ resale value and in the last year global issues such as the war in Ukraine have had an impact on the supply chain, having a knock-on effect on building costs.

Whether you are highly aware that you are currently going through a period of transition or simply find when you look back, that a lot has nonetheless changed, it’s worth contacting your insurer to check everything is up to date. Your insurer should be able to help you to understand if anything needs updating.■

The ‘wow’ factor

The early years sector has become fast-moving since the pandemic, and technology has been key for creating seamless solutions while achieving growth. Briony Richter speaks to Chris Burgess, project lead at education hub EuHu

Tell us about being part of the Findel group. What are your key objectives?

Findel has spent over 200 years winning the trust of educators. To them, it’s about being partners and allies to the sector, prioritising educators and equipping them for their increasingly challenging role.

As they explored new ways to achieve this, the team considered looking beyond physical educational resources. Recognising the key challenges educators face led them to explore digital tools.

Given the changing nature of the classroom, any digital aid needs to be more than a simple content depository. This led them to the ‘educator hub’ model, and subsequently, EuHu (pronounced “yoo hoo”) was born. Using this model results in a platform for educators where they can access resources to deliver outstanding lessons. We call these ‘wow’ lessons.

EuHu also offers a protected, dedicated digital space where educators at all levels can meaningfully collaborate.

By leveraging its activity pillars of ‘plan, teach and inspire’, EuHu’s goal is to make great educators into superstars. This stemmed from the huge levels of background insight we gathered which

“As they explored new ways to achieve this, the team considered looking beyond physical educational resources. Recognising the key challenges educators face led them to explore digital tools.”

continues to be a core priority for the development team’s activities.

Prioritising insight work generates a dynamic online tool that constantly pivots to the changing nature of education and the evolving, multifaceted needs of practitioners and young people across all levels.

What do you hope to achieve with the partnership with Sophie David and what’s included in her online platform for the early years community?

Our partnership with Sophie reflects one of EuHu’s priorities of continually working with content creators who are recognised leaders in their field. This is the only way to ensure the resource delivers what educators need, especially with some of the more challenging aspects of the curriculum.

Sophie has been instrumental in developing our early years resources which focuses on merging excitement with pedagogical precision. Examples of the resources Sophie has developed for EuHu include ‘wow’ lessons aimed at reception pupils which cover topics such as ‘colours of the rainbow’ and ‘changing seasons’.

Additional resources available include assemblies, podcasts, and articles, all of which have been moulded to the specifics of the Early Years Foundation Stage (EYFS).

How has this supported the upskilling of early years educators? Alongside facilitating outstanding lessons, it also helps educators to get inspired across every aspect of the early years space.

Like the rest of EuHu, the early years area also houses a range of useful resources that contribute to the CPD

“Alongside facilitating outstanding lessons, it also helps educators to get inspired across every aspect of the early years space.”

side of the platform. Examples of what’s available include articles on closing the vocabulary gap in early years which can greatly determine how effectively they will access the school curriculum and impact their overall performance.

Another topic, which reflects the changing nature of the classroom, explores how a nursery school took a holistic approach to mental health and wellbeing. Importantly, this is not just for the young minds they teach, but the staff who educate and support them.

One of our users, teacher Kathi Cripps said: “The PowerPoints are succinct, clear and well presented. The content

Sophie David

“It is free to register to EuHu which gives access to the content builder which allows users to create, edit and share lesson plans alongside the articles and podcasts.”

is written in the perfect tone for little minds and with just enough detail. I like the fact that for each of the assemblies, there are recommended objects, artefacts and physical things to use to make the concepts more real for the children.”

What do you see as the biggest challenge facing the early years and how does the hub of resources minimise that?

Being at the very start of a lifetime of learning, early years can be a complex areas for educators. Coupled with the

increasingly multifaceted role, growing class sizes means an increasingly challenging day-to-day job.

Bringing these resources to EuHu and opening up our early years area means we’ve been able to help educators for this year group to provide a more enriched teaching experience. This covers not just fundamentals like literacy and numeracy, but also personal, social and emotional development, communication and language and expressive arts and design.

What is the cost of joining and what return on investment can providers and early years educators expect to get back?

It is free to register to EuHu which gives access to the content builder which allows users to create, edit and share lesson plans alongside the articles and podcasts.

Content available to subscribed users on the primary bundle includes inspirational ‘wow’ lessons, EYFS ‘wow’ topics, access to MAP (a full mental arithmetic programme), as well as knowledge organisers, progression maps and assembles. This costs £7.99 a month

and users who subscribe today can access one free month.

At the end of the day, joining means educators will never be stuck as they plan their days, giving them a useful leg-up during these challenging times.

What are your goals for 2024?

Our goal is to grow and enhance the platform. Not just in terms of user numbers, but also in the range of content we provide to ensure a core asset for educators at all levels.

As well as equipping teachers to deliver in their daily role, 2024 will see us innovate how we can support teachers themselves. This is not just with CPD but also with mental health tools. We’ll also be looking at how schools and nurseries can play their part in being more environmentally sustainable.

Because insight is part of our team’s fabric at EuHu, the content that goes on the platform is driven directly by the needs and wants of educators. So at this point, it’s hard to say ‘what’ we’ll be adding next to the platform, but when we do, we’ll certainly know ‘why’. ■

Effective workforce training

Developing a learning culture for children requires a shared vision, enabling processes and structures, empowering managers and practitioners to develop a motivated workforce.

Early years educators are key to the delivery of high-quality childcare. Developing staff and keeping them motivated ensures that specific competencies required for organisational needs are met, for example, proposals for increased first aid qualifications for practitioners which contributes to the quality of your provision.

The Early Years Professional Development Programme (EYPDP) supports early years practitioners to develop their craft, improving outcomes in communication, language, maths and personal and emotional development.

Describe the success you had during the first two phases of the programme highlighting some key statistic outcomes

We recently had the end-of-programme results from the first 2,000 practitioners who started the programme in February last year and recently finished it.

“Developing a learning culture for children requires a shared vision, enabling processes and structures, empowering managers and practitioners to develop a motivated workforce.”

On completion, we conducted a survey and 95% of participants stated that they felt more knowledgeable about communication and language; 97% stated the same for early mathematics.

One statistic that stands out in particular is 90% of practitioners who recently completed the EYPDP would recommend it to others because they now feel more confident and more knowledgeable in their job.

How many local authorities have signed up with this?

We were really happy that all bar one local authority in England are now participating. It’s important to have that support from local government to boost the number of those joining the programme.

What areas are covered on the online programme and webinars?

There are three modules: in communication and language; early mathematics; and personal and social and emotional development (PSED).

The past couple of years has put a strain on recruitment into the sector. How has this programme bolstered efforts to recruit and retain staff?

The practitioners we have worked with said they are more likely to stay in their job after completing the course. They feel more knowledgeable, more confident in their job, and through the webinars they are building a community of practice with other EYPs from a variety of different settings across the country, enabling them to trade ideas and support each other. Having a strong network of people to share advice and best practice with only bolsters more confidence and it’s been great to see that evolve. In many cases, practitioners are staying in touch with the people they met on the course

“Having a strong network of people to share advice and best practice with only bolsters more confidence and it’s been great to see that evolve.”

and ‘meeting’ with them regularly.

Many childcare providers have witnessed an increase in children with SEND. Do you support practitioners in this area, especially in regard to communication?

The content on communication and language is created by Speech and Language UK. It is designed to give practitioners the knowledge and skills to be able to identify and support children who may be falling behind. It also provides practical things practitioners can try doing with children in their setting to support with communication and language difficulties.

How do you encourage the continual learning at home and improving engagement with parents?

The content on PSED has a whole unit on working parents and carers. This covers things like communicating with parents and involving them more in the child’s development by providing games, songs and activities to try at home.

For example, the communication and language course that spans 24.5 hours of learning includes:

• Building partnership with parents

Briony Richter speaks to Steph Lawrence, senior quality and learning manager at Education Development Trust about the importance of access to high-quality continuing professional development

through sharing activities learnt on the course.

