Nursery Management Today, July-August 2024

A call to action

Strategic recruitment initiatives

Financial planning for sustainable growth

Building community trust

To celebrate our mascot Stanley’s 21st birthday, we want to celebrate the enduring work and service of charities that support young children and their families. If you’re working with a charity or you know an organisation that’s making a lasting impact, nominate them to receive one of two gifts of £5,000.

To nominate a charity simply fi ll out the form on the dot2dot website. Please read the terms and conditions to check eligibility.

We will put it to a public vote and the winners will be announced during dot2dot’s birthday celebrations in September.

In this leadership series we hear from Jo Turley, managing director of Ashbourne Day Nurseries

Briony Richter explores the childcare policies that the opposition parties have announced

Jackie Hyde shares advice on how to avoid social engineering scams

Software solutions. Susan McGhee shares insights on how software can be cost-effective and flexible

Market view, Andrew K Steen reviews the childcare M&A landscape activity

Claudio Sisera, advocates enriching our nurseries with greater gender diversity

Sophie Hutton shares ways to support early years educators in addressing speech, language and communication delay

Simon John, offers advice about dealing with building disrepair and commonplace defects.

Justin Deaville shares insights from the marketing agency’s latest ‘Nursery benchmarking report’.

Nursery group, kinderzimmer explains its journey entering the UK early years sector

We share our nursery managers round up with the top news for this issue

Storal shares the details of its leadership programme for managers

In this nursery managers series, Charlotte Goddard speaks to Amina Ahmed, nursery manager at Kids Planet Salford Quays

Nicole Williamson explores how to embed safeguarding effectively in your nursery setting

Paragon Skills shares the power of apprenticeships

Charlotte Goddard finds out how the government-funded Skills Bootcamps can help nursery managers find qualified staff

NMT Owners Club Midlands

NMT Owners Club Midlands

2024 EDUCATION EVENTS

2024 EDUCATION EVENTS

EDUCATION EVENTS

NMT Owners Club South

NMT Owners Club South

25 January 2024 | The Belfry, Birmingham

NMT Owners Club Midlands

25 January 2024 | The Belfry, Birmingham

25 January 2024 | The Belfry, Birmingham

NMT Owners Club North

NMT Owners Club North

19 March 2024 | Oulton Hall, Leeds

NMT Owners Club North

19 March 2024 | Oulton Hall, Leeds

19 March 2024 | Oulton Hall, Leeds

NMT Owners Club South West

NMT Owners Club South West

15 May 2024 | Celtic Manor, Newport

NMT Owners Club South West

15 May 2024 | Celtic Manor, Newport

EducationInvestor Awards

EducationInvestor Awards

15 May 2024 | Celtic Manor, Newport EducationInvestor Awards

13 June 2024 | Park Plaza Westminster Bridge, London

13 June 2024 | Park Plaza Westminster Bridge, London

13 June 2024 | Park Plaza Westminster Bridge, London

Nursery Managers Show

Nursery Managers Show

27–28 June 2024 | NEC, Birmingham

Nursery Managers Show

27–28 June 2024 | NEC, Birmingham

27–28 June 2024 | NEC, Birmingham

12 September 2024 | Marriot, Lingfield

NMT Owners Club South

12 September 2024 | Marriot, Lingfield

12 September 2024 | Marriot, Lingfield

NMT Owners Club Scotland

NMT Owners Club Scotland

10 October 2024 | Hilton, Glasgow

NMT Owners Club Scotland

10 October 2024 | Hilton, Glasgow

10 October 2024 | Hilton, Glasgow

30 October 2024 | Dalmahoy Hotel & Country Club, Edinburgh

Education Summit

Education Summit

Education Summit

18 October 2024 | Business Design Centre, London

18 October 2024 | Business Design Centre, London

18 October 2024 | Business Design Centre, London

Nursery Managers Show 29–30 November 2024 | London

Nursery Managers Show 29–30 November 2024 | London

Nursery Managers Show 29–30 November 2024 | London

National NMT Nursery Awards

National NMT Nursery Awards

30 November 2024 | London

National NMT Nursery Awards

30 November 2024 | London

30 November 2024 | London

Chief executive officer

Alex Dampier

Chief operating officer

Sarah Hyman

Chief marketing officer

Julia Payne

Business development director

Mike Griffin

Advertising & event sales director

Caroline Bowern 0797 4643292

caroline.bowern@nexusgroup.co.uk

Event manager

Conor Diggin

Customer success manager

Alba Chamizo Martin

Content marketing manager

Sophie Davies

Marketing campaign manager

Michael Sambrook

Business development executive

Kirsty Parks

Editor Briony Richter

Features editor

Charlotte Goddard

Subeditor Charles Wheeldon

Publisher Harry Hyman

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Staffing levels can’t continue like this nmtcomment

Entering the full summer months, we’ve seen healthy movement across the sector in regard to the M&A landscape, but with the beginning of the childcare expansion offer fully in swing, there are still barriers for operators as they navigate the new policy.

Savills’ report ‘Three trends in the early years sector to look out for in 2024’ outlined what to consider for the rest of this year as we see significant changes to policy and the funding models.

One of the report’s main points was the challenges surrounding recruitment and retention. Staffing is arguably the dominant theme within the sector at present, with operators often citing this as their biggest operational challenge. While this is not a new problem, it has continued to trap operators in a difficult cycle of constantly hiring and training.

The crux of the problem can be attributed to the high cost of labour, as wages typically consume 50-60% of an operator’s turnover. Given the increase in staffing required to support the government’s childcare expansion offer, there are concerns surrounding how this will be enacted with the current state of the labour market.

Furthermore, with the changes to staff-to-child ratios, there are continued concerns about the quality of childcare delivered if staffing challenges aren’t improved.

Over the coming months, operators will need to focus on staff retention and deliver clear career progression to aid staff satisfaction and retention. The government must also look for ways to support operators as the costs of running a nursery business continue to increase.

Cairneagle has also highlighted staffing as one of the main concerns for early years settings. The international strategy consultancy firm periodically sends out

surveys across the sector. Its last one noted that since early 2023 the sector has had some mixed fortunes (including occupancy being held back by staffing, and margin pressure on account of the inflationary environment and agency costs), interest rates have increased further, and a few groups have needed to double down on optimising their existing estate rather than focus on growth.

As a result, the firm had noticed some easing of demand for acquisitions, and so prices have softened a little. Moving forward to this year, Cairneagle has sent out another survey due to the government’s rollout for funded childcare with plans to extend gradually the 30-hour funding to all children aged from nine months to five years by September next year.

It’s undeniably an unprecedented policy move from the government and one that could bring about significant transformation for the sector if it is balanced wisely with financial support for operators.

However, Cairneagle stated that staffing remains a particular challenge, and a lack of qualified staff could hinder providers’ ability to benefit from the new demand.

Arun Kanwar, managing partner at Cairneagle said: “Cairneagle regularly surveys UK nursery operators to understand their views on key issues. Whilst funding could stimulate enrolment for some, staffing and capacity constraints might hinder providers’ ability to fully benefit from the new demand, and other operating challenges may remain. We’d like to collaborate with nurseries and groups to understand the current and future implications of the new funding scheme, as well as the general environment.”

Briony Richter

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

Politics & Policy

The Public Accounts Committee published its recommendations to the Department for Education as preparations to extend the childcare entitlement offer continues.

The committee highlighted that the department made good progress getting the programme off the ground but now faces huge challenges in increasing the numbers of places available for children.

Recommendation 1: The department should urgently develop a series of interim milestones to provide assurance to Parliament that the expansion is on track, and set out its contingency plans should available data indicate growth in places and the workforce are below what is required.

Recommendation 2: The department is relying primarily on increases in hourly rates being enough to incentivise providers to increase places, without clarity over how providers plan to use the funding. The department should build a clear understanding of how providers have used the additional funding and whether the funding incentivises the market to expand.

Recommendation 3: The department should develop and publish a long-term workforce strategy and delivery plan to address recruitment challenges and, working with stakeholders, the root causes of poor retention.

Recommendation 4: The department should put in place a system to monitor

and report on whether the programme is delivering the intended benefits, including whether parents are getting access to the early years hours required.

Recommendation 5: The department should make clear how it plans to track how the new entitlements will specifically impact access to places and the attainment of disadvantaged children and those with SEND.

Recommendation 6: The department should continuously monitor the impact of extended entitlements on the quality of childcare provision. It should be clear that it will be prepared to act if there is evidence that quality is falling.

The Royal Foundation Business

Taskforce for Early Childhood has published a new report that highlights the financial benefits of investing in the early years sector.

The report, ‘Prioritising early childhood for a happier, healthier society’ was produced by Deloitte on behalf of the taskforce and sets out how a greater focus on early childhood would support a more productive and sustainable workforce landscape.

Since the inception of the taskforce in 2023 its membership has grown to include businesses such as Aviva, The Cooperative Group, Deloitte, Iceland Foods, IKEA UK and Ireland, The Lego Group, NatWest Group and Unilever UK. They have collectively worked together to boost the role businesses can play in supporting the sector.

The report details how investing in early years could generate at least £45.5 billion in value added for the national economy each year. It goes on to claim that this includes £12.2 billion from equipping people with improved social and emotional skills in early childhood, £16.1 billion from reducing the need to spend public funds on remedial steps for adverse childhood experiences and £17.2 billion from supporting parents and caregivers of under-fives who work.

The nursery sector has called on the government for stricter food standards. Several industry industry leaders, representing more than 150 early years

settings across the UK have submitted a joint letter to government leaders calling for action to turn the tide on nationwide childhood health and obesity issues. The letter highlights that with increasing access to free childcare, more and more parents of children under the age of five will become reliant on early years settings to provide nutritious meals.

The campaign comes as a OnePoll survey found that nearly 70% of parents were unaware that there are no governmentbacked regulations on what nutritious food should consist of in early years settings. Almost 90% of parents agreed that the government should do more to ensure children in nursery are being fed well.

Jonny Player, managing director at Nursery Kitchen, is leading the campaign and said: “The health of our children must become an important discussion

Nursery news

All About Children and Just Childcare have officially relaunched as Partou UK, following their 2021 acquisition by Dutch childcare provider Partou.

Partou UK will have access to the resources of more than 700 childcare centres and 9,000 Partou staff across the UK and continental Europe.

UK managing director Samantha

in Parliament. Early years settings are becoming increasingly responsible for feeding young children and ensuring Britain’s next generation lead healthy and happy lives.

“As industry leaders, we are in agreement that our organisations, large and small, must have strong policies in place that recognise the importance of proper nutrition in early years settings, but we need political leadership to act on the state of the nation’s health now, and instruct lasting change.”

Office for National Statistics analysis revealed that families in affluent areas have more access to funded childcare than those in poorer areas

Access to childcare is calculated as an equivalent number of childcare places per 100 children aged from newborn to seven years, accessible from a neighbourhood.

Affluent areas like St Albans and Cambridge had the highest levels of childcare access. Areas such as Torridge and Walsall had the lowest levels of access, with both having just 12 places available out of 100.

Purnima Tanuku, chief executive of National Day Nurseries Association, said: “These statistics paint a troubling picture that echoes the concerns we have been sharing about funded places. They show that those children from disadvantaged backgrounds, who have the most to gain from high-quality early education and care, tend to be the least likely to have access to those places.

“Children from poorer backgrounds who don’t receive this support early on will arrive at primary school many months behind their peers and this persists onto secondary school and later life chances.

Rhodes said: “The insights and experience we gather from all of those settings are shared amongst us all, so that every child’s journey with us is a learning opportunity.”

Storal, a UK nursery group with 31 registered settings has announced the appointment of Daniel Day as finance director.

In this newly created role for the

company, Daniel will lead a finance team in providing clear financial and performance information, strong financial control and valuable commercial decision support. Day will ensure development of a finance team which is fit for the business today as well as future-proofed for the larger business Storal will be in the future.

Daniel joins Storal from Independent Builders Merchant Group, the largest independent merchant business in the South of England, with over 180 branches, where he acted as finance director for over two and a half years. Day l, an ACA qualified chartered accountant, brings a wealth of knowledge to Storal, including valuable experience gained from senior finance roles at Tesco and Mothercare.

Day is the latest hire in the Storal leadership team which has been strengthened significantly over the last couple of years with the appointments of Shanti Flynn as head of education, Jane Gray as head of marketing, Emma Bate as head of operations and most recently Fiona Todd as head of people.

Sector Support

Settling in support. Settling in a little one can be a stressful experience. Grandir UK outline ways to reduce the stress and support your child to make the transition to nursery easier, more successful and stress free.

We often get asked if settling in sessions are necessary, and the answer is 100%, yes!

Settling in sessions are shorter, an hour or two, and help you and your child get used to being apart. To begin with, you, your child and your child’s key person will have a session together to help your little one get used to someone new. These sessions provide a gentle approach to nursery life, reducing separation anxiety which is very common in children from 0-5 years and managing the stress that moving to nursery can cause in this age group.

It’s important to learn calming methods in your nursery. There are many effective ways of calming down children, that include using breathing techniques, calm

corners for children to relax and regulate their emotions in, and the use of colour to help communicate and understand emotions.■

NurseryCare

Meet the Leadership

Briony Richter speaks to Jo Turley, managing director of Ashbourne Day Nurseries, about her leadership role and what drives her to improve childcare across the sector

Describe your career in the early years sector and how you came to your current role?

I embarked on my journey in the early years sector in 1998, after gaining a Level 3 qualification. My first role was as a nursery practitioner in an independent nursery, which gave me a strong foundation in hands-on childcare. I then spent several years abroad working as a nanny. This period not only allowed me to experience different cultural approaches to childcare but also honed my skills in providing individualised care and education.

Upon returning to the UK, I was eager to further develop my career. I joined Leapfrog Nurseries, which later became part of Busy Bees, where I dedicated eight years, starting as a room leader and progressing through to regional manager. My journey then continued with Bright Horizons, where I dedicated 12 years to various roles, leaving in the role of operations project director. This phase of my career was particularly enriching as it combined strategic oversight with a deep understanding of day-to-day nursery operations.

My journey then led me to senior leadership positions at Kiddi Caru and

“I focused on enhancing educational outcomes and operational efficiencies, always with an eye on creating nurturing environments for children and supportive workplaces for staff.”

Bright Stars. In these roles, I focused on enhancing educational outcomes and operational efficiencies, always with an eye on creating nurturing environments for children and supportive workplaces for staff.

Finally, in August 2023, I was thrilled to join Ashbourne Day Nurseries as managing director. This role represents the culmination of my career experiences, allowing me to bring together my passion for early years education and my extensive leadership experience to further the vision and mission of Ashbourne Day Nurseries. I am incredibly excited to lead a team that is dedicated to delivering exceptional care and education to young children and to continue driving innovation and excellence in our nurseries.

