Nursery Management Today, November-December 2024

11/2024

November/December 2024

Looking ahead

towards new

beginnings

- Leadership in action

- Focus on career development

- Growth opportunities ahead

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Inside this issue...

NOVEMBER/DECEMBER 2024 •

VOLUME 23 NUMBER 6

10

18

27

36

46

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

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

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

In this leadership series we hear from the team at Bright

Horizons

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

Jenny Hyde shares advice on how to maintain complete

transparency with your advisors

Marketing ............................................................................................... 16,17

Justin Deaville, managing director of digital agency

Receptional, shares the latest research on what parents are

looking for

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

Andrew K Steen reflects upon the year so far and the

current state of the early years property landscape

Regulation ......................................................................................... 20-22

Purnima Tanuku explores the NDNA’s Blueprint for Early

Education and Care

Catering .................................................................................................... 25,26

Introducing CheckMate: An easy-to-use app which

manages all of your kitchen based food safety checks.

Recruitment ................................................................................. 27-29

Claudio Sisera explains how to create gender inclusive

recruitment strategies

Finance ............................................................................................................ 30,31

Scott Hutchinson reflects on some of the key issues facing

nursery operators and explores how responsible finance can

help unlock opportunities for growth

Community ....................................................................................... 32,33

Angelica Celinska explores how to get more attention on

the early years sector and burst out of the bubble

Education Summit ..................................................... 36,37

Take a read about what went on during our latest Education

Summit and the discussions that were had

Managers Support ................................................... 40,41

We have rounded up the top news about nursery managers

across the country

11/2024

November/December 2024

Looking ahead

towards new

beginnings

- Leadership in action

- Focus on career development

- Growth opportunities ahead

nmt-magazine.co.uk

Career Development ..................................... 42-44

The role of nursery manager is highly rewarding, but there

may come a time when managers want to progress their

career further within early years

Sustainability ......................................................................... 46-48

Charlotte Goddard finds out about new resources aimed at

supporting nurseries to incorporate sustainability into their

curriculum and practice

Leadership ....................................................................................................... 50

In our series showcasing the sector’s nursery managers, we

find out about Suzanne Charlesworth, nursery operations

director at Kamelia Kids Day Nursery & Beach School

Training ......................................................................................................... 51,52

Charlotte Goddard finds out about a new resource helps

upskill your team to engage in reflective practice and action

research

Ofsted ............................................................................................................. 54,55

Lucy Lewin explains why the language used by the

inspectorate matters, while Ofsted’s Jayne Coward out the

changes the inspectorate is making in response to sector

concerns

nmt-magazine.co.uk November/December 2024 NURSERY MANAGEMENT TODAY 3

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nmtcomment

Chief executive officer

Alex Dampier

Chief operating officer

Sarah Hyman

Chief marketing officer

Julia Payne

Advertising & event sales director

Caroline Bowern

0797 4643292

caroline.bowern@nexusgroup.co.uk

Event manager

Conor Diggin

Content marketing manager

Sophie Davies

Marketing campaign manager

Michael Sambrook

Business development executive

Kirsty Parks

Georgina Helbig

Editor

Briony Richter

Features editor

Charlotte Goddard

Subeditor

Charles Wheeldon

Publisher

Harry Hyman

Investor Publishing Limited

Registered in England & Wales No. 05001896

Registered office 3rd Floor, 10 Rose and Crown

Yard, King Street, London, SW1Y 6RE

VAT number: 629547604

Tel: 020 7104 2000

Website: nmt-magazine.co.uk

Nursery Management Today is published six times a year

by Investor Publishing Ltd. ISSN 1476-136X

© Investor Publishing Limited 2023

Views and comments expressed by individuals in the

magazine do not necessarily represent those of the publishers

and no legal responsibility can be accepted for the results of

the use of readers of information or advice of whatever kind

given in this publication, either in editorial or advertisements.

No part of this publication may be reproduced, stored in a

retrieval system or transmitted in any form by any means

without the prior permission of Investor Publishing Ltd.

Haste ye back

As I sit down to write this, I’m

filled with a mix of nostalgia and

gratitude. After five fascinating

years as editor of NMT, it’s time for me

to say goodbye.

Over the years, we’ve explored

challenges, celebrated triumphs, and

sparked important conversations. Your

voices have enriched our content and

have served as a constant reminder of

the power that narrative holds.