• Understanding typical language development.

• Creating communication supportive environments.

• Achieving high-quality interactions.

• Measuring progress, identifying needs.

• How language supports behaviour and wellbeing.

• Embedding good communication and language in your setting.

Having a strong partnership between practitioners and managers with parents and carers supports a more streamlined approach to learning for the children. Furthermore, parents become more confident in using the techniques at home.

What are the goals for 2024?

We have just opened recruitment for our final cohort – cohort four – starting in April. To date 8,000 practitioners have signed up to be a part of the programme and there are 2,000 final places remaining to access the programme – which is free and has government funding available.

“The content on communication and language is created by Speech and Language UK. It is designed to give practitioners the knowledge and skills to be able to identify and support children who may be falling behind.”

The CPD of people in the early years and childcare’s workforce needs to be aligned to the needs of employers and practitioners alike. In order for CPD to be successful the sector needs to have a shared vision that promotes and supports an ethos for learning. All settings should ensure that their staffs’ development needs are identified and considered regularly, planned, translated into learning objectives, resourced and supported.■

Nursery managers round-up

Whether it is sharing ideas with international colleagues, supporting their teams with wellbeing initiatives or getting involved in the local community, nursery managers across the country are going that extra mile. We round up some of the things you’ve been getting up to.

New Year awards

Donna McWilliams, deputy group coordinator at Outstanding-rated Stepping Stones nursery in Colchester, Essex, was appointed MBE for services to early years and special needs education in the King’s New Year honours list. McWilliams has been working in early years since the age of 16, and co-founded Stepping Stones with colleague Carol Nice in 1991. Stepping Stones aims to give opportunities for children with additional needs and mainstream children to play and learn together.

“I have been told I was nominated for my long-term services in early years and working with children with SEND and their families,” McWilliams said. “I found out when I received a letter saying I was getting a MBE and would be listed on the New Year honours list. I was shocked and honoured that someone had nominated me. I am looking forward to going to Buckingham Palace to receive my award and also continuing to work alongside my fabulous work colleagues at Stepping Stones continuing to support our children and families.”

Jacqueline Scrivens, owner of The Woodshed Forest School Nursery in Croydon, South London was also appointed MBE for services to early years child-led learning. Florence Walker, founder and leader at The Country Playgroup in Ballymena, Northern Ireland, was awarded a British

Empire Medal for services to early years education, as was Enid Bacon, known as Topsy, who founded the Beck Row Pre-School in Bury St Edmunds, Suffolk, in 1974 and has been involved with the setting ever since.

Manager of the year

Donna Reid, manager of The Old Station Nursery Group’s Wylde Green Nursery in Sutton Coldfield, Birmingham, scooped ‘Nursery manager of the year’ at the 21st National NMT Nursery Awards, which took place at Excel London at the end of last year. Reid received her award from host and comedian Suzi Ruffell and Lalita Hedges, head of sales at award sponsor Millhouse, at a glamorous black-tie event. Judges were impressed by parents’ and team members’ descriptions of Reid as a good communicator, kind, caring, organised and a positive role model who shows passion and commitment to her role.

“I am so honoured to have even been a finalist for the National NMT Nursery Awards and to win is just surreal,” said Reid. “I’m still in shock but it’s such an achievement and I’m so grateful for this award. I would like to thank all the parents and staff that nominated me. It was so heartwarming to read all the lovely nominations.”

Holly White, deputy manager of Montessori Minds in Romford, east London, won the ‘Deputy manager of the year’ award. Judges said White went above and beyond when it came to the

wellbeing of children, families and staff.

“I am still in shock and feel so thankful that my name was called as the winner amongst the other wonderful individuals dedicated to their early years careers,” said White. “I am so grateful that I have been recognised for my work and feel so proud and that I represent Montessori Minds Day Nursery. Thank you to my manager and team for the opportunities and training I receive.”

In memory of Tillie Birmingham Children’s Hospital holds a special place in the hearts of the team at Footsteps Stafford Nursery and Preschool, especially for deputy manager Kay Elson and her family. They experienced the hospital’s exceptional care first-hand when Kay went into premature labour at just 26 weeks. Their precious daughter, Tillie, was born weighing less than two pounds and faced a challenging journey.

Tillie spent some time at Birmingham Children’s Hospital, before she sadly passed away. In honour of Tillie’s memory and as a gesture of gratitude to the hospital that provided vital support during this difficult time, Footsteps Stafford Nursery and Preschool set out to make a substantial contribution. After a month of diverse and engaging fundraising efforts, including whimsical scarecrow competitions, challenging cycle races, staff sponsored sleepovers, a bring-and-buy sale, and a ‘bug ball’ where children participated in games and

savoured a spooky meal, the team was able to raise a whopping £3,609.49.

A cheque was presented to Birmingham Children’s hospital by nursery manager Cath McElroy (second from left) and Kay Elson (third from left).

Team trophy

The Woodland Nursery, based in Blackheath, South London, was awarded ‘Early years team of the year’, at the Teaching Awards Trust’s Pearson National Teaching Awards. The vision of the Teaching Awards Trust charity is to celebrate and value the impact of education across the UK. Tracy Paskins, general manager at The Woodland Nursery, said her team was surprised, elated and grateful to have their hard work recognised.

“The Woodland Nursery team has pioneered a unique approach to early years education by integrating nature and the great outdoors into its curriculum,” she said. “Through innovative forest school activities, children at The Woodland Nursery are provided with rich and immersive learning experiences that foster creativity, curiosity and a deep connection to the natural world. Our forest school philosophy emphasises hands-on, experiential learning, allowing children to develop essential life skills such as problemsolving, teamwork, and resilience.”

The team created an outdoor nursery setting from an area of unused waste ground. “My team has a vision that is bigger than academic achievement; they want children to care for their planet,” said Paskins. “There are no gender roles here, we all muck in, there’s no hierarchy

during the sessions.” ‘The early years team of the year’ award was supported by the Department for Education.

Back to the future Busy Bees Lichfield nursery hosted a time capsule ceremony with the nursery group’s global chief executives at the end of last year, to mark the organisation’s 40th anniversary. The group’s first nursery, the Rocklands, opened in Lichfield in 1983. Centre director Kelly Allington showed the international guests around the nursery, while pre-school children filled the capsule before burying it in the garden to be rediscovered and opened in 40 years’ time.

Each of the chief executives, from Europe, North America, Asia, Australia and New Zealand, contributed personal messages, sharing their hopes for the future of Busy Bees. Contents included memorabilia from the past 40 years including newsletters, pictures, fee sheets and uniform from The Rocklands. Items from the present day included a Buzz plush toy, a gift received by every new Busy Bees child.

Allington said: “Our children and staff loved meeting our special visitors and learning all about Busy Bees’ history. During the day, children enjoyed creating their own time capsules to take home and gaining an understanding of this meaningful event.”

First aiders

Toadhall Montessori Nursery in Cardiff has become the first nursery in Wales to be awarded Millie’s Mark, the gold standard in paediatric first aid for childcare providers. Principal manager

“We have always ensured all staff undertake the 12-hour paediatric first aid training every three years, but I felt staff needed lots of practical opportunities to know exactly what to do in a variety of medical situations and emergencies within the context of their daily routines and different environments,” she said. “Millie’s Mark was the perfect accreditation process to enable this, raising the importance of paediatric first aid and keeping every child safe. My staff have worked hard to improve their knowledge, understanding and practical skills during the accreditation process, and now feel much more confident and competent to deal with an emergency, should it arise.”

Julie Morgan, the Welsh government’s deputy minister for social services , visited the nursery along with Dan Thompson, co-founder of Millie’s Trust and Purnima Tabuku, chief executive of the National Day Nurseries Association which administers Millie’s Mark on behalf of Millie’s Trust.

Millie’s Mark is owned by first aid charity Millie’s Trust and is named after Millie Thompson who died following a choking incident in a nursery. ■

We know managers are doing fantastic things all around the country.