What’s the most challenging aspect of being a chief executive and how have you adapted your leadership style to get the best results? The most challenging aspect of being a CEO is ensuring the alignment of our business strategy across a diverse network of nurseries. It’s crucial to have the right people in the right roles and foster a cohesive team. I focus on clear communication to keep everyone aligned, nurturing our team’s potential, and avoiding silos to maintain a unified approach. My leadership style involves coaching and mentoring, striking a balance between guidance and autonomy, and maintaining a strategic, big-picture perspective to drive sustainable growth and innovation.

Jo Turley

“When considering expansion, we start by analysing the demographics to identify potential demand in new areas.”

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

Being with the children and seeing their joy and growth. Returning to the nursery environment always reminds me why we do what we do – it’s all for them. It’s incredibly fulfilling to witness the positive impact Ashbourne Day Nurseries has had in such a short period. Our team’s efforts have made a significant difference, and it’s heartening to see the tangible effects of our work on the children and their families.

How do you assess the viability of expanding into new locations and what factors do you consider?

When considering expansion, we start by analysing the demographics to identify potential demand in new areas. It’s crucial to ensure that our business is stable and

capable of absorbing growth – expanding on shaky foundations isn’t viable. Timing is key; we only move forward when it aligns with our overall business readiness. Proper due diligence is essential, including evaluating the demand in the target location and ensuring we can support new sites without compromising our existing operations.

How do you prioritise growth initiatives while maintaining high standards of educational quality and care across all settings?

Quality is our foremost priority, and we never pursue growth at the expense of educational standards and care. We focus on growing in a way that upholds our commitment to excellence, ensuring that every new initiative is backed by a robust quality framework. Our approach is to expand thoughtfully, ensuring that each new setting meets our high standards and enhances our overall capability to deliver exceptional care and education.

Employee wellbeing initiatives continue to evolve to meet the diverse needs of staff. What wellbeing policies are you most proud of?

I’m incredibly proud of our comprehensive wellbeing initiatives that reflect our commitment to our staff.

We’ve introduced an extensive benefits programme and established an internal wellbeing lead to provide support and guidance. Our Employee Assistance Program offers confidential counselling and resources, and we celebrate Employee Appreciation Month to recognise our team’s hard work.

Recognising the demanding nature of childcare, how do you address and prioritise work-life balance for your team?

We prioritise work-life balance by leading by example and offering flexibility to accommodate our team’s unique needs. Building strong relationships and connecting with our staff is key to understanding their individual situations. By fostering open communication and being adaptable, we create an environment where our team feels supported and can manage their personal and professional lives effectively.

What are your priorities for 2024?

This year our main priorities revolve around maintaining and enhancing quality while driving business growth. We are focused on strengthening our education and curriculum strategy, including developing our own curriculum framework, to further enhance our operational excellence in the sector.■

Compare the parties

With the election here at last, childcare has taken centre stage. Briony Richter explores recent manifesto pledges and what to expect in the coming months

Globally, more voters than ever in history will head to the polls this year as at least 64 countries (plus the EU), representing about 49% of the world’s population, are meant to hold national elections. The results of these will be consequential for decades to come.

The political parties in the UK have been touting their childcare policies for the past year, ever since the 2023 Spring Budget announced the Conservative government would expand funded childcare places.

This policy has already begun with the first stage kicking off in April. While undeniably a step in the right direction, there hasn’t been enough support for providers to navigate the rising costs of wages and of running their operations.

What has Labour announced?

Recently, Labour pledged to create more than 100,000 new nursery places for children from nine months old, with a promise to help drive up the quality of care delivered and to support working parents.

The party plans to set up more than 3,300 new nurseries in existing primary schools in England to support a significant expansion of childcare. It has been estimated that the party will spend £140 million on this plan to refurbish classrooms to make them appropriate for

“However, similar to the Conservatives, Labour has been criticised on how this will be fully funded and what additional efforts will be made to improve staffing to cope with the demand for childcare.”

early years education.

However, similar to the Conservatives, Labour has been criticised on how this will be fully funded and what additional efforts will be made to improve staffing to cope with the demand for childcare. The party has already stated that the proposals will in part be funded by its plan to levy VAT on private school fees. However, nothing more has been announced on how the staffing levels will be increased.

Analysis conducted by the Department for Education in May estimated that the early years workforce needs to grow by around 40,000 between now and September next year, a 12% increase compared to July 2023.

Asked how Labour’s proposals would be sustainable without spending more on staffing, Sir Keir Starmer stated: “We do need to deal with the staffing issues, that’s within the government’s costing… we need to have a properly thought-through recruitment process, which we’re rolling out.”

The Liberal Democrats

In its manifesto, published in June, the Liberal Democrats pledged that everyone will be able to access childcare that is flexible, affordable and fair. It aims to achieve this by reviewing the current rates paid to providers for free hours to ensure that they can actually cover the costs of delivering high-quality childcare.

To address the staffing crisis, it has pledged to create a career strategy for nursery staff, including a training programme with the majority of those working with children aged two to four to have a relevant early years qualification or be working towards one. Furthermore, there will be a specific emphasis on supporting children with SEND in the new training programme.

In its manifesto, which Liberal Democrat leader Ed Davey described

“Let’s not forget, this comes at a pivotal time for the sector as it grapples with the expanded early entitlement rollout against a backdrop of a staffing crisis.”

as “fully costed”, the party has pledged to close the attainment gap by giving disadvantaged children aged three and four an extra five funded hours early education entitlement a week, as well as tripling the Early Years Pupil Premium to £1,000 a year.

This extra five funded hours policy would then be extended to disadvantaged two-year-olds when public finances allow, to start building towards a universal, fulltime entitlement for all two- to four-yearolds.

Neil Leitch, chief executive of the Early Years Alliance, said: “At the Alliance, we have long called for an early years strategy which recognises the vital need for every child to access high-quality early years while ensuring that the sector itself can sustainably deliver this. As such, it is positive to see that the Liberal Democrats’ manifesto includes several policies that look to address this – particularly the pledges to treble Early Years Pupil Premium, review funding rates and implement a career strategy for the workforce.

“Ultimately, however, the devil is in the detail. While we welcome the party’s commitment to the sector, so far, detail on how these would be implemented remains scant.

“Let’s not forget, this comes at a pivotal time for the sector as it grapples with the expanded early entitlement rollout against a backdrop of a staffing crisis.”■

Give your staff practical experience, learning from experts, all whilst developing essential knowledge, skills and behaviours in the rewarding field of childcare.

Pave the way for a stable and fulfilling career. Join us today and make a positive difference in the lives of others. Contact us

tel: 0800 783 2545 email: hello@pgon.co.uk

nmtinsurance

Stay one step ahead

Do you know the difference between vishing and phishing? Would your team be able to spot a social engineering scam? Jackie Hyde, managing director of nursery insurer dot2dot, shares advice on how to avoid falling into a trap

In the past few months, we have seen several successful cyberattacks on early years. From nursery owners receiving calls from HMRC requesting immediate payment of an overdue debt, to criminals infiltrating email accounts and sending payment requests. All of these crimes come under the umbrella term of social engineering fraud, where unwittingly you let the criminals in, and they are able to defraud you of money.

What is social engineering fraud?

Put simply, social engineering is the hacking of people. It’s a way of manipulating individuals into sharing information or influencing them into making mistakes, leaving the business compromised and open to exploitation. It isn’t necessarily complex or sophisticated. Fraudsters use confidence tricks and pressure to encourage poeple to do something they might not ordinarily do.

Types of social engineering fraud

There are many varieties of social engineering activities. Here are some your staff need to be aware of:

Phishing

The most common form of social engineering fraud and according to cyber industry research, 81% of businesses have

“All of these crimes come under the umbrella term of social engineering fraud, where unwittingly you let the criminals in, and they are able to defraud you of money.”

seen an increase in phishing in the past year. Phishing attacks are untargeted and usually sent en masse. They can be text messages or emails and usually look like they are from a reputable company. Their purpose is to entice the recipient to visit a website that introduces malware onto a device. You have most likely received such communications claiming to be from the Post Office, a delivery company or a bank.

Vishing

The voice version of phishing. Victims get an urgent call or voicemail requesting payment of an overdue debt, with some using artificial intelligence to make these much more believable. You’ve probably had one of the robot voice ones claiming to be HMRC.

However, vishing is getting more sophisticated, and the voices are more realistic. Criminals can also spoof phone numbers by making it look like you are receiving a call from someone in your phone book. Add a bit of crackling to make it sound like it’s a bad line and you might just fall for it. This form of attack is usually targeted at a high-profile person in your organisation.

Fake chief executive fraud

This occurs when fraudsters impersonate senior executives by gaining access to their emails. Once they are in, the criminals ask a member of the finance team or a relevant manager to make an unusual, urgent and/or highly confidential payment. These attacks often take place when the senior person is out of the office and uncontactable, for example, by being on holiday or attending an event. This information is often available to the fraudsters on social media.

Mandate fraud

This is where third-party fraudsters

purport to be a legitimate supplier or payment recipient asking your team to change supplier bank details on your system. Often these requests are made on professional-looking headed paper with logos etc. Frequently they contain the fraudster’s telephone number on the instruction, to intercept any calls to query the matter. Payments owed to the supplier are then made to the new bank account. Often it’s only when the legitimate supplier questions their non-payment that the fraud is discovered.

What’s the cost to a business if it falls victim?

According to research from our insurer, Aviva, for a quarter of all cyber victims, the cost was more than £10,000. However, an attack can sometimes cost millions. Even for moderate-sized businesses, claims data shows that 10% of the cyber claims in 2023 were valued in excess of £50,000.

It’s not just the financial cost. Almost a third of businesses that experienced a cyberattack also suffered operational disruption, with one-in-five hit by a loss of data and being locked out of systems. As you can imagine, these attacks are lucrative

Jackie Hyde

business to fraudsters and because they are relatively simple to set up and replicate they’re being seen in all areas of the economy in all business types and sizes.

How can you protect your business?

1. Train your staff to look for fraud. Remind staff to be as vigilant with business data as they are with their own. When looking for phishing attacks, urgent language, spelling and grammar errors are often an easy-tospot giveaway. There’s lots of training available online – ncsc.gov.uk/ is a great place to start.

2. Make sure you’re using security. Your IT provider will be able to help with cybersecurity, but you need to make sure everyone is using it correctly. That means ensuring that multi-factor authentication is being used on all systems that allow it. Ensure that all devices have installed the latest updates as these often contain fixes to gaps that criminals could exploit. Plus check you

have policies in place to reinforce these behaviours.

3. Have good habits. Don’t reuse passwords – all passwords should be complex, unique and not easy to guess. Don’t store them on your laptop. If you can’t remember all your passwords, consider a password manager. Check what you’re sharing on social media; does it give criminals information that could be used to manipulate, such as you’re on holiday with a poor phone signal? Or does it give clues to your password such as your children’s or pet’s names’ or your wedding anniversary?

4. Be prepared. Make sure you have a backup of all your data so that should you lose everything you won’t have to start from scratch. Backup regularly and securely – again, your IT provider will be able to help with this. Ensure your business continuity plan includes what to do if criminals infiltrate your systems – can you still open if you can’t access your IT? Make sure you have cyber insurance in place. Not only

would insurance help your business recover after an attack financially, insurers have the expertise to help with the investigation. Forensic cyber analysts will examine how entry was gained; they will search the dark web for any leaked information and help you with reporting what is needed to regulators such as the Information Commissioner’s Office, taking the stress off your hands. Finally, be on guard and trust your instincts. We usually sense when something isn’t right, so encourage staff to use that instinct. Don’t open documents you weren’t expecting and don’t blindly follow instructions on screen or received via email without checking their authenticity. Things might take a bit longer, but as a business owner myself I’d rather my team checked an unusual payment, rather than just paying it because it’s less inconvenient.

If you want to talk more about the risks that nurseries face, please don’t hesitate to get in touch. ■

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A tool for childcare providers

UK childcare services are becoming more expensive, with less availability, but there may be help in the form of a childcare management system from north of the border, explains Susan McGhee, chief executive of Flexible Childcare Services Scotland

According to Coram’s latest childcare survey the average cost of a part-time childcare place for a child under two in a nursery in Scotland has risen by 6.9% and is now £125.42 a week (£6,020 a year). For a two-year-old the price has risen by 6.8% and is now £120.15 a week (£5,767 a year).

On top of this, places for under-twos have dropped by 13%. Funded places for eligible twos has also dropped by 33%, and places for funded three and four year olds have dropped by 30%.

According to Coram, the cost of energy, staff, food and rent were each cited by 24% of Scotland’s local authorities as factors decreasing business sustainability. They also cited the cost of recruiting and retaining staff and of parents’ and carers’ abilities to pay for places as other major factors in sustainability, leading to business closures, further compounding the issue.

Added to this, local authorities in Scotland don’t have the data relating to the availability of regulated childcare

outside funded entitlements. And there’s little or no knowledge regarding the unregulated children’s activity clubs that are often used as informal childcare meaning that they are unable to effectively support parents who rely on childcare to get back to work.

Indeed, according to the Joseph Rowntree Foundation, 54% of people who are in families where no one is working are in poverty and full-time work plays an important role in reducing the risk of poverty in Scotland.

Caerus (care-us) is a new tool that allows childcare and activity providers to advertise and manage their services. With its development funded by the Hunter Foundation and the Scottish government the core functionality of Caerus is free to use for parents and providers alike.

“According to Coram, the cost of energy, staff, food and rent were each cited by 24% of Scotland’s local authorities as factors decreasing business sustainability.”

A solution from Scotland

Thankfully there’s a new childcare management tool that aims to support providers to become more sustainable and will help parents find the childcare, and children’s activities, they need to enable them to return to, or remain in, work, training or education, helping them to adjust to cost increases while helping them to increase their household income.

With Caerus, providers can advertise their services, take bookings and enquiries, manage their service users and always make sure that they have enough staff to support the delivery of their activities.

The search, find and book functionality, available to parents, will support providers to achieve occupancy targets and drive business growth.

The data reports generated from the natural search activity across the product will provide useful information for planning teams allowing them to measure supply and demand, identify capacity gaps, and plan for resource deployment. It will:

• Provide information on capacity and identify any gaps so that providers can quickly respond.

• Give access to live statistical information to inform planning and budgeting.

• Guide investment in service development.

• Reduce the time needed to complete administrative tasks and reporting.

Can tech really solve this problem? Ever tried to do a really challenging jigsaw puzzle without any clue about what it should look like? Not an easy task, yet one that’s akin to the challenge of trying to solve the UK’s childcare challenge without really understanding the current picture. While technology alone isn’t a magic solution to all of the challenges facing the UK’s childcare sector, it is an important tool in the arsenal that will overcome this challenge.