It’s been wonderful to be a part of

this community and the relationships

I have built have been the highlight of

my time here, but I know we will keep

crossing paths. However, the editorship

will be in brilliant hands with Charlotte

Goddard and the rest of the team, and I

can’t wait to see what NMT does next.

I want to thank the entire team for

their support and all the opportunities

they have given me. There are so many

skills I have gained and many lessons I

will take forward. I want to especially

thank Caroline who, from my very

first day, mentored me in everything I

could possibly need to know about the

sector and introduced me to so many

inspirational people who became, not

just advisors, but friends. Thank you!

The dedication of those in the

early years education sector is truly

remarkable. Each day, you go above

and beyond to create nurturing

environments that support not only

the children in your care but also their

parents and the broader community.

Your tireless efforts ensure that children

receive the best possible start in life,

while also providing vital resources

and support to families navigating the

challenges of early parenthood. It’s

this commitment that strengthens our

communities and lays the foundation

for a brighter future for all.

Looking ahead, it’s clear we must

continue to advocate collectively for

better pay and recognition for the early

years’ workforce. The progress towards

enhancing the sustainability of the

sector must include seriously valuing

the individuals who deliver it, and this

fight continues. I really am in awe of

the unwavering commitment there

is to deliver high-quality education,

despite the challenges. Thank you for

all your guidance over the years. It has

been insightful, fun and eye-opening.

I couldn’t have done this role without

your support so thank you!

Change always brings about new

opportunities, and I have no doubt

that there are exciting ones ahead for

the sector. Keep innovating, keep your

voices heard, and keep in touch.

It has been a privilege.

Cheers

Briony Richter

Editor, Nursery Management Today

briony.richter@nexusgroup.co.uk


nmtnews

Politics & Policy

Ofsted released a report that analysed

progress for pre-school aged children

across four specific areas of learning:

literacy, mathematics, understanding of

the world, and expressive arts and design.

This is the inspectorate’s final part

of its ‘Best start in life part 3: the 4

specific areas of learning’, research. It

highlights how the “areas of learning give

breadth and richness to the early years

curriculum.”

Ofsted stated: “Teaching in the

specific areas should… offer children

opportunities to develop their executive

function skills, which are one of the best

predictors of a child’s later success.”

According to the inspectorate, key

indicators of an effective early years

education include:

• Interactions between children and

adults that are high-quality, including

both caring interactions and those

promoting children’s thinking.

• Carefully considering what we teach

our youngest children so that adults can

make the best use of available time.

• Helping children learn new things by

making links with things that they

already know.

• Setting out activities that children might

experience is not enough. Practitioners

must ensure that learning is not left to

chance and that all children have the

support and guidance they need.

Purnima Tanuku, chief executive of

National Day Nurseries Association,

said: “This detailed report aligns with

so many other pieces of research about

the importance of supporting children’s

lifelong learning through high-quality

early education and care.

“Focusing on key areas like

communication, maths, creativity

and personal, social and emotional

development, this report underlines

what we know is vital for our youngest

children. It is the knowledge, skill,

experience and care of the practitioners

around them which gives children the

best start in life.”

Nursery news

Busy Bees has launched a new curriculum

focused on early years development. The

programme has been created by Gill

Jones, Busy Bees’ group chief quality

officer and former Ofsted inspector. It

also has contributions from experts in all

aspects of early years education.

Developed in line with the latest child

behavioural science research, the Bee

Curious curriculum is designed to build

on the Early Years Foundation Stage

Framework to provide children with a

set of broader, deeper and richer learning

opportunities that will give them a

stronger foundation for future learning.

The curriculum incorporates a

sequenced progression model which

means that practitioners will make sure

a child understands and is secure in each

stage of learning before progressing to

the next. This focus on ensuring a solid

understanding at each stage of learning

will enable children to build key skills and

knowledge throughout their formative

years.

The curriculum has been created

around core themes such as vocabulary,

developing a love of stories, and

understanding basic mathematical

concepts – which are proven to support

better outcomes in life.

Activities within the curriculum reflect

the broad range of skills and knowledge

children need to get off to a great start

in life, from improving concentration

through knowledge-based activities

to building an appreciation for selfexpression

through the arts, with a view to

giving children a head start for school and

setting them up for long-term success.

