Nursery Management Today, September-October 2024

09/2024

September/October 2024

Breath of

fresh air

Lead through kindness

Upskill our workforce

Know your rights

nmt-magazine.co.uk

We’re thrilled to have supported the Early Years sector

for over two decades!

From the start, we’ve been dedicated to ensuring your

nursery business has the right insurance. Whether

you’re just starting out, expanding, or have been with

us since the beginning, we’re here to lend a helping

paw with all your insurance needs.

Talk to our team today to learn more. Thank you for the

birthday wishes – we wouldn’t be here without you!

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nmtcontents

Inside this issue...

SEPTEMBER/OCTOBER 2024 •

VOLUME 23 NUMBER 5

Editor’s Comment .......................................................................... 5

News ............................................................................................................................... 6-8

09/2024

September/October 2024

10

22

36

46

Leadership ............................................................................................ 10-12

In this leadership series we hear from Michelle Demirtas,

head of pedagogical research and development, emotional

wellbeing at Bright Horizons

Insurance .................................................................................................... 14,15

Daniel Weir explains the importance of creating a

sustainable workforce

Technology .......................................................................................... 16,17

Active8 share what they do and why they want to support

the sector

Property ......................................................................................................... 18,19

Jassi Sunner explore what attracts investment into the UK

day nursery market

Legal ........................................................................................................................ 20,21

Daniel Gorry explains what to expect across the legal

landscape with a new government

Business Development ............................... 22,23

Tom Kennedy shares his work with German nursery group

Kinderzimmer as it grew across the UK

Apprenticeships .............................................................. 24,25

Karen Derbyshire explores how external training plays a

crucial role in recruitment

Design ................................................................................................................. 30,31

Alex Raher shares how you can transform the design of your

nursery setting

HR .................................................................................................................................... 32,33

Find out more about your rights as an employee from Ella

Halliday

Breath of

fresh air

Lead through kindness

Upskill our workforce

Know your rights

nmt-magazine.co.uk

Managers Round up ............................................ 40,41

Find out what managers across the country have been

getting up to

Career development ....................................... 42-44

Charlotte Goddard explores how varied the role of a

nursery manager can be

Meet the Manager .................................................................. 46

In this nursery managers series, Charlotte Goddard speaks

to Lachme Kaur, nursery manager at Little Limehouse Preschool

in East London

Managers Show ................................................................. 49-51

NMT shares some of the highlights of the last show in

Birmingham

Operational Excellence ............................. 54,55

Charlotte Goddard finds out how children develop selfregulation

and what nurseries can do to support them

54

Development .............................................................................. 36,37

Clare Stead shares her insights on those early years in

development

nmt-magazine.co.uk September/October 2024 NURSERY MANAGEMENT TODAY 3

From acquisitions to

advisory, our experts

are here to support

day nurseries

with every kind of

property service.

Our team of national experts work closely with our regional advisors to provide what

we feel is the best combination of knowledge for our clients

More information about our day nursery services can be found by scanning

the QR code.

Jen Gill

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jennifer.gill@savills.com

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nmtcomment

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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A new start

for Labour

Given the obvious discontent and

apathy across the country for

the Conservative leadership,

the results of the election were hardly

surprising, yet there was still a moment

of apprehension before the first exit poll

was released.

Now begins a new chapter, one

that’s full of pledges and expectations.

While it is encouraging to have the

opportunity to boost the status and

value of the early years sector, the new

government must swiftly move forward

with its promises to ensure the early

years doesn’t fall behind the rest of the

education sector.

So, what has Labour pledged? The

party’s manifesto states that:

• Labour will deliver half a million more

children hitting the Early Learning

Goals by 2030.

• The party will bring a new focus on

supporting language skills and maths

learning right from the start.

• There will be more support for

staff working in childcare and early

education.

Labour has also commissioned Sir

David Bell, former chief inspector of

Ofsted, to look at how we can drive up

standards in childcare in England.

Starmer’s party has also pledged to

continue the entitlement expansion that

the Conservatives began to help more

people back into work while being able

to afford childcare. Labour estimates

that its policies will support three

quarters of a million more parents to

re-enter the labour market.

Following through

One of Labour’s pledges is to create

3,300 new nurseries that will deliver

an additional 100,000 childcare places.

Labour’s proposals will see empty or

under-used classrooms in England’s

primary schools turned into nurseries.

Leaders and experts across the early

years sector have warned that the

childcare sector is facing a staffing and

funding crisis – with parents struggling

to afford childcare and find places for

their children.

The prime minister said: “Labour will

roll up our sleeves and take the tough

decisions needed to support parents’

progression, improve kids’ life chances

and ultimately, drive growth. We will

create the childcare places needed to

turn the page, and rebuild Britain.”

The chancellor, Rachel Reeves

recently repeated the plans for private

schools to charge VAT which will

come into effect next January. The

institutions will also lose an 80%

discount they get on business rates. The

money will be used to pay for an extra

6,500 teachers in state schools, improve

training for headteachers. and create

3,300 nurseries in primary schools to

boost the availability of childcare. The

early years sector deserves more funding

and certainly more recognition for the

vast ranging skills and dedication that

providers and the workforce bring to

settings every day.

Briony Richter

Editor, Nursery Management Today

briony.richter@nexusgroup.co.uk


nmtnews

Politics & Policy

Addressing poor pay and valuing the

workforce are critical to tackling the early

years staffing crisis as early years settings

continue to struggle to recruit and retain

staff, a new survey by the Early Years

Alliance revealed.

The online survey, which received 889

responses and was carried out between

10 and 19 July 2024, found that 78% of

settings have found it difficult to recruit

staff in the last year, with nearly half

(48%) finding it very difficult.

As a result of the sector’s ongoing

recruitment and retention challenges,

in the six months prior to the survey,

half of respondents (50%) have had to

limit or stop taking on new children and

nearly two in five (17%) have reduced or

restricted their opening hours. Half of

settings (51%) said staffing shortages have

had a negative impact on the quality of

provision.

Stephen Morgan has been appointed as

a minister with responsibility for the early

years sector.

Morgan, the MP for Portsmouth

South, was shadow schools minister from

December 2021 until September 2023.

In the 2023 shadow cabinet reshuffle

Catherine McKinnell returned to the

frontbench as shadow schools minister,

replacing Morgan.

Prior to entering Parliament, Morgan

Stephen Morgan

worked in the charity sector and local

government.

Neil Leitch, chief executive of the

Early Years Alliance, said: “There’s no

question that Mr Morgan begins this role

at a particularly challenging time for the

sector, with providers continuing to face

severe staffing shortages and significant

underfunding in the run-up to the next

phase of the entitlement expansion.”

Ofsted published figures that revealed

a decrease in the number of early years

providers but a small increase in childcare

places

Key findings from the report showed:

• 61,800 childcare providers were

registered with Ofsted, down by 1,440

(2%) since 31 March 2023. Most of this

decline was due to a fall in the number

of childminders.

• The number of childminders registered

with Ofsted had decreased by 1,340

(5%) since 31 March 2023, to 26,500

providers. The decline was lower than in

previous years, in part due to the lower

number of leavers.

• At their most recent inspection, 97%

of childcare providers were judged

Good or Outstanding, an increase of 1

percentage point since last year.

6 NURSERY MANAGEMENT TODAY September/October 2024 nmt-magazine.co.uk

nmtnews

Nursery news

Bespoke ‘Bright Spaces’

children’s rooms have been

situated at Hertford, Stevenage,

and Watford police stations,

to provide a safe environment

for vulnerable children and

young adults while appropriate

safeguarding measures are put

into place.

The Bright Spaces were

created by the Bright Horizons

Foundation for Children and

contain comfortable and homely

seating and soft furnishings, and

a range of books, toys, games and

play resources for children of all

ages to enjoy.

A significant community effort

made the Bright Spaces possible,

with fundraising, volunteering

and donations from local Bright

Horizons nurseries and staff, and

the Hertfordshire Community

Foundation which provided a

£2,500 grant.

Happy Days Nurseries has opened its

latest setting, Happy Days Nursery and

Pre-School, in Yeovil, Somerset.

Happy Days acquired the setting,

previously known as Yew Tree Nursery,

earlier this year. The official opening

ceremony included a ribbon-cutting

led by the mayor of Yeovil, Councillor

Andy Kendall. It included tours of the

refurbished nursery for new and potential

parents, and some activities led by the

Happy Days team.

Nursery manager Kylie Mitchell said:

“The beautifully refurbished interior

space is fantastic, and we can’t wait to

continue nurturing young minds in this

exceptional environment.”

“The beautifully refurbished

interior space is fantastic,

and we can’t wait to continue

nurturing young minds in this

exceptional environment.”

Sector Support

The Early Years Alliance has launched

EYA Central, a one-stop-shop for

Alliance resources and training.

EYA Central (available at central.

eyalliance.org.uk) replaces both the

Alliance Shop and the online training and

networking events portal and provides a

comprehensive selection of learning and

development opportunities and resources

to support continuing professional

development across the sector.

The new digital hub will give providers

easy access to the Alliance’s online

training courses including virtual

classrooms, Expert insight delivered,

as well as the organisation’s Spotlight

Collections which offers bite-sized

CPD presentations on a range of

topics. Providers can also access digital

publications and publications records,

including the Alliance’s Daily Register

and Outings Record and Accident

Record.

In addition, Alliance members can

access a range of new resources and

tools including new training and CPD

opportunities and free access to EYA

Learn, the Alliance’s new suite of

accredited online learning modules, as

well as a comprehensive range of digital

mini-guides – plus new functionalities

to support the simple management

and oversight of employee’s individual

learning requirements.

An independent report commissioned

by the County Councils Network and

Local Government Association calls

on the government to address systemic

challenges within the SEND system.


nmtnews

Sector Support

The report states that “The

SEND system is broken” and

that “the growing reality is that

a combination of unexpected

need and unintended perverse

incentives in the system

exacerbated by this demand

– alongside a general squeeze

on public resources – have

left parents, schools, health

and councils all increasingly

dissatisfied and often

frustrated, as well as resulting

in poorer outcomes for

children.”■

NurseryCare


nmtleadership

Wellbeing in the curriculum

Michelle Demirtas, head of pedagogical research and development, emotional

wellbeing at Bright Horizons explores the critical role of focusing on wellbeing within

your curriculum to foster confidence, emotional development and long-term success

of their learning journey. If a child is

developing differently to their peers, they

are provided with the individual support

they need to make progress. This way we

provide a truly child-centred approach to

inclusion.

Can you describe your overall

approach to embedding wellbeing

in your curriculum?

This is done through our ‘Nurture

Approach’, which is research-based and

exclusive to Bright Horizons. It provides

a unique way of being with, teaching, and

caring for young children.

Our Nurture Approach, which is our

bespoke educational framework, places

wellbeing at the centre of everything we

do. It provides the conditions for children

“Our expert early

childhood team delivers

the nurture model

training, which is an

extended professional

development

programme.”

to thrive by recognising that emotional

wellbeing underpins learning and

development. Furthermore, opportunities

to learn and develop contribute to

confidence, self-esteem, critical thinking

and emotional growth.

How do you ensure that each child’s

unique needs are identified and

addressed within your curriculum?

The Bright Beginnings curriculum gives

our practitioners a framework to plan

developmentally appropriate experiences

that promote holistic learning; it’s not

separated into ‘boxes’ or subjects, instead

learning experiences are connected and

help children acquire a wide range of

essential skills and competencies for their

future.

How do you assess and understand

the unique needs of each child in

your care?

Our practitioners work with families

to support children through each stage

Can you provide examples of

activities you have implemented

that specifically aim to enhance

children’s wellbeing?

Our Bright Beginnings curriculum

includes opportunities and experiences

such as ‘mindfulness’, ‘relaxation’, ‘outdoor

play’ and ‘forest school’, which alongside

the nurturing care and support offered

through our day-to-day practice, help

children to develop a sense of personal

wellbeing. They will engage with nature,

pursue their own interests and experience

periods of calm reflection under the

guidance of their key person.

We continue to review our physical

environments, developing truly ‘home

from home’ experiences. These include:

• Snuggle sofas in our baby rooms and

generally more homely spaces for our

youngest babies.

• The introduction of a ‘family dining’

concept to support mealtimes.

• Ongoing research into the movements of

toddlers and two-year-old children, in

collaboration with Dr Sandra Duncan.

This is helping us to ensure our play

spaces for children continue to provide

the best possible experience.

What training do team members

receive to support children’s

wellbeing effectively?

Our expert early childhood team delivers

the nurture model training, which is

an extended professional development

programme. It’s available for all our

practitioners to support them with their

understanding of our Nurture Approach.


The programme also has a range of resources

and learning modules to support with the

delivery of our bespoke curriculum.

All our nurseries also have specialist

SEND practitioners who receive tailored

SENDCo training to support children with

special educational needs and disabilities.

This 18-hour classroom-based learning

programme is delivered over a five-month

period. Modules are competency based,

ensuring the knowledge and skills to

support all children with additional needs.

The communication champion in each

nursery follows a six-month, classroombased

programme, which includes Makaton.

How do you ensure that your

staff can recognise and respond

to the individual emotional and

developmental needs of children,

especially with SEND and additional

needs?

Our key people develop a strong

relationship with the children and

their families providing individualised,

responsive, care and support through each

stage of their journey. In addition, each

setting has a trained SENDCo. Our teams

utilise a specially created SEND toolkit

that provides advice and strategies to meet

children’s individual needs.

The SENDCo is the designated

point of contact for parents and staff

who need additional information for

individual children according to their

unique learning needs. They provide

professional development in the nursery

through regular meetings, securing early

identification of children who might need

extra help and support. Our wellbeing and

early help specialist is available to provide

additional support to parents, practitioners

and children who need it. There is a

dedicated SEND intranet channel and

regular networking events to provide

further support for practitioners. An early

childhood specialist and the subject matter

expert for SEND maintains regular contact

and provides expert guidance.

In addition to supporting children with

special educational needs, we also have a

programme to support children who speak

English as an additional language, through

our specialist communication champions,

who receive specific training to ensure

exemplary practice in this area of teaching

and learning.

How do you measure the

effectiveness of your wellbeing

initiatives?

We carry out independent research and

collaborate with academic institutions to

measure and evaluate the impact of our

wellbeing initiatives. We also use Thrive-

Online to identify the progress of children

in social and emotional development.

Can you share any success stories or

outcomes that highlight the effect

of your curriculum has had?