Here’s why:

• People are used to, and comfortable with, managing their lives through digital solutions. Caerus gives parents the power to find and manage all of their early learning and childcare, school age childcare, and children’s activities in one place.

• It facilitates easy bookings and communications between parents and providers.

• It empowers providers to manage service user accounts, profiles, bookings, administration, marketing, rota planning, record-keeping and more in one secure place.

• It notifies providers of searches in their area and nearby, highlighting

opportunities for business growth.

• Data is a valuable tool that informs policymakers, planners and business owners to enable them to create solutions that will change the face of our childcare and children’s services sectors.

Of course we need more, we need a willingness and commitment from national and local government to work with the sector to get this right. We need greater value and respect for our workforce and better career development opportunities. And crucially we need funding levels to be set at a rate that truly values and invests in our sector.

But the Caerus solution can help by providing the live data that warrants our policymakers to design and deliver an infrastructure that supports our sector, and the families we serve, to thrive and flourish.

Indeed, the Caerus solution is recommended by independent think tank The Centre for Social Justice,

“We need greater value and respect for our workforce and better career development opportunities. And crucially we need funding levels to be set at a rate that truly values and invests in our sector.”

whose recent report on economic inactivity in Scotland said: “On a very practical note, one such project with evidenced outcomes which the Scottish Government should support is the roll out of the FCSS Childcare App (Caerus) across Scotland. This would allow more low income families to increase their income by taking advantage of flexible, reasonably priced childcare. Once proven successful, this provides an opportunity for Scotland to lead the UK by setting an example that others will follow. After rollout in Scotland, we believe that the Westminster Government should trial and adopt this model in England.”

You can find out more about Caerus and the Flexible Childcare Services Scotland team’s vision to support the sector via: caerus.scot, and you can meet the team, see demos and contribute to the tools ongoing development at the NMT Owners Club event in Scotland, on 30 October at the Dalmahoy Hotel & Country Club in Edinburgh.■

property

A confident first half-year

Andrew K Steen, managing director of Redwoods Dowling Kerr, reviews childcare market M&A activity over the first half of 2024 and considers the changes in buyer and seller expectations

It’s been a strong year so far for UK deal activity within the childcare sector.

Here at Redwoods Dowling Kerr, our specialist childcare team has seen significant activity throughout the first half, with 22 businesses sold in the first quarter and a strong pipeline of deals expected to complete in the second half of the year.

Buyers remain a mixed picture

The sector remains an attractive proposition for investors due to stable returns, a fragmented market and the potential for strategic growth opportunities.

We continue to see interest from first time entrants to the market and there remains a strong demand for high-quality single settings. We are also experiencing a healthy appetite for group sales and our childcare business experts enjoy great working relationships with a number of large providers, supporting them on their strategic acquisition plans.

Early this year the completion of Project Enzo saw the sale of a group of four children’s day nurseries with a combined capacity for 368 children when Fledglings in Manchester was sold in a deal brokered by Redwoods, to Kids Planet Nurseries.

In another recent example, the team handled the sale of Phoenix Park

“We continue to see interest from first time entrants to the market and there remains a strong demand for highquality single settings.”

Nursery, a group of two childcare settings in Nottingham with a combined capacity for more than 200 children. Following multiple viewings and offers, the business sold to newly founded childcare group, ICP Educare – the early years platform backed by the specialist education sector investor Innervation Capital Partners.

Deal trends this year

In general we have noted transactions taking slightly longer to complete. This is true of M&A in most sectors, but certainly we have seen with a number of our childcare business sales this year, more focus on due diligence from buyers. Always a critical part of the acquisition process, due diligence has in some cases become more comprehensive. With the emphasis on detailed information about a business which can include financials, performance, regulatory and operational efficiency, as well as details on any properties involved in a transaction, we continue to work closely with our

clients to ensure they are fully prepared to enter the sales process to enable the transaction to run as smoothly as possible.

We have also noticed a slight softening on deal multiples this year. However, we have also seen premium values being achieved for high-quality settings in high demand areas. And in these cases

Andrew K Steen

“We have also noticed a slight softening on deal multiples this year. However, we have also seen premium values being achieved for high-quality settings in high demand areas.”

we have seen a number of offers being made and transactions completing in a matter of a few months.

Is now the right time to sell?

At the time of writing, the general election is imminent, but in any event, for some time now the possibility of a change in government in 2024 has led to a number of business owners making the decision to exit. With concerns as to what the future may hold, there is an understandable desire to crystallise business asset value under the current tax regime.

Current conditions make 2024 a favourable time for business owners to sell, with government initiatives supporting early childhood education and robust market demand. The sector’s resilience during economic fluctuations has been proven, making it a stable investment with buyers looking to expand market presence or enter the market looking for wellestablished, well-run businesses that can quickly bring a return on investment. By capitalising on these conditions, nursery owners can secure a profitable exit and ensure the continued success and growth of their businesses under new ownership.

Looking ahead

We believe M&A activity in the UK childcare market will maintain resilience. As mentioned, the combination of economic and political changes is making this an appealing time for some owners to exit.

For any business owner who has worked hard to build their

“Current conditions make 2024 a favourable time for business owners to sell, with government initiatives supporting early childhood education and robust market demand.”

nursery over a number of years, we understand how important it is to see a return on the hard work and investment and to see your business in the hands of the right buyer. With this in mind, it remains important to plan ahead as far as possible to take advantage of optimal market conditions. ■

Become an early-years apprentice through the Level 3 Early Years Educator Skills Bootcamp!

(Please note this Skills Bootcamp is not suitable for those NOT wanting to progress onto an accelerated early years apprenticeship programme or those who are self-employed).

With the government pledge to increase the number of eligible places for free childcare hours starting in April 2024, there is a significant demand for entry-level employment within the early years sector.

This 12-week government-funded online early years training course offers a solid foundation for a new fulfilling career in childhood education and a fast-track route to an apprenticeship. Upon completing the Skills Bootcamp programme with our training partner, The Skills Network, you will be ideally positioned to embark on an accelerated career as an Early Years Educator Apprentice.

Those who progress onto the Early Years Educator apprenticeship will benefit from a reduced study length and will benefit from supported employment opportunities with well-established early-years employers like us.

When you enrol, The Skills Network will pay for a mandatory Disclosure and Barring Service Check (DBS) for all Early Years apprenticeship learners. The Skills Network team will be in touch with you to arrange this.

Failure to complete an enhanced DBS check could affect your ability to take up a position in an early year’s setting.

Key Information

Course Length – 12 weeks

Course Level – Level 3

Learning Methods:

• Group live learning sessions

• Online materials

• Online assessment

Benefits:

An accelerated route to a paid apprenticeship with reduced length of study time

A guaranteed offer of a job interview for those seeking a new job role.

A free enhanced DBS check.

Fully online course with group live learning sessions

Study from anywhere.

Access to an award-winning e-learning platform.

Support and guidance from a dedicated Learning Support Adviser throughout your course.

Unlimited support from qualified tutors.

Receive a digital e-certificate upon completion of all mandatory learning and a successful job offer related to the Skills Bootcamp.

No hidden costs.

Eligibility Criteria:

Skills Bootcamps are for:

Adults aged 19 or over as of the 31st August 2023

Adults who are employed and looking to move into a new sector and start an entry-level role.

Learners who are recently unemployed (for less than 12 months) or returning to work after a break and are looking to get started with an entry-level job in a new sector.

Learners who are looking to build upon a Skills Bootcamp by moving onto an accelerated early years apprenticeship

Applicants who have lived in England for at least the last 3 consecutive years, and have the right to work in the United Kingdom (there are exceptions for Ukraine or Afghanistan nationals)

Learners who are not currently undertaking any formal education, including another Skills Bootcamp

Learners who have not studied a Skills Bootcamp in the current funding year

Learners who have a reliable internet connection, a laptop or computer with a camera and microphone and access to Microsoft Office

Adults who are able to commit to and attend 100% of live sessions as per the course requirements they are choosing to enrol on Please note, although our Skills Bootcamps are completed entirely online, due to the way Skills Bootcamps are funded, you can only complete a course that is available in the area that you currently reside in.

If you’re interested in kickstarting your career in Early Years, find out more on course content, progression opportunities and further course details by visiting the below link: Hungry Caterpillars Day Nurseries: https://dfebootcamp.theskillsnetwork.com/courses/early-years-educator-skills-bootcamp?utm_ source=Early_Years_Employer&utm_medium=Referral&utm_campaign=Hawk_HungryCaterpillars

The Co-operative Childcare: https://dfebootcamp.theskillsnetwork.com/courses/early-years-educator-skills-bootcamp?utm_ source=Early_Years_Employer&utm_medium=Referral&utm_campaign=Hawk_Cooperative Kindred Nurseries: https://dfebootcamp.theskillsnetwork.com/courses/early-years-educator-skills-bootcamp?utm_ source=Early_Years_Employer&utm_medium=Referral&utm_campaign=Hawk_Kindred

More men required

The head of diversity and inclusion at Male Childcare & Teaching Jobs, Claudio Sisera, advocates enriching our nurseries with greater gender diversity

As someone who’s passionately called for more men in the early years childcare sector – where they currently make up just 2% of our workforce – I’ve personally witnessed the dynamic changes that a diverse team can bring.

Unpacking the numbers

Men being quite a rare sight in early years education isn’t just a startling statistic – it’s a glimpse into the entrenched stereotypes and real challenges that keep many potential male

“Men can bring new ideas and energy that mix perfectly with traditional approaches, leading to more creative and flexible learning environments.”

educators at bay.

Those brave enough to step into this field often find themselves climbing a steep hill, battling old-school views that question their fit for what’s traditionally been seen as ‘women’s work’. And with so few male role models around, it’s tough for guys thinking about this career to even picture themselves in these roles. This lack of representation feeds a vicious circle: not enough men join, and the stereotypes just keep spinning around.

Why gender diversity matters in early years

Getting more men involved in early years settings isn’t just a numbers game. It’s about enriching our nurseries with fresh perspectives that really shake up the way we teach and care for our little ones. Men can bring new ideas and energy that mix perfectly with traditional approaches, leading to more creative and flexible learning environments. This kind of diversity means we can meet a wider range of children’s needs more effectively.

Plus, having men in these roles is incredibly powerful for role modelling. When children see men being nurturing and caring, it helps smash those old gender stereotypes right from the start. It shows them that empathy and caring aren’t just women’s traits – they’re human traits.

Claudio Sisera,

And there’s a bigger picture to consider, too. Diverse teams have a better grasp of the different backgrounds and experiences that children bring into the nursery. This inclusivity means every child feels recognised and valued, which is crucial for building a solid foundation for their future learning and personal growth.

Case studies of men in early years education

As part of my advocacy work with Male Childcare & Teaching Jobs, I’ve had the pleasure of coming across some truly inspiring figures in the field. First up is Rob Fox, a neurodivergent educator whose unique perspective is a game-

“Looking at the bigger picture, we can’t overlook the power of policy. Pushing for government incentives like scholarships or loan forgiveness specifically for male early years educators could really turn the tide.”

changer for understanding and meeting the needs of neurodivergent children. His deep empathy transforms his teaching methods, making his classroom an inclusive and effective place for learning.

Then there’s Mark Shotton, a nursery manager whose work in early years education has unexpectedly prepped him for fatherhood. Mark’s experiences are not only shaping how his own children will see gender roles, but are also widening their view of the world. It’s a perfect example of how diverse role models can make a personal and societal impact.

And we can’t forget about Jack Edwards, who started as an early years educator and climbed his way up to become an operations director for Swift, an established apprenticeship provider. Jack’s story shows the diverse career paths available from starting in early years education and stands as a shining beacon for anyone thinking about entering the field.

These stories aren’t just inspiring –they highlight the profound and varied impacts that men can have when they step into early years education, both in and out of the classroom.

Strategies to boost male participation

Increasing male participation in early years education isn’t a one-and-done deal; it takes a thoughtful, multifaceted

approach. First, we need to get proactive with our recruitment strategies. When we head out to colleges and universities with our outreach programmes, let’s make sure we bring along male representatives from our nurseries. They can chat directly with potential recruits, bust some myths, and show what male role models in this field really look like.

Plus, how about stepping up with male-only recruitment campaigns? Think along the lines of setting up booths at men’s charity events, advertising on job boards frequented by men in education, and highlighting our efforts on websites dedicated to diversity.

But getting them in the door is just the start. We need solid support systems to keep them there. Creating networks where men can swap stories and tackle challenges together not only helps keep our current guys around, but also reassures newbies that they’re not alone. Mentorship programmes, especially those led by seasoned male educators, can offer that extra nudge of encouragement and help ease the transition into what’s still largely a female-dominated field.

Looking at the bigger picture, we can’t overlook the power of policy. Pushing for government incentives like scholarships or loan forgiveness specifically for male early years educators could really turn the tide. And why not champion policies like equal parental leave? It sends a clear message: in our nurseries, men and

“And

don’t get me started on conflict resolution. When you mix diverse backgrounds and perspectives, sparks can fly unless you’ve got solid strategies in place.”

women stand on equal ground. This not only champions gender equality but also makes the field more appealing to men who want to be hands-on dads right from the start. It’s all about building a nursery environment that mirrors our commitment to a truly inclusive society.

Managing diverse teams

Leading a diverse team in a field traditionally dominated by women

comes with its unique set of challenges. It’s not just about making room at the table; it’s about reshaping the table entirely. Integrating men into predominantly female teams can stir up some resistance, often fuelled by deepseated stereotypes or just the discomfort of shifting dynamics. We need to handle this with a lot of thoughtfulness, aiming for true inclusivity that values everyone’s contributions.

Now, let’s talk communication – this is huge. Men and women sometimes have different ways of expressing themselves and different expectations. I remember a female nursery manager telling me how she’d naturally hug her female staff but hesitated with male staff. It really brought home the subtle ways we communicate differently. We need to get these nuances out in the open. By encouraging honest conversations and running training that bridge these gaps, we not only build respect but also strengthen our team’s unity.

And don’t get me started on conflict resolution. When you mix diverse

backgrounds and perspectives, sparks can fly unless you’ve got solid strategies in place. Workshops and team-building exercises can be game-changers, enhancing understanding and giving everyone the tools they need to handle disagreements constructively.

Overcoming these challenges isn’t just good for team morale – it also teaches the children in our care a crucial lesson about the beauty of diversity and the power of working together.

Shaping the future of early years education

Looking forward, I see a bright future where increasing male participation in early years education radically transforms how we teach and care for our youngest ones.