Gill Jones, group chief quality officer

at Busy Bees said: “Thanks to the

6 NURSERY MANAGEMENT TODAY November/December 2024 nmt-magazine.co.uk

nmtnews

guidance of industry-leading experts on

child behaviour and development, and

insight from scientific research, as well

as our global network of practitioners,

the Bee Curious curriculum combines a

wealth of knowledge to encourage playbased

learning that taps into the natural

curiosity of our children.”

iStep Learning’s Southwater Day

Nursery and Pre-school in West Sussex

has completed an expansion project,

increasing its capacity and enhancing its

facilities. The expansion reflects rising

demand for high-quality early years

education and childcare in the area.

Nursery manager Sallyanne Kasey said:

“This expansion is a testament to our

commitment to providing exceptional

care and early education. Our enhanced

environment is equipped with the latest

resources to support a broad range of

learning and development opportunities

for the children in our care.”

Dianne Lumsden-Earle, chief childcare

and operations officer, added: “At iStep

Learning, we are constantly striving to

innovate and improve our settings. The

expansion of Southwater Day Nursery

and Pre-school is a key development

in our mission to deliver outstanding

childcare across all our nurseries.”

Utsaha Education, the owner of

Southwest London day nursery Barnes

Day Care, has secured a £2.5 million

commercial mortgage refinance to help

spur the growth of the business. The

move will free up cash the company

plans to invest back into its child daycare

services, and potentially future nursery

acquisitions.

Having identified a significant

undersupply of childcare, Utsaha Education

was set up in 2022 with Barnes Day Care

as its first project. Funded by Allica Bank,

the commercial mortgage refinance will

allow Utsaha to reduce the size of its debt

repayments, which it can then invest back

into services, such as exploring the further

use of technology to aid child development

or boosting service efficiencies. It is

also exploring other potential nursery

acquisitions, having purchased Tiggers

Nursery in Putney last year.

Andrew Pitayanukul, managing

director at Utsaha Education, said:

“Barnes Day Care has been an important

part of this community for many years

and we’ve loved every minute of being

part of it since we took over in 2022. Our

nursery management team do a fantastic

job day-in, day-out, and this refinance

will allow us to continue to invest in

enhancing our child and parent services

even further.”

Sector Support

The London Institute of Early Years

is offering continued professional

development (CPD) and training

opportunities to professionals throughout

the early years sector.

Focused on ensuring the best outcomes

for children, the Institute’s courses are

led by seasoned in-house trainers with

practical nursery experience. The flexible

format accommodates busy nursery

schedules, helping learners balance work

with their professional development.

Located within the London Early Years

Foundation (LEYF), which operates 40

nurseries across the city, the Institute

is open to both external learners and

LEYF employees, with no membership

necessary. Its mission is to promote best

practices, encourage innovation, and share

cutting-edge research, contributing to

significant advancements in the early years

sector.

The Institute offers training across all

levels, from apprenticeships to CPD

and an early years degree accredited

by the University of Wolverhampton.

The Institute also provides specialist

qualifications, including the CACHEaccredited

early years chef qualification

– the first of its kind – and the Level 4

sustainability accreditation in the early

years.

The Institute also provides consultancy,

research, bespoke training, and good

practice guides, beginning with a ‘Prison

Pack’. This is designed to support early


nmtnews

Sector Support

years professionals caring for

children of parents in prison,

and is soon to be followed

by the ‘Twoness of Twos’

research which will offer a way

of engaging parents to better

understand and support their

two-year-olds at home.■

“Its mission is

to promote

best practices,

encourage

innovation, and

share cutting-edge

research.”

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Learn at work

Nearly 10% of the Bright Horizons UK workforce is completing an apprenticeship. By the end of this year,

Bright Horizons will have recruited more than 300 external apprentices and ensured over 300 of their

current employees have had the opportunity to upskill through an apprenticeship programme.

Bright Horizons has been supporting

the evolving needs of working

families for more than 35 years.

At approximately 300 community and

workplace nurseries across the UK, its

caring and experienced teams create

inspiring learning experiences that

encourage children to be curious and

confident.

James Sharrod, pathways manager at

Bright Horizons, explains: “The majority

of our apprenticeships are in early years.

We offer other options, but the business

has played into where the needs are. Entry

points are rolling throughout the year and

are not necessarily aligned to the end of

the academic year or the start of a new one.