In 2021, we conducted research into

the impact of our Bright Beginnings

curriculum. Findings from this

demonstrated that practitioners’

understanding of the holistic nature of

children’s learning and development was

significantly improved when they used

the Bright Beginnings curriculum, which

moved away from traditional ‘subject

areas’ of learning, to a more skills-based


nmtleadership

view. This has had a huge impact on their confidence and raised the

quality of teaching and outcomes for children.”

From Chineham Day Nursery, inspected 24 May, rated

Outstanding: “Staff place a great emphasis on promoting children’s

self-confidence and emotional wellbeing. Older children begin to

understand and recognise feelings and emotions. This is because

staff support them to learn how to regulate these emotions through

a Nurture programme that is in place throughout the nursery.”

How do you ensure that your wellbeing initiatives are

inclusive to the diverse backgrounds of the children?

Activities, resources, books and toys reflect all members of our

society and present positive role models and non-stereotyped

images.

approach to children’s learning.

Strong evidence is also coming through in Ofsted inspection

reports about the positive impact of our Nurture Approach in

our nurseries. For example, an inspection at Raynes Park Day

Nursery on 24 July rated Good includes: “Staff have recently

attended Nurture training and have learnt about children’s brain

development and how to look at things from a child’s point of

What are your future goals to progress further with

wellbeing in your curriculum?

The simple answer is: more research. We were the first large provider

in the UK to develop our own curriculum in 2020 and this was

underpinned by extensive research and developed in response to

changes to the EYFS at the time. The research findings on the

impact of the curriculum informed our development of our Nurture

Approach.■

Navigate Nursery

Investments with

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Visit our website to view

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nmt-magazine.co.uk July/August 2024 NURSERY MANAGEMENT TODAY 13

nmtinsurance

Look after your people

Daniel Weir, research analyst at childcare sector insurance firm Morton Michel outlines

some of the pressures facing the industry and why looking after your workforce is crucial

Nothing is more important to

a nursery than its people. All

nursery managers knows that

without their staff, their setting is no

more than a lifeless box. Parents know it

too. While, of course, surroundings are

important, knowing that their child is in

the hands of the best, most committed,

most amazing people is what enables them

to trust you with the most important

person in their lives. In business terms,

your staff are an asset, and one that you

“In business terms, your

staff are an asset, and

one that you need to

protect. This means it’s

important to bear your

people in mind when

you consider whether

you are taking out the

right insurance policy..”

need to protect. This means it’s important

to bear your people in mind when you

consider whether you are taking out the

right insurance policy.

This begins with your Employer’s

Liability Insurance (ELI), which has

been a legal requirement for almost all

employers since 1969. The reason for this

is that all employers have a duty of care

to their employees to ensure that they are

able to meet their liabilities towards them.

Put another way, in the event something

happens to an employee for which the

employer is responsible, they deserve the

certainty that they will receive proper

compensation. The law takes this very

seriously, and employers found without

proper ELI can face hefty fines of up to

£2,500 for every day they were without

appropriate insurance. This means, however

big or small your business, if you have staff,

it’s critical to avoid gaps in your cover.

There are other ways your insurance

may help you to look after your staff. Not

every injury that can happen to staff will

be covered by ELI. In the case of a true

accident, where there was no negligence,

there is no liability, but that might not be

much comfort to a member of staff who

got hurt. Specialist insurance policies such

as Morton Michel’s can include personal

accident cover too. This enables payments

to be made to staff where they are injured.

In some cases it can even cover incidents

that take place outside working hours.

As always, you should carefully check

the terms of your policy to understand

precisely what is covered.

Of course, prevention is better than

cure and many accidents can be avoided

through thoughtful and thorough

training. As an insurance broker, it made

sense for us to invest in giving all of our

customers free licences to online staff

training from Flick Learning. Not only

does this save our customers money that

they can invest elsewhere, but training

improves people’s confidence, reducing

the stress and pressure they feel at work.

This in turn reduces the risk of workplace

problems even further, as people who feel

comfortable and happy are less likely to

make mistakes.

In a similar vein, beyond insurance

itself, you may want to consider what

other benefits you can make available to


“Insurance, ultimately,

is about protecting your

business and managing

your risk, and that means

much more than just

the bricks and mortar

or the numbers on a

spreadsheet.”

your staff. One example is an employee

benefits package. These can be seen as a

further investment in your staff, giving

them access to discounts at retailers

and service providers, enabling them

to stretch their salary further. There are

several of these on the market, including

PIB Employee Benefits, which Morton

Michel makes available free to our

nursery customers. Encouraging your

staff to get into the habit of using them

may not only improve their wellbeing,

but also make them more likely to stick

with you in the long term.

Insurance, ultimately, is about

protecting your business and managing

your risk, and that means much more

than just the bricks and mortar or the

numbers on a spreadsheet. I know from

talking to our customers, and others out

in the sector, just how proud nursery

managers are of their amazing teams.

Every nursery is reliant on its people,

and factoring that into every business

decision, including insurance, can only

make your setting stronger. ■

Get curious about coding with

our new woodland friends

developed

products

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nmttechnology

ADVERTORIAL

Trusted tech partner

for nursery owners

Early years education is constantly evolving, and the technical products and support must keep

the pace up. NMT speaks to Alex Patterson, director at Active8, on how the company’s approach

merges industry expertise with an understanding of the challenges faced by providers

Introduction

I’m Alex Patterson, and I am a customerfacing

director and shareholder at

Active8. Previously, I worked for a familyrun

corporate firm, but after several years

I felt they lost sight of the customer

service element. I decided to pursue my

own venture and, along with five other

shareholders set this business up.

What is central to Active8’s

success as a partner for early years

settings?

Customer service is paramount in

the success of Active8. It serves as the

primary touchpoint between our team

and our clients, developing trust, loyalty

and increasing our integrity across the

sector.

We want our solutions to mitigate

some of the key challenges facing

providers today. Our team is dedicated

to delivering clear and transparent

contracts, through ethical selling and

excellent customer service.

What do you want the nursery

sector to know about what you

can offer them?

We are here to help. This sector is full

of fantastic early years businesses that

are continually going above and beyond

to deliver high-quality childcare. We

understand many nursery groups and

settings do not have in-house IT or tech

experts which is often left to the owners

to liaise and manage with suppliers/

contracts and keep abreast of technology.

Alex Patterson

Our aim is to provide consultancy, along

with services, to make the running of


“Customer service is

paramount in the success

of Active8. It serves as

the primary touchpoint

between our team and

our clients, developing

trust, loyalty and

increasing our integrity

across the sector.”

the settings as seamless as possible when

dealing with technology.

How do your services mitigate

some of the operational challenges

nurseries face?

We can offer one point of contact and

one invoice for IT, telephony, internet

and managed print which reduces

administration costs and alleviates

time managing contracts and business

relationships, allowing the nursery

settings to concentrate on what’s

important – early years education and

childcare.

Can you share more information

on the business advice you can

offer that will ensure a nursery’s

safety and security?

Our customer-facing staff are DBS

checked and have worked in the

education sector for over 25 years.

We know how important the sector

is, and the security needed to make

sure the business is fully protected.

Nursery directors and managers have

an increasingly heavier workload with

the recruitment and funding challenges.

However, our services can take a bit

of that load off. We are approved on

government frameworks for education

settings and our technology offers

cybersecurity products, content filtering,

encrypted hard drive protection solutions

and data protection/safeguarding. It’s

crucial to take precautions early on.

Cybersecurity is continually evolving,

and while the solutions are getting more

advanced, the hackers are getting more

sophisticated too.

Some of our key services include:

• Telephone contracts which group all

settings together.

• Managed IT support and licences.

• Managed print services.

• Internet and Wi-Fi solutions.

What do you enjoy most about

working with the early years

sector?

We love working in this sector, it’s

extremely resilient and collaborative. The

best part for our team is when we are

going through the process of providing

solutions that alleviate workload and

have the ability to educate company

owners on the latest technology that

helps their settings operate more

efficiently.

Finally, what are your goals for

2024?

We would like to expand our customer

base within the early years sector and

we would like to continue to be seen as

a thought leader and ethical provider of

services.■


nmtproperty

Green-light opportunities

Jassi Sunner, associate director, childcare and education at Christie & Co,

explains what attracts investment into the UK day nursery market

It’s a well-known fact that the childcare

market in the UK has been, and still

is, a green-light sector, for not only

for banks looking to fund acquisitions

and refinancing, but also for investors

wanting to enter the sector via a

platform opportunity to buy and build,

and for existing operators looking at

new opportunities and to consolidate.

While the sector undoubtedly has its

challenges, these are outweighed by the

ability to enter the market and grow due

to the fragmentation across the UK.

Below are some thoughts about what

to look out for and consider if you’re

contemplating investing in the UK day

nursery market.

Potential barriers

People outside the sector are not always

aware of some of the cost pressures that

nursery operators face on a daily basis.

A nursery’s workforce is one of its main

expenditures, so finding the right people

to nurture, and retaining them, is a fine

art that everyone is trying to crack,

Getting staffing rations wrong and

being ‘overstaffed’ can hugely affect

the profits of your nursery and then

being ‘understaffed’ has a regulatory

implication with Ofsted and can cause

issues with your reputation.

Most settings have a wage bill of

between 50% to 70% of their income

from day one.

We would expect a well-trading

nursery to be making a profit of 25%-

plus of its turnover. These figures can

fluctuate, and nurseries in more affluent

locations can be at the lower end of the

wages scale but can create higher profits.

The sector, as a whole, is resilient and

seems to cope with all that is thrown

at it – the Covid pandemic and being

without childcare services for some time,

greatly enhanced people’s perception of

how important they are.

Funding

Funding has long been a hot topic,

especially in the lead-up to the general

election, and could be seen as a reason

why now is a good time to invest in the

childcare sector.

Last year the government announced

changes to funding for children as young

as nine months old which has proven

to be an enhanced position to previous

Jassi Sunner

offers on funding. Historically, there has

always been funding available for parents

of children of two-year-olds and even

more for children who are three and

above. The final implementation for this

new funding is coming into effect this

month.

Many investors and buyers have seen

this as a good reason why they should

think about buying and growing. While

funding may never be enough for

“Getting staffing rations

wrong and being

‘overstaffed’ can hugely

affect the profits of your

nursery and then being

‘understaffed’ has a

regulatory implication

with Ofsted and can

cause issues with your

reputation.”


“This all points to a current position

where demand and competitive tension

between buyers looking to secure their next

opportunity has never been so high.”

This all points to a current position where demand and

competitive tension between buyers looking to secure their

next opportunity has never been so high.■

Visit us at STAND H32

27 - 28 June

operators trying to deliver high-quality childcare, if what is

currently on the table continues to be delivered by the Labour

government then this has got to be seen as a positive sign for

everyone involved.

When speaking with operators, we continue to hear that

demand for places is still outgrowing the number of places

available, that baby rooms are full, and that parents are coming

from further afield as they are unable to find childcare closer to

home.

Taking all of this into account, the demand for childcare

shows no sign of abating.

The opportunity

To summarise, the childcare market is firmly established in the

UK. Due to its fragmentation, there are plenty of opportunities

of all sizes to be considered.

This begins with first-time buyers looking to move into the

sector on a smaller scale and wanting to gain experience and

grow organically. Small group operators who have between two

and five settings already understand how to make economies of

scale work to their advantage by sharing people and resources.

Then there are regional and national group operators who

recognise that there is life outside London and the Southeast

and are taking advantage of the fantastic opportunities to

explore in and around other major cities.

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nmtlegal

How to prepare for Labour’s

employment law shake-up

From ‘day one rights’ to worker status, Labour’s proposals on new employment rights

could have major implications for your nursery business. Daniel Gorry, a partner in

employment law at Lindsays, explains

Before winning the election, Labour

committed to deliver the “biggest

upgrade to rights at work for a

generation”. The King’s Speech setting

out Labour’s plans for government

confirmed that Labour will legislate to

introduce a new deal for working people

to ban exploitative practices and enhance

employment rights. It’s clear the proposals

on its wish list will have significant

implications for nursery owners and

managers. But even at this stage, there are

practical steps you can take to prepare for

change and manage risk.

Be ready for ‘day one rights’

The first big shake-up proposed in

Labour’s ‘New Deal for Working People’

was a pledge to introduce ‘day one rights’.

Under current law, many employment

rights – such as parental leave, sick pay

and the right to bring an unfair dismissal

claim – do not kick in until staff have

completed certain periods of service.

Labour wants these basic rights to apply

from the very first day of employment,

meaning you would have to follow and

document fair dismissal processes for even

“Getting ahead on

good habits around

systems and recordkeeping

will help

nurseries manage risk

and stay clear of a

compliance cliff-edge.”

the shortest-service staff. Simply telling

someone that “It’s not working out” will

likely be insufficient.

Labour’s proposals envisage that

employers can still use ‘probationary

periods with fair and transparent rules

and processes’, and these will become a

crucial tool in navigating these changes.

We recommend ensuring that every

new employee has a contract with a

probationary period – ideally, a six-month

period with the option to extend.

Other measures you can already take

include:

• Apply more care in your hiring processes

to reduce the likelihood of ‘wrong’

hires.

• Consider how your employment policies

could be shortened for employees in a

probationary period.

• Step up on record-keeping for shortservice

staff on performance, absences,

disciplinary procedures, improvement

opportunities etc, and provide

appropriate training for managers.

Ace your absence management

Another area where you’ll need to keep on

top of your record-keeping is a proposed

change to sick pay entitlement. At the

moment, your employees (and some

workers) qualify for statutory sick pay

from the fourth day of absence; under

Labour’s proposals, they could be eligible

from the very first day – even if they’ve

just stayed at home for a duvet day. This

will certainly involve more paperwork for

you.

While we know that some nurseries are

already on top of absence management,

others will likely need a more rigorous

system of record-keeping, return to work

meetings and monitoring.

Daniel Gorry

Review contracts and rotas

We’re also expecting an end to ‘one-sided

flexibility’, to use Labour’s phrase. The

party has committed to ban ‘exploitative’

zero hours contracts and ensure everyone

has the right to a contract that reflects

the number of hours they regularly work.

Employers may also be required to give all

staff reasonable notice of any change in

shifts or working time, with compensation

proportionate to the notice given for

shifts cancelled or curtailed.

To prepare for this, you could review

how you organise shifts, rotas and

cancellations so that you have a clear

overview of the types of contracts you use

and how working hours are organised.