If you have an achievement or a new initiative you’d like to share, contact: charlotte.goddard@nexusgroup.co.uk

Sandy Clayton said she was “proud and delighted”.

The year ahead

2024 looks set to be a year of change in the sector. NMT spoke to a range of managers to discover the challenges and opportunities they face this year

In 2024 nursery managers will be dealing with the extension of funded places to younger children and new qualification requirements, as well as ongoing issues around the cost of living, recruitment and retention, and increasing numbers of children with additional needs. On top of that a general election may result in new policies affecting day-to-day practice in the sector. We asked managers from a range of different types of setting, from small pre-schools to larger groups, about the challenges and opportunities they will be facing in 2024 – and what change they would like to see in the year ahead.

Kate Hall, manager, Riverside Playgroup, Lincolnshire

In 2024 I am looking forward to… working with more fantastic families.

Challenges in 2024 are likely to be… The main challenge to our charity-run nursery is the low funding rate. We currently don’t receive enough funding to cover the rise in our outgoings from simple things like the cost of paper to increased wages. We pay for a TV licence, music licence and a motion picture licence which this year amounted to £650 just so that we can play music and occasionally watch educational clips on our projector.

Recruitment is another issue. The funding is so low we can only pay staff at the minimum wage, but staff are asked to update their skills continually through mandatory courses and keep up to date with legislation. We are Ofsted-inspected in the same way as schools, but are unable to pay staff the same wages as a school. As a setting we try not to expect our staff to do any work outside of their actual paid hours, but unfortunately that means that my deputy and I take on more of the workload.

There are insufficient spaces for all of the children in our town. Two local settings have closed over recent years and most are currently full, so will not have capacity for new funded children to start in April 2024.

The change I would like to see in 2024 is… I would like to see the work that we do in shaping these young children’s lives given more value, not just in a monetary sense, but also recognised for the hard work that we all do.

Tracy Clark, manager, The Brentford

Day Nursery and Preschool, Family First group, west London

In 2024 I am looking forward to… I directly manage two nurseries in Hounslow, so I’m looking forward

to seeing how each one develops. At Brentford we are going to carry on improving standards, with more CPD for staff members. The other setting is a recently acquired nursery, so we are working on embedding the Family first ethos and values and developing a curriculum which is unique to the setting,

Challenges in 2024 are likely to be… Recruiting level 3 qualified staff. We know they are out there. but it’s finding them. We have been finding people are reluctant to move settings and to move to another role. Managers having to have a Level 2 in maths might be challenging. I have that qualification myself but changes like that make people uncertain.

The change I would like to see in 2024 is… The early years sector needs to get the recognition we deserve. Teachers play an amazing role but so do people in early years and they don’t get the same recognition.

Karen Flynn, area manager, Kirktonholme Childcare, central Scotland

In 2024 I am looking forward to… We are excited about 2024. Throughout most of 2023, our focus was on recruiting, transitioning and supporting a new workforce while revamping our nursery environments. Our goal was to create dynamic, enriching spaces that cater to the needs of today’s children and families. Now, we’ve solidified plans and strategies to continue nurturing our team’s knowledge and understanding this year.

Challenges in 2024 are likely to be… As we step into 2024, the early learning and childcare sector in Scotland grapples with persistent challenges stemming from the current funding model set by the Scottish government. This model perpetuates a significant 30% to 50% pay

gap between staff in the local authority sector and those in the private and third sectors. True fair work practices and equality for every child in Scotland will only be achieved when funding is standardised across the board, ensuring that every child and practitioner is equally valued.

The change I would like to see in 2024 is… By aligning funding with the genuine expenses of delivering highquality childcare services and providing fair wages, we can potentially alleviate the ongoing increase in fees for families. This shift toward equal funding for all children not only promotes fairness but also upholds the principle of providing optimal care and education for every child. We are exploring strategies and actions to address these funding challenges and bridge the pay gap.

Sophie Hayter, apprenticeships manager, N Family Club, England

In 2024 I am looking forward to… It might happen this year or next year, but I’m looking forward to the introduction of the Level 6 early years pedagogical lead apprenticeship. When it comes in you will be able to leave school at 16, start a Level 2 apprenticeship and get all the way through to teacher status without a penny of debt. Other exciting developments in training this year include the introduction of skills boot camps for early years, which will allow those not employed in an early

years setting to make a start on an apprenticeship.

Challenges in 2024 are likely to be… The government has removed the requirement for Level 3 qualified practitioners to hold Level 2 maths qualifications (GCSE or equivalent), but apprentices still need maths before they can take their end point assessment and gain their apprenticeship. This has led to confusion among employers and many apprentices are feeling it is unfair. Explaining these two different requirements is a big challenge.

Employers have recently been pressurising training providers to hand over the Level 3 diploma certificate which apprentices gain during their study, without the apprentice taking their end point assessment, which means they will not complete their apprenticeship but will still be Level 3 qualified without the need for maths. However, training providers do not receive funding unless their students take the end point assessment, so they are not keen to release the certificate before this. In April the diploma will be removed from the apprenticeship, which will lessen the tension between trainers and employers, as apprentices will need to take the end point assessment to be qualified.

The change I would like to see in 2024 is… There needs to be some kind of compromise over the maths requirements – removing the need for maths at Level 3 is supposed to boost recruitment, but if apprentices still need maths, that is still a sticking point. It would be good to have a review of Level 2 functional skills maths qualifications, which practitioners can take instead of a GCSE. At the moment they are almost as difficult as GCSE maths; they need to go back to being more functional.

Claire Martin, nursery manager, Fennies Woodside, Croydon

In 2024 I am looking forward to…. In 2023 I was given the chance to

establish a new educational setting and found myself in a privileged position to set robust foundations and nurture a positive culture within our nursery. Recognising the uniqueness of each staff member, I have developed individualised training plans tailored to their strengths, areas for improvement, and career aspirations. This personalised approach ensures that our educators receive targeted support, fostering a sense of ownership over their professional growth. I am looking forward to developing these plans further and witnessing their impact.

Challenges in 2024 are likely to be… One of the most talked about topics in the industry is the turnover and limited staffing within the sector. I believe with the right level of support, we can inspire more practitioners to join the industry and, more importantly, stay within the sector. A heightened focus on staff productivity ensures that these dedicated professionals are equipped with the tools and knowledge necessary to create a nurturing and enriching environment for the children in their care.

The change I would like to see in 2024 is… I hope to witness increased inspiration and enjoyment among individuals pursuing this career path. It would be wonderful to observe a greater emphasis on funding for training programmes and initiatives to motivate individuals to enter the field of childcare. ■

Bring on the babies

In September children as young as nine months will be able to access funded early years places. Charlotte Goddard finds out what nursery managers are doing to prepare

Nursery managers have been inundated with calls about the extension of funded places to younger children ever since the policy was announced last year. Some settings are taking advantage of the potential influx to extend their baby provision, while others may be thinking about taking in babies for the first time.

“It’s an exciting opportunity,” says Kirsty Jenkins, owner of the Scribbles day nursery group in Norfolk. She already runs a large baby unit with around 85 babies on roll, and has just bought another setting in order to open a second baby unit. “And it’s quite well-funded in our area. Norfolk council is offering £9.69 an hour, and we currently charge £5.88 an hour, so it is an opportunity to invest in staff.”

On the other hand, recent research from campaigning group Pregnant Then

Screwed reported that a number of early years providers have decided not to provide funded places for younger children. The government is providing capital funding for settings to expand their provision, but for many, it is not a question of physical capacity, but of staff.

“We technically can hold 42 babies, but due to the recruitment crisis we had to close one of the baby rooms, so at the moment we can hold 24 babies a day,” says Hannah Saunders, manager of Snapdragons Keynsham. “But our recruitment has improved over the past couple of months, and we hopefully plan to open up that other baby space again, which should coincide with the funding coming in.”