There are approximately 50 new starters

each month. We welcome and encourage

apprentices of all ages.”

“Some join the profession later in life as

a second career because an apprenticeship

is a great way for people to be able to do

that. It’s a great way to bring people in but

also to provide a development pathway for

existing colleagues.”

“Some join the

profession later

in life as a second

career because an

apprenticeship is a

great way for people

to be able to do that.

It’s a great way to bring

people in but also to

provide a development

pathway for existing

colleagues.”

Forward-looking career

opportunities

Sharrod continues: “Our exceptional

training programmes go beyond

traditional approaches, creating a vibrant

learning culture that nurtures growth,

innovation and leadership across every

level of the organisation. Our professional

development team joins each individual

on their unique journey. We utilise a

strategic blend of classroom settings,

online platforms and e-learning modules

to accommodate various learning styles.

Our collaboration with esteemed bodies

like the CPD Certification Service and

ILM Assured Coaching ensures our

offerings exceed industry benchmarks,

instilling confidence in our colleagues and

stakeholders.”

Inclusivity is central to the Bright

Horizons culture, with measures in place

to make learning accessible to all. The

company uses narration, text-to-speech

scripts, and design practices tailored

for neurodiverse learners, creating an

environment where everyone feels valued

and empowered.

Bright Horizons is now listed as one

of the UK’s top five ‘Best Workplaces in

Education & Training’. a recognition from

the Great Place to Work organisation.

A home-grown nurture approach

The apprenticeship provision at Bright

Horizons currently supports more than

600 learners, contributing to the growth of

the early childhood sector. In conjunction,

the Bright Horizons graduate programme

offers skilled graduates a pathway into the

early childhood sector, while its ‘Bright

Bursts’ (short training modules) and

dedicated fast-track programmes provide

tailored support at every stage of a career

journey. Career coaching is also offered to

all employees.

Bright Horizons states that its approach


“Having a qualified

pipeline of employees

is imperative to a

business in which

ratios of adults to

young children are a

legislative necessity.”

is unique because of its full focus on

nurturing. Sharrod explains: “Our nurture

approach is research-based and unique to

Bright Horizons. It guides our distinctive

way of being with, teaching, and caring for

young children. This creates the conditions

for children to thrive by recognising

that emotional wellbeing and security

provides the foundations for learning and

development. In turn, opportunities to

learn and develop are critical contributors

to confidence, self-esteem, critical thought

and emotional growth. This provides a

holistic approach to early years care and

education.”

“Having a qualified pipeline of

employees is imperative to a business in

which ratios of adults to young children

are a legislative necessity. Because we pride

ourselves on providing quality care to

young children, being able to do it with

home-grown colleagues is even more of

a bonus. Our apprenticeship scheme,

alongside our internal development

programmes, now gives us a route to

provide unqualified individuals with a

development pathway up to director level.

That’s something we’re really keen on.”

An award-winning apprentice

This year, Bright Horizons announced

that Mohamed Elmi, from its Cedar

House Day Nursery and Preschool in

Enfield, North London had been named

‘Early years apprentice of the year’ at the

Nursery World Awards. Mohamed trusted

Bright Horizons to nurture his passion

for children, and he has since become

an inspiration to his children and the

community.

“We’re incredibly proud of Mohamed’s

achievement,” says Janine Leightley,

director of human resources at Bright

Horizons. This award is foremost a

celebration of his excellence. Mohamed’s

success is also a shining example of how

men in early years make a difference. Bright

Horizons is always looking to support

bright and motivated men to embark

on a career that has the power to change

childhoods.”

Elmi says: “When I was initially

approached to work in early years from

an agency back in 2021, my family were

a little surprised as this is not normal


nmtleadership

for someone of my background to go

into. But over the last few years, they’ve

loved seeing me work in early years. In

my culture, they see early years jobs as

just involving women, but I wanted to

change that and join the other male

colleagues who are looking to change this

thought process. I feel that men have a

misconception of what working in an early

years setting is like. I really feel happy that

I’ve made the decision to work in early

years settings, and so far, it’s been the best

decision of my life. I really hope to inspire

more men to give working in early years

a go; they could 100% make a positive

impact on children’s lives.”

The benefits of championing

apprenticeships

Apprenticeships help to create a

sustainable talent pipeline and attract

motivated individuals eager to learn.