All of this will create more work for you

at a time when you are already busy, but

it will put you in the best place to adapt

to and implement any new practices that

may be required around the planning

and communication of working hours. It

could benefit staff engagement too.


Stay ahead on worker status

Also on Labour’s employment rights radar

is a review of worker and employee status

– which could result in nurseries having

more obligations to more staff. Given the

current complexities of distinguishing

between workers and employees and the

self-employed, it’s understandable that

Labour proposes a simpler two-tier system

of workers on the one hand and selfemployed

people on the other. However,

this could lead to staff who are currently

categorised as ‘workers’ becoming entitled

to the higher employment protections

currently afforded to those considered to

be ‘employees’.

But again, there is preparation you can

do. For example, if you have a long roster

of bank staff, many of whom rarely do

shifts for you, it could be worthwhile

streamlining your list. This could limit

your vulnerability to changes in worker

status, and the paperwork and expense

that could accompany that.

What else to watch out for

Several other changes may also come

down the line, impacting the way you run

your business:

• Changes to minimum wage: Labour

wants the minimum wage to take into

account the cost of living – in other

words, it is likely to rise. There’s also

a proposal to remove the age bands

for minimum wage, so that all ‘adult

workers’ receive the full rate of –

currently – £11.44, not just those aged

21 or over.

• Stronger ‘worker voice’: In effect,

this will likely mean your staff

getting greater encouragement and

opportunities to join trade unions.

Under the pre-election proposals, you

would need to tell staff regularly about

their right to join a union and reflect

this in your induction practices.

• Employment tribunals: The time limit

for employees to take a claim to an

employment tribunal may increase

from the current three months for most

claims, to six months. This, combined

with the changes above to protection

against unfair dismissal, zero-hour

contracts and worker status, could

significantly expand the pool of your

employees able to bring a claim.

Where to get help

It’s a long list of proposed changes and you

may already be hearing alarm bells about

how you will comply with them, find

time for all the record-keeping, introduce

new systems, communicate them to staff,

and make sure that managers across your

different nurseries apply them consistently.

So, what can you do?

• First, getting ahead on good habits

around systems and record-keeping will

help you manage risk and stay clear of a

compliance cliff-edge.

• Second, the changes won’t happen

overnight, as there’ll be extensive

consultation and legislative processes

to work through before any of these

proposals become law.

• And third, there’s help available. At

Lindsays, we know that few small

businesses, including nurseries, have

the time or legal expertise to digest

new employment law and then put the

correct measures in place. That’s why we

operate our own fixed-fee employment

law service, called Prism. This puts

bespoke, up-to-date policies, guidance

and 24/7 advice at your fingertips, and

includes regular updates and solutions

for navigating Labour’s employment

rights changes.

If you’d like to know more, we’d be

delighted to tell you. ■

Daniel Gorry, partner in employment law at

Lindsays

0141 302 8373

DanielGorry@lindsays.co.uk

lindsays.co.uk/services/for-business/prism


nmtbusiness development

Design for expansion

Tom Kennedy, a director at Kennedy Woods Architecture, outlines how he worked with

German nursery group Kinderzimmer as it started to scale across the UK

As part of its childcare plan, Labour

has pledged to create 100,000

additional childcare places and

more than 3,000 new nurseries. Pair this

with 15 free hours of childcare per week,

and things seem to be heading in the right

direction.

According to the Department for

Education, 40,000 additional staff are

needed to fulfil this pledge by next

September, with experts warning that

funding without an effective recruitment

drive will be a band-aid solution.

Nurseries across the UK find themselves

confronting a frustrating paradox – they

lack the staff to capitalise on the growing

market demand, driven in part by

financial support from the government.

In the face of these challenges, a

strategy focused on growth could seem

counterintuitive, but since 2016 Kennedy

Woods Architecture, has worked with

some of the best nursery groups in the

industry, helping them to launch new sites

fast and scale smoothly.

We designed 25 schools for N Family

Club and, more recently, worked with

German nursery group, Kinderzimmer, as

it started to scale across the UK.

Kinderzimmer UK chief executive

Vishav Roma explains the challenge:

“Several issues have been brewing in

the sector over the past few years, with

“Nurseries across the UK find

themselves confronting a

frustrating paradox – they

lack the staff to capitalise

on the growing market

demand, driven in part by

financial support from the

government.”

talent being a major concern. The talent

shortage can be attributed to two main

factors. First, the Covid-19 pandemic

put such a strain on nurseries, especially

smaller or independent ones, that it

became challenging to offer competitive

pay and benefits, turning what was already

more of a vocation than a career into an

even less appealing option. As a result,

some professionals re-evaluated their

choices and left the sector.

“Second, the number of people

pursuing early childhood education

degrees has declined, with more

professionals leaving the field and fewer

new entrants.”

Roma realised he needed to offer

more to attract great talent. With a bold

vision of opening 50 schools in five years,

Kinderzimmer offers its employees the

chance to develop their careers as the

company grows.

Roma says: “What makes us unique

and one of the most exciting businesses

in the sector is our rapid growth. It’s

led to significant advances in people

development, ongoing professional

development, and the creation of early

years jobs that are rare in this industry.”

With the principles of its employee

culture clear, the Kinderzimmer team

focused with equal rigour on the interior

design and functionality of its spaces.

The company contacted Kennedy

Woods Architecture to explore what parts

of Kinderzimmer’s original brand DNA

would resonate with the UK market, what

should be changed or adapted, and how

the process could be designed to allow it

to swiftly scale across London.

“I don’t think the role of design can be

overstated in what we’ve accomplished,

Roma explains. “It’s absolutely critical

to our growth, to everything we do,

to our operations, and to our strategy.

Our approach was to create nurseries

that fit with everything we do. The

meticulous attention we pay to every

detail, whether in new or old buildings,

reflects our dedication to creating a joyful

experience and one that is bespoke to our

curriculum.”

The design process

Initial workshops involved the entire

senior team at the Kennedy Woods

studio. Physical models of existing schools

were poured over, looking for potential

improvements that could come with a

fresh slate. Soon, brand guidelines were

established, and the growth plan was set

in motion.


With the design direction and strategy

set, Kinderzimmer launched its first seven

sites, with another three in the pipeline

for the end of this year.

Kinderzimmer’s preference for

‘landmark’ buildings has meant that while

set interior design standards provide

brand and operational continuity and a

consistent user experience, the Kennedy

Woods team had the added challenge

of carefully adapting these in a way that

also celebrates what’s special about each

building.

Working closely as a client-architect

team has meant lessons learned from each

new site have been carried forward into

the next. Data on employee wellbeing,

parent satisfaction, and child happiness

have driven a continual process of iterative

improvement and refinement.

Roma states: “Design is constant; you

continuously evolve, iterate, and make

nuanced changes. When you reach a

certain point, it’s about those incremental

percentage wins at each site.

“By the end of the year, you realise

that this year’s improvements are much

better than last year’s. The data from

operations and feedback from members

help us improve outcomes. This iterative,

collaborative process of capturing data

and applying it to our designs never really

ends. It continues to evolve, hopefully

creating better spaces over time.”

With seven schools opened within

a year, Roma and the Kinderzimmer

team have much to celebrate. However,

they remain mindful of their broader

goal ahead and continue to reflect on

improving their approach.

“Our most significant lessons are

expected to emerge over the next two

years,” Roma explains. “The initial phase

of our collaboration has been centred on

rapid growth and establishment. By the

end of this period, we will have created

approximately 1,000 new childcare places.

“As our occupancy increases, we’ll start

learning more lessons.”

Working with Kinderzimmer has been

a fast-paced and exciting experience. With

the sector seeing so much activity, we’ve

now set up a service specially tailored to

help education brands grow. It’s called

Journey to Thirty, and focuses on three

key areas:

• Getting buy-in from potential partners

and investors with an inspiring and

clearly communicated multi-site

strategy document.

• Developing designs for every user

touchpoint to create a distinctive,

trustworthy nursery brand. This can

include graphic identity, wayfinding

and product development.

• Helping clients move fast on potential

sites, ensuring decisions are locked in

early so every new nursery feels part of

the family. ■

Blend technology with the

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nmtapprenticeships

A problem shared…

Karen Derbyshire, operations director for early years at training provider Realise, looks at how external

training resource can play a crucial role in assisting a nursery’s recruitment and retention strategies

The challenges of recruitment and

retention in the early years sector

can make the role of a nursery

manager feel – at times – a very lonely

place.

Whether it’s wondering where the

next new practitioner recruit is coming

from, or fretting over the departure of

an experienced room leader the nursery

can’t contemplate doing without, there

are endless headaches caused by staffing

concerns.

And that’s even before the expansion

of the new funded childcare provision,

which is due to have its next two

extensions in September and then in

2025.

However, this isn’t an issue that a

manager should face alone and – as the

old saying goes – a problem shared is a

problem halved.

Look no further than a training

provider for assistance. A provider

which is interested in developing a

true partnership should not be simply

restricted to focusing on a particular

training programme. There is a wider

role to play.

The provider should be an integral

“The provider should be

an integral part of your

structure and willing to

go the extra mile to help

ensure you are recruiting

the very best talent –

and playing a part in

keeping hold of them

for many years

to come.”

part of your structure and willing to go

the extra mile to help ensure you are

recruiting the very best talent – and

playing a part in keeping hold of them

for many years to come.

Recruitment

There are numerous benefits to leaning

on your training provider for assistance

when it comes to recruiting new staff.

First, trainers at many providers are

likely to have very strong experience in

recruiting for the early years sector. Every

member of our early years team at Realise

has worked in nurseries themselves in the

past, so know what skills and behaviours

are required to ensure an individual

is suited to the unique challenges of

working in a nursery, day in, day out.

We also have an ethos of doing a deep

dive into the specific requirements of

each learner and nursery setting before

recommending a training route – we call

it ‘right learner, right programme’ but it’s

very similar to ‘right person, right job’.

As part of that process, a training

provider should ensure that the

individual is suited to a culture of a

nursery and assisting with preparation

of an interview, including CV writing.

This should ensure the precious time

of nursery managers isn’t wasted on

interviews with candidates who have

little or no chance of being successful

with their application.

A training provider is also likely to

have access to far greater and more

impactful resources to attract potential

candidates.

Relationships with job centres and

other local referral groups will already

be strong with the provider, while it

will also utilise online platforms used by

potential recruits such as GetMyFirstJob.

A training provider’s social media

following is also likely to be larger than

that of a nursery setting, providing far

Karen Derbyshire

“A training provider’s

social media following

is also likely to be larger

than that of a nursery

setting, providing far

greater reach for any

vacancies.”

greater reach for any vacancies.

While a training provider can become

a successful and integral part of any

recruitment strategy for a nursery, there

will also be a requirement for a nursery

manager to act with an open mind. For

example, it’s unreasonable to expect

young applicants to have the knowledge,

skills and experience of a seasoned

practitioner. Expecting them to be able

to conduct a lengthy conversation about

whistleblowing or safeguarding on their

first day is not feasible.

However, so long as those individuals

showcase the right approach, attitude

and behaviours, they could become an


integral part of your team for many

years to come. Be flexible with your

recruitment to reap the rewards.

Retention

Once you’ve recruited the right team

members, the challenge then turns to

keeping them.

Providing career development

opportunities is a vital aspect of this

retention strategy, whether that be

through tried and trusted methods such

as apprenticeships or new opportunities

such as skills bootcamps or other short

courses.

“Once again, just as

with recruitment, a

close relationship with

a training provider can

be crucial to ensuring

a successful retention

programme.”

It’s also important not to assume

that each individual will want to take

the same career progression. Not

everyone will see a Level 3 early years

educator qualification as their end

game and exposure to different areas

of the business may be sought, such

as recruitment, HR or marketing. A

training provider should be well placed

to suggest various funded routes in

the different directions to enhance an

individual’s career progression.

Once again, just as with

recruitment, a close relationship

with a training provider can be crucial

to ensuring a successful retention

programme.■


nmtfunding

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26 NURSERY MANAGEMENT TODAY July/August 2024 nmt-magazine.co.uk

2024 EDUCATION EVENTS

2024

2024

EDUCATION

EDUCATION

EVENTS

EVENTS

NMT Owners Club Midlands

NMT Owners Club Midlands

25 NMT January Owners 2024 Club | The Midlands Belfry, Birmingham

25 January 2024 The Belfry, Birmingham

25 January 2024 | The Belfry, Birmingham

NMT Owners Club North

NMT Owners Club North

19 NMT March Owners 2024 Club | Oulton NorthHall, Leeds

19 March 2024 Oulton Hall, Leeds

19 March 2024 | Oulton Hall, Leeds

NMT Owners Club South West

NMT Owners Club South West

15 NMT May Owners 2024 | Club Celtic South Manor, West Newport

15 May 2024 Celtic Manor, Newport

15 May 2024 | Celtic Manor, Newport

EducationInvestor Awards

EducationInvestor Awards

13 EducationInvestor June 2024 | Park Awards Plaza Westminster

13 June 2024 Park Plaza Westminster

Bridge, 13 June London 2024 | Park Plaza Westminster

Bridge, London

Bridge, London

Nursery Managers Show


27–28 Nursery June Managers 2024 | NEC, ShowBirmingham

27–28 June 2024 NEC, Birmingham

27–28 June 2024 | NEC, Birmingham

NMT Owners Club South

NMT Owners Club South

12 NMT September Owners Club 2024 South | Marriot, Lingfield

12 September 2024 Marriot, Lingfield

12 September 2024 | Marriot, Lingfield

NMT Owners Club Scotland

NMT Owners Club Scotland

30 10 NMT October Owners 2024 Club | | Dalmahoy Hilton, Scotland Glasgow Hotel & Country

10 October 2024 Hilton, Glasgow

Club, 10 October Edinburgh 2024 | Hilton, Glasgow

Education Summit

Education Summit

18 Education October Summit 2024 | Business Design Centre,

18 October 2024 Business Design Centre,

London 18 October 2024 | Business Design Centre,

London

London



29–30 Nursery November Managers 2024 Show | London

29–30 November 2024 London

29–30 November 2024 | London

National NMT Nursery Awards

National NMT Nursery Awards

30 National November NMT 2024 Nursery | London Awards

30 November 2024 London

30 November 2024 | London

nmtlegal

ADVERTORIAL

Emerging legal risks

for nursery owners

Beyond the daily operations of ensuring a safe, nurturing environment for children, Birdi & Co

are a first-hand witness to the legal struggles that nursery owners navigate every day.