“There is a huge opportunity to do this and do it right,” says Jenkins. “It’s also a huge opportunity to get it so wrong.” So what can nursery managers put in place to

ensure that their setting is getting it right?

Create a policy for looking after under-twos

Before becoming manager, Saunders was head of babies. She was instrumental in putting together Snapdragons’ caring for under twos policy which is used across the organisation’s 10 settings. This “hefty document” covers a wide range of issues including safe sleeping, feeding, weaning and nappy changes, and can be referred to at any point.

Reduce the baby room stigma

The baby room has sometimes been seen as the place for the least experienced and qualified practitioners. “That stigma has to completely change if we are going to recruit and retain staff,” says Mona Sakr, senior lecturer in education and early childhood at Middlesex University

London. “I’ve talked to so many baby room educators who love what they do now, but who say ‘when I first got put in the baby room, I didn’t want to be here’.”

Engage with the baby room

Baby room staff feel better supported when nursery managers understand and engage with the baby room, according to research carried out by Sakr. “When baby room educators feel inspired and encouraged, often the nursery manager has a background in working with babies and is infusing the baby room with a sense of positivity and progress,” she says.

Focus on training

The EYFS states that there must be one member of staff for every three undertwos, that one member of staff must be Level 3 qualified and half of the rest must be Level 2 qualified, and that a baby room leader must “have suitable experience of working with under twos”. The EYFS requires “at least half” of all staff looking after under-twos to have received training that specifically addresses the care of babies, but doesn’t clarify the duration, level or content of the training.

“From a regulatory point of view, the guidance is minimal,” says Sakr. “You have to have the ratios in place, but beyond that, what are you actually trying to achieve with your baby room?”

It can be difficult to find baby-specific courses, so many settings rely on internal training. However, some Stronger Practice Hubs (see page 46) are now running free training in this area. Bristol and Beyond for example, ran a ‘Talking with Babies’ online session in January. A group of baby room leaders also developed a free online course, ‘Introduction to Baby Room Leadership’

(babyrooms-inspiringleaders.co.uk). This does tend to sell out very quickly, but there are also paid-for courses and one-off workshops.

Ensure staff understand babies’ unique needs

Babies need to feel safe and secure, and be able to interact with adults who are responsive to them. Staff wellbeing is key, as tired, hungry, anxious practitioners are less likely to be able to respond to a baby’s social and emotional needs. Educators also need to understand the development of undertwos. “Because of the lack of professional learning around the baby room, baby room educators are often, understandably, drawing on their own informal experience with babies,” says Sakr. “We have to give educators the opportunity to think together and challenge each other around some of these beliefs.” This might include a belief that picking up a baby will make them clingy, for example.

“I spend a lot of time training practitioners on understanding that it’s not like the older children where you have to have constant activity,” says Jenkins. “Babies don’t need that, they need you, they need to be held, they need to be acknowledged.”

“You see a lot of challenging behaviour in babies that some people would say is bad behaviour, like biting, but most of the time there’s a reason for that behaviour,” says Saunders. “Once you understand the baby’s development, you then would notice that that’s such a normal behaviour for that age and stage.”

Audit your environment

“Spend time working on your environment and looking at what babies

need,” advises Jenkins. “Visit other settings that have baby units, ask them questions. Think about your lighting –some light is so harsh for babies.”

“When we audit or change our environments, we always sit on the floor,” says Saunders. “If I was a baby sitting on the floor, what can I see, what can I feel, what can I pick up, are there people around? You want it to be cosy, you want it to feel like home, so lots of fluffy rugs, lots of cushions.”

Babies may need two or three naps a day, and under-ones will probably need cots, so it’s important to ensure you have the space for safe sleep.”

Build strong relationships with parents

Parents of young babies are likely to be particularly anxious about leaving their child. “Children might take longer to settle because they’re younger, or they might be going through the attachment stage that babies go through around eight or nine months where they struggle to separate,” says Saunders.

Snapdragons plans settling-in sessions around lunchtime and sleep time, to ensure children feel safe enough to sleep in the setting. Saunders suggests parents spend some time with the child at drop off and pick up, so children understand this is a safe space that their parent is happy to spend time in. At handover, parents of babies will require more detailed information about soiled nappies, sleep times and milk consumption than parents of pre-schoolers, but may also be in more of a rush to take their child home and spent time with them. Snapdragons puts that information in a ‘baby diary’, so parents can refer to it later. ■

Planting seeds of knowledge for the younger generation

The choices children make about the environment when they eventually become adults may come to define the very future of our planet. That’s why Family First nursery group are backing Crews Hill Day Nursery & Preschool to base their curriculum around nature and green issues.

It’s not unusual for children at Crews

Hill Day Nursery & Preschool in Enfield to start their day by collecting freshly laid eggs from chickens happily living in an on-site coop.

These are then shared with the nursery chef to prepare meals for the day, used when the children bake, or are saved and collected for a fortnightly farmers’ market where parents can buy these, along with freshly grown vegetables, at the nursery.

These are the result of the Crews Hill team’s decision to adopt the EcoSchools Framework, making their work more sustainable and giving the children experiences with animals and nature which educate them about how they can be greener and make more environmentally friendly choices.

The programme provides a simple, seven-step framework that aims to unite children to make realistic but dynamic change, create positive impacts for the planet while empowering them to make a difference in their setting, local community and beyond.

Long-time Nursery Manager, Niyusha Alizadeh, who has recently begun working as an Operations Programme Manager at

“And, to put it bluntly, if we don’t look after the environment then there might not be anything left for them, or their children to enjoy.”

Family First, is passionate about teaching children about the environment, which is why she has brought this programme to the fore.

“Obviously, it’s a big issue in the world,” she said.

“And, to put it bluntly, if we don’t look after the environment then there might not be anything left for them, or their children to enjoy.

“We are trying to instil in them how important it is to care for the environment.

“I don’t think it is ever too early for children to start learning about the world around them.”

Having already been awarded their Green Flag Award for 2023, the accreditation given to schools and nurseries who are on the Eco-Schools

ADVERTORIAL

Niyusha Alizadeh

Newts in the pond

“You all have to believe in it, in a big way, and I think my deputies and I definitely do.”

Framework and adequately demonstrate their work to an expert committee, efforts have now begun in earnest to achieve the accreditation this year.

So far, the children have been focussing on waste, recycling and biodiversity.

Ideas include a hard-to-recycle initiative where items can be reused for junk modelling, water butts being installed to collect rain to water the plants and the introduction of a clothes swap shop where parents can exchange unwanted children’s clothes which can be reused, instead of being thrown out and sent to landfill.

Blessed with a large amount of outdoor space, the team have created an outdoor classroom, and, as well as their chicken coop, have a pond frequented by wildlife, areas to grow vegetables and wildflowers and much more.

There is also a guinea pig which the children help to look after and they’re also adopting an endangered animal each year via the World Wildlife Fund (WWF).

Despite changing roles, Niyusha remains committed to helping the nursery team deliver the Eco-Schools Framework.

“We have an amazing outdoor space and we’re very lucky that it is absolutely massive so there is a lot we can do,” Niyusha said.

“Many of our children are here for most of the week, and their parents work hard, often long hours, so giving them a chance to get out into nature is very important.

“Some of the children will also live in flats and apartments, so their access to open spaces can be limited at home, so the more experiences we can provide for them the better.

“For example, the eggs show them where their food comes from, but also selling them at our farmers market shows them how something can be grown and then sold or given to somebody else.”

Despite the enviable setup at their nursery, children are also encouraged to think about environmental projects in the local community including regular litter picks in the area.

Niyusha said having all her team onboard and working towards a common goal was vital in making the programme a success.

“You all have to believe in it, in a big way, and I think the whole team definitely do,” she said.

“Naturally, not everyone will be as passionate but you have to have buy in from the team to come along with you.

“You need everyone to be on the same page and dedicated to trying to inspire the children into what we want to achieve.

“Every now and then a team member will come up with a brilliant idea which we can incorporate into the children’s learning.”