Sharrod says: “Our approach has helped

us to improve retention. For the sector,

apprenticeship programmes as a whole

help to address the skills gap by training

individuals in specific roles, ensuring that

businesses have the skilled workforce they

need. This investment in training and

development leads to a more competent

and adaptable workforce, which is

crucial for the industry’s growth and

sustainability.”■

“Our approach has helped

us to improve retention. For

the sector, apprenticeship

programmes as a whole

help to address the skills

gap by training individuals

in specific roles, ensuring

that businesses have the

skilled workforce they

need.“

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nmtinsurance

Honesty is the best policy

It’s important to get advice on how to safeguard your business effectively as there are a number of

areas that often get overlooked. Jenny Hyde, associate director at dot2dot nursery insurance explains.

Did you know that if you don’t

accurately disclose your fellow

directors’ financial, personal, and

previous business history to your insurers,

this could significantly affect your business?

If your insurer isn’t made aware of key

details about you and your co-directors, it

may invalidate your insurance policy and

reject any claim.

What is considered ‘material’?

According to the Association of British

Insurers, a “material fact” is defined as

“an important fact about you or your

circumstances, that would influence an

insurer’s decision on whether to issue a

policy and on what terms”. In practice, this

means disclosing anything in your and your

fellow directors’ history that could affect

how the business is run (such as financial

issues, criminal convictions or previous

business failures).

Insurers don’t always specifically ask

for this information and disclosure of

these past events are often overlooked by

policyholders, who don’t appreciate the

information is relevant or material.

What are we seeing as an insurance

provider?

Despite the importance of disclosing

material facts (which is highlighted on

your insurance Statement of Fact and forms

part of your contract with the insurer),

we’re not receiving as many disclosures,

as expected. To provide context, the

number of company insolvencies last year

was the highest annual figure since 1993.

Additionally, the number of County Court

Judgments against individuals continues

to rise, with a 5% year-on-year increase,

though this is a decrease from the peaks of

2021/22. These material facts are not being

reflected in our client conversations.

Are all ‘material facts’ damaging to

my insurance?

While disclosing adverse financial

information may seem daunting, this will

not necessarily have a negatively impact

on your insurance. When this is disclosed

to insurers, they will often ask about the

debt that was left outstanding, the amounts

involved and whether creditors have been

paid. If insurers can understand the reasons

behind such occurrences, they will likely

accept the disclosure without applying

additional terms or charging increased

premiums. However, failing to disclose

such facts can result in the policy being

invalidated and claims being rejected for

non-disclosure of material facts.

Jenny Hyde

Case studies:

Mr Young’s claim denial

Mr Young filed an insurance claim

following a fire, but had failed to disclose

previous directorships where the company

had become insolvent. Since the insurer

could prove it wouldn’t have accepted

the risk had they known this, it voided

the policy, resulting in the denial of a

multimillion-pound claim.

“Insurers don’t always

specifically ask for

this information and

disclosure of these

past events are

often overlooked by

policyholders.”


“Ensure the person

responsible for

communicating

with your insurer is

fully informed of all

relevant facts.”

Flood claim refusal

During a flood claim, it was discovered

that one of the directors had faced criminal

charges as a director of a company in

Malaysia the previous year. Although

the charges were unrelated to the claim,

the insurer voided the policy, asserting it

wouldn’t have insured the business had it

known about the director’s history.

Property claim investigation

A property claim was delayed after it was

revealed that one of the directors had

invested in a business that later became

insolvent. The director had acted as an

angel investor and wasn’t involved in

the day-to-day operations of the failed

business. After investigation, the insurer

allowed the claim to proceed, although the

time spent investigating caused delays, as

well as uncertainty and distress while the

decision was awaited.

Our advice:

1. Ask the tough questions

Ensure you and your fellow directors

are upfront and honest with each other.

This may involve asking and answering

uncomfortable questions. If you want

a belt and braces approach, enhanced

Disclosure and Barring Service checks

will provide information on convictions

and on Companies House you can search

by director to see directorship histories.

2. Disclose early and honestly

Provide your insurer with all relevant

information as soon as possible. If

you think any element of your or any

co-director’s financial history or past

directorships could be relevant, declare

it, even if you haven’t been asked the

question. You should also not to be

complacent at renewal, too. If anything

has changed in your circumstances, you

should declare it.