So, to my fellow leaders in early years education, I say let’s champion this cause. Let’s prioritise diversity in our hiring and management practices. Together, we can tear down old barriers and build learning environments that truly reflect the vibrant diversity of our society. ■

linguistic development

Tackle language delay

Sophie Hutton, speech and language therapist and chief executive of Nest Therapy nursery provision, suggests ways to support early years educators in addressing speech, language and communication delay

Are you seeing more children in your settings who find it difficult to answer a question, tell you what they need, or chat to their friends? If so, you’re not alone.

In fact, 84% of health visitors reported an increase in children with speech, language and communication delay compared with the previous year, according to a 2023 report from the Institute of Health Visiting.

A worrying rise in language delay There’s no clear consensus on why we’re seeing this unprecedented increase in language delay, but there are plenty of theories for it. The long-term impact of the pandemic, higher levels of family poverty, a corresponding rise in neurodiversity – all of which play a part. Practitioners are certainly dealing with heavier caseloads. Taking my own setting as an example, we’ve got children from a very diverse demographic coming to us, and with that, we’re seeing a wide range of different speech, language and communication needs. Some families come from more disadvantaged backgrounds, while others have English as an additional language.

“In my view, there’s such a complex mix of issues fuelling the trend for language delay that it’s difficult for nurseries to unpick individual causes and set out to address them.”

In my view, there’s such a complex mix of issues fuelling the trend for language delay that it’s difficult for nurseries to unpick individual causes and set out to address them.

These are some ways to help your practitioners work with children who have a language delay.

1. Help staff build close links with families

To give your team a deeper understanding of the children at your setting, it’s important to encourage staff to take every opportunity to engage with parents and families.

If you guide your staff towards helping parents interact with their children, it makes such a difference to a child’s communication skills. For instance, when practitioners show parents how to share stories, games and everyday activities to help their children meet developmental milestones.

We’ve seen some really positive outcomes when we have referred parents to the Solihull Parenting Approach, which is delivered by our local early years teams. This programme has supported the work of our staff by giving parents tools and techniques to use at home.

As a result, staff and parents are able to share the strategies they’ve learnt, and give children the continuity they need to build communication skills at nursery and at home.

2. Enable practitioners to tailor support

As language delay is such a complex issue, it can be difficult for nursery staff to find the best ways to help children with different needs.

To address the range of needs we see at our nursery, we take a graduated approach. This involves offering

universal, targeted and specialist support. Universal support works for children of all abilities and involves ways to boost communication skills for everyone.

If we notice a child needs a little more than just our universal strategies, we will provide targeted interventions, which might be aimed at building a child’s vocabulary, for example. When specialist support is called for, we usually have a therapy plan and programme to deliver.

However, rather than sitting down with a child to deliver a structured intervention, we encourage staff to make all activities accessible to every child, whatever their needs.

If we’re reading The Hungry Caterpillar, some children are able to sit, listen and understand. We might give another group more targeted help with the themes and vocabulary to help them access the story. Then we would have a smaller group who explore the same story through sensory play. Staff quickly learn which children need which level of support.

Sophie Hutton

3. Teach staff to use non-verbal forms of communication

When you build different methods of communication into the everyday routine, it creates an inclusive environment where all children learn.

It’s good to encourage all children to use signing or visual communication because it not only helps children who are pre-verbal, it also gives every child new skills they can use to interact.

One way our team helps children navigate through the nursery day, is with widgit symbols. These are simple illustrations which can represent anything from an object like a paintbrush, to an emotion such as feeling excited. If you use a symbol alongside speech, it helps the child decode and understand what you’re saying.

It’s best to introduce symbols as early as possible – we even use them in our baby room for labelling items all around the area. If you encourage staff to use symbols right through your setting, and to help parents use them at home, children make those vital connections to help them communicate.

4. Call on external support when available

Like many nursery owners, I explore external options for training to give staff the skills they need.

Building connections with local speech and language therapists is an effective way to provide support for staff. Also, many local authorities have their own communication and language teams, which offer advice which can be tailored to the needs of the child and the setting.

While local authorities can access additional funding for Education, Health and Care Plans for early years children, it would be good to see more standardisation of that funding, so nurseries can deliver support as early as possible in a child’s life.

In the meantime, the more you can do to help your staff deliver consistent strategies, the more prepared they will be to tackle the challenges of language delay.■

Over 4,000 in attendance

Top Tips for Selling your Nursery in 2024

Kush Birdi, managing partner of Birdi & Co Solicitors, shares his essential insights into selling your nursery in 2024.

Are you thinking about selling your nursery in 2024? The sale process can be overwhelming but, with the right guidance and preparation, it can be a smooth and successful transition. Here, we guide you on what to expect from the legal process.

By the end you will have a better understanding of what it takes to sell a nursery and the importance of instructing a specialist solicitor. So, let’s get started!

1. Agree the headline price

You will probably have been busy preparing the business for sale and ready to market the business to potential buyers – it is prudent to discuss your proposed sale with a broker or other advisor well in advance.

The headline price is the initial sale price that you and your buyer have agreed upon. This can be determined through various valuation methods but is ultimately a negotiation between you and your buyer.

It is important to consider a range of factors when negotiating the headline price, such as:

• the capacity, location and profitability of the nursery

• the condition of the facilities

• the quality of the staff

• the local reputation of the business

We call it a “headline” price as it is common for there to be an adjustment to the price based on the final value of the business, usually determined after the sale takes place – see the section on completion accounts below.

It is once the headline price is agreed that solicitors are appointed. You may choose to source your chosen solicitor earlier on in the process – just make sure to contact solicitors who are well-versed

“You wouldn’t visit an oral surgeon for your heart surgery – so you wouldn’t appoint a residential conveyancing solicitor to sell your business…contact a specialist corporate solicitor!”

in nursery sales.

You wouldn’t visit an oral surgeon for your heart surgery – so you wouldn’t appoint a residential conveyancing solicitor to sell your business…contact a specialist corporate solicitor!

2. Sale structure and heads of terms

The next step is structuring the sale from a legal perspective – is the buyer acquiring an entire limited company (known as a “share sale”)? Or merely the individual components of the business (known as an “asset sale”)? Sometimes it will be obvious but other times it will require specific negotiation with the buyer or their solicitors.

The deal structure will be confirmed within the heads of terms document. The heads of terms is a short document that is negotiated before moving to the main phase of the legal process and will outline the key terms and conditions of the sale.

The heads of terms will include information about:

• the headline price

• payment terms

• conditions which must be met before the sale can happen

• warranties and indemnities

• exclusivity arrangements and more

It is important to be comprehensive and transparent in the heads of terms, as this will help avoid misunderstandings and potential disputes down the line which could potentially compromise the sale.

Your solicitors will help you to negotiate the heads of terms and ensure that all necessary information is included.

3. Due diligence

Once the heads of terms are agreed, the buyer will begin its due diligence procedures – this is the process the buyer undertakes to evaluate the business and will involve legal, financial, tax as well as operational aspects of your nursery.

The buyer’s objective here is to ensure it is happy to acquire the nursery on the terms it has agreed (including the price), and to gain comfort that they won’t be inheriting any material issues or liabilities.

During the due diligence phase, it will be necessary for you to complete various questionnaires and supply a range of documentation to the buyer’s solicitors – your solicitors will manage this process with you and organise the documents in an encrypted virtual data room. You and the buyers and their advisors will have access to the virtual data room.

The buyer’s advisors may have additional questions once they have reviewed your responses and documentation, and this process will continue until they are comfortable.

Sometimes there are additional requirements if the buyer is using a lender or investor.

Kush Birdi

4. Negotiating the legal documents

There will be several legal documents to prepare as part of the sale, but the main one is the asset purchase agreement (in an asset sale) or the share purchase agreement (in a share sale), depending on how the sale has been structured.

They are quite different documents but will generally cover things like the purchase price, any price adjustment mechanics, responsibilities of the parties on completion, how the Ofsted registrations are to be transitioned (e.g., nominated individuals) and more.

In particular, the purchase agreement will include a schedule of warranties and indemnities designed to give the buyer a right to clawback some or all the price if any undisclosed issues or liabilities drop up within a certain time after the sale. The purchase agreement can be lengthy and will be unfamiliar to an inexperienced seller, so it is essential for your solicitor to carefully review and negotiate the purchase agreement and ensure you understand what you will be signing.

“The purchase agreement can be fairly lengthy and will be unfamiliar to an inexperienced seller, so it is essential for your solicitor to carefully review and negotiate the purchase agreement.”

You should expect the buyer to want the security of an appropriate lease term if the property occupied is leasehold. It may be necessary to negotiate a lease extension as part of the sale process as a short-term remaining on the lease will be a concern to the buyer.

If you own the freehold of the premises then hopefully you will have negotiated the position at heads of terms stage on whether the freehold premises forms part of the sale or if, perhaps, you prefer to retain it and let the property to the buyer. Whatever the situation, your solicitors will ensure that the legal documents are drafted to reflect the agreed terms. Another important legal document is

the disclosure letter which will need to be prepared and disclosed to the buyer’s solicitors. The purpose of the disclosure letter is to supply the buyer with specific information that would be a breach of the warranties in the purchase agreement if not disclosed.

As a basic example, you will need to give a warranty that the nursery has complied with all laws and regulations. It will be unreasonable to refuse this so, if there was a known breach of a legal requirement e.g., a breach of data protection laws or the nursery accidentally operated over its authorised capacity, then you can bring this to the buyer’s attention by way of disclosure as part of the disclosure letter.

It is important to be transparent in the disclosure letter to avoid any potential legal claims against you in the future.

5. Completion

Once the legal documents are agreed, it’s time to prepare the pack of documents for signing by both parties. This will typically involve your solicitors sending the suite of documents to you and assisting you with the signature process – nowadays this process is conducted electronically.

There is a lot of preparatory work involved in getting ready for completion and so you might notice that your solicitors becoming very busy at this stage, as they make sure everything is ready and do their final checks to protect your interests.

Once ready, the legal documents will be completed and dated, and the price will be paid to your solicitors’ bank account. If you need to repay a secured loan on completion, your solicitors will already have the relevant information by this stage and will ensure the loan is repaid and security removed.

6. Completion accounts

Following the sale, the completion accounts process involves a set of accounts (referred to as the “completion accounts”) being drawn up to the date of sale and in line with the terms agreed as part of the purchase agreement – this is most needed in a share sale.

The agreement will specify who is responsible for preparing the first draft, with the other party having an

“We provide legal support to help nursery owners realise their dreams through smooth acquisitions and exits.”

opportunity to review the completion accounts and raise queries – usually the parties’ accountants will be involved.

If the completion accounts cannot be agreed within a certain period of time, then the matter will continue to be negotiated or, in some cases, either party may refer the matter for determination by an independent set of accountants.

The completion accounts will ultimately show the final price to be paid and, if different to the headline price, an additional amount will be payable by the buyer or an amount will be payable back to the buyer.

Common items that the completion accounts will address are:

• Cash at bank

• Accrued and deferred income – to reflect fees received but which may be earned or unearned during your period of ownership

• Liabilities such as PAYE, NI contributions and corporation tax

• Deferred tax – to reflect certain taxes that are due in the future e.g. valuation increased in freehold property

I hope this article has helped you to understand the process of selling your nursery business.

If you would like to discuss more about this topic, please reach out to let me know – I will be delighted to hear from you!

Please contact me if you would like a confidential chat about your nursery: Kush Birdi, Managing Partner Birdi & Co Solicitors (web): birdilaw.com (phone): 07745 525 837 (email): kush@birdilaw.com

Let’s connect on LinkedIn: @BirdiandCoSolicitors @KushBirdi

nmtbusiness development

Prevention better than cure

Simon John, a partner at real estate advisory business Gerald Eve, offers advice about dealing with building disrepair and commonplace defects.

Every building is different” was a sales pitch I was given when researching my options about what a career in surveying would look like. This quote has never lost its impact since I first heard it.

Over the past seven years, I’ve been fortunate enough to undertake more than 100 building acquisition surveys within the nursery sector across the country, spanning from Plymouth to Peterborough, and Stockport to Southampton. Some nursery groups and settings have been very well attentive as to general day-to-day property maintenance, regular upkeep and improvements, and some groups perhaps not so much.

The key focus of every nursery up and down the country revolves around childcare – this is the core of the business as it must be. Following, in various priorities thereafter, are staff, recruitment, finances, outdoor and indoor facilities, food safety, insurance, hygiene, training etc. Among all of this is your property and its regular maintenance and improvements.

A trend I’ve witnessed is generally how low down the priority list the upkeep and maintenance of a nursery and its property have become. Whether nursery groups are consolidating their existing sites, or acquiring new sites, maintaining

“A trend I’ve witnessed is generally how low down the priority list the upkeep and maintenance of a nursery and its property have become.”

your property has never been more important. For the majority of business owners up and down the country, without a property, your business wouldn’t survive. What would happen if we removed all of Amazon’s fulfilment centres? Its business would essentially collapse overnight. Where would it store and distribute the millions of stock it delivers on a daily basis? This same principle has to apply in the nursery sector.

In-house property due diligence in terms of reviewing your existing sites is a necessity to ensure they remain fit for purpose, provide a safe learning and nurturing environment for your core business, and promote an edge over any local rival nursery groups. Frequently I’ve inspected sites where a nursery hasn’t seen a paintbrush for more than 20 years, or where floor coverings are beyond their life expiry, the electrical installation dates back to the 1970s, or where ad-hoc ‘bodge’ jobs have compromised health and safety. I’ve often seen leaks in a classroom and the manager or owner confused as to why they continue. A cursory look on the roof usually identifies the root cause of the problem, whether it be leaking or blocked rainwater, vandalism or removal of lead flashings or, through the effluxion of time, the waterproof roof covering being at or beyond its expected useable life. The vast majority of the defects and items of disrepair encountered are seen as preventable through proactive property maintenance.

Capturing and undertaking preventative work is a far less costly exercise than permitting issues to exacerbate and snowball into something far larger. A case in point, last year I witnessed a severely leaning chimney stack on a converted Victorian building. The prognosis was sulphate attack owing

to long-standing wetting and drying over a long period of time. The owner was oblivious to this, and the impact, should the chimney stack topple in close proximity to the playground, was unimaginable.

The reactive remediation was a full reconstruction of the chimney stack. This may appear quite an excessive repair, however the reactive measure was the only viable option given the pronounced lean of the chimney. The preventative alternative, upon witnessing failure of the brickwork and mortar pointing, would have simply been localised brickwork repairs and repointing. This would have given much needed stability to the chimney. This is just one account of an example of a preventative measure which hands down trumps a reactive repair. It’s not worth thinking about the ‘what if’ if the chimney actually collapsed. Not just the cost of it to rebuild following its collapse, but also the health and safety impact, or reputational damage to that nursery group.