Early Years Specialist Michele Falconer

at Family First said empowering the team at Crews Hill to deliver the curriculum they wanted would only benefit the children.

“There is such an amazing outdoor space which she has cultivated and made into exactly what they want,”she said.

“For us, no two nurseries are the same and no two nursery managers are the same.

“By allowing them to design something they’re passionate about means the experiences for children are brilliant and I love getting the opportunity to visit the chickens.

“We are just here to offer guidance and advice, be a sounding board for ideas and make sure they’re compliant and safe.”

The upshot is a very happy nursery, where children, families and staff are all embracing the great outdoors and doing their bit for the planet at the same time.■

Children at Crews Hill enjoying the outdoors

Children enjoy planting

Meet the manager

In our series showcasing the sector’s nursery managers, we talk to Abigail Poole, practice-based manager at Charnwood Nursery and Pre Schools, North London. Her passion is literacy and language, and she developed a ‘literacy fairy’ role that supports sister settings located in deprived areas with high cohorts of vulnerable children.

Why did you want to work in early years?

I initially wanted to be a solicitor, but quickly realised I had an affinity with children. I enjoyed just being in the moment with them, watching them learn difficult concepts through play. Using stories in early years is a huge passion of mine, not just storytelling but using stories as a resource in the environment.

What was your route to becoming a manager?

Slow and steady. I started my career through college with the trusty Level 3 diploma, and gained a position with a company that facilitated crèche and holiday care. I completed my QTS only to realise teaching in primary school was not where my passion was. I became room leader in a pre-school, and when the company then acquired a small pack away pre-school I went to manage it. I began a master’s in working with parents and families, and after a short break for starting my own little family returned to my original setting as practice-based deputy manager, overseeing the now larger pre-school room with a team of nine staff and 48 children.

I am now the practice-based manager, paving the way for me to fully fit into my literacy fairy robes and promote a love of books to all the children.

What are you most proud of achieving as a manager?

I am most proud of my team and their achievements. The little everyday wins with staff, such as empowering them to have challenging conversations and stretch the children’s learning and seeing the pride they have when they or their children achieve something new.

Encouraging new approaches and thinking outside of the box with new initiatives is something I am incredibly proud of with my setting.

What is the best thing about the setting you manage?

Not only are we forward-thinking with our own curriculum and expectations of children’s educations, we are hugely passionate about the education of staff members.

What is the most challenging part of being a nursery manager?

Trying to make the right decision all the time. I have worked up to this role and a lot of my colleagues have been and continue to be my friends, so it’s hard when you have to make the tough decisions.

If you could invite three people to dinner, who would they be and why?

Julia Donaldson, her stories are excellent with rhyme and rhythm, and it would be lovely to see what inspired them. Beyonce. She has so much energy and passion and can really lead her team. Also, early years trainer Alice Sharp –she is fabulous and has so many curious ideas and inspirations.

What three things would you take to a desert island?

My favorite book because I am the literacy fairy. Definitely, Chris Hemsworth for a bit of company and lots and lots of chocolates.

What do you do to look after yourself when things get stressful? Breathe and tackle things off your list one at a time.

What advice would you give your younger self?

You can learn and make a career from doing and being around who you love, so do not worry, you are loved and you are certainly not stupid.

What is the one thing you would change about the early years sector?

I would 100% change the respect the sector receives. Our early years professionals work incredibly hard to achieve their qualifications and truly care about the children in their care; they have such professional love for the children and their families. The staff play such a vital role in providing the children an early educations and thirst for learning. They really lay the foundations for a good relationship with education so that children can flourish. ■

Abigail Poole

Stronger together

Practice

All across the country early years leaders are sharing expertise through free training, resources and network events. England’s 18 Early Years Stronger Practice Hubs are part of the government’s post-Covid early education recovery package, which also includes the Experts and Mentors programme, the National Professional Qualification in Early Years Leadership (NPQEYL) and the online Professional Development Programme.

The National Children’s Bureau (NCB) is the government’s delivery partner for the scheme, recruiting settings to run the Hubs and overseeing quality. The Hubs aim to deliver peer-to-peer support (“doing with, not doing to”, says Gill Holden, principal officer at NCB) specifically tailored to local need, and are run locally by groups of childminders, private, voluntary and independent settings, and maintained nurseries. Hubs work closely with local authorities, to avoid replicating any support that already exists.

So, what can a manager gain by connecting with their local Stronger Practice Hub? Free, evidence-based training for themselves and their team is a definite draw. “Hubs are also able to help a nursery manager to navigate different training options,” says Ellie Suggate-Francis, assistant director of the NCB’s Early Childhood Unit. “There is a

“So,

2022 and are government-funded

lot of CPD out there and Hubs can link managers to high-quality training and help them make the decision about what might be suitable for them.”

Hubs offer a growing range of resources which managers can download for themselves and their teams. “The Hubs are all really different, so what is on offer from one Hub may be different to another,” explains Holden. “But there are recordings of webinars that have been created so managers can use them in a staff meeting, for example.”

Some have set up leader and manager networks to provide peer support. “For early years leaders and managers it can be a bit of lonely role, so it is beneficial to share successes and challenges,” says Holden. Most Hubs also provide resources and support focused on working with children with SEND, which managers can access themselves or point their Senco towards.

As well as providing tailored resources to meet local need, Hubs offer bespoke support, responding to individual queries and requests. Hubs are assessed on how quickly they respond to queries as well as the quantity of resources they create, including webinars, newsletters, blogs and training.

“The feedback we are getting says the network support is one of the most appreciated elements,” says SuggateFrancis. “It is not only about linking with settings that are similar to yours but also being able to draw on the expertise of different settings – maintained nurseries drawing on the expertise of childminders and the private sector, and vice versa.”

There is a close relationship with educational charity the Education Endowment Foundation (EEF), which supports Hubs to create evidencebased resources and provides a range of professional development programmes for Hubs to include in their local offer. In

return, Hubs are helping the foundation recruit settings to test and evaluate the impact of a range of childhood development programmes, helping to grow the evidence base for future practice.

The East Midlands Early Years Stronger Practice Hub is run by Pen Green Children’s Centre, in partnership with Kingswood Community Nursery, childminder Leona Smith and Charnwood Nursery and Pre-school.

“Beverley Coltman, owner of Charnwood Nursery and Pre-school, heads our leadership network,” says Felicity Dewsbery, deputy head of Pen Green. “She expanded her provision during Covid, so is able to give authentic advice on developing your team and your offer.”

The Hub asked local settings to complete a needs analysis, and provided an offer based on their responses.

“Communication and language development was one of the big issues,” says Dewsbery. “Curriculum development was another, as was supporting children’s personal, social and emotional development, and maths,”

While locally tailored support is the aim, managers are free to access resources from any Hub across the country. The NCB’s Stronger Practice Hub portal not only allows managers to find their local Hub but also shares blog posts and

what can a manager gain by connecting with their local Stronger Practice Hub? Free, evidence-based training for themselves and their team is a definite draw.”

Stronger

Hubs launched in November

until late 2024. Charlotte Goddard finds out how nursery managers can access support before the funding runs out.

webinars from across the network.

Some Hubs have a greater focus on leadership and management skills than others. Bristol and Beyond is running online sessions in March focusing on authentic, ambitious and values-based leadership, courageous conversations, and staff supervision. East Midlands has run training on early years leadership and supervision and support. “It is written into the EYFS that staff should have supervision, but in our network we found people were referring to supervision as being on the floor observing practice, as opposed to giving team members the opportunity to process the complexity of their everyday work,” says Dewsbery. “Also, a lot of managers don’t have supervisions themselves, so they have nowhere to process issues that arise from their work and that can lead to burnout.”

So what happens when the money runs out in November? It’s unlikely that training and bespoke support will continue to be free, unless further funding is obtained. However, resources created through the Hubs, such as webinar recordings, and the EEF’s ‘evidence store’ of proven child development programmes will remain available.