In this article, I explore the key legal

pitfalls that nursery owners face and

provide guidance on how to avoid

them. I also delve into the emerging role

of AI in nursery management and the

compliance challenges it brings, along

with insights into what the recent Labour

Party success could mean for the early

years sector.

At the end, I will share the secret sauce

to keeping your nursery in safe waters.

Employment Contracts and

Handbooks

One of the most significant legal

oversights in many nurseries is the lack

of comprehensive employment contracts

and staff handbooks. These documents

are not just bureaucratic necessities - they

form the foundation of clear employeremployee

relationships.

There are many ‘off-the-shelf ’

solutions available, but these are far from

comprehensive in our experience, and

should be tailored to your setting or group

of settings.

A well-drafted employment contract

clearly defines roles, responsibilities and

expectations, which can significantly

reduce the risk of disputes and potential

“There are many ‘off-theshelf’

solutions available,

but these are far from

comprehensive in our

experience, and should be

tailored to your setting or

group of settings.”

litigation. Handbooks set out workplace

policies, ensuring that staff are aware of

procedures for everything from grievance

handling to health and safety.

Without these documents, nursery

owners are exposed to misunderstandings,

inconsistent policy and vulnerability

to legal claims. Given the fast-evolving

nature of employment law, it’s crucial

to regularly review and update these

documents to reflect current laws and

organisational changes.

Current issues that I see owners grapple

with are things like the use of artificial

intelligence (more on this later), social

media policies and health and safety and

safeguarding.

The Importance of Trademarks

The early years sector is filled with

creatively named nurseries, which

increases the risk of unintentional

trademark infringements. Trademarking

your nursery’s name and logo is not just

about establishing a unique identity - it’s

about protecting your brand and avoiding

potential legal disputes.

Imagine investing in your nursery’s

branding, only to find out that another

business claims you’ve infringed on their

trademark. This scenario could force you

into a costly rebranding process.

Before committing to a name, it’s

essential to conduct thorough research

and get the legal green light. This step

not only protects your business but also

ensures that your nursery retains its

maximum value, particularly if you plan

to sell in the future.

Property - Legal Paperwork

Property issues can quickly become a legal

minefield. Common problems include

inaccuracies in title documentation

Kush Birdi

registered at HM Land Registry,

unregistered leases and unpaid stamp

duty land tax (SDLT). These issues can

affect the use and value of your nursery

premises, and they can halt a sale or

refinance if not addressed.

For example, discovering that your

lease hasn’t been registered just as you’re

preparing to sell your nursery can lead

to delays and reduced offers (or part of

the purchase price being retained for a

defined period).

My advice? Don’t skimp on legal

expenses when it comes to securing your

premises. Ensure that everything is in

order by working with a specialist. The

premises are a key asset to your nursery

business, and any issues can significantly

impact its value.

The phrase “you don’t know what you

don’t know” springs to mind here, and I

cannot tell you the number of times we

come across legal problems in this area.

The Digital Shift - Embracing AI in

Early Years

Technology is rapidly transforming all


“The decision to sell your

nursery is a significant

one, often marking the

culmination of years of hard

work. However, many nursery

owners miss out on maximising

their nursery’s value due to

insufficient preparation.”

sectors, and childcare and education is no

exception. AI-driven nursery management

software is already starting to play a

part in how nurseries operate, offering

streamlined solutions for administrative

tasks and improving operational

efficiency. For example, Famly’s Sidekick

writing assistant fixes grammar, spelling

and tone in observations, assessments,

newsfeeds and messages.

However, AI also introduces complex

legal challenges, particularly around

data protection, intellectual property

(IP) and employment law. For example,

any AI tools used in your nursery must

comply with GDPR and data protection

regulations, especially when handling

sensitive personal data. GDPR sets strict

guidelines on how personal data should

be collected, stored and processed, and

failure to comply can result in significant

fines.

There are also IP considerations - who

owns the data processed by AI, and

how can it be used? Where is it stored?

Nursery owners need to carefully

review the terms of service and licensing

agreements of any AI software to ensure

they retain control over their data.

AI’s impact on employment law also

cannot be ignored. As AI tools become

more integrated into nursery operations,

questions about job security for staff and

how AI-driven decisions could affect

employment practices will arise. Not only

that, but just because you may not use AI

applications doesn’t mean you won’t need

an AI usage policy to govern your staff

members. You may find that your staff are

using AI applications without realising

so I highly recommend that policies are

implemented as a priority.

It’s essential to navigate these issues

carefully, balancing the benefits of AI

with the need to protect your employees’

and children’s rights, integrity of your

operations and reputation with parents.

Preparing for Sale and Maximising

Value

The decision to sell your nursery is

a significant one, often marking the

culmination of years of hard work.

However, many nursery owners miss out

on maximising their nursery’s value due to

insufficient preparation.

Preparing your nursery for sale isn’t just

about the financials, it’s about addressing

every facet of your business, including its

legal and operational aspects.

A pre-sale legal health check with an

M&A specialist, like Birdi & Co, can

give you the confidence to negotiate from

a position of strength with potential

buyers. By addressing potential legal

issues upfront, you can streamline the sale

process and maximise the value of your

business.

Labour Party

With the recent success of the Labour

Party, the future of the early years sector

in the UK could be poised for significant

change. The party has outlined ambitious

plans to enhance funding for early years

education, improve staff wages and ensure

that nurseries remain accessible and highquality.

While these changes could bring

opportunities for expansion, they could

also increase regulatory scrutiny and

require adjustments to financial planning

and staffing strategies. Staying informed

about these political developments is

crucial for nursery owners who want to

navigate these changes effectively.

The Best Way to Stay Ahead?

Partner with specialist legal advisors.

At Birdi & Co, we’re here to help you

navigate these challenges and ensure that

your nursery’s story remains a positive

one. Investing in expert legal advice

isn’t just an expense, it’s the smartest

investment you can make for your

nursery’s future.

About Kush Birdi

Kush Birdi is the Managing Partner and

Co-Founder of Birdi & Co Solicitors. His

team offers specialist legal representation

for nursery owners who wish to build

nursery groups or transition smoothly

into exit.

As a father, the early years sector

resonates deeply with Kush, aligning

with the firm’s core belief in bringing

enthusiasm and a personal touch to

everything they do.

Feel free to contact him if you would like to

discuss legal support for your nursery:

Kush Birdi

Birdi & Co Solicitors

(w): www.birdilaw.com

(t): 07745 525 837

(e): kush@birdilaw.com

Or connect with Birdi & Co on LinkedIn:

@BirdiandCoSolicitors @KushBirdi


nmtdesign

Transform spaces into

nurseries

The UK desperately needs more nurseries to accommodate an ever-growing demand

especially with the imminent expansion of funded childcare, explains Alex Raher,

architect and co-founder of Delve Architects

It was a welcome announcement in

June, that the new Labour government

has pledged to deliver 3,000 new

nurseries for the UK by transforming

unused primary school classroom spaces.

In order to deliver these numbers

in the most cost-effective and

environmentally friendly way, we

should be looking to retrofit existing

commercial buildings, rather than just

focusing on empty classrooms.

There is a great potential to create

beautiful, unique nurseries in every

community, utilising existing commercial

spaces that are currently vacant or

underused.

Each building in the UK is allocated

a ‘Planning Use Class’ and nurseries fall

under Use Class E, which also includes

many other commercial services, such

as retail units, pubs, industrial areas

and offices. In 2020, updates to the

law around Permitted Development

rights, means that any business service

that operates within use Class E, can

be changed to another type of business

within the space without needing to

apply for planning permission.

This is particularly useful for nursery

operators, as the dynamic nature of a

“There is a great potential

to create beautiful,

unique nurseries in every

community, utilising

existing commercial

spaces that are currently

vacant or underused.”

nursery setting can allow for educational

spaces in unique, quirky or overlooked

commercial Class E spaces.

A Victorian pub with high ceilings,

storage space and existing services

for heating, cooling and cooking can

be a perfect set up for a new nursery.

A former industrial warehouse can

be stripped back to its bones, and

retrofitted with a sustainable interior fit

out to create a multifunctional nursery

space. Split levels and mezzanines can

make clever use of all available space

in, for example, a former retail space

with double height ceilings. If needs be,

dropped ceilings can be introduced to

hide services, play with scale and create a

softer, homely feel, with joinery, climbing

areas, and tactile (rubber floors) spaces

for active play.

Some key considerations when

looking at commercial sites that could be

repurposed:

• The ‘shell building’ needs to be able

to install (or have already) basic

services (mechanical and electrical

services, ventilation, cooking space and

lavatories).

• Think about the ceiling heights. The

best spaces we have worked on have

good existing ceiling height. It creates a

more welcoming space and also can be

used to hide services if needs be.

• Consider planning requirements,

especially if the building is listed or in

a conservation area. Some changes may

not be straightforward, or acceptable

from a heritage perspective.

• The interior fit-out doesn’t have to be

overly expensive. A simple, child-led

and tactile approach works best, using

natural, sustainable materials and a

subtle approach to colour and acoustics

Alex Raher

to create nurturing, not loud, spaces.

• External space – while not all nurseries

have access to direct external space,

it is always possible to consider light,

greenery and natural materials in the

design, potentially creating courtyards

or maximising light through existing

windows/external facade.

Any design approach should have

the goal of creating spaces that nurture,

embrace and capture the bright

imaginations of young people. Whether

it’s urban, suburban or rural areas, we can

use our skills with planning, design and

feasibility studies to utliise those builds

for an acquisition or development.

Delve started working in this sector

after retrofitting a former doctors surgery

into a thriving nursery in West London,

and have since developed our passion for

using design to help new nurseries open

or expand their businesses. We also have

first-hand experience of finding childcare

space with our own families, which gives

us empathy and a deeper understanding

of the industry. The driving force at the


“When looking at empty commercial spaces,

why not consider them for early years

educational provision? Empty retail units

could be re-provisioned as they have a simple

entrance/exit arrangement that allows for

careful management and safeguarding.”

heart of a nursery is the teachers – the incredible people who

are responsible for our children’s early education – and we

strongly believe the new government need carefully to consider

supporting small businesses and educators in their new

ambitious expansion targets.

A recently completed project is the transformation of a

former industrial warehouse, The Learning Tree, in East

London, with a light, spacious and sustainably driven fit-out

to create a 120-child nursery. The building is a success, not just

with its local community but also earning a coveted award from

the Royal Institute of British Architects in May this year.

Examples from other practices show how a simple design

approach and creative thinking can transform existing buildings,

or repurpose existing nursery sites. Ilys Booker Centre in West

London was repurposed this year by Perkins&Will, which

provides a much-needed new nursery that was previously in the

basement of Grenfell Tower prior to the 2017 fire. Focusing on

light and nature, the designers have managed to create a dynamic

space in a tight urban environment, which provides much better

connection to the outdoors. It is an example of a simple approach

to a nursery setting shaped by focusing outwards, using natural

materials, and through extensive consultation with the local

community. Nature frames the outside views and little touches of

art and colour connect the inside and outside.

Studio Egret West took the existing shell of the Park Hill

development in Sheffield, to deliver a clever, compact nursery

along a long rectangular footprint, installing playful joinery

and exposing the concrete structure as part of the conservation

approach. Alma-nac converted a grand Victorian house in

Herne Hill, Southeast London, into a bustling new nursery,

retaining the ‘residential’ feel of the building but filling it

with fun spaces for young minds to explore. Nicholas Kirk

introduced a neutral colour palette and plywood joinery to

transform a former Victorian warehouse into a nursery, through

low-intervention interior work in a small, but well-functioning

urban site.

When looking at empty commercial spaces, why not consider

them for early years educational provision? Empty retail

units could be re-provisioned as they have a simple entrance/

exit arrangement that allows for careful management and

safeguarding. Natural light is a key factor so points to consider

would be the ability for dual-aspect or double-height spaces,

with roof lights to bring light down.

We should consider a nationwide retrofit strategy, to transform

under-used and poorly performing commercial, residential or

retail spaces into nurseries. The demand is there; we need a call to

action as an industry to shake things up and move this forward.

If a developer can zero-rate VAT on a building, by demolishing

rather than retaining the existing fabric, why can we not consider

zero-rate VAT for nursery retrofit?

Retrofit works for educational spaces and is our best

approach in delivering nurseries that communities need, across

the UK.■


nmthuman resources

My rights as an employee

Ella Halliday, founder and managing director of Childcare HR, a specialised HR consultancy for early

years businesses across the UK, discusses employee rights and offers hints and tips on how best to raise

any issues with employers

As an employee in an early year’s

setting, it’s often difficult to

know exactly what you are

entitled to as an employee and how best

to raise any concerns you have with your

employer.

Joining a new setting

So, you’ve landed your dream job and

the wait is on now to start. There’s

probably lots of information that your

new employer is asking for to get your

DBS sorted and get you started as soon

as possible, but what should your new

employer be giving you?

Contract of employment

A contract of employment is a legally

binding contract between the employer

and employee which outlines what you

are legally entitled to. As a minimum,

your contract of employment needs to

cover:

• Name and address of employer and

employee.

• Job title.

• Rate of pay and date of pay.

• Hours of work and details of any rest

periods.

• Holiday entitlement.

• Probationary period.

“Ever started a job and

have no idea what it is

you’re supposed to be

doing, or get a nasty

surprise when your

employer suggests you

aren’t doing everything

you’re supposed to?”

• How long the contract will last.

• Any mandatory training you are

required to undertake and who will

pay for this.

• Any contractual benefits, if any, such as

sick pay and pension arrangements.

• Legal deductions to pay, such as

overpayments, training agreements etc.

• Details of the disciplinary and

grievance procedures.

• Any other contractual arrangements,

such as maternity or paternity

enhancements.

Your contract needs to be given to you

as soon as possible and no later than two

months after your start date.

Job description

Ever started a job and have no idea what

it is you’re supposed to be doing, or get

a nasty surprise when your employer

suggests you aren’t doing everything

you’re supposed to?

A job description, or at the very

least a list of required duties, is a legal

requirement. The benefit of a job

description works both ways. Not only

does it help you understand what’s

expected, it will also help your employer

if there are any concerns about your

performance, giving you a guide to work

through to be as successful as possible in

your role.

Policies and procedures

Your setting may have multiple

mandatory policies for things such as

safeguarding and whistleblowing, but

here are the policies you must legally

have from an employment perspective:

• Disciplinary policy.