Whether nursery owners are too financially constrained to keep a

Simon John

“Capturing and undertaking preventative work is a far less costly exercise than permitting issues to exacerbate and snowball into something far larger.”

property in a maintained condition or commensurate as to the requirements of their lease obligations, or whether they hope these defects won’t be spotted during an acquisition, I am unsure. However, what I can assure is that, part of any due diligence process, an experienced surveyor will root these out. A damning report will follow, which will showcase the property being in the poor

condition it is displaying, highlighting the lack of maintenance and investment and the remedial costs to bring it back into the expected condition. What this will effectively do is: a) give the buyer ammunition to renegotiate the asking price and b) substantially delay the acquisition process.

On numerous occasions, the condition and severe lack of investment in a property has been the reason for transactions failing.

Over recent years we’ve seen an ever-increasing appetite from funds and investors entering the early-years market, alongside organic growth and expansion of existing nursery groups. The opportunities therefore to acquire, dispose, develop and expand have grown tremendously. Therefore, the scrutiny of your property’s maintenance and how well it presents have become ever more prominent.

A planned preventative maintenance (PPM) plan is a useful tool to provide

foresight as to future remedial and maintenance works, alongside providing a budgetary estimate. This is something your operations or facilities team, or a surveyor can assist you to prepare. A PPM will clearly illustrate and forecast the building, mechanical, electrical and public health (MEP) services, statutory compliance, and health and safety aspects which need attention based on a priority basis considering their existing condition.

Your property is a valuable piece in the jigsaw of your business and its ongoing operations. The significance of it and its ongoing maintenance should not be ignored. Whether or not you are considering a sale in the near future, do give your own property its necessary due diligence. Although it may seem like a cliche, ‘getting your house in order’ really does help to assist the transaction process, making it more straightforward and less combative if preventative measures are taken now.■

Maximise your marketing

Justin Deaville, Receptional’s managing director shares insights from the marketing agency’s latest ‘Nursery benchmarking report’.

Acomprehensive analysis from Receptional offers insights into the current state of digital marketing within the nursery sector, including local rankings, social media engagement, and paid media results, uncovering the top performers in the industry.

The nursery sector contributes around £6.7 billion to the economy, a 25% growth since 2020 and, as the landscape evolves, the report provides data to help nurseries navigate challenges and optimise their marketing strategies.

Key statistics on nurseries and marketing engagement In recent years, private equity and venture capital involvement in the nursery sector has surged. In 2022, 1,048 nurseries were partially or fully controlled by investment firms, accounting for 7.5% of all nursery places, up from 4% in 2018. This increased investment has led to more professional and competitive marketing efforts.

The top 10 brands of independent operators own 80% of nurseries, yet the larger groups continue to acquire other providers. The largest operators by number of locations (according to Savills) are shown in the chart below. In this report, we have focused our analysis on these 10 operators.

Social media engagement

Instagram

Instagram is crucial for nurseries as it showcases the quality of facilities and satisfaction of staff and parents through visual content. Our assessment reveals:

• Busy Bees leads with nearly 15,000 followers.

• Bright Horizons follows with 12,700 followers.

• Family First has just over 200 followers. Instagram’s visual nature makes

it perfect for highlighting nursery environments, staff activities and happy children, which can build a strong emotional connection with prospective parents.

Facebook

Facebook remains one of the most widely used platforms, offering extensive reach to a diverse audience. Key findings include:

• Bright Horizons, Busy Bees, and Grandir UK boast the largest followings.

• Smaller operators like Family First, Monkey Puzzle, and YMCA have fewer than 1,000 followers.

Facebook’s community-building capabilities allow nurseries to engage with parents through posts, comments and messages, fostering a sense of community and trust.

YouTube

Video content is vital for capturing attention and conveying information effectively. Our findings show:

• Bright Horizons, Busy Bees and The Old Station Nursery lead in video usage.

• Just Childcare and Kindred Nurseries lag with minimal video content. Videos enhance credibility and provide a dynamic way to present facilities, staff interactions, and testimonials, significantly impacting engagement and trust.

Benefits of each social media platform

Instagram:

• Visual appeal: Perfect for showcasing beautiful nursery environments.

• Engagement: High engagement rates through photos and stories.

• Community: Builds a visually engaging community for parents and staff.

Facebook:

• Reach: Access to a broad and diverse audience.

• Community building: Facilitates direct interaction with parents.

• Advertising: Effective targeted advertising options.

YouTube:

• Credibility: Enhances trust through authentic video content.

• SEO benefits: Improves search engine rankings.

• Engagement: High engagement through informative and emotional video content.

Advertising best practise

The nursery sector is competitive. This means that when campaigns are not well-run, the cost of advertising can be prohibitive. At the same time, well-run campaigns can be a fantastic competitive advantage.

Some brands are following best practices better than others. Take a look right.

By leveraging the below insights, nurseries can enhance their paid media efforts to drive engagement, increase enrolment, and achieve better marketing outcomes.

• Budget allocation and strategy: Nurseries are allocating substantial portions of their marketing budgets to paid media. The report indicates that a strategic mix of Google Ads, social media advertising, and display ads are most commonly used.

• Performance metrics: Paid media campaigns are measured against various performance metrics including clickthrough rates, conversion rates, and return on ad spend. The findings show that well-targeted campaigns yield high engagement and effective lead generation.

• Google Ads: This remain a cornerstone of paid media strategy, offering high visibility and targeted reach. Keywords and local search terms specific to nursery-related queries are crucial for

maximising ad performance.

• Social media advertising: Platforms such as Facebook and Instagram are highly effective for nurseries due to their visual and interactive nature. These platforms facilitate engagement through sponsored posts, carousel ads, and stories that capture the interest of parents and guardians.

• Display advertising: Display ads across various websites and networks help nurseries to increase brand awareness and reach a broader audience. Retargeting strategies are particularly effective, reminding previous visitors of their interest in the nursery.

• Cost-effectiveness: The report emphasises the importance of optimising paid media spend. Campaigns that are continually monitored and adjusted based on performance data tend to yield better results and higher return on investment.

• Target audience: Effective paid media campaigns are those that accurately target the demographic profiles of parents, focusing on geographic, socioeconomic and behavioural attributes to ensure relevant reach.

Monthly search volume insights

Our ‘Nursery benchmarking report’ delves deeply into the monthly search volumes related to nursery-specific keywords, revealing key trends and opportunities for the sector. With terms such as ‘nurseries near me’ and ‘best nursery schools’ showing substantial monthly search volumes, it’s clear that parents are actively seeking quality nursery options online.

This high search volume highlights the critical need for nurseries to optimise their online presence to capture this traffic. By strategically targeting these high-volume keywords through SEO and paid search campaigns, nurseries can significantly enhance their visibility, attract more inquiries, and ultimately increase enrolments. The data showcases the importance of a robust digital marketing strategy that leverages the power of search to connect with potential clients effectively.

Strategic recommendations

Based on our analysis, here are some strategic recommendations for nurseries:

1. Consistent content: Maintain a consistent posting schedule across all platforms to keep the audience engaged.

2. Quality visuals: Invest in high-quality images and videos to showcase the nursery environment and activities.

3. Engage with followers: Actively respond to comments and messages to build a community and trust.

4. Leverage paid advertising: Utilise Facebook and Instagram ads to target specific demographics and increase reach.

5. Optimise videos: Ensure videos are optimised with descriptive titles, tags and transcripts for better SEO and engagement.

Conclusion

• Challenges and opportunities: Nurseries face challenges such as budget constraints and competition for keywords. However, there are significant opportunities for those that invest in understanding their audience and refining their paid media strategies.

The nursery sector’s digital landscape is rapidly evolving, with increased competition and professionalisation. By leveraging the strengths of each social media platform and following the outlined strategies, nurseries can enhance their online presence, engage with parents, and ultimately drive enrolment. Download the ‘Nursery benchmarking report’ from Receptional’s website for an in-depth understanding and actionable strategies to enhance your nursery’s digital presence.■

A bold new entrant

The UK childcare market remains resilient and has increasingly become attractive to investors and new entrants, including kinderzimmer, which brought its childcare business to the UK in 2022 and has since experienced strong growth

Karina and Melf Kruse founded kinderzimmer in Germany in 2012, motivated by their desire to enhance the quality of early years education in Hamburg after starting their own family. Over the past decade, its mission has remained focused on challenging existing sector norms and redefining childcare for modern families. This commitment to innovation and high-quality education has been a driving factor in the company’s evolution and success.

Expansion into the UK

Following their success in Hamburg and Munich, kinderzimmer identified a market gap for high-quality early years education in the UK and in 2022 the company began planning its UK expansion, aiming to bring its approach to early years education to London and beyond. Vishav Roma, who formally led the expansion of nursery group N Family Club, was hired to spearhead the

kinderimmer UK strategy and expansion. The decision was made to grow the UK business organically, rather than build via an M&A strategy. This would allow kinderzimmer the opportunity to create something new in the sector, while focusing on its mission of being a peoplecentric business with its own culture.

Launch and growth

kinderzimmer’s first UK nursery opened in June last year in Muswell Hill, London, within a beautifully restored Victorian building. The opening strategy included a staggered intake, resulting in a growing waiting list and a strong, culture-driven team. By the end of 2023, kinderzimmer had expanded to Berkhamsted and Walton-on-Thames, converting Grade II listed buildings into exceptional learning environments. The Berkhamsted setting has gone on to receive a heritage award for the quality of its design and conversion and an Ofsted Outstanding rating upon its first full inspection.

This year, kinderzimmer continued its expansion with new nurseries in South Kensington, Chelmsford, and Sunburyon-Thames, aiming to reach 10 settings by the end of the year, including upcoming sites in Walthamstow, White City, Amersham and Godalming.

Strategies and challenges

kinderzimmer’s growth strategy is underpinned by a data-driven approach to site selection, utilising external data insights to identify areas with high demand for quality early years education. However, the rapid expansion presented challenges and we have had to navigate elements such as local authority planning regulations, working with heritage officers, and other external agencies where there are limited controls on timings. Additionally, there is a continuing recruitment crisis in the UK. Vishav notes: “As we have built our reputation for high quality through every facet of our business, we have seen a huge shift

in the number of applicants we receive for vacancies. We are very proud of our employee offer and people-centric culture. Our packages include a free nursey place for the benefit of our teams, as well as benefits that consider wellbeing and metal health. It is firmly our belief that we have the best employee package in the sector.”

Market differences and adaptation

The transition from the German to the UK market has led to an evolution of the kinderzimmer offer. The German early years education system is largely funded by local authorities. This means that parents often don’t have to worry as much about the cost when choosing a nursery. As a result, decisions are typically based on factors like

proximity to home, convenience, and the availability of spots rather than the financial burden. The funding model ensures a relatively uniform standard of care and education across different nurseries, with less variation in quality due to funding disparities. In contrast to this, the UK market is largely funded privately by parents. This necessitated a tailored approach to meet UK parents’ expectations relating to matters such as curriculum, quality, environment and nutrition, in addition to location.

Management team and career development

kinderzimmer’s core management team, based in its London support office in Marylebone, has grown significantly since 2022. The support office which has design influences from our nurseries, facilitates collaboration across departments. The company’s inverted pyramid hierarchy places educators front and centre of the business, supported by management. Professional development throughout the business is a priority, with opportunities for training, apprenticeships and promotion pathways available as part of a tailored career growth plan.

As part of the kinderzimmer approach, in each nursery’s management team there is a community manager whose role is to strengthen connections with parents

and the nursery community, reflecting the company’s commitment to high levels of customer service through clear communication throughout the business.

Future goals and advice

By the end of this year, kinderzimmer will operate 10 nurseries, with plans for further growth in 2025 and beyond already in motion – and the team will have grown to around 200 members. For other groups looking to grow, the key advice is to leverage data for decision-making and conduct thorough due diligence. Understanding regulations, timelines, planning, and the local community, is crucial for successful expansion.■

Putting a premium on the health and wellbeing of nursery teams can reap huge rewards

Family First are refocusing their attention on the health and wellbeing of their nursery teams and asking their people where they need support.

Putting a premium on the health and wellbeing of nursery teams can reap huge rewards

Family First are refocusing their attention on the health and wellbeing of their nursery teams and asking their people where they need support.

Nursery practitioners who are happy, healthy, and thriving, are undoubtedly going to be in a stronger position to help children in their care achieve better outcomes. To help its staff achieve this, while providing additional support and commitment to teams across more than 100 nurseries, Family First have put a renewed focus on health and wellbeing with a promise to create a culture which places it as a top priority.

Their new Thrive at Work plan provides a framework to help staff access support with mental health issues and feel empowered to discuss conditions like the menopause and endometriosis.

Nursery Director Emily Burgess said: “We want to be the best place for people to work we possibly can be.

“Retaining

our best people is so important for the success of our settings, ensuring the children have a secure and settled environment is important in helping them achieve the best outcomes.”

“Our plan is to focus heavily on health and wellbeing, with an emphasis on early intervention so that people can access help before their issue becomes a crisis.

“We feel like we have a social responsibility for the people who have joined us and want to help to build on what is already a really positive culture.”

Part of the plan is to provide monthly support tailored to any issues which are being raised by the nursery teams to their regional wellbeing champions, which will then be assessed by Early Years Specialist Charlotte Wardle – Family First’s mental health and wellbeing lead.

Launched during Mental Health Awareness Week in May initial topics will include things like the importance of good nutrition, tips for healthy sleep, the difference between urgent and important, coping strategies, guided meditations and habit stacking.

Charlotte said: “We didn’t want this to be a box-ticking exercise.

“We want to be proactive and have teams who are healthy and feeling mentally well.

“This is something I am passionate about.

“I’ve been very transparent that I am not a doctor, nor am I a psychiatrist but I have had my own personal experiences and ever since I was little, I have absolutely loved meeting people and talking to them.

“I still don’t think there are enough discussions around mental health and want to help people apply wellbeing techniques so they can take control themselves and find ways forward.

“People spend a lot of their lives at work, so we have a duty to help them somehow.”

Like many nurseries across the country, the teams in Family First’s settings are mostly female, meaning their focus on the menopause and endometriosis - a chronic condition where tissue similar to the lining of the uterus grows elsewhere in the body - is paramount.

The team at Family First is keen to break down the barriers that prevent female-specific conditions being discussed, which also includes the menopause, which has a multitude of symptoms that women can find difficult to manage.

“I am someone who is impacted by this very issue but despite this, when I attended a recent conference on the menopause, some of the very explicit language used made me feel a little

Emily Burgess

uncomfortable,” Charlottle said.

“But I’ve now realised if we don’t use those terms, we are reinforcing it as something we shouldn’t talk about it.

“We need to break the stigma and break down those barriers so the wording in our policies is purposeful and meaningful.

“However, people are slowly starting to feel more empowered to discuss it.

“We have now included a symptom checker within our policy, and it has seen people take a step back and think that maybe they are experiencing some of those things without realising what it was.