“We hope we are creating a sustainable legacy,” says Suggate-Francis. “The CPD that has taken place will result in a huge number of practitioners who have been

Stronger Practice Hubs: a manager’s experience

Gayle Smith, manager, Dunholme Pre-school, Lincolnshire Dunholme Pre-school manager Gayle Smith signed up to free training from the East Midlands Early Years Stronger Practice Hub when she found out about the scheme during one of Lincolnshire Council’s early years manager briefings.

The training covered maths and schematic play theory, which covers children’s repetition of actions, concepts or ideas in their play. Common schemas include wrapping items, positioning them in groups, and lining items up.

“I had previously done some brief training on common schemas and had found it a fascinating subject,” explains Smith. “I was also aware that many people find maths a worrying subject and thought that it might benefit staff to have a new way of looking at how children develop and process mathematical learning.”

Smith decided to take part in the training herself, as the other four members of her team were already taking part in other study. “The training was free and involved completing a case study on a particular child,” she says. “We are a charity setting, so free is always a good thing. I immediately had a child in mind, so I knew it was something I really wanted to do. It was all done online as well, which meant I could do the study meetings in my own time and it wouldn’t have any staffing implications.”

Smith has been able to share her learning with the rest of her team. She has a plan to embed schematic learning, which uses children’s preferred schemas to support their development, into the pre-school’s observation and assessment process.

Smith is keen to undertake further learning with the Hub. “The knowledge of the course leaders is phenomenal, and the support they have provided has been vital in fully understanding the context of the subject being taught,” she says. She feels the Hub could be more widely promoted. “It can be easy to miss the odd thing and I do think something of this quality could be promoted a little more.”

upskilled in evidence-based programmes to support children’s development and

learning. I also think the networks that have been built will be sustained.”■

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Expert advice

After a successful launch event in Birmingham in the summer, the Nursery Managers Show came to London at the end of last year. NMT rounds up some of the best practice shared by our early years specialists

ExCel London played host to a wide range of expert early years speakers at the end of last year. Sessions covered everything from recruitment and retention to building parent partnerships, taking in understanding qualifications, sustainable catering, trauma-informed practice, confident leadership and much, much more. On the main stage, TV presenter Lorraine Kelly interviewed a panel of nursery managers, and was herself interviewed by NMT editor Briony Richter. Below we round up just some of the tips, hints and advice shared by our early years specialists.

Unlocking the magic: Transforming managers into enchanting ambassadors on the parents’ walk-round

A nursery manager has to wear a whole wardrobe of different hats, one of which is often sales person. Lucy Lewin, founder and owner of The Profitable Nursery Academy and nursery Little Angels, shared top tips on converting parent walkrounds into nursery sign-ups.

• View the parent walk as just part of a customer journey. It starts before the parents walk through the door. “By the time your potential customers are coming on this walk with you, they have already checked out your social

“By the time your potential customers are coming on this walk with you, they have already checked out your social media, they may have spoken to their friends, they may have phoned you,”

media, they may have spoken to their friends, they may have phoned you,” said Lewin. “In sales we call these touch points. Make sure that everything you have printed or published represents your core vision and values.”

• Find out what these particular parents are looking for and personalise their tour. “They may want their child to get a better education, or interact with peers, or they just want to go to the

toilet on their own without little people at their ankles,” said Lewin. “If you can unveil what they need, not what you think they need, that is the magic in leading a parent walk. You should be talking for about 20% of the show round; they need to be talking to you.”

• Find out what concerns parents have and address them in a straightforward way. “You are being trusted with their most precious thing in the world, so

Cheryl Hadland

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you need to build trust,” said Lewin. “Ask them ‘is there anything here that concerns you?’ That question shows you are confident in what you deliver.”

• Track the outcomes of your parent walk-round with an Excel document showing the parents’ names, where they heard of your nursery, who showed them around, the date of the showround, whether they signed up, and if not, why not. You can send a postparent walk survey to find out why they didn’t choose you, and you can follow up on that by addressing with them any concerns mentioned in the survey.

• Don’t try to be all things to all people. “Better to be 100% you,” said Lewin. “I have got to the end of some parent show-rounds and decided we were not the setting for the parent.”

• Identify the key features of your setting and market them. Ask your team and other parents what they like about your offer.

• Stay in touch with parents who don’t sign up there and then. “Grace’s mum and dad came and looked round the

nursery, they didn’t sign up but we stayed in contact,” explained Lewin. “Once a month I would send an email with useful information and links, not selling my nursery, just being valuable. One year, one month and one day on from the date of the first show-round Grace started at my nursery.”

• Be prepared. Know who is coming, their first name, their relationship to the child and the child’s name and age. It’s important to maintain eye contact and talk to the child as well as the parent.

International recruitment International recruitment is a controversial topic at the moment, but when used ethically and effectively can provide a real solution to nursery recruitment challenges. Cheryl Hadland, Tops Day Nurseries founder and chair, recently launched Hadland Employment Solutions to support early years employers to recruit quality staff overseas after successfully bringing in 20 staff from South Africa. She shared some of her experience on how to make international

recruitment work.

• Think about the cultural fit between the UK and the country you are recruiting from. “In some cultures even three-year-old learning is quite formal so that is something you have to reflect upon,” said Hadland. On the other hand, don’t stereotype someone because of the country they come from – people from the same country with different backgrounds may have had very different experiences.

• Stay ethical and avoid ‘stealing’ staff from countries which are struggling to fill gaps themselves. “I didn’t want to take people from countries where they have staff shortages,” emphasised Hadland, who chose to recruit from South Africa because of high levels of unemployment there.

• Make it very clear to potential recruits what costs they will need to cover (such as a TB check in their own country) and what costs you will be covering. “You do not want to bring someone into the country and then take their wages to pay you back for costs

Lorraine Kelly

“You can start training new recruits before they arrive in this country, as the process of obtaining a visa may take a while. “Even though they have a degree in another country they don’t know about the Early Years Foundation Stage (EYFS).”

you have undertaken on their behalf,” warned Hadland. “That would be totally immoral.”

• Online interviews give you a chance to check someone’s levels of English. Be flexible, urges Hadland – Wi-Fi might not be great and electricity might go down.

• Ask potential recruits to send a video of themselves working with children.

“We are looking for caring attentive staff, not someone who stands at the front and talks to children, because that is not what we do,” explained Hadland.

• Look at targeting recruitment to a specific country. Once you have checked that a particular qualification is ‘full and relevant’, allowing the applicant to be counted as qualified in ratios, you can focus your recruitment on people with that qualification.

• Check the validity of the certificate. “Some people really want to come to the UK, and they might be tempted to forge a certificate, so you need to check with the college or university,” said Hadland.

• You can start training new recruits before they arrive in this country, as the process of obtaining a visa may take a while. “Even though they have a degree in another country they don’t know about the Early Years Foundation Stage (EYFS), they don’t know about your own pedagogical approach, safeguarding, Prevent training,” said

Hadland. “If you don’t do that, and Ofsted come in on their second day in the job, guess where the inspector is going to focus their questions – the new South African staff member who’s been there one day. It is essential they can answer those kind of questions the day you put them into ratio.”

• You must provide evidence that you’ve tried and failed to recruit in this country. “That shouldn’t be too difficult,” observed Hadland wryly.

• Keep track of migrant staff members as you have to pay a significant fine if they go missing. If they’re off sick for a few weeks for example, you need to make sure you know where they are.

• Support new staff members as much as you can. Help them to register with a GP for example, or book transport from the airport, or find accommodation.

Going beyond the EYFS: Curriculum building

Leyla Osman shared some tips from her own experience as head of curriculum

Leyla Osman

“Early years recruitment and retention of staff is under the spotlight now more than ever, with the roll-out of the extended funded hours requiring a greater number of staff.”

and practice development at Nanny Annies Day Nursery in Woodford Green, London.

• A curriculum is not rigid or one-sizefits-all. It is the ongoing story you want to tell about your setting, with the children as the main characters.