• Grievance policy.

• Employee privacy notice.

• Health and safety policy.

Each of these policies set out the

way that your employer will handle

Ella Halliday

and process such matters and what is

expected of you under each one.

You may find them in an employee

handbook, which may be given to

you on your first day, or available

somewhere central for you to review.

Other employers will have them set out

separately in individual documents. Both

are fine, but you should always be told

where you can access them.

National Minimum Wage and

National Living Wage

All employees must be paid at least the

National Minimum Wage or National

Living Wage, dependent upon your age

or qualification status. As of April 2024,

these rates are:

• £11.44 an hour for workers aged 21

and over (National Living Wage).

• £8.60 an hour for workers aged 18-20.

• £6.40 an hour for workers under 18

who are above compulsory school age.

• £6.40 an hour for apprentices under 19

or those 19 and over in the first year of

their apprenticeship.


“Unless you’re being

dismissed for gross

misconduct, you are also

entitled to paid notice. How

much will be dependent

on your contract of

employment or how long

you’ve been employed..”

Annual leave entitlement

All employees are entitled to 5.6 weeks

annual leave per annum (including

bank holidays). For a full-time worker,

working five days a week, that’s 28 days

per annuum; this is then pro-rated for

part-time staff.

If you a have term time-only or irregular

hours contract, you are still entitled to an

annual leave allowance and your employer

has a few ways to pay this to you. Check

your employment contract or ask for the

information if you’re unsure of how you

are being paid this allowance.

If you’re in doubt about whether you

are being paid your annual leave, be sure

to check out the Gov.uk website to find

out more or use its helpful annual leave

calculator.

Working hours and rest periods

Under the Working Time Regulations

1998, employees must not work more

than 48 hours a week, which is averaged

over 17 weeks. An employee can opt out

of the Working Time Regulations, but

this must be voluntary, and the employer

cannot force you to do it.

In addition, the following rules apply:

• You must allow a minimum of 11

hours between each shift.

• Any hours over six per day are entitled

to a minimum of 20-minute rest break.

Different rules apply if you are under

18. Please visit ACAS or Gov.uk for

further information.

Dismissals

If you are in a position where you

have been, or may be, dismissed from

your employer, you have legal rights

to ensure that your employer is acting

fairly. Regardless of how long you have

been employed with the business, your

employer must follow a specific process.

Unless you’re being dismissed for gross

misconduct, you are also entitled to paid

notice. How much will be dependent

on your contract of employment or how

long you’ve been employed.

If you are invited to a formal meeting

to discuss your employment, you will

also be entitled to bring a colleague or

a trade union representative along with

you for support. Anyone can join a trade

union.

If you are concerned about the way you

are being treated by your employer, give

ACAS a call on its free helpline for advice.

References

“You cannot give a bad reference” is

something I hear all the time. This isn’t

quite correct. A reference must be factual

and not contain false information or

anything that can’t be evidenced. If you

were dismissed for gross misconduct

or high sickness levels for example,

then your old employer can share this

information.

How to speak to your employer

If you have read this article and feel you

haven’t got the legal minimum in place

with your employer, it’s best to have an

informal conversation with them first

to see if they can get the information

to you. The priority is to keep the

relationship strong between you and

your manager.

Ask for a private conversation and

explain what you feel you are missing in

a non-judgemental and open way. My

advice is to then follow up your informal

conversation with an email or letter,

which can be used as a paper trail or

evidence later if required.

If you still do not receive a response,

or the situation is not rectified, then seek

further advice from your trade union or

from ACAS. There is lots of advice and

support out there for you. ■

The wonderful world of

coding for EYFS

developed

products



nmtdevelopment

Nurture early promise

Children’s development at 22 months old has been shown to be a predictor of academic outcomes

at the age of 26. With babies now being funded from September, we can support that development,

explains Oliiki app founder Clare Stead

Are we confident that our staff

fully understand the needs of

our babies, and can our staff

confidently support those babies’

development? Are we setting ourselves

up for success or should we be taking

steps to assist parents in supporting

their child in the first nine months of

life, so we can ensure all children in

our care reach their full developmental

potential by 22 months old and can go

on thereafter to thrive?

The time from conception to age

two is the time babies’ brains are

literally building themselves. Each tiny

activity, interaction and engagement is

a chance for a baby to build vital neural

connections and develop their skills and

test their knowledge.

With that in mind, the baby room is

one of the most important spaces in our

settings. But too often they are staffed

with junior staff and are rooms that are

grounded in functional activity rather

than brain building adventures. One of

the issues stems from staff lacking a deep

understanding of child development and

how play supports that development.

Addressing this challenge can be

incredibly costly and often prohibitive

due to staffing issues. And lessons learned

in training are often not integrated into

activities upon returning to the setting.

But what if we turned things on their

head? What if we sought to make our

baby rooms the best places to be in our

setting? And what if that ambition

started with the support we provide for

parents from the first look around our

setting? And what if our training was

based in-house and was focused on each

tiny activity that was offered? Not only

would this be cost-effective, it could start

immediately and have significant impact.

How would that change our practice and

our provision?

With the increased interest in places

for our babies, parents are looking

around settings earlier, often while they

are still pregnant.

Have conversations with the parents

as early as possible to build a strong

connection and help the parents feel

more supported in your environment.

If you get it right, it’s an excellent

marketing tool, differentiating your

nursery from others in your area. Giving

parents, particularly first-time parents,

the means to understand the impact

that they have on their child’s

development and the tools with which to

implement this successfully is powerful.

Calre Stead

Showing them how to engage and

interact with their baby right from the

start and showing them not just what

to do but why they are doing it helps

them gain confidence in their newfound

role as a parent. Helping parents

meaningfully engage with play helps

them ultimately understand play for

development.

And this helps us too. If babies have

been born into an engaging, interactive

environment, when they arrive at our

“Each tiny activity,

interaction and

engagement is a chance

for a baby to build vital

neural connections and

develop their skills and

test their knowledge.”


“Transformation in the

baby room begins with

the adults who are

involved in it. The more

that staff and parents

understand play for child

development, the more

our babies will be able to

develop and thrive.”

settings, they will be more prepared to

engage in the exciting, brain-building

activities that we provide for them. This

means we will be able to add more value

to their development and help them

become truly school-ready over time.

But we also need staff who understand

how to use play to support development

and how to make each tiny moment a

brain-building moment. With this in

place, it means that the time spent in

the baby room becomes an adventure

in playful learning. Doing this and

supporting parents in this way is easy to

do, one activity at a time, with tools like

the Oliiki app.

Transformation in the baby room

begins with the adults who are involved

in it. The more that staff and parents

understand play for child development,

the more our babies will be able to

develop and thrive.

Here are some things to do today to

start the transformation in your setting:

• Focus on connection – make it a

cornerstone of your curriculum.

• Slow down – new brains need time

to connect, hear what is being said,

see what is being shown, compute the

information and then respond. Give

time.

• Don’t plan for areas in the baby room,

plan for development of the child.

• Share the developmental learning with

the parents at the end of the day and

aim to encourage them to continue it

at home.

• Upskill your staff – it’s the quality

of the interactions that drives the

outcomes for our babies. ■


nmtfamily first

ADVERTORIAL

Investment in people key

to making nursery groups

attractive for prospective

employees

With recruitment and retention of great team members still a hot topic in

the industry, Family First’s Head of Talent Jamie Gordon explains why the

group are doubling down on the offering for their people.

Earlier this year, Ofsted released

an article explaining how they

felt early years settings could

maintain quality in the face of workforce

challenges, highlighting how issues

around recruitment and retention issues

are evident during inspections, what

providers are doing to mitigate negative

impacts and the importance of good

leadership during times of high turnover.

Family First are by no means immune to

these challenges but have taken significant

steps in 2024 to take on the learnings

outlined by Ofsted, invest in their people

and therefore retain and attract the

highest quality teams possible to provide

great outcomes for children.

This has included significant investment

in their own People Team to ensure that

there is sufficient strength and depth in

human resources to support managers in

their settings on a day-to-day basis.

They are also piloting the Family First

Flex Team – a more robust and reliable

bank staff operation – and are planning to

introduce a new induction programme to

ensure that new starters are fully prepared

for their first day on the floor with the

children.

Head of Talent Jamie Gordon said:

“We want inductions to be much more

structured to not just ensure consistency

of delivery, but quality of learning and

enablement which will set people up to

succeed.

“There’s no doubt that the challenges

in recruitment and retention are still

evident.

“But by investing in our people and

offering opportunities for them to

grow personally and professionally, we

can make ourselves a more attractive

proposition.

“The quality of Early Years education

we can deliver to our children, and the

level of our parent partnerships is reliant

upon having consistent, reliable and

engaged teams.

“We are determined to make it a

genuinely fun, rewarding and learningrich

environment.

“Learning and development is never a

waste of time or effort. When you can help

“By investing in our

people and offering

opportunities for them

to grow personally and

professionally, we can

make ourselves a more

attractive proposition.”


“This is a genuine, peoplecentric

industry, and with a

better resourced field team

we feel we can become

more proactive and lessen

the amount of issues which

arise unexpectedly.”

nurture someone, whether that is a child or

an adult, you add value to their lives.”

Other developments for Family First

include a new, revamped leadership course

which is due to be launched soon.

It has been designed in three tiers, so it

is appropriate for whoever is undertaking

it, whatever the position they hold and

their level of experience. Every single

nursery manager will undertake the

training, as well as more senior field and

support office managers as well as those

identified as potential future leaders.

Jamie added: “We are excited and

confident that this will positively impact

every element of our business and each

individual.

“Their teams, the children and the

families ultimately benefit and that’s why

it is so important to invest in the future of

each person.

“It will drive quality and loyalty, and we

believe it will increase retention.

“If you show that there is a pathway

towards leadership opportunities, the

next generation of people can see that it

is achievable, rewarding and presents the

chance of a fulfilling career with great

earning potential.”

Family First has also introduced a

new role of Nursery Development

Manager with more than twelve due to be

appointed across the group.

Perfect for experienced nursery

managers, the postholders will be

responsible for working with teams at

individual nurseries and Early Years

Specialists to set strategic directions and

ensure there is continuous improvement.

They will also be responsible for ensuring

high-quality care and education for

children is always on offer.

Jamie said: “We see this as a staging

point for a nursery manager to get

experience in field management – almost

bridging the gap between manager and

Area Manager or Early Years Specialist.

“We want these people to be subject

matter experts, working on inductions

and really driving good practice across the

nurseries they are assigned to.

“It will add an immense amount of

value in terms of visibility and subject

matter expertise.

“It is a logical next step for some

nursery managers.

“Some, of course, will be happy to stay

in their one nursery and there is absolutely

nothing wrong with that whatsoever.

“For those who want to develop further,

the step between single site and multisite

management is arguably the biggest

challenge someone is likely to face as it

requires a total evolution of the working

and management styles they have learned

to date.

“The new role enables smaller spans of

control and more impact on a clustered

geographic area supporting the quality of

Early Years provision.

“This is a genuine, people-centric

industry, and with a better resourced

field team we feel we can become more

proactive and lessen the amount of issues

which arise unexpectedly.”

Jamie said having the right people in

place was paramount to the future success

of Family First.

“At the end of the day, if you get your

people right, you get your business right,”

he said. ■

For more information about Family First

and their latest vacancies, visit

https://familyfirstnurseries.co.uk


nmtoperations

Nursery managers round-up

Whether it’s 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

and perseverance, even sourcing a ping

pong table.

“The mark-making area was

transformed to allow the children to

become more independent, have a

wider variety of choice and to focus on

the process rather than the end result,”

explained Lewis. “We have washable

board for the children to paint on, and a

group sticking station where the children

can add to a board, allowing them to

appreciate other people’s work and work

together to achieve a desired outcome.”

“It was a real pleasure being able to

participate in such a good cause, raising

money for Barnardo’s,” said Geddis.

“The looks on the children’s faces as they

participated in the events with their

parents was a real highlight. It was lovely

to see our parents, staff and the children

working together towards a common goal,

fostering a sense of unity and support

throughout the nursery. The children

were not only excited to be a part of

something fun but also learned the value

of helping others.”

Everyone’s a winner

Gina Lewis, regional support manager

and nursery manager based at Kiddi Caru

Rushden in Northamptonshire, set her

team a competition to develop areas that

would continuously benefit the children

at nursery. The team really responded to

the challenge, to the extent that it was

impossible to choose a winner.

The baby room team created an

outdoor free-flow garden, making it

easier for the youngest children to enjoy

fresh air, while the one- to two-year-old

team redesigned their home corner after

recognising developmental gaps in their

cohort around imaginative play and turn

taking. “The age range of the room is

roughly 18 months to two-and-a-half

years and therefore can sometime pose

some challenges with wanting to turn

take,” said Lewis. “The team members

looked at an area the children enjoyed and

developed it to allow more resources so

more children could play together and a

skilled practitioner would support the use

of turn taking.”

Meanwhile, the two- to three-year-old

team transformed their mark-making

station to foster independence, and the

pre-school team introduced a ‘skills shelf ’

to support fine motor skills, concentration

Cheque it out

Bright Little Stars Nursery Group raised

£8,697 for charity Barnardo’s through its

summer Big Toddle event. The safarithemed

walks saw children and staff

from all six nurseries dressed as jungle

creatures, taking walks through their

local communities and having fun while

making a significant impact. Bright Little

Stars Nursery Group pledged to match

donations made by parents and carers,

family, friends and staff.

Nursery manager Hollie Geddis

(holding the cheque) hosted a ceremony

at the company’s Stratford nursery,

presenting the money raised to a

Barnardo’s representative.

On your bike

Childbase nurseries have been raising

money for the British Heart Foundation

by ‘cycling’.to Paris from their settings to

mark the Olympic Games. Parents and

staff from Hampstead Gate Day Nursery

in Milton Keynes, Lavenders Day Nursery

in Bedford, and Knowle Green Day

Nursery in Staines mounted stationary

bikes and put in the hours to cycle a

combined 1,137 miles.

Lavenders’ deputy manager Oli

Baucutt (pictured) said: “We were

hugely proud to see so many people in

our nursery community rally together

for this incredible charity and we are

very grateful for everyone’s participation


and generosity. This event not only was

a brilliant way to celebrate the Olympics

and the importance of staying active and

taking care of our hearts, but a fantastic

example for the children too.”