“Nationwide, a ridiculously high number of women leave the workforce directly or indirectly because of the menopause.

“If we can help people recognise the symptoms and signpost them to where they can get help and support, we hope we can keep our brilliant, experienced practitioners.

“Retaining our best people is so important for the success of our settings, ensuring the children have a secure and settled environment is important in helping them achieve the best outcomes.”

Emily added: “Since we introduced the plan, we have had five people come forward and say they are suffering with endometriosis.

“Some of those have spoken out and said the reality is that sometimes they find it hard to do anything over and above leaving their house because of how much pain they are in.

“This is the reality people are living with, which we have to normalise, and all be skilled in being able to support and lead with empathy.

“In our Early Years settings, we have curriculums that respect the individual children, and the policies we are now introducing for staff are putting us in a position where we respect the individual adults within our nurseries.”

Males working at Family First have also received training on these issues, too, to ensure they are up to speed and can offer support.

“They have been so positive and receptive,” Emily said.

“Support on matters like this are welcome because it can help them when people come and ask for help.

“They’ve also commented how useful this will be in their personal lives when their wives, daughters or other female relatives experience it.”

Emily said she was delighted with the reaction from the workforce about their new plans, she said: “I am glad people are recognising this isn’t tokenistic, we have

thought about what the managers and teams need rather than forcing it upon them, not rushing it, and going at a pace we can commit to and achieve things at.

“I am immensely proud to be able to push mental health and wellbeing to the forefront. A big part of having happy children is having happy staff.

“This is a really tough, stressful sector so whenever we can, I think it is really important for us to take a step back and listen to our people to understand what it is they want and what they need.

Family First are also reshaping their external facing care for families by introducing a dedicated Customer Experience Team. They will possess extensive childcare knowledge, exceptional customer service skills, and a passion for developing innovative strategies to enhance their services for the benefit of parents.

Customer Experience Manager Gemma Craig said: “This is a fantastic opportunity for us to strengthen our position as a leading childcare provider.

“It’s important that our families and colleagues have a voice and that we’re always looking to continuously improve so we can deliver exceptionally high standards across all areas.

“By launching the Customer Experience Team, we can begin to have more meaningful interactions that will positively impact on our mission to be the most responsive and engaging childcare provider in the UK.”■

Nursery managers round-up

Whether it is sharing ideas, supporting their teams 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

Fundraising with Bluey Wembley Park Montessori held a Charity Family Fun Day, attended by more than 200 children and parents, which included a special appearance by children’s TV character Bluey. The event raised £882 for Great Ormond Street hospital after nursery owners Ash and Anila Pajpani matched the total of £441 raised on the day. The Fun Day also served to introduce local families to the setting. Children were able to take part in extracurricular activities offered at the nursery, including yoga, sports sessions, and community sounds, an initiative to encourage musicality in children from a young age. Other activities included outdoor games, arts and crafts, face-painting and some Montessori activities.

Headteacher Priya Patel said: “It was really important for us to give families, who might not be aware of Montessori, an insight into the huge educational benefits this approach to learning offers, not to mention the fun children have whilst learning in this way. We were delighted to share some fantastic Montessori activities with so many visitors whilst raising money for Great Ormond Street.”

Local businesses donated raffle prizes and discount codes. Additional prizes were provided by the nursery and

extracurricular providers, ClickIT and Kidslingo.

Ash Pajpani said: “When planning the event, we asked our existing families who their children would most love to meet, and the answer was a resounding “Bluey” so we knew it had to be her.”

Childcare champions

The manager of a Huddersfield nursery was among those attending a celebration event for community childcare champions at 10 Downing Street. Penny Hanley, manager of Nurtured@Skelmanthorpe, and Nurtured Childcare operations director Rebecca Casserly were invited to the reception after the nursery was visited by then-education minister Claire Coutinho and local MP Mark Eastwood.

Hanley said: “Our team showed them around and answered their questions honestly. I think they visited us because they had seen so much about us on Facebook, I post a lot.”

When the phone rang with an invitation to visit 10 Downing Street, Hanley initially thought it was a joke. “I was trying to get a baby to sleep,” she said. “I thought there are so many nurseries out there, why would you want to invite little old us? But they said we loved the bond your team has with the children, and how

honest you were.”

Hanley and Casserly took a tour of the Houses of Parliament with Eastwood, before attending a reception, which was hosted by David Johnston, then minister for children, families and wellbeing.

Chanelle Cochrane, senior nursery manager at Tops Musgrove, also earned recognition as a community childcare champion at the event, after which she enjoyed a tour of Parliament, observing a debate in the House of Lords.

In the bag

Managers at Childbase settings celebrated staff with a series of initiatives during Mental Health Awareness Week. Lyndsey Matthews and Susan Zaparaniuk, managers at Westwood Day Nursery in Coventry created gift bags to give every colleague a boost, which included selfcare items, trinkets with inspirational messages, sweet treats and practical advice and exercises for improving mental wellbeing. At Devonshire Day Nursery in Chiswick, West London, manager Emmy Avery’s gift bags also included a motivational key ring and postcards, a stress ball, and a heartfelt handwritten note of appreciation, bespoke to each staff member.

Touched by the sentimental gesture,

colleagues took the time to read each other their personalised messages during breaks. Team leader Thevya Sutharman said: “This has really made my day; these notes always mean so much to me.”

Avery said: “I am a mental health first aider and a big advocate for putting mental health first. Supporting my staff team is hugely important to me and I want them to always feel they can come to me with anything they need and be assured that they are getting the right help and guidance. These bags were a token to let them know how valued they are and a reminder to prioritise taking care of themselves, so I’m glad they were so well received.”

Matthews added: “As leaders in early childhood education, we have a responsibility to create a positive and supportive work environment for our teams. This includes promoting open and honest discussions about mental health, providing resources and training to help staff cope with stress and anxiety, and fostering a culture of compassion and understanding. We are so grateful for our colleagues and all that they do and want to ensure our nursery is a safe space and inviting space for all.”

The staff also enjoyed dress down days and sharing tables in the staff room, where they enjoyed lunches as a team while making time to talk about their emotions and exchanging the things that they valued most about each other.

Childbase has two programmes supporting staff all year round: The Health Assured Employee Assistance Programme was introduced last year to extend support to immediate family members and help everyone to deal with anything affecting wellbeing at home and in work. It currently runs alongside Thrive, an NHS-accredited support app for colleagues.

Who let the dogs out?

Staff and children at Children 1st @

Grantham enjoyed a special performance from a Britain’s Got Talent act. The setting’s celebration of National Pet Week, during which the children learned about how to care for their pets, came to a stunning close when the nursery was fortunate to have a visit from a famous trio of dogs. Lucy Heath, the human element of The Trickstars, which also includes dogs Strike, Trip Hazard, Tempo and Peach, has a son who attends the setting. Manager Paula Bunnsaid: “Trip Hazard, Dizzy and Peach have been performing on Britain’s Got Talent with their owner Lucy who happens to be one of our parents. Ethan was really excited that his mummy and the dogs were going to perform for us. Aided by Ethan’s daddy, Ross, the very talented Lucy and her extremely clever dogs gave us a fantastic performance which the children thoroughly enjoyed. It was wonderful to see the dogs perform to music.”

Reach for the sky

The team at Bright Horizons North Cheam Day Nursery and Preschool in London took part in a skydive, raising more than £4,000 to create a ‘Bright Space’ in memory of their nursery manager, Sarah, who died in October. Bright Horizons’ Bright Spaces are enriching play environments for children affected by domestic violence, abuse, homelessness, parental imprisonment and

ill-health, and are designed to help children heal from trauma through play.

The skydive took place in Salisbury where colleagues Olivia, Abi, Rachel, Paige, Zaharah, Caitlin and Yasmin bravely made the 13,500-foot jump for charity. Deputy manager Yasmin said: “It was a great achievement for me and the team to do the jump in memory of our wonderful manager Sarah who sadly passed away. Sarah was involved with opening a Bright Space which provided a safe place for vulnerable children and families who needed support.”

She added: “We felt inspired by her and wanted to carry on raising money for an important cause and to carry on the creation of Bright Spaces which are so important to so many families. We feel so proud of ourselves that the money raised will be used to open a Bright Space located in a police station in London to help put children at ease, so they are able to give the best evidence possible against perpetrators of abuse.”■

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

nmtcareer development

Be prepared

Nursery and pre-school group Storal recently launched its authentic leadership programme for managers to share their stories, embrace their whole selves, and learn to lead with integrity and empathy. Chief executive Sarah Mackenzie explains

What is authentic leadership?

To define authentic leadership, we need to recognise what traditional leadership is. According to Harvard Business School, traditional leadership is leading with goals, leading with a selfish agenda, and leading by imposing power and authority. On the other hand, authentic leaders strive to create a meaningful relationship with their team; they lead with values and principles; they lead with purpose; and they lead with heart. Our authentic leaders thrive by sharing knowledge and ideas across our community and working together towards a shared goal.

Authentic leadership conference

We kicked-off our mission to create authentic leaders with our two-day Authentic Leadership Conference, where managers from our 30 nurseries gathered to share information, discuss what it means to them to be authentic and how to be more confident in their roles.

Nursery manager Zareena Rashid said: “The Authentic Leadership Conference was a great opportunity to network and discuss the importance of empowering, not just ourselves, but our teams who look up to us as managers and gaining a clear perspective on how we can raise the bar collectively.”

What does the rest of the programme look like?

Following the in-person conference we launched our authentic leadership programme. The programme recognises the Storal pillars that centre everything we do at Storal and equips our leaders from across the group with the skills to succeed within these pillars.

Quality

Through various methods of support and quality assurance, nurseries are held to high

standards when it comes to the quality of their setting, including the education that they provide through the Storal curriculum and the relationships they have with both children and parents. For example, one session within the programme looks at how we engage parents in the education of their children outside nursery life. Our learning approaches are responsive to the differences in every child, and our programme equips leaders with the skills to ensure children learn in a way that is right for them both at nursery and at home.

Team

Nurturing personal development and extending opportunities for learning is a key part of the authentic leadership programme. Our sessions relating to team encourage our inspirational people to explore how to be an effective leader and how our own unique management styles affect the way we lead our teams.

Customer

A good reputation in a nursery’s local community is crutial and building parents as advocates is key. We know that it takes time and consistency to build credible and genuine relationships with parents and so within the programme, we identify how our managers can regularly make improvements to their customer experience through acts of kindness, offering clear and transparent advice around fees and funding, and gaining insight through parent forums.

Commercial

Alongside understanding children and helping their special stories unfold, it’s

important that our nursery leadership teams are driving positive commercial performance. Our commercial modules look to combat imposter syndrome around commercial management and highlight the tools our managers have at their disposal to drive performance.

Why are we creating authentic leaders?

We don’t want our leaders just to fit in, we want them to be themselves too and by creating authentic leaders we’re creating a culture where celebrating individuality is encouraged. Our leaders are prepped with the tools they need to cope with change and uncertainty, and they feel empowered to focus on what matters, allowing children’s stories to grow and develop with richness and purpose.

Authentic leadership in the early years sector is about more than just leading; it’s about enabling teams to enhance the quality of care and education we provide for our children but also nurturing a community of empowered, genuine leaders who will inspire and shape the future. Together, we can create a brighter future for our children, our teams and our communities.■

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Food, Activities, Nappy Changes and Sleep Logs

Food, Activities, Nappy Changes and Sleep Logs

“We looked at many di erent apps and felt Child Paths was the best fit for us as it’s so comprehensive and easy to use. It covers all aspects of our early years and preschool which helps us go paperless using just one system. The support from the team is amazing, we wouldn’t be without Child Paths now.”

Food, Activities, Nappy and Sleep Logs or

Food, Activities, Nappy and Sleep Logs or

Becky & Steph, Directors, Chy Lowen Early Years Newquay, Cornwall

Meet the manager

In our series showcasing the sector’s nursery managers, we talk to Amina Ahmed, nursery manager at Kids Planet Salford Quays, Greater Manchester

Why did you want to work in early years?

Growing up, I always had a love for babies and young children. I had a lot of siblings and cousins around me and I loved spending time with them. As I got older, my love for early years grew and I realised how critical the early stages of life are for a child’s development and I wanted to be a part of that impact. It is an incredibly rewarding career and you can see the difference you are making.

What was your route to becoming a manager?

I began my journey with Kids Planet in 2017 when I worked as a supply member of staff alongside studying at university. In my first year as supply, I learnt so much and began to fall in love with Kids Planet as a company, and in turn my passion for working with childcare grew each day. I transferred to Kids Planet Higher Broughton, where I got promoted to senior practitioner of the toddler room. I loved my job and began gaining the skills and knowledge needed to lead a team. My passion for progressing grew when I applied for the position of room leader in our tots room.

My manager was a fantastic support and all the skills and experience I gained

“The team ethos of Kids Planet is incredible; there are so many opportunities for progression and career development; there is unlimited support available from other nurseries in your region and it just feels like one big family.”

allowed me to flourish. I moved over to Salford Quays, where I took on the role of deputy and then I was recently promoted to manager. The team ethos of Kids Planet is incredible; there are so many opportunities for progression and career development; there is unlimited support available from other nurseries in your region and it just feels like one big family.

What are you most proud of achieving as a manager?

I am most proud of creating an inclusive and nurturing environment that supports both children and staff and allows them to thrive. I am passionate about our nursery being a welcoming environment where parents feel confident and happy to bring their children.

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

Balancing administrative responsibilities, supporting your team, and ensuring high-quality care and education for the children, can sometimes be a juggling act.

What is the best thing about the setting you work for?

Its commitment to creating a warm, inclusive and stimulating environment for children. We prioritise individualised attention, ensuring each child’s unique needs and interests are met and fostering their growth and development. Salford Quays also boasts a highly qualified and passionate team of educators that collaborae effectively to provide enriching learning experiences.

What is the best training you have taken part in?

Designated safeguarding lead training with Salford City Council – giving me a clear understanding of what my role as a designated safeguarding lead is and how I can ensure the safety of the staff and children in my care.

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

Malala Yousafzai – her advocacy for education and children’s rights, coupled with her inspiring resilience and global perspective, would be incredibly motivating and would underscore the importance of education in transforming lives. Princess Diana – so she could reveal all the secrets about the royal family. James Corden – he is just hilarious and knows how to have a good time.

What three things would you take to a desert island?

Water, a fire-starting tool and music.

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

Increasing access to high-quality affordable early childhood education and care for all children regardless of socioeconomic background. This would ensure that every child has a strong foundation for lifelong learning and development.■

Amina Ahmed

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Join our supportive and diverse crew who are passionate about early learning.

Competitive salaries.

A generous 32-day holiday allowance, plus closed Christmas and New Year’s.