• Focus on holistic development, with activities that support not just academic growth but social and emotional development and physical development.

• The curriculum is not just about knowledge and academic development, it extends across the whole setting and the whole day, including mealtimes and children’s play and interactions with their friends.

• Think about the specific needs of the children at your setting, their cultures and the local community when putting together a curriculum.

• Look at including long-term projects which bring the nursery together as a whole, and can also include parents.

• When measuring children’s development use the overall findings as a tool to look at what you are doing well as a setting and where you could do better.

• Share good practice with other nurseries. Think about having a day

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once a month where as a team you come together and share research.

Recruitment and retention

Early years recruitment and retention of staff is under the spotlight now more than ever, with the roll-out of the extended funded hours requiring a greater number of staff. Sharon Pugsley, head of people at The Old Station Nursery, Jo Turley, managing director at Ashbourne Day Nurseries, and Robert Fox, managing director and headteacher at Active Childhood, shared their experiences.

• Targeting job ads to the geographical area can reap dividends, advised Pugsley. “We are investing a lot of time and money into being more bespoke with our ads, and that has definitely helped to attract good candidates,” she said.

• Old Station Nursery trains nursery managers in interview skills, to enable them to ask the right questions to recruit the right people. “In the past they have been accepting candidates who will leave in four weeks because they are not the right fit,” said Pugsley.

• Targeting young people early is important. “We have started to meet with students in schools when they are taking their GCSE options, which is a time when they are looking for some direction,” explained Pugsley. “I remember as a student having a local company come in and talk to us and they were then the first company I applied to work for. What has worked for us is building those partnerships and getting to know those students from a quite an early age.”

• Staff are looking for flexible working offers, but this can be a headache for managers trying to cover a whole week. Look at times of the day you are finding

difficult to fill and target recruitment ads at demographics who might prefer to work those hours, suggested Fox.

• In the long term ‘growing your own’ staff is easier than recruiting in a tough market, but listen to what team members really want from their career. “It is really about investing in their development and that comes down to regular supervisions, and really listening to what their professional development looks like for them, because your professional development might look very different to mine,” said Turley.

• Supporting staff wellbeing is key to retention. “I did a study around staff retention and I thought pay would absolutely be the number one factor,” said Turley. “But actually it was the workplace culture.” Discounted childcare is one of the most appreciated benefits offered by Old Station Nursery, added Pugsley.

• Your own website is a free form of recruitment advertising so ensure it’s up to date. All three panel members are currently updating the careers section of their website. “We will be including case study videos of people celebrating their years of service at Ashbourne,” said Turley. “It needs to be inviting because you want to draw people in, but it also needs to be truthful and honest.”■

“In the long term ‘growing your own’ staff is easier than recruiting in a tough market, but listen to what team members really want from their career.”

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Kids Planet acquires pair of Telford day nursery settings

Kids Planet has purchased the leasehold of a pair of Shropshire day nursery settings: Lawley Day Nursery and Apley Day Nursery in Telford, which together have capacity to care for up to 392 children.

The freehold for the nurseries has been owned by Julian and Andrea Mitchell for a combined 34 years and a new long-term lease with Kids Planet has been agreed on both sites, marking the group’s 153rd and 154th settings.

The Mitchells commented: “Selling our nurseries was never going to be easy; we’ve built them from scratch I had the pleasure of designing them so a lot of thought and love had gone into them even before they opened. We’ve been the proud owner of Lawley Village Day Nursery for 14 years and owned Apley for 20 years renovating it after a time away just over eight years

ago. Kids Planet have strong values that resonated with us. They will run the nurseries as a big family with a real focus on the very best childcare.”

Clare Roberts, chief executive at Kids Planet, added: “I am thrilled we have acquired Lawley and Apley Village nurseries, located in convenient settings between Telford and Wellington within their own private grounds. Their experienced team recognise the importance of wellbeing and nurturing children as they grow and develop, and I think they will make a great addition to the Kids Planet family. I look forward to supporting the teams as they integrate into our group.”

The sale was facilitated by Business property advisor Christie & Co.

Kids Planet acquires Newcastle nursey group

Kids Planet has acquired Children’s Choice Nursery, a group of two day nursery settings located in Whitley Bay, Newcastle.

The Monkseaton setting was established in 2000 and has capacity for up to 100 children aged from newborns to five years old. The nursery’s facilities include a multi-sensory room, dance and yoga studio, garden allotment, performance stage area for children’s dramatics, and three outdoor play areas. The second nursery at Southridge First School, established around 2003, offers both day care and wraparound care with a combined capacity for up to 112 aged two to 10 years.

Peter and Alex Thompson, founders of Children’s Choice Nursery, commented: “Our most important criteria, if any sale was to take place, was knowing our fantastic managers and teams would be secure in their roles and that our childcare settings would continue their high-quality childcare provision. From the moment

Kids Planet expressed an interest and we met them, they were receptive and aligned to this, assuring us that all staff would be safe and welcomed. They clearly recognise the benefit of maintaining all the great things our settings already do. Kids Planet is family founded and operated, maintaining a personal touch despite being large – again very important to us.”

Clare Roberts, founder and chief executive at Kids Planet, said: “There is a strong alignment with Kids Planet’s own culture and focus, with their child-led approach and strong focus on wellbeing for both children and the team.”

Business property advisor Christie & Co facilitated the sale. Commercial law firm Clarke Mairs acted for the sellers.

Children’s Choice Nursery was sold for an undisclosed price.

Family snaps up Longlevens day nursery

Husband and wife Tony and Rachael Lancaster have purchased Into-Play Day Nursery in Longlevens, Gloucester, which has operating capacity for up to 95 children aged from newborn to five years.

The business trades from a large single-storey building converted for day nursery use. The setting, one of a small group of Into-Play nurseries in the area, has been owned by Karen Perry-Gardiner since 1992 and was recently brought to market as she is downscaling, leaving her with two remaining settings: The Quays and Barnwood.

Perry-Gardiner said: “I was a plywood broker in London and returned to Gloucester with my first son Jacob. Since then, we have opened a further two sites both in Gloucester, one at the historical docks and the other a former doctor’s surgery. Sadly, I was diagnosed with a life-limiting disease

early in 2022. Whilst it was a hard decision to make to sell my first site it was the right one for myself and my family.”

The Lancasters commented: “As current co-owners of a highly successful nursery in Leckhampton, Cheltenham, for several years we had been looking to branch out on our own but none of the settings we saw came up to our high standards. That was until the moment we viewed the setting in Longlevens and knew it was the one for us. The space and facilities are excellent and we can’t wait to put our own stamp on it.”

Business property advisor Christie & Co facilitated the sale. The Into-Play Day Nursery setting was sold for an undisclosed price.

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First-time buyer couple snaps up Northamptonshire day nursery

Property developer Leigh Harris and his wife, Charlotte, who has a background in education. have purchased Simba’s Den Day Nursery in Bulwick, Northamptonshire with a view to growing a small local group in the future.

Established in 2009, Simba’s Den Day Nursery has forest school provision and capacity to care for up to 30 children aged from newborn to four years and is inspired by both Reggio and Montessori approaches.

Vendor Samantha Butterwick said: “It was an emotional time for us to sell our family business, but I was able to spend time getting to know Leigh and Charlotte and, at the point of completion, we all felt in a confident position. The handover period has been a success and I’m pleased that the nursery will continue to thrive under new ownership.”

Leigh Harris commented: “We’re thrilled to have acquired this fantastic day nursery and forest school in

such a special location within Northamptonshire. It’s our first venture into the industry, but we are lucky to have inherited such a loyal and dedicated staff team that we know will help us to achieve our vision. It’s all hands-on deck now and my wife and I are both very excited to build upon this truly unique setting and create a bright new future for Simba’s Den.”

Business property advisor Christie & Co facilitated the sale.

David Eaves, director, childcare and education at Christie & Co, said: “We see a huge demand from buyers, especially post-Covid, for nurseries that have a particular emphasis on the outdoors, and Simba’s Den is one of the finest examples of forest school provision that I have come across.”