The three settings raised a combined

total of £1,375 through cycling

sponsorship and other initiatives. Knowle

Green held a raffle, cake sale and bottle

tombola as well as age-appropriate

sponsored events for the children such as

bike races and a mini marathon. Knowle

Green manager Chanelle Weaver said:

“Our little athletes had the best time

taking part in our Sports Week and it

was lovely to see their enthusiasm and

teamworking skills as they immersed

themselves in the activities.”

Girls get ahead

Five nursery managers and deputies are

among a group of nine women at nursery

group Kids Planet who have joined social

enterprise Girls Out Loud’s Big Sister

mentoring programme (pictured with

women from other organisations taking

part in the scheme). Girls Out Loud is

on a mission to raise the aspirations of

teenage girls in the UK and beyond, and

the programme is aimed at supporting

girls at school aged 13 and 14, who “sit

in the middle of the cohort” , not failing

but not meeting their full potential. These

girls are in danger of becoming invisible

and often struggle to find their place.

The Big Sister programme believes

that these disadvantaged “middle

girls” are future leaders, managers and

entrepreneurs. Mentors aim to steer

them away from hiding in the corner

or looking for validation in all the

wrong places, and help them to be

bold, brave and believe in themselves.

Big Sister mentors, who

receive training to take part in

the programme, have reported a

positive impact on their own skills

and professional development as

well, from rapport and relationship

building to problem-solving and

adaptability, active listening and creative

thinking.

Mentors attend a one-hour mentoring

session with their Little Sister once a

month, three two-hour workshops, and

a launch and graduation event. Managers

who have signed up for the programme

include Alexandra Cullen, nursery

manager at Kids Planet Litherland;

Laura Howard, manager of Kids Planet

Ainsdale; Amina Ahmed, manager of

Kids Planet Salford Quays; Kimberley

Brophy, manager of Kids Planet Salford;

and Adala Thabet, deputy manager at

Kids Planet Fazakerley.

Clare Roberts, Kids Planet’s founder

and chief executive, is an ambassador

for Girls Out Loud. She said: “Having

teenagers I can see how difficult it can

be for girls at school to stand out, and

recognise and embrace their full potential.

I fully support the work that Girls Out

Loud do, helping young girls to find their

voice, find their passion, and have all the

support that they need and deserve.”

I’ll be back

Complete Childcare’s Saltway nursery

in Bodicote, Oxfordshire, is very familiar

to its new manager – because she went

there as a child. Pav Bilkhu joins the

Saltway team after previously managing

Smart Tots nursery in Banbury, also

owned by Complete Childcare. “I’m

really excited to be back at Saltway,” she

said. “Using what I’ve learnt from over a

decade of dedicated study and experience

in childcare, my initial focus will be

to oversee and support the growth of

our staff so that we can deliver the best

possible experience for all our children to

ensure their development.”

Bilkhu joins the nursery as it expands its

facilities, opening a new area on the first

floor which aims to provide more space

and an enhanced learning environment

for the children. “The first floor now

looks fantastic,” said Banbury. “I was

very impressed when I saw the finished

renovation and we’ve already received

glowing reviews from our parents.”

Complete Childcare managing director

Alec Hodson said, “We’re delighted to see

Pav moving back to manage the nursery

she attended as a child – what a full circle

moment.”■

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

All shapes and sizes

From pack-away pre-schools to large private nursery groups, the role of nursery manager can vary

widely. Charlotte Goddard finds out the benefits and challenges offered by different settings

Nurseries in the UK might be

privately owned, employee-owned,

run by a charity or community

group, the council, or a school. There are

pre-schools that share village halls with

other organisations, state-funded nursery

schools, nurseries that are part of a large

international chain, nursery classes within

a school and single family-owned settings.

Some are located in affluent areas and

some in areas of deprivation.

Nursery managers can find that their

role varies depending on the type of

setting and its location. “Nurseries vary

massively from setting to setting,” says

Dean Lloyd, early years specialist at

recruitment consultancy Bookmark.

“Bigger brands have more resources for

staffing, while smaller ones have greater

pressure on staff. Candidates need

to take all of this into consideration

when applying for management roles.

A candidate offered £40k may turn it

down in favour of a £35k role if it entails

many more responsibilities, for example

recruiting.”

Some may feel more comfortable

working for a setting in a large chain

where they benefit from support from a

central office and more opportunities for

career progression. Others may prefer the

family feel of a single setting, where they

could have more autonomy over policies,

procedures and curriculum.

A charity or community-run nursery

can be a draw for managers who wants

to feel they are working entirely for the

benefit of the children, and benefit from

strong community links. However, some

might find it more challenging to work

with a committee of parents or trustees

than with a single owner.

Managers of school-based settings,

which the government has said it wants

to see more of, can benefit from sharing

resources with the school and a clearer

salary structure, but may also have to

deal with a leadership team that has

little expertise in early years and find

themselves expected to share behaviour

management systems and routines that are

not appropriate for early years children.

“In smaller settings the manager can

be responsible for everything, including

recruitment, training, HR, budgeting,

business admin and keeping abreast

of legal and regulatory directives,” says

Lloyd. “In larger nurseries and multilocation

settings managers will have a

team to support them in the running of

the nursery and also help and advice from

head office”.

Salaries will vary depending on

geographic location and on the type of

setting, he says, ranging from £25,000

up to £45,000 for larger settings or more

experienced candidates. “London and

home counties-based staff earn more,

and larger multi-location settings tend

to pay higher salaries,” he explains.

“Local authorities across the country

have different early years funding levels,

which is again down to location, and

this is based upon average wage values in

that region, showing how everything is

interlinked.”

While the skills required for nursery

managers are similar across the board –

business management skills, leadership

skills and also softer skills such as

customer care and emotional intelligence

– there may be some variations. “In

larger settings the focus will be based on

managing and building teams,” explains

Lloyd. “In smaller settings the scope of

the role may be broader and more handson

and will require running the business

but also potentially stepping in to help

care for the children when there is a

requirement.”

The nursery manager in small

independents and day nurseries may

be more involved in marketing the

setting than those in larger chains. “In

smaller settings the nursery manager

needs to be involved in the community,

communicating its offering to parents and

promoting the setting in order to generate

interest and enrolments. The bigger chain

settings tend to fill their places without

this, or this outreach may be fulfilled by a

central head office function.”

School-based nursery – Tracey

Brown, manager, Newlands Spring

Nursery, Chelmsford

Newlands Spring

Nursery is based at

Newlands Spring

Primary School

in Chelmsford,

Essex. Staff are

employed by

the school, and

manager Tracey

Tracey Brown

Brown reports to the head teacher.

Brown retrained as an early years

practitioner when her children reached

primary school age, funding her own

Level 3 qualification in childcare. She

started work at a small village pre-school

and became deputy and then manager

within the year.

While Brown loved the role, she found

that it came with challenges. “I felt very

isolated, and the responsibility was far

greater as parents on the committee

[which ran the pre-school] had little or

no experience of early years or running

a business,” she says. “There were

sustainability issues, and recruitment was

difficult when in competition with bigger

nurseries.”

The benefits of her current role in a

school-based setting include more access

to free training, shared resources and

“always having someone to ask if I have

any doubts or questions on any aspect

of running the nursery.” There are also

“better salary scales and opportunity to

progress”.


The nursery is expected to follow the

school ethos, curriculum and routines,

which can be positive but can also clash

with Ofsted expectations for early years,

says Brown. On the other hand, most

of the children move into the primary

school, so the nursery is not managing

transitions into lots of different schools.

Brown says it would be easier to say

what her job doesn’t involve than what

it does, listing recruitment, supervision

of staff, supporting staff wellbeing,

working with parents, working directly

with children, budgeting, invoicing, debt

collection, grant applications, dealing

with government funding, issues around

special educational needs, resourcing,

health and safety issues, safeguarding,

small maintenance jobs, working with

outside agencies, sourcing staff training,

admin and correspondence, dealing with

new starters, contact with feeder schools,

“and anything else no one has time for!”

Brown has carried out a wide range

of training as part of her continuous

professional development including

designated safeguarding lead training,

special educational needs, behaviour

management, staff wellbeing, staff

management, first aid, food hygiene and

safer recruitment.

Nursery in a large group – James

Lincoln, nursery manager, Kiddi

Caru Day Nursery and Preschool in

Abington Grove, Grandir UK

James Lincoln

came into the

early years

profession after

around 16

years working

in retail, where

he managed

a department

James Lincoln

store. He “fell into” childcare after

picking up his son from nursery. With

the encouragement of the manager, who

was keen to recruit a male practitioner, he

started working in the baby room while

completing his Level 3 apprenticeship.

“I was made baby room leader the day I

passed my Level 3,” he says.

As his first nursery was a single site

setting, Lincoln began to think about

career progression. “If I had wanted to be

manager, I would have to wait 15 or 20

years for the current manager to retire,” he

says. He contacted the Kiddi Caru chain

of nurseries to enquire about vacancies

and was appointed leader of the two-yearolds

room at Abington Park Nursery,

later becoming deputy manager and then

manager at sister setting Abington Grove.

“I feel like my career shows that age is not

a barrier, as I started when I was 33, and

neither is being male,” he says.

There are further opportunities to

move up in the group beyond nursery

manager, and Grandir has leadership

programmes in place to support career

progression. Working in a large group

also gives more opportunities to share

ideas between settings, access support

and training, and learn from other

managers, says Lincoln. “I am not the

most confident person and had a bit of

impostor syndrome, so to know I have

the support of my senior team is great,” he

says. “If you are not in a group, you only

learn from the people in your setting, and

if they are set in their ways the nursery can

feel like it is stuck in the past.”

Lincoln’s role includes business

elements, such as marketing, invoicing,

debt management, as well as people

management, staff support, overseeing

the setting’s curriculum, and health and

safety, but he can draw on support from

the central office. “We just had a refurb

and I asked the central office to make me

a flier that I can take around to spread the

word, put in baby groups and so on.”

Some managers in larger groups feel

constrained by the need to follow a

group-wide approach, but Lincoln says

this is not the case at Grandir. “We have

policies and procedures that are the

same throughout the company, so we

have consistency, but in terms of our

environment and approach we can do

what we want,” he says.

Single setting – Stephanie

Branner, manager, Your Nursery,

Manchester

Stephanie Branner gained a Level 3

qualification in childcare in college and

went straight into working in a nursery,

where she was quickly promoted to room

leader. “At 17, I

was the youngest

room leader my

first setting had

ever appointed,”

she says.

She took

on the role of

deputy manager

Stephanie Branner

and then manager at another setting,

before moving to Your Nursery as deputy

manager, but on a higher salary than her

previous position, taking over as manager

when the existing manager left. To

continue her professional development,

Branner undertook a foundation degree,

followed up with a bachelor’s degree in

early education in 2014.

Your Nursery was sold to a new owner

after her first year as manager, and

Branner’s role changed slightly, as she

had previously run the business side. She

still has input into this side of things,

particularly when it comes to recruitment

and marketing.

Branner works closely with the owner.

“She will always take my advice on board,”

she says. “It is a very personal approach –

she is always available on the phone, pops

in almost every day, and often brings us

food!”

Branner believes one of the key parts of

her role is supporting staff wellbeing and

professional development. “I try to speak

to every member of staff every day,” she

says. “I have the flexibility to work with

different members of staff, observing and

doing activities with them, and this helps

me plan the next steps for them.”

Branner was offered a job at a large chain

nursery but decided against it. “I know

it is not the case with all big chains, but

some of them are ‘this is our curriculum’

in every nursery,” she says. “I feel I have

more freedom here.” Another benefit is the

ability to forge strong connections with the

community, she says.

Working in a single setting can be

isolating, but Your Nursery is part of a

local professional forum which allows

Branner to share ideas and advice with

other professionals. She also has access to

the NoodleNow training system, which

allows her to access training on a wide

range of issues.


nmtcareer development

Community pack-away pre-school,

Alison Barry, manager, Centre Pre-

School, Colchester

Alison Barry began volunteering at

Centre Pre-School while her son

attended, and started working there parttime

when he left. She has now worked

at the setting for 15 years and has been

manager for around six years.

Barry completed her Level 3

qualification by attending college for one

day a week while working at the preschool,

and began a Level 5 qualification

in education and childcare a year after

becoming manager, to support her with

the demands of the role.

The setting is a charitable incorporated

organisation, a new legal structure

introduced for non-profit organisations

and charities. As such, the pre-school

is overseen by a board of trustees,

comprising parents and community

members. The board looks after

recruitment and the business side of the

setting, although Barry also has input.

Barry oversees safeguarding in the

setting. She supports her six staff with

observations and supervisions, runs taster

sessions for parents, assigns children to

key workers and puts together staffing

rosters. Barry also has her own key

children that she works with directly. “I

usually take the older ones, or those with

special educational needs as I have SEN

training,” she says.

The preschool is term-time only,

although Barry spends some time doing

paperwork during the holidays. Preschool

staff are paid pro rata for the days

they work during termtime, according to

a salary scale based on qualifications and

roles.

Like many pre-schools, the setting

doesn’t own its building and must pack

away resources at the end of every day .“It

is tough but we have got it down to a fine

art,” says Barry. “It does limit us in some

ways, for example if we have water play,

we have to have it outside so as not to

damage the flooring.”

Barry feels the pre-school’s charitable

status helps build strong relationships

with parents. “They know we are not here

to make money,” she says.■


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nmt-magazine.co.uk March/April 2024 NURSERY MANAGEMENT TODAY 45

nmtleadership

Meet the manager

In our series showcasing the sector’s nursery managers, we find out about Lachme Kaur,

nursery manager at Little Limehouse Pre-school in East London

What was your route to becoming

a manager?

I have been working in early years

settings and schools for 29 years. At

school I had a different plan, but when I

was put in a nursery for work experience,

everyone who crossed my path said to

me “this is your vocation”. I joined an

apprenticeship programme and did my

Level 2 with a fantastic mentor who

promoted, encouraged and motivated

me. I went on to complete my Level 3

through distance learning, a foundation

degree and a degree with Middlesex

University. I have been a manager for

about 15 years at different settings.

What’s the best thing about Little

Limehouse Pre-school?

Little Limehouse is a charity-run setting

with a lot of links to the community.

A lot of settings are quite rigid with a

prescribed way of working, but here I

have the freedom to try lots of different

things. Making a difference, using my

experience and knowledge, is the best

part of my job.