Full-time chefs, cleaners, and a brilliant management team mean you can focus on what matters most – the amazing kids! Arcadia is all about growth. We support your development and encourage leadership at all levels.

Does this sound like your kind of place? Apply today! Scan the QR code to find out more about job opportunities at Arcadia or visit:

nmtsafeguarding Build a robust culture

Nicole Williamson, chief executive of Education Child Protection explores how to embed safeguarding effectively in your nursery setting

The belief that “it could happen here” is the cornerstone of a robust safeguarding culture. This mindset not only prepares us to act swiftly and effectively but also underpins the development of an environment where the safety and wellbeing of every child is paramount. Building this culture is multifaceted, requiring dedication, vigilance and a commitment to continuous improvement.

Embracing professional curiosity

Professional curiosity is crucial in safeguarding. This involves an ongoing, inquisitive approach where staff remain vigilant and attentive to subtle signs of distress or changes in behaviour that may indicate harm. It’s about not taking things at face value and always being prepared to ask open questions to understand the full picture. Regular training sessions and reflective practice discussions can help maintain this level of awareness, encouraging staff to remain actively engaged in safeguarding efforts.

Safeguarding children online and offline

In today’s digital age, protecting children extends beyond the physical environment to the virtual world. Early years settings must implement robust measures to ensure children’s safety online, including stringent controls on digital devices and

“It’s about not taking things at face value and always being prepared to ask open questions to understand the full picture.”

educating staff and parents about the risks of internet use. Offline, the same vigilance applies: regular risk assessments, secure environments, and a culture where children feel safe to express their concerns are essential.

Training and duty of care

A well-trained staff team is the backbone of effective safeguarding. Regular, comprehensive training ensures that all team members understand their duty of care and the specific systems and processes in place within their settings. This training should cover not just the basics of safeguarding, but also include updates on new policies, emerging risks, and practical scenarios to test understanding and preparedness. A clear understanding of these processes helps in identifying and responding to potential threats swiftly and effectively. And always reflecting on how the training is embedded on a regular basis to keep the topic area alive.

Openness, transparency and information sharing

Creating a culture of openness and transparency is vital. Staff should feel comfortable discussing safeguarding issues without fear of repercussion. This includes having a clear understanding of how to share information appropriately and effectively. Safeguarding is often about piecing together information from various sources to form a complete picture to enable an effective assessment of risk. Clear protocols for information sharing, within the statutory framework, both within the setting and with external agencies, are essential to this process.

Empowering staff to

speak

out Staff must feel confident and supported to speak out if they have concerns relating to safeguarding. This involves establishing clear channels for reporting concerns and

ensuring that staff know their concerns will be taken seriously and addressed promptly. Regular supervision and an open-door policy with management can help reinforce this culture of openness and support.

Listening to children, parents and staff

An effective safeguarding culture actively seeks and listens to the views of children, parents and staff. Children can provide valuable insights into their own wellbeing and safety, and in early years both verbal and non-verbal communication observation is critical. Similarly, parents and staff should be encouraged to share their observations and concerns, with the assurance that their input is crucial to maintaining a safe environment.

Timely child protection arrangements

Appropriate child protection arrangements are critical in securing help in a timely manner. This means having clear procedures for identifying, reporting and responding to concerns, and ensuring these procedures are followed diligently. Timeliness can be the difference between a child being protected from harm and a child remaining at risk. Regular audits and reviews of child protection policies and practices can help ensure that they remain effective and up to date.

Safer recruitment and managing allegations

Safer recruitment practices are essential in preventing unsuitable individuals from working with children. This includes thorough background checks, rigorous interview processes, and ongoing vigilance even after employment. Establishing a culture where low-level concerns are shared openly can prevent potential issues from escalating, and aid trend identification and timely response.

Whistleblowing policies should be clear, and staff should be assured that they can report concerns without fear of retaliation. Equally important is the management of allegations against staff. Creating a robust safeguarding culture in early years settings is an ongoing journey that requires commitment from everyone involved. It’s about fostering

an environment where the belief that “it could happen here” drives proactive and preventative measures. Through professional curiosity, comprehensive training, open communication, and timely action, we can ensure that our settings are places where children are protected and can thrive. The safety and wellbeing of every child depends on our

unwavering dedication to safeguarding, both online and offline, every single day. Join me, at the Nursery Managers Show for an interactive workshop where we will delve deeper into creating a robust safeguarding culture, equipping you with practical tools and insights to ensure the effective implementation of your duty of care. ■

New product launches!

10 di erent configurable dams for children to work as a team to experiment with di erent materials & problem solve ways to stop the flow of water.

Acorn Self-Select Storage

An outdoor storage facility with cleanable chalkboard strips for labelling and self selection. Pair & Quad Packages available.

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We wanted to create a versatile product which is configurable for a variety of ages. Our team of product designers, discovered that balance was a product area they wanted to develop for nursery children which allows crawling and upright play!

A flexible approach to solving your book storage needs. A self selecting design, which is low level and fully accessible to all ages.

A collaborative art space where pupils can come together to explore their creativity with art, paint, chalk and pens.

Empowering the future of childcare: Ambitious apprenticeship initiative

In a bold and transformative move, Paragon Skills has pledged to nurture the potential of 10,000 young adults aged 16 to 25 through apprenticeships in the early years sector by 2030. This initiative is not just a response to the increasing demand for skilled childcare professionals, but also a proactive effort to address workforce needs in this vital sector. Aligned with government campaigns that promote careers in childcare, Paragon Skills is positioning apprenticeships as a crucial solution to the challenges faced by the industry.

The ‘Make a BIG difference to LITTLE lives’ campaign is the flagship of this initiative, aiming to illustrate the transformative power of apprenticeships in the childcare sector. By engaging stakeholders across England, Paragon Skills hopes to inspire learners and employers to join in shaping the future of childcare. This campaign is a call to action, encouraging everyone involved in the sector to see apprenticeships not just as a means to an end, but as a pathway to meaningful, impactful careers and part of the solution to bringing more talented young people into a career in childcare.

Paragon Skills’ commitment to early childhood education goes beyond merely filling job vacancies. It is about nurturing talent, fostering growth, and ensuring the childcare workforce is well-trained and highly skilled. By supporting early years settings in training their staff at all levels, Paragon Skills underscores the importance of transparent progression pathways. This approach not only enhances skills but also aids in retaining valuable staff, creating a stable and competent workforce dedicated to providing high-quality care and education during children’s formative years. One of the key elements of this initiative is the goal to enrol 2,000 new apprentices by the end of 2024. This ambitious target

highlights Paragon Skills’ dedication to fostering talent and contributing to economic development. Apprenticeships bridge education and employment, equipping young adults with the skills and knowledge needed to thrive in the childcare sector. This practical, handson approach to learning ensures that apprentices are job-ready from day one, meeting the immediate needs of childcare providers while also preparing for future demands.

Recent government policy updates have created a more favourable environment for apprenticeship expansion. By eliminating financial barriers for SMEs and increasing the flexibility of levy funds, the government has paved the way for greater innovation and growth in apprenticeship programmes. Paragon Skills fully endorses these changes, recognising apprenticeship’s pivotal role in developing talent and shaping the future workforce.

Mark Botha, chief executive of Paragon Skills, encapsulates the organisation’s vision: “Our pledge to nurture 10,000 ambitious young adults through apprenticeships in the early years sector by 2030 reflects our commitment to shaping the future of childcare. With our ‘Make a BIG difference to LITTLE lives’ campaign, we’re rallying stakeholders to join us in this journey. Apprenticeships are not just about bridging education and employment, but about fostering talent and propelling economic growth. We’re proud to announce our goal of enrolling 2,000 new early years apprentices by 2024 as we continue to champion the profound impact of childcare apprenticeships and support the crucial role of employers in early years education. We’re building a brighter future for our children and workforce.”

The focus on high-quality care and education during the early years is crucial.

The formative years of a child’s life lay the foundation for their future development, and having a well-trained, dedicated workforce is essential to providing the best start in life. Paragon Skills’ initiative ensures that the sector is not only prepared to meet current demands but is also resilient and adaptable to future challenges. Moreover, apprenticeships’ impact extends beyond individual learners. By investing in young adults and equipping them with the necessary skills, apprenticeships contribute to broader economic growth. A skilled workforce drives innovation, increases productivity and enhances the overall quality of services provided. This ripple effect benefits the entire community, making apprenticeships a valuable investment in the future.

Paragon Skills’ pledge is a significant step towards addressing the skills gap in the childcare sector. It is a comprehensive approach that combines immediate action with long-term vision, ensuring that the sector is equipped to provide high-quality care and education for years to come. By fostering talent, supporting employers, and championing the value of apprenticeships, Paragon Skills is making a lasting impact on the future of childcare in England.

The commitment to develop 10,000 young adults through apprenticeships by 2030 is a testament to Paragon Skills’ dedication to early years education. The ‘Make a BIG difference to LITTLE lives’ campaign is a powerful call to action, highlighting the importance of investing in the future of childcare. With ambitious goals, a clear vision, and the support of recent government policies, Paragon Skills is poised to make a significant impact, shaping the future of the childcare workforce and ensuring that every child has access to the high-quality care and education they deserve.■

Leading providers of:

• Apprenticeships

• AEB funded training

• Skills Bootcamps

Nurturing young minds starts with your team

Recruit, upskill and retain talented staff with Realise

We know early years settings face unique staffing challenges. Realise offers a supportive solution:

Find the perfect fit: Identify those who share your passion and equip them with the skills to excel through apprenticeships or funded training.

Invest and retain: We deliver programmes that lead to valuable qualifications, boosting morale, reducing turnover and supporting career progression.

Exceptional results: Our apprentices consistently outperform national averages, with a remarkable 70% distinction rate at level 3.

Dedicated local support: Experienced trainers provide personalised support with at least one face-to-face session a month to ensure your staff thrive.

Streamlined results process: End point assessment results are delivered within just 5-6 weeks, allowing you to plan confidently.

Funding expertise: Help to navigate Government funding, apprenticeships employer benefits (AEB), cash incentives and reduce payroll costs to maximise efficiency.

First step on the career ladder

The early years sector needs to recruit 40,000 extra practitioners by 2025. Charlotte Goddard finds out how the government-funded Skills Bootcamps can help nursery managers find qualified staff

Recruitment has been a massive topic of concern for nursery managers for years, as settings struggle to find and retain the qualified staff they need to meet ratios and deliver high-quality early education and childcare. With the roll-out of funded places to children from the age of nine months, it is estimated that nurseries need to find 40,000 extra staff by 2025 to meet childcare entitlements in England.

“It is not just about retention of staff, or recruiting to fill gaps, we also need to be planning for those future children coming in,” says Heidi Dorrington, recruitment and training manager at Kindred Nurseries.

Kindred is one of three nursery groups currently working with The Skills Network and Hawk Training on a government-funded Skills Bootcamp initiative to boost the number of qualified staff in the sector. Skills Bootcamps have been around for a while in other sectors which are struggling to recruit, including health and social care, HGV driving and data engineering, but this is the first time they have been rolled out across the early years sector.

“We have been delivering bootcamps for two years now, but until recently our focus has been on digital, care, and project management,” says Wendy Dodson, partnerships director at The Skills Network. “In the last year we

“It is not just about retention of staff, or recruiting to fill gaps, we also need to be planning for those future children coming in,”

started looking at early years. Skills Bootcamps are designed to be shorter courses, a quick way of upskilling.”

Early years Skills Bootcamps are offered by a range of training providers, including Impact Futures and Realise, as well as The Skills Network. Content and delivery methods vary, but in general the courses are flexible, take up to 16 weeks to complete, and guarantee participants a job interview at the end. Learners must be aged 19 or over, and have been in the country for at least three years, and the course is free to learners who are new to the sector. Employers can also send existing staff members on the courses, but will need to part-fund this.

The Skills Network bootcamps are delivered online with a mixture of live sessions and sessions which can be accessed at any time. Learners are given a choice of weekdays, weekends or evenings. “Our courses for early years are 12 weeks long,” says Dodson. “The live sessions will be five hours each week, and the learner is then expected to do additional hours in their own time. It is easy for them to fit it around their current employment, or other commitments.”

Student cohorts are generally between 10 and 15, and never more than 20. Students have access to personal tutors and learning support advisors, who are contactable by phone or email. “The courses also include other elements such as supporting learners with CVs and job applications,” says Dodson. “We offer mock interviews.”

Learners going through early years Skills Bootcamps do not leave with a qualification, but The Skills Network has teamed up with Hawk Training to support new practitioners through an accelerated Level 3 early years educator apprenticeship once they complete their course. “The bootcamp is not a full Level

3 qualification but it is Level 3 standard,” says Dodson. “Once they have got to the end, hopefully they have demonstrated the ability to work at that level, and the apprenticeship is a little bit shorter.”

Recruiting through the bootcamp scheme has a number of benefits to nurseries, says Kindred’s Dorrington. “We know we are getting tried-andtested enthusiastic learners who want to do the apprenticeship, because they have already gone through that 14-week period,” she says. “If they didn’t like it, they would have taken themselves off to do something else.”

New recruits will become Level 3 qualified in a shorter period of time than if they were starting from scratch, and managers can count them as Level 2 in ratio while they are completing the apprenticeship. “This will give employers access to a pool of talent where we have already done a lot of the groundwork,” says Crawford Knott, managing director at Hawk Training. “Our curriculum leader was able to work closely with colleagues at The Skills Network to map the content of the bootcamp and how it translates into that Level 3 apprenticeship, so these learners are effectively getting a head start.”

The Skills Network and Hawk Training are working with Kindred, Hungry Caterpillar Day Nurseries and The Co-operative Childcare, who will host learners for a day’s work experience, and then offer them an interview and potentially a job. “The employers have already committed to this programme and to providing the vacancies for successful completers of the bootcamp and we will then deliver that apprenticeship as an Ofsted-outstanding provider,” says Knott.

“We are heading close to having our first two learners that will be coming on their work experience placements with

they are suitable for our setting.”

groups have vacancies.

“The employers have already committed to this programme and to providing the vacancies for successful completers of the bootcamp and we will then deliver that apprenticeship as an Ofsted-outstanding provider.”

us, where they will have a day in the life of an early years educator, and we will be able to see how they get on with our children and our team,” says Dodson. “Although they are coming through the bootcamp process, we will still follow our safer recruitment process and ensure

Nursery managers with vacancies are encouraged to get in touch with local providers running Skills Bootcamps. “They can approach Hawk or ourselves and we can look to see if we have learners in that region who are suitable,” says Dodson. “We could do some marketing to say we have this nursery that has X amount of vacancies, are you interested in a career in early years? We can accelerate your access into it.”