3. Who needs to know?

Ensure the person responsible for

communicating with your insurer is

fully informed of all relevant facts. If this

task falls to a manager or administrator,

it’s appropriate for him or her to be

informed and have access to the necessary

information. It’s not an excuse that this

individual was not aware.

4. Revisit regularly

As an insurance provider we are in

regular contact with our customers to

discuss their business growth and plans,

as we know that a lot can happen in an

insurance period, so we make sure that

insurance is adjusted along the way, not

just at renewal. Make sure that material

fact discussions form part of your regular

communication with your insurance

provider.■


nmtmarketing

What parents look for

Understanding the intricacies of how parents search for and evaluate nurseries can be a gamechanger

for an early years setting. Justin Deaville, managing director of digital agency Receptional,

shares the latest research

Choosing a nursery is one of the most

significant decisions parents make.

It’s a choice that blends emotion

with practicality and hope with caution.

Let’s delve deep into parents’ minds and

explore what truly matters when selecting a

nursery for their little ones.

How parents look online

The digital age has revolutionised how

parents seek out childcare options. Our

recent survey of 421 UK parents reveals

that the internet is overwhelmingly the

first stop on their nursery-finding journey.

Some 84% of parents turn to Google

when beginning their search, marking a

significant shift from traditional word-ofmouth

referrals.

This online-first approach means parents

form initial impressions of your nursery

long before they enter your premises. They

compare multiple options simultaneously,

read reviews, scan photos, and assess your

online presence – all from the comfort of

their phones.

The implications? Your digital footprint

is now your nursery’s first impression. A

well-optimised website, a solid social media

presence, and positive online reviews are no

longer optional – they’re essential.

“The implications?

Your digital footprint

is now your nursery’s

first impression. A welloptimised

website, a solid

social media presence, and

positive online reviews

are no longer optional –

they’re essential.”

Google and Facebook: where most

parents start

While Google dominates the initial search

phase, Facebook plays a crucial supporting

role. Our research shows that 45% of

parents use Facebook and Instagram (18%)

in their nursery research process. This

dual-platform approach offers insights into

parent behaviour:

On Google’s platforms, parents are

typically:

• Searching for ‘nurseries near me’.

• Reading Google reviews.

• Checking your website via search results.

• Looking at your Google Business Profile

for quick information.

• Watching (Google-owned) YouTube

video content.

On Facebook and Instagram (in effect,

the same platform, as both are owned by

one company, Meta), parents are:

• Visiting your nursery’s page to get a feel

for your setting’s personality.

• Reading posts to understand daily life at

your nursery.

• Asking for recommendations in local

parenting groups.

• Checking out photos and videos of

activities and facilities.

This two-pronged approach means

your online strategy needs to be cohesive

across both platforms. Consistency in

information, tone and quality across

Google and Facebook can significantly

boost parent trust and interest.

What parents feel when searching

The nursery search isn’t just a logical

process – it’s deeply emotional. Our survey

uncovered some fascinating insights into

parents’ emotional states during their

search:

• 29% feel excited about finding the right

nursery.

• 28% feel overwhelmed by the process.

• There’s a notable gender split: 38% of

men report feeling excited compared to

24% of women, while 35% of women feel

overwhelmed versus 17% of men.

These emotions play a crucial role in

decision-making. Excited parents are more

likely to engage deeply with your content

and may be more open to booking visits.

Overwhelmed parents, on the other hand,

might appreciate clear, concise information

and reassurance.

Understanding these emotional drivers

allows you to tailor your communication.

For example:

• Address common concerns upfront to

ease anxiety.

• Use positive, warm language to tap into

feelings of excitement.

• Offer clear, step-by-step guides to your

enrolment process to help overwhelmed

parents.

Content that gets parents’ attention

When it comes to what parents want to see,

our research highlighted three key areas:

1. Parent testimonials (68% find these

highly influential).

- Parents trust other parents. Authentic,

detailed reviews from existing or past

families carry immense weight.

- Video testimonials are compelling,

offering a more personal touch.

2. Detailed descriptions of your services

(59% value this).

- Parents want to know exactly what you

offer. This includes your curriculum

approach, daily routines, meal plans,

and special activities.

- Be specific – instead of saying “we offer

a range of activities”, list examples like

“weekly forest school sessions, daily

story time, and monthly cultural

celebration days”.

3. Clear pricing information (48% look for

this, especially women).

- Transparency about costs is crucial.