I am a leadership person not a

management person, I want people

to want to go where I am taking them

rather than just leading them. I also love

working with my children, their stories

are so funny. A lot of families say they

have brought their second or third child

here because I am here, which makes me

feel really lovely.

What is the best training you’ve

been on?

Last term we had 22 children with

additional needs, about eight of

whom had Education, Health and

Care Plans. I recently completed Best

Practice Network’s early years SENCO

programme which was so informative –

it was very well organised and structured.

I learned a lot that I can put in my

practice on a day-to-day basis, and that I

can see the results of immediately.

What’s the most challenging part

of being a nursery manager?

In the last 20 years there has been

a decline in the quality of training

available. Practitioners come in with

qualifications, but they don’t have

the practical experience that marries

up with that. There is a lack of focus

on children’s personal social and

emotional development, and a lack

of understanding that a child is not

going to be writing and drawing if they

are not emotionally stable. I find that

challenging and difficult to manage.

Which three people would you

invite to a dinner party?

Mirza Ghalib, the most read and quoted

Urdu poet from the Mughal era, to

understand the depth of his beautiful

language.

Dr Maria Montessori, because I would

like to find out whether she would

have moved with the times. I think

the Montessori approach has many

wonderful aspects, like the resources

that encourage independence, but there

are ways the approach is sometimes

interpreted that don’t sit right with me.

The last one is Nazir Afsal, the former

chief crown prosecutor for Northwest

England. He has prosecuted high-profile

cases to do with child abuse, violence

against women, and grooming. He has a

relentless drive to protect and do good

for people.

What do you do to look after

yourself when things get stressful?

I attended cognitive behaviour therapy,

when I was having a tricky time with

one of my settings, and it looks at

understanding different types of stress

and what you can do. My go-to is music;

Lachme Kaur

I have different music for different

moods and situations. I might watch a

funny film, or write a letter to my friend.

I engage in crafts; I surround myself with

my favourite people.

What is the one thing you would

change about the early years

sector?

Recognition of the role of nursery

managers, and all early years staff. I do

a lot of staff appreciation here, but a

lot of the work we do is not valued as a

profession.

What advice would you give your

younger self?

Know your rights. People are sometimes

scared of being seen to be trouble

makers, but you are allowed to stand

up for yourself. Be kind to yourself,

work smart instead of working hard all

the time, and see mistakes as learning

opportunities.■


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nmtnursery management show

Leaders take centre stage

The Nursery Managers Show returned to Birmingham this summer for another buzzing

and interactive event for managers and senior leaders. Here is an overview of some of the

sessions at the event

Operational excellence – led by

Gary Croxon, business manager and

Tracey Hobbs, early years development

manager from the Early Years Alliance.

Operational excellence in early

education means focusing on optimising

processes and systems to create a highquality

learning environment for young

children. The Early Years Alliance team

focused on how key business strategies

can support a setting or group and lead

to long-term success. Croxon began by

asking the audience if they “considered

their setting a business, or themselves a

business person?”

Although it may be a little timeconsuming,

Hobbs stressed the

importance of completed and

communicated mission statement, and

said: “Having a mission statement helps

the entire team move forward through

obstacles. It should be the vision that

defines your goal and identifies your

USPs.”

The Early Years Alliance has a range

of resources available including financial

management advice and business toolkits.

The business toolkit includes advice on:

• Marketing and sales.

• Communication and networking.

• Problem solving and decision-making.

• Leadership and management.

• Risk assessment.

Focus on the onboarding process –

led by Lucy Lewin, founder and owner

of Profitable Nursery Academy and

Little Angels.

Lewin spoke about the long-term

benefits of having a more hands-on

onboarding process, and how challenges

remain around recruitment and retention,

while maintaining a sustainable workforce

is becoming more difficult.

Lewin said: “The onboarding process

should not pause once the employee

accepts the position. There could be a

month before the person actually starts

the job, so it’s a really good time to do

effective check-ins with that new member

and make them feel welcome before they

walk through the door.”

Lewin went on to explain that it’s the

little things that make a difference as well.

In addition to undertaking the checks

legally required, like DBS and reference

checks, when the job has been confirmed,

send out a welcome email and pack of

advice, also highlighting what there is to

look forward to.



A new employee coming in relaxed

and prepared will make the last part of

the onboarding process much smoother.

Make sure you start introductions before

they join and, if possible, consider

having a breakfast meeting with the new

employee on his or her first day. And

for the next three months, make sure

your new employee has a work buddy, or

someone trusted to speak to and learn

from.

Keeping children safe in your

setting – led by Nicole Williamson,

chief executive of safeguarding training

organisation ECP.

Williamson said safeguarding should be

top of the agenda for all nursery managers

and offered wide-ranging practical advice

on how to create a safeguarding culture

with children at the centre.

“We need to ensure staff are confident,

competent and have professional

curiosity,” she said. “You must maintain

a culture of ‘it could happen here’ –

there could be a child at risk of neglect,

abuse, exploitation, or there may even be

a concern about a professional in your

workforce.”

Professional curiosity, or “being

respectfully nosy” ensures that staff are

meeting their legal duty of care by actively

listening, observing, and not assuming

someone else will notice a concern. “No

child has ever died because too much

information was shared about them,” she

said. “70% of children who lost their lives

due to abuse and neglect last year were

not known to social care or the police.

There’s no concern too small.”

Williamson urged managers to ensure

their setting has an open culture that

allows practitioners to share concerns, and

that parents feel able to share information

without judgement. Everyone in the

setting should know who the designated

safeguarding leads (DSLs) are, she said.

“I like it when I go into a setting and I

get given a lanyard that has the smiley

faces of all the DSLs, and I walk along the

corridor and I see their faces on a poster,

so think about all of your touch points,”

she said.

Safeguarding policy and practice is

constantly being updated – for example,

27% of three-year-olds now have a

mobile phone, which brings its own

safeguarding challenges – so training and

continuing professional development is

key, Williamson explained. This could

include sharing blogs, quizzes and

podcasts with the team to embed learning

on a day-to-day basis, as well as statutory

safeguarding training covering a setting’s

child protection policy, code of conduct

and whistleblowing procedure.

Support your future leaders with

apprenticeships – led by Gemma

Matthews, operations director for

professional services, Paragon Training.

It’s never too early to start thinking

about future leaders in your setting,

Matthews told managers. “When you

bring your apprentices in, you need to

think about future leaders,” she said. “In

five years’ time, they could be you.”

Matthews introduced delegates to a

leadership model which puts leaders

into four categories depending on their

empathy and assertiveness. “My first

experience was with a manager who had

bullying tactics, and they were very much

in the first quadrant, which is those with

low empathy and high assertiveness,” she

said. “Those are the sorts of leaders that

result in people leaving, because they

don’t feel valued.”

Those in the second quadrant, with

low empathy and low assertiveness can be

just as dangerous, she said. “They have no

direction, give you no idea of what you are

doing, and you are fumbling in the dark


– that can be just as dangerous as being

micromanaged.”

Many managers fit into the third

quadrant, with high empathy and

low assertiveness. “That is normally a

manager who has progressed through an

organisation and tends to know everyone,

so it’s hard to move yourself a little bit

up so you are above your colleagues,”

explained Matthews. “We want to ensure

our leaders and manager end up in the

fourth quadrant, with high empathy

and high assertiveness, because we want

them to give autonomy to their team, ask

questions, guide them, and give them the

tools they need that allow them to flourish

and be the person they deserve to be.”

Matthews explained how operational

and business-focused apprenticeships,

such as team leading, operational

development management, and business

administration, can help develop

leadership skills. “Business administrators

develop key skills and behaviours

to support their own progress to

management responsibilities,” she said.

Developing an early childhood

sustainability curriculum – led

by Ann Stubbs, head of pedagogical

research and development, curriculum

lead, Bright Horizons, and Ellis

Corcoran, deputy manager, Bright

Horizons Didcot.

Stubbs and Corcoran explained to

delegates how their nursery group went

about introducing and embedding a

curriculum that aims to instill a sense

of environmental responsibility in the

youngest children, offering practical tips

managers could take back to their own

setting.

Around 4,400 children in Bright

Horizons nurseries attend eco-committees,

and the group’s settings have introduced

or maintained 349 plants, including 13

trees which were obtained through the

Woodland Trust’s free trees scheme.

Corcoran explained how children in

her nursery get involved with sorting and

recycling and scrape leftover food from

their plates into the food waste bins. The

setting has also introduced a community

battery recycling hub and a total of 442

children have taken part in litter picks.

Children have also taken to protecting

wildlife. “We created 99 natural habitats

including recycled bug houses, using

crates and wooden pallets,” said Stubbs.

“Some nurseries made natural bird

feeders and created hedgehog houses and

inserted hedgehog doors in fences, so that

they could access the nursery garden and

get a drink.

“Simple changes can make a big impact,”

concluded Stubbs.



Supporting babies in your setting – led by Bhumika

Patel, nursery manager, LEYF; Clare Stead, founder of

Oliiki; Elly Richfield, education and development manager

at Kinderzimmer; Kelly Shiels, early years consultant lead,

MBK Group; and Charlotte Goddard, features editor of

NMT.

As the government-funded childcare entitlement rolls out

this month to children aged from nine months, many nursery

managers are thinking about meeting increased demand by

expanding their baby provision. However, there’s something

of a knowledge gap in the sector as a whole when it comes to

developing high-quality provision for babies.

Getting it right in the early years is vital. “The early years of

a baby’s life lay the foundation for their future,” said Richfield.

“A well-designed nursery fosters growth, learning and security,

setting the stage for a lifetime of success. Equipping every team

member with knowledge in neuroscience and child development

ensures we provide the best care and support, nurturing each

child’s potential from the very start.”

Stead agreed that upskilling baby room staff with a knowledge

of child development was key. “When we upskill our staff with

a strong understanding of child development and we encourage

them to put this knowledge into practice, the simplest of tasks

become brain building,” she said. “Simple is never simple for

babies, it’s brain building.”

It’s not only staff who benefit from an understanding of child

development, added Stead. “When we empower parents with

an understanding of child development and learning through

play we literally help them become baby brain builders which in

turn makes our job so much easier because we gain children with

stronger foundations in learning and parents who understand

what we are trying to do with play,” she said.■

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nmtoperational excellence

Keep calm and carry on

Charlotte Goddard finds out how children develop self-regulation

and what nurseries can do to support them

Self-regulation is about children’s

developing ability to regulate

their emotions, thoughts, feelings

and behaviour in ways that are healthy

and promote growth. The Early Years

Foundation Stage (EYFS) introduced

Early Learning Goals (ELGs) around selfregulation

in 2021.

In her book The Neuroscience of the

Developing Child: Self-regulation for

Wellbeing and a Sustainable Future, Dr

Mine Conkbayir argues these goals are

“some way off the mark”. “Those who

have written the ELGs have grossly

misinterpreted SR (self-regulation) and

as a result have misinformed an entire

workforce, with children ultimately

paying the price,” she writes.

For Conkbayir, the ELGs fall short

in part because they don’t mention

co-regulation, a vital stepping stone

to developing self-regulation. Coregulation

involves supporting children’s

development through warm and

responsive interactions with adults who

can help children to recognise their

emotions and support them to use

techniques which help them move from a

distressed state to a calm state.

Earlier this year the Education

Endowment Foundation (EEF) launched

a downloadable summary of evidencebased

approaches for supporting

“The policy sets out

Portico’s aims, which

include understanding

early brain development,

and helping children

to identify, name and

understand their feelings

and emotions.”

children’s development in this area. The

EEF’s Early Years Toolkit, which includes

videos showing different approaches

in practice, does look at co-regulation.

“Adults help to develop children’s

awareness and understanding of their

thoughts, emotions, and actions to

underpin their ability to regulate them,”

it says.

Some settings, such as Portico Day

Nurseries, are introducing specific policies

and practices to underpin their approach.

A positive approach to staff wellbeing is

also key, as practitioners need to be in a

place where they can regulate their own

thoughts and feelings before helping

children to do so.

Sarah Fillingham, area manager at

Portico, decided to take part in training

around children’s brain development and

self-regulation after she saw that staff

were struggling with managing children’s

emotional needs. “There were a lot more

children with additional needs, and staff

were struggling with how to support

them,” she says.

Fillingham obtained a NCFE CACHE

Level 2 Award in an Introduction

to Neuroscience in Early Years, a

qualification that was developed by

Conkbayir, and became a “neuroscience

champion”.

“The training was the most useful I

have ever been on and the most effective

for changing our policy and practice,”

she says. “At the time we were still using

‘time out’, moving children [showing

challenging behaviour] away from the

situation, with a bit of ‘you sit here and

think about what you have done’, then

bringing them back. This wasn’t having

any effect – it wasn’t helping children,

they were getting more stressed by us

doing that, and staff were stressed because

it wasn’t working.”

Portico replaced its “promoting positive

behaviour” policy with a “self-regulation

policy”. This sets out situations which

children may find stressful, such as parents

leaving after drop-off, and explains how

children may react and why. “The types of

reactions we may see in a child in response

to stress are behaviours such as crying,

screaming, kicking, biting, spitting or

experiencing a ‘tantrum’.”

The policy sets out Portico’s aims,

which include understanding early brain

development, and helping children to

identify, name and understand their

feelings and emotions. It goes on to list

strategies practitioners use in the settings,

such as: ‘name it to tame it’ – labelling the

emotions and talking about feelings and

emotion; ensuring staff wellbeing is high;

and reviewing environments to ensure

that there are quiet spaces for children

away from the hustle and bustle of the

room.

Fillingham carried out training sessions

during which she introduced practitioners

to the ‘upstairs’ and ‘downstairs’

brain. This concept, first developed by

neuroscientist Dr Dan Siegel, involves

thinking of the brain as a two-story house,

with ‘upstairs’ responsible for high-level

thinking and decision-making, while the

downstairs controls basic functions and

automatic reactions. As the ‘downstairs’

part of the brain develops first, young

children may not have the skills to draw

on to stay calm in stressful situations.

Stress can also temporarily block their

ability to access the ‘upstairs’ brain.

“When the children are old enough

to start to understand, some of our staff

teams have introduced this concept

to their pre-school children too,” says

Fillingham. “It has also really helped a


lot of our parents understand their own

reactions to stress as well as those of their

children.”