Simba’s Den Day Nursery was sold for an undisclosed price.

Kids Planet buys Durham day nursery

Nursery group Kids Planet has acquired Do Re Mi Day Nursery in Durham, which has capacity for up to 74 children aged from newborn to five years.

The business was founded in 2014 by vendor Jane Todd who is selling due to relocation.

The nursery becomes Kids Planet’s 155th setting.

Todd said: “We have entrusted Kids Planet with the next stage of Do Re Mi’s journey. I am sure they will continue with the high-quality care and education that has been instilled and look after our staff and families.”

Clare Roberts, chief executive at Kids Planet, commented: “The nursery will strengthen our presence in the Northeast area, and I look forward to supporting the team and families as they join our group.”

Business property advisor Christie & Co facilitated the sale.

Grandir UK acquires Brighton nursery

Nursery group Grandir UK has purchased The Wishing Tree Children’s Nursery in Brighton, a family-owned day nursery that opened in 2004, set in a detached house.

The setting has been owned by Lewis and Jayne Wood who are retiring.

Grandir UK now owns 71 settings across the Midlands and South of England.

The Woods commented: “We’d spent 19 years building a great reputation and trust in the community and we didn’t want that lost in a major rebranding. Grandir ticked all the boxes for us, and we’re delighted to say the handover is going as well as we’d hoped.”

Lydia Hopper, chief executive of Grandir UK, added: “Jayne and Lewis have successfully crafted a stellar reputation providing childcare solutions to families in the local area. They have confidently left the nursery in Grandir UK’s capable hands to continue providing high-quality childcare where children will enjoy an enriched and unique range of education programmes, along with nurturing and inspiring learning environments. We are very much looking forward to meeting the children, families, and staff teams over the coming weeks.”

Business property advisor Christie & Co facilitated the sale. The Wishing Tree Children’s Nursery was sold for an undisclosed price.

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Edenham Playgroup sold to local operator

A local operator has purchased Edenham Playgroup, a day nursery and out-of-school setting in Grimsthrope in Lincolnshire, which provides childcare for 57 children aged from newborn to 11 years.

Childcare and education business broker Redwoods Dowling Kerr facilitated the sale.

Childcare and education business broker Redwoods Dowling Kerr facilitated the sale.

Redwoods Dowling Kerr’s childcare broker Karrina Lee said: “It has been an absolute pleasure to assist our client with the sale of Edenham Playgroup in Lincolnshire. I wish the new owners all the best with their new venture.”

Grandir UK acquires its 10th nursery within the Bristol area

Grandir UK has acquired Lake House Day Nursery & Preschool, a 56-place nursery located in the suburb of Westbury-On-Trym in Bristol.

Grandir UK currently operates nine Kiddi Caru day nurseries and pre-schools in the Bristol area, The company has been delivering childcare across the UK since 1998.

The acquisition of Lake House Day Nursery & Preschool takes Grandir UK’s offering to a total of 85 settings across the Southwest, Midlands, the Southeast and Central England.

Childcare and education business broker Redwoods Dowling Kerr facilitated the sale.

Redwoods Dowling Kerr’s childcare broker Karrina Lee said: “It was a pleasure to assist our client with the sale of Lake House Nursery in Bristol. The nursery attracted high levels of interest with multiple offers being received. I wish Grandir all of the best with their latest acquisition.”

New World Montessori sold to first-time buyer

A first-time buyer has acquired New World Montessori Nursery School, a group of two children’s day nurseries in Ealing, West London.

The buyer has 15 years’ experience in Montessori and early years education and has started several other nurseries for previous employers. The new owner wishes to expand the business with further nursery settings.

Childcare and education business broker Redwoods Dowling Kerr facilitated the sale.

The vendor said: “As far as buyers were concerned, I was looking for like-minded people who want to provide the best care for children and the community. Thankfully, RDK found a great buyer.

The buyer added: “Very excited to be taking this next step upon completion.

Redwoods Dowling Kerr’s childcare broker Stephanie Quinn stated: “It was a pleasure working with [the vendor] and the buyer. Congratulations to both of them and I wish them good luck in their new ventures.”

First-time buyer acquires Manchester setting

A first-time buyer has acquired Play Works, a term-time pre-school in Urmston, Manchester, which also runs a an out-of-school and holiday club.

The pre-school has capacity for 32 children up to age of 11.

The buyer, a qualified nurse and primary school teacher, wants to build on the foundations crafted by the pre-school’s former owner and expand it towards new profitability.

Childcare and education business broker Redwoods Dowling Kerr facilitated the sale.

Redwoods Dowling Kerr’s childcare broker Stephanie Quinn stated: “I would like to congratulate both seller and buyer on this sale; after many challenges, we managed to get it over the line.”

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Yeovil nursery and pre-school sold to large operator

Nursery group Happy Days Nurseries has purchased Yew Tree Nursery & Preschool in Yeovil, Somerset, which has capacity for 45 children aged from three months to five years.

Happy Days Nurseries is a large childcare operator with more than 21 nurseries throughout the Southwest of England. The company takes care of over 2,000 children and employs close to 500 members of staff.

Childcare and education business broker Redwoods Dowling Kerr facilitated the sale.

Redwoods Dowling Kerr’s childcare broker Karrina Lee said: “It was a pleasure to assist our client with the sale of Yew Tree Nursery. I wish Happy Days all the best with their latest acquisition and look forward to announcing more soon.”

Sunflowers sold to Ashbourne Day Nurseries

Ashbourne Day Nurseries has acquired Sunflowers Preschool and Out of School Club in Pebworth, Warwickshire, which has capacity for 32 children aged up to 11 years.

After years of running the setting, vendor Sue Henson wishes to step away to spend more time with her family.

Ashbourne Day Nurseries currently operates more than 27 childcare settings throughout the UK.

Childcare and education business broker Redwoods Dowling Kerr facilitated the sale.

Redwoods Dowling Kerr’s childcare broker Sarah Ellison stated: “It was amazing to finally complete on Sunflower. Having worked with the seller for two years and due to unforeseen circumstances losing two other sales I was over the moon for Sue to finally complete the opportunity. Sue ran Sunflowers successfully for many years and we were really pleased when Ashbourne Nursery came forward to purchase the nursery. Having a long-standing growing group gave Sue the confidence and comfort the setting will continue for many more years.”

CONTACT SUMMARY

CHRISTIE & CO

SCOTLAND

Martin Daw 0131 524 3406

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Sofia Beck 0161 833 6915

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David Eaves 07711 767094

WEST MIDLANDS

Jassi Sunner 0121 452 3708

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Sophie Willcox 0203 846 0619

David Eaves 07711 767094

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Rachel Godwin 07701 315 061

PORTFOLIO TRANSACTIONS

Courteney Donaldson 07831 099 985

Nick Brown 07764 241 316

REDWOODS DOWLING KERR

SPECIALIST NURSERY TEAM

Jenna.Caldwell@redwoodsdk.com

Karrina.Lee@redwoodsdk.com

Sarah.Ellison@redwoodsdk.com

Kim.Emsley@redwoodsdk.com

Robert.Yates@redwoodsdk.com

REGIONAL DIRECTORS

Bryan.Fotheringham@redwoodsdk.com

Mark.Phillips@redwoodsdk.com

Matthew.Preston@redwoodsdk.com

Mathew.Parkinson@redwoodsdk.com

Head Office Telephone: 08442 488 322 / 01772 775 780 Email: sales@redwoodsdk.com

COULTER CONSULTING

Tel: 01525 860716 Email: info@coulter-consulting.co.uk

2023 was a rollercoaster year for day nursery operators. Our annual Business Outlook report reflects on what happened, how it impacted the market, as well as looking ahead with predictions for 2024. Appetite for quality day nurseries remains high and our team have had success across the breadth of the day nursery market; from the sale of premium groups to saving nurseries bound for closure by facilitating sales to operators willing to turn them around.