The Skills Network requires participants to hold Level 1 English and maths as a minimum. “Employers are really looking for Level 2, but we think we are cutting out a lot of potential learners there,” says Dodson. “We have said if they have Level 1 and are willing to work towards Level 2 as part of their apprenticeship, they will be OK.” As the course is delivered online, learners could come from anywhere in the country, but recruitment is centring around areas where the three participating nursery

The Skills Network’s initial contract for delivering the Bootcamp runs until 2025 and can support up to 380 learners. Kindred’s Dorrington believes the initiative is a positive move for society as a whole, as well as for the early years sector and her nursery group in particular.

“It is not just providing opportunities for learners, it will provide more nursery spaces eventually and help local parents return to work,” she says. “Kindred is a growing company, and we want to have really good-quality team members from different walks of life, including young school-leavers, parents who want to get back into childcare now their children are in school, or people who working in other sectors with transferrable skills. One of the reasons we are working with Hawk and The Skills Network is to broaden the diversity of people in our teams. This is a really cost-effective way of getting people in.”■

nmtproperty sold properties recently sold

YMCA sells childcare setting in Hampshire

Vicky Morey has purchased a 45-place YMCA childcare setting located at St Vincent’s College in Gosport, Hampshire.

The disposal is part of a wider ongoing project, as the YMCA looks to close a number of settings across the south of the country.

Morey, who also owns Rosie Little Blessing Nurseries in the same town, said: “I am delighted to have been able to take over this lovely setting and continue the care for the children and families in the community, offering a nurturing and enabling environment for the children to thrive.”

Business property advisor Christie & Co facilitated the sale.

Nick Brown, director and head of brokerage, childcare and education at Christie & Co, commented: “This is now the fifth site we have been able to help the YMCA sell, ensuring that childcare provision across these locations continues to operate. What better buyer for this welllocated setting than a successful, local operator looking to build on her current operation and reputation.”

This YMCA setting was sold for an undisclosed price.

Lochgelly private nursery sold for the first time

New entrants, brothers Amir and Saqib Sadiq, have purchased Noah’s Ark Children’s Private Nursery in Lochgelly, Fife.

Established in 2004, the nursery provides day care for up to 30 children aged from newborn to five years, occupying a single-storey, purpose-built property. The business has been owned by Beverley Wilson since 2004 and was brought to market to allow her to pursue other business interests.

Wilson said: “I established the business 19 years ago when I started with two customers and quickly got the nursery to full capacity. I’m pleased to be handing the setting over to Amir and Saqib and wish them all the best with their plans. I look forward to seeing the nursery continue to grow with prolonged success.”

The Sadiq brothers commented: “We explored several nurseries that piqued our interest. Upon careful consideration, we found the setting to be highly appealing and consequently made the decision to acquire it. A primary factor contributing to our contentment with this acquisition is its freehold status,

coupled with the opportunity for modernisation and expansion to a second floor, despite already operating at nearly 100% occupancy. We firmly believed that we could achieve substantial improvements, and our initial weeks of ownership have proven to be highly promising.’’

Specialist business property advisor Christie & Co facilitated the sale.

Callum Lancaster, business agent, childcare and education at Christie & Co, said: “Noah’s Ark garnered considerable attention from a diverse pool of prospective buyers, signifying a robust demand for nurseries in the region. This heightened interest can be attributed to the setting’s advantageous location with excellent commuter links and commendable CI grades. These attributes not only attract potential investors but also resonate strongly with parents seeking quality childcare options.

“A telling example of this appeal can be observed through Beverley’s experiences during the Covid pandemic. On two occasions when the setting had to

Kindred Nurseries acquires Cambridgeshire setting

Kindred Nurseries has purchased the leasehold of Snap4Kids in Hauxton, Cambridgeshire, which has the capacity to care for up to 46 children aged from newborn to four years.

The business operates from a bungalow-style property with a spacious outdoor area. It was founded by Kenny Forrest and Janet Robertson in 2004 and was brought to market to allow the pair to focus on their other business interests.

Established in 2015, Kindred operates 37 settings across Greater London, Essex, Cambridgeshire, Nottinghamshire, Wiltshire and Dorset.

Ruth Pimentel, chief executive at Kindred Nurseries, commented: “Snap4Kids further extends our footprint in Cambridgeshire, and we know it will be a great match for the rest of our group.”

Business property advisor Christie & Co facilitated the sale.

temporarily close due to the pandemic, the subsequent reopening witnessed an overwhelming surge in placement requests. This further underscores the desirability of Noah’s Ark as a trusted and sought-after facility in the area.’’

Noah’s Ark Children’s Private Nursery was sold for an undisclosed price.

THINKING OF SELLING YOUR CHILDREN’S

properties recently sold

Manchester day nursery sold to first-time buyers

First time buyers, wife-and-husband team, Majd Heweiti and Mohammed Chater, have purchased Your Nursery in Openshaw, Greater Manchester, a 98-place children’s day nursery operating from a former school property.

The business has been owned and operated by Sue Saxton since 2009 and has undergone numerous improvements, with a large renovation of the property taking place in 2017.

Saxton said: “I opened Your Nursery Ltd in September 2010, after acquiring St Vincent’s School House lower floor on lease in June 2009. Since becoming a childminder in 1983, it was my dream to own my own nursery. I really enjoyed developing a disused building into a unique early years

nmtproperty sold

nursery that was desperately required in the area. After dedicating 39 years to my career, the time was right for me to step back and have a well-earned rest and retirement.”

Business property advisor Christie & Co facilitated the sale.

Sofia Beck, director, childcare and education at Christie & Co, said: “As a result of the current market, buyers are faced with more thorough due diligence processes with their bank which is lengthening the average deal timeline.”.

Legal advice was provided to the buyer by Davis Blank Furniss.

Your Nursery was sold for an undisclosed price.

Blue Sky Day Nurseries has acquired Wishing Well Day Care in Cottingham, Yorkshire. a 49-place day nursery catering to children aged from six weeks to five years. The nursery was established in 2002 by Victoria Wheeldon, who is selling due to family commitments.

The acquisition is Blue Sky Day Nurseries’ fourth setting in East and North Yorkshire.

Wheeldon said: “Owning Wishing Well Day Care for over 21 years has been extremely rewarding, seeing so many lovely young children develop and grow, whilst providing care for parents/carers. Selling the nursery was a very difficult decision to make, but I am now at the time in my life where I want to take some time out with my family and see what the future holds.”

New owners for Surrey day nursery

Neal Chamberlain and John Wardle have purchased Bear Hugs Nursery in Addlestone, Surrey, which operates from a Methodist church hall and garden, with capacity to care for up to 33 children aged from two to five years. The nursery was established in 2015, with Fiona Fox as the manager and becoming the owner in 2016.

Fox said: “I am confident the nursery and its staff are in safe hands with Neal and John. I look forward to seeing how they take the nursery forward in the future.”

Chamberlain and Wardle own Youngstars, a London-based nursery, after-school club, and holiday camp business.

Pooleman commented: “Wishing Well is a wonderful setting with an amazing team and, as such, is a great match to the other Blue Sky nurseries. The team are remaining in their roles and so parents can rest assured that their children will continue to get the same great care as they are used to.”

Business property advisor Christie & Co facilitated the sale.

Vicky Marsland, associate director, childcare and education at Christie & Co, said: This is a beautiful, profitable nursery which I truly believe will flourish under the ownership of Blue Sky and could even lead to creating more opportunities for career development for the staff.”

Wishing Well Day Care was sold for an undisclosed price.

Wardle said: “We’re delighted to add Bear Hugs to our growing chain of settings and look forward to continuing the incredible work of Fiona and her team in maintaining Bear Hugs’ outstanding reputation and high standards.”

Business property advisor Christie & Co facilitated the sale.

Sophie Willcox, director, childcare and education at Christie & Co, commented: “So far this year, we have completed freehold and leasehold nurseries, an afterschool club, group portfolios, and nurseries that operate from a variety of settings including a church, like here, proving that there is a market for all types of business.”

Bear Hugs Nursery was sold for an undisclosed price.

Blue Sky Day Nurseries acquires Yorkshire day nursery

nmtproperty sold properties recently sold

County Durham nursery acquired by first-time buyer

A first-time buyer has acquired Secret Garden Children’s Day Nursery in Darlington, County Durham, which provides care for children aged from newborn through to five years, along with a out-of-school provision for children up to the age of 11.

The buyer stated an intention initially to learn how the business operates and to strive to provide quality care and learning for the children.

The buyer said: “As a new entrant to the childcare industry I believe nurturing children from an early age in

the right way can make a huge difference to society as well as the wellbeing of the children themselves and their families.”

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

Redwoods Dowling Kerr’s childcare broker Stephanie Quinn said: “It was a pleasure to help the buyer with his first purchase in the sector. I wish him all the success in the future.”

Nursery in East Cowick, East Yorkshire, which operates from a, purpose-built property. The nursery opened in 2003.

Clare Roberts, chief executive at Kids Planet, said: “We are delighted to announce the acquisition of Turnbridge Day Nursery, expanding our presence and offering in the East Riding of Yorkshire. I am excited to welcome Turnbridge into the Kids Planet family. The nursery fits well into our group, coming with a well-established team and quality education and care indoors and out. We look forward to supporting the whole team and families moving forward.”

to 191 settings across the UK through a combination of acquisition and greenfield developments.

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

Redwoods Dowling Kerr’s childcare broker Sarah Ellison stated: “We are delighted for our client to see the sale of Turnbridge Day Nursery and it has been a pleasure to support Kids Planet with another acquisition. We know Kids Planet is focused on nursery settings that fit with their values for the highest quality in childcare and we are certain they will continue to build on the success of Turnbridge Day Nursery over the coming years.

North Yorkshire nursery sold to first-time buyer

First-time buyer Josh Harrison has acquired The Wooden Horse Nursery in Whitby, North Yorkshire, which is registered for 37 children aged from newborn to five years and offers a before- and after-school club for children aged up to eight years.

Harrison has worked in the nursery for many years.

Having owned the business for the past decade, vendor Charlotte Knight wants to start on a new adventure.

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

Redwoods Dowling Kerr’s childcare broker Laura Ryan said: “I am so happy for both my client and the buyer who will now start their new business adventures. Both parties have been a delight to work with and I wish them every success in the future.”

iStep Learning has purchased Stepping Stones Day Nursery & Pre-School in Okehampton, Devon, a nursery and pre-school registered for up to 85 children, established 24 years ago.

Stepping Stones came onto the market following the owners’ decision to retire from the childcare sector.

iStep Learning operates more than 20 nurseries.

iStep Learning stated: “We are delighted to have added Stepping Stones to the iStep family of nurseries. Stepping Stones delivers an outstanding level of care, backed by a well-established and highly qualified team that can

continue on the setting’s successes. We look forward to supporting the team and families through the transition and beyond.

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

Redwoods Dowling Kerr’s senior sales negotiator Karrina Lee said: “It’s been a pleasure assisting the vendors with the sale of their nursery and I wish them all the very best for the future. I also wish iStep Learning every success with their latest acquisition and I look forward to working with them in future dealings.”

Kids Planet Day Nurseries has acquired Turnbridge Day

Kids Planet Day Nurseries has grown

Kids Planet Day Nurseries acquires East Yorkshire setting

iStep Learning acquires Devon nursery

nmtproperty sold properties recently sold

Quackers Day Nursery acquires Oxfordshire setting

Quackers Day Nursery has purchased Rainbows Day Nursery in Banbury, Oxfordshire, which has capacity for 54 children aged from three months to five years, operating out of a substantial semi-detached property.

Quackers Day Nursery is a family-run childcare operator with two existing settings.

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

Redwoods Dowling Kerr’s childcare broker Sarah Ellison commented: “I am pleased to have come to a successful sale for our client. We wish her a well-deserved retirement. We would also like to wish [the buyer] and his family all the best with their latest acquisitions and are confident the business will continue to go from strength to strength.”

First-time buyer acquires Montessori kindergarten in Essex

A first-time buyer has purchased Sunflower Montessori Kindergarten in Hutton, Essex, which is registered for 26 children aged from two to five years.

The vendor. who is moving onto new ventures within the industry, is delighted to see Sunflower Montessori transfer to new owners who will continue to nurture the setting and provide high-quality childcare within the local community.

The vendor commented: “The setting has a reputation for providing quality childcare and we are very proud of all

our staff, children and parents. The new owners have the right experience to take the setting forward and build on the existing reputation. We wish them the best for the future.”

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

Redwoods Dowling Kerr’s senior sales negotiator Karrina Lee commented: “It was a pleasure to work with our clients to help them secure a sale. We would like to wish them all the best in their new ventures.”

To find out more details about the businesses available for sale, and sold, through Redwoods Dowling Kerr please visit: www.redwoodsdk.com

CONTACT SUMMARY

CHRISTIE & CO

SCOTLAND

Martin Daw 0131 524 3406

Rosie Adlem 0131 524 3401

CHESHIRE / NORTH WEST

Sofia Beck 0161 833 6915

EAST MIDLANDS

David Eaves 07711 767094

WEST MIDLANDS

Jassi Sunner 0121 452 3708

YORKSHIRE / NORTH EAST

Vicky Marsland 0161 833 6914

LONDON

Sophie Willcox 0203 846 0619

David Eaves 07711 767094

SOUTH WEST

Jassie Sunner 0121 452 3708

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

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

5880129 - Shropshire

FORSALE

DAY NURSERIES FOR SALE

Leasehold, £180,000

• Capacity for c. 65

• Rural affluent location

• Turnover: £365,000

T: 07791 979 343

4280717 - Merseyside

Leasehold, £149,000

• Capacity for c. 70

• T/O for Y/E April 2024: c. £514,000

• Purpose built

T: 07736 616 687

4280605 - West Sussex

FORSALE

Freehold, £1,400,000

• Capacity for c.138

• Group of two

• Adjusted net profit: c. £140,000 T: 07791 979 343

Project Academy - Nottinghamshire

FORSALE

5880051 - Devon

FORSALE

Leasehold, £550,000

• Capacity for c. 145

• Freehold available

• Adjusted net profit: £170,000

T: 07791 979 343

4280863 - West Sussex

FORSALE FORSALE

Leasehold, £195,000

• Capacity for c. 50

• EBITDA: £63,000

• Management team in place

T: 07736 620 855

Leasehold, £60,000

• Capacity for 24

• Ofsted rated 'Outstanding'

• YE 2023 EBITDA: c. £21k

T: 07736 620 855

Freehold, £1,000,000

• Capacity for c.50

• ‘Good’ Care Inspectorate grades

• In partnership with Local Authority T: 07754 559 529

5280067 - East of Scotland

FORSALE

5280047 - East of Scotland

FORSALE

Freehold, £2,200,000

• Capacity for c. 100

• Management Run with a long serving manager

• Turnover for Y/E 2023: c. £1,200,000

T: 07754 559 529