The nurseries have introduced ‘selfregulation

stations’, with resources to

help children find coping strategies

to use when they are stressed, upset,

over-stimulated or scared. Resources

include bubble mixture and windmills

which encourage children to breathe

in and out slowly, sensory toys, mirrors

and beanbags. There are also purple

bears, known as Lavenderbuddy.

“Lavenderbuddy has a gorgeous fresh

lavender pouch,” says Fillingham. “He

lives in our self-regulation spaces and

the children really love to have a cuddle

with him, he really helps them to balance

their nervous system as he can be used at

story time, for social story telling or one

to one.” Lavenderbuddy is not just for the

children – all of Portico’s staff received

one at a company staff wellbeing meeting.

Practitioners help children to

understand and name their feelings

throughout the day. “If a child is fighting

over trains, we can intervene and say you

look angry – your face is red, does your

tummy feel funny?” says Fillingham.

The next time the child feels this way,

they will be more able to identify the

emotion and eventually be able to draw

on the techniques that have helped them

self-regulate in the past. Staff will go with

children to the self-regulation spaces,

model the resources and find something

that might help them. “We might use

windmills to get their breathing back on

track, we might have a yoga session,” says

Fillingham.

Training practitioners in self-regulation

strategies is not always easy, as some find it

difficult to accept a new way of thinking.

“Staff sometimes think this goes against

the grain of what we have always done,”

says Fillingham. “Some feel it is giving

children attention for doing something

they shouldn’t be doing. But our aim is

to get the upstairs and downstairs brain

working together, and we can’t do that

when the child is upset.” Learning more

about neurodevelopment has helped

practitioners accept the new way of

working. “Staff were getting so frustrated

[with managing children’s emotional

needs] before,” says Fillingham. “Now it is

a lot better.” ■


56 NURSERY MANAGEMENT TODAY July/August 2024 nmt-magazine.co.uk

nmt-magazine.co.uk July/August 2024 NURSERY MANAGEMENT TODAY 57

nmtproperty sold

properties

recently sold

Kids Love Nature acquires Hampshire setting

Hampshire and Dorset-based kindergarten group Kids

Love Nature has acquired Wickham Montessori School

near Fareham in Hampshire, which caters for 46 children

aged from six months to five years.

Wickham Montessori was established in 2014 by Liz

Freemantle, who later went into business with her then

manager, Ashley Pitt.

Kids Love Nature operates four other nurseries.

Business property advisor Christie & Co facilitated the

sale.

Wickham Montessori School was sold for an undisclosed

price.

Ivy House Nurseries acquires Surrey day setting

Ivy House Nurseries has acquired Caterpillars Childcare

in Farnham, Surrey, which provides care for up to 43

children aged from babies to five years.

The business operates from a single-storey detached

property with a purpose-built outdoor play area

equipped with safety surface flooring.

The setting was recently brought to market to allow

the shareholders to focus on other opportunities.

Ivy House Nurseries opened its first branch in

Weybridge in 2021. The acquisition is purchase is the

group’s third setting.

Olivia Rowling, director at Ivy House Nurseries, said:

“We are very excited to have acquired Caterpillars

Childcare and feel it is a really positive step towards

growing a larger group of nurseries that focus on the

curiosity approach and boutique environment.”

Business property advisor Christie & Co facilitated the

sale.

Sophie Willcox, director, childcare and education

at Christie & Co, commented: “This is one of several

nurseries we have completed on in Surrey recently,

highlighting the demand for both leasehold or freehold

opportunities that are good quality and with strong

staff teams in situ.”

Caterpillars Childcare was sold for an undisclosed price.

Bright Kids buys Stratford-upon-Avon nursery

Nursery group Bright Kids has purchased Quinton

Cygnets, a day nursery in Lower Quinton, Stratfordupon-Avon

in Warwickshire.

The nursery has the capacity for up to 40 children aged

from newborn to 11 years.

The setting was owned by Cygnets Education and

Childcare Trust for 13 years and was sold as part of a

strategic decision to downscale the charity’s nursery

operation.

Bright Kids now owns eight nursery setting and is

renaming its latest addition as Bright Kids Lower

Quinton.

Christie Finance provided the funding for the purchase

and business property advisor Christie & Co facilitated

the sale.

Tricia Wellings, managing director at Bright Kids, said:

“We were particularly interested in Quinton Cygnets

because of its great rural location and being close to

our other Warwickshire nurseries. The size and dynamic

of the nursery also fit well with our expansion plans.

We can see great potential for further development of

the Lower Quinton nursery and have already started

putting new ideas in place.”

Linda Findon, chair of trust at Cygnets Education and

Childcare Trust, said: “We bought what was the old

doctor’s surgery in the village, immediately opposite

the local school in 2010, having identified a community

need for the services we have provided elsewhere for

over 40 years. The building was converted specifically

to operate as a nursery setting and underwent much

refurbishment at the same time. Continuing to operate

the site as part of a charity has been difficult over

the last few years and we felt it could be run more

effectively by another type of organisation that would

secure its long-term future.”

Jassi Sunner, associate director, childcare and education

at Christie & Co, commented: “Situated on the outskirts

of Stratford-upon-Avon, the nursery was always going

to attract a range of interest from local operators and

first-time buyers.”

Ashley Clements, finance consultant at Christie Finance,

added: “The childcare sector continues to be a green

light sector for a lot of lenders. Challenges can be

seen when applying for funding as an operator with

numerous settings with lenders having adjusted their

policies and appetite in the last few years. Lenders still

have a desire for experience and a proven track record

in this sector, and funding is still available for first-time

buyers under the right circumstances.”

Quinton Cygnets was sold for an undisclosed price.

THINKING OF SELLING YOUR CHILDREN’S DAY NURSERY? SPEAK TO THE EXPERTS:

Contact our award-winning team on: 0333 034 1751 or

childcareandeducation@christie.com

christie.com


properties

recently sold

nmtproperty sold

Hopscotch acquires Worthing nursery

Hopscotch Children’s Nurseries has purchased Chappell

Croft Day Nursery in Worthing, East Sussex.

Chappell Croft is a family-owned day nursery that opened

its doors in 2000 catering to up to 50 children.

Vendors Vivien and Derek Furlong are selling in order to

retire from the sector, according to a statement.

Hopscotch Children’s Nurseries now operates seven

settings across East Sussex. The company is led by

managing director Philip Ford.

Business property advisor Christie & Co facilitated the sale.

Kids Planet buys County Durham setting

Nursery group Kids Planet has purchased High Bank Nursery

in Stapleton, Darlington, County Durham, which has

capacity for up to 110 children aged from newborn to four

years old.

The purpose-built setting has spacious rooms, with outdoor

space including a large play area, mini-farm, garden and

forest school. It was extended with a purpose-built preschool

unit in 2021.

The business was founded by Lesley and Angus Thompson

in 2003 who are selling in order to retire.

Kids Planet now owns 167 settings across the UK.

The Thompsons commented: “Kids Planet is an ideal

buyer for the nursery that we have spent the last 20 years

growing. We will miss the staff and children at the setting,

however, we know that they are in good hands.”

Clare Roberts, chief executive at Kids Planet, said: “A warm

welcome to the team at High Bank, a unique, family-feel

setting that aligns with our Kids Planet approach. The

nursery will strengthen our presence in County Durham,

and I look forward to supporting and welcoming the team

and families as they join our group.”


Law firm Savage Silk advised on the transaction.

Former day nursery in Angus reopens following sale

The leasehold on a former nursery site in Angus, located

within a David Lloyd leisure club, which provided childcare

services for club members and the public, has been

purchased by Francesca Paesano and Caroline McDiarmid.

The setting, which opens seven days a week, has capacity

for up to 58 children.


Martin Daw, senior director at Christie & Co, said: “The

nursery was highly valued by the staff and club members

at David Lloyd Leisure Club, as well as families within the

local area.

“I believe that the nursery will flourish under [Paesano

and McDiarmid’s] ownership and could even lead to more

exciting opportunities for them. I wish them both the best

of luck in their future endeavours.”

The lease was sold for an undisclosed price.

THINKING OF SELLING YOUR CHILDREN’S DAY NURSERY? SPEAK TO THE EXPERTS:

Contact our award-winning team on: 0333 034 1751 or

childcareandeducation@christie.com

christie.com


nmtproperty sold

properties

recently sold

Kids Planet acquires Bristol nursery

Kids Planet Day Nurseries has purchased Butterflies Day

Nursery in Mangotsfield, Bristol.

The nursery operates from the former Shortwood Lodge

golf club and has capacity for 118 children aged between

three months to five years.

Butterflies Day Nursery has significant outdoor space

offering outdoor learning opportunities. The nursery was

rated Good at its most recent Ofsted inspection.

Kids Planet Day Nurseries has made several acquisitions

as it builds its geographical presence in Southwest

England.

Childcare and education business broker Redwoods

Dowling Kerr facilitated the sale.

Redwoods Dowling Kerr’s childcare broker Karrina Lee

said: “It was a pleasure to work with our clients to help

them secure a sale. They had a number of interested

parties, but felt that Kids Planet Day Nurseries were the

right buyer for them. We are positive that the setting will

make a great addition to Kids Planet Day Nurseries. We

would like to wish the vendors all the best in the future.”

Independent operator acquires North Yorkshire nursery

An independent operator has purchased Green Hedges

Day Nursery, a children’s day nursery operating from a

large Victorian property in Scarborough, North Yorkshire.

Operating since since 2000, the nursery accommodates

up to 51 children between the ages of three months and

five years. The children also receive outdoor learning as

the setting offers a log cabin, a mud kitchen and resident

guinea pigs.

Green Hedges is well-equipped with a range of excellent

quality toys and educational resources within a bright

and cheerful environment. The nursery was rated Good

by Ofsted at its latest inspection.



Redwoods Dowling Kerr’s sales negotiator Karrina Lee,

said: “I am delighted to have achieved a successful sale

for our clients and wish them a well-deserved retirement.

I would also like to wish the buyer all the best with their

latest acquisition.”

Kindred Nurseries purchases Hertfordshire setting

Kindred Nurseries has acquired Little Crickets Day

Nursery, located in the surroundings of the Tring Cricket

Ground in Hertfordshire, which provides for children aged

from six months to five years.

Since 2010 the nursery has operated from a stand-alone

building with a well-equipped outdoor play area.

Kindred Nurseries operates 42 nurseries across London,

Essex, Cambridgeshire, and Wiltshire for children aged

from three months to five years.



Redwoods Dowling Kerr’s specialist childcare broker

Stephanie Quinn said: “I am very happy for the vendor

and buyer on this sale. Congratulations.”

Little Lambs Day Nursery sold to first-time buyer

First-time buyer Ash Sher has purchased Little Lambs Day

Nursery, a group of two day nurseries and a pre-school

with a combined registration of more than 120 places

across three sites in Nottinghamshire.

Little Lambs has operated since 2016 catering to children

aged from newborn through to 11 years,

After 10 years in the sector, Sher intends to maintain the

nursery’s current use and potentially expand in the future.



Sher said: “I’m looking to acquire four more settings

within 18 months, which will all hopefully be sourced

through RDK.”

Redwoods Dowling Kerr’s sales negotiator Stephanie

Quinn commented: “Congratulations to both Ash and the

sellers. I wish them all the best in their new ventures.”


properties

recently sold

ICP Educare purchases Shotley Bridge Nursery

nmtproperty sold

ICP Educare has acquired Shotley Bridge Nursery School

located in Consett, County Durham.

Established in 1991, the nursery can accommodate 95

children and is housed in a Grade II listed stone-built

property. The vendors are Anne Young and Laura Bowery.

ICP Educare is an early years platform backed by the

specialist education sector investor Innervation Capital

Partners.



Redwoods Dowling Kerr’s childcare broker Karrina

Lee said: “I am pleased to have assisted on this latest

transaction with ICP Educare and of course, delighted for

our clients. We are confident that Shotley Bridge Nursery

School will be a great addition to the ICP Educare team.

We are certain they will continue to build on the success

for many more years to come.”

Tiny Treasures Day Nursery sold to an independent operator

An independent operator has acquired Tiny Treasures Day

Nursery, a family-run nursery based in Brentwood, Essex.

The setting offers full day care and seasonal care and is

registered for 64 children aged from three months to five

years.

After running the nursery for 19 years, the owners

decided to sell to spend more time with their family.

The nursery offers a range of funding options and accepts

tax relief schemes, making it a more accessible choice for

a variety of families.



Redwoods Dowling Kerr’s senior sales negotiator, Karrina

Lee said: “It has been a pleasure working with all parties

on this transaction. I am pleased that the owners can

now enjoy more family time after years of hard work and

dedication. I would like to wish the purchaser all the best

and we are confident the business will continue to grow

for many more years to come.”

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

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

COULTER CONSULTING

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


CHILDCARE & EDUCATION

MARKET INSIGHT 2024

Scan the QR code to read our latest report

DAY NURSERIES FOR SALE

5280071 - Central Scotland

FOR SALE

Freehold, £600,000

• Income over £250,000

• Capacity for 57

• Scope to increase capacity

T: 07526 175 857

4280492 - York

FOR SALE

Freeholds & Leaseholds,

Offers Invited

• Group of three nurseries plus

one outdoor nursery

• Fully management run

• EBITDA Y/E 2023: c. £315,000

T: 07754 559 529

4280795 - Tyne & Wear

FOR SALE

Freehold, £550,000

Leasehold, £300,000

• Established for 30+ years

• Ofsted rated Good

• EBITDA: c. £144,000

T: 07526 175 857

4280869 - Lancashire 4280830 - Northern Ireland

Freehold, £1,050,000

• Capacity for c. 100

FOR SALE

Leasehold, £1,000,000

• Annual rent of £80,000

FOR SALE

• Fully managed with

experienced team

• Unrivalled reputation &

diverse facilities

• EBITDA Y/E 2024:

c. £160,000

• EBITDA Y/E 2024:

c. 260,000

T: 07736 616 687

T: 07736 616 687

5880163 - Warwickshire

FOR SALE


• Combined capacity for 150

• Group of two

• Adjusted net profit: £260,000

T: 07791 979 343

3480021 - South Wales

FOR SALE

Leasehold, £400,000

• Capacity for 81

• Busy school location

• Adjusted net profit: £95.000

T: 07791 979 343

5880164 - Warwickshire

FOR SALE


• Substantial setting with five acres

• Fully managed

• Scope for further growth

T: 07701 315 061

If you're thinking of buying or selling a day nursery business, speak to the experts:

T: 0333 034 1751 E: childcareandeducation@christie.com

christie.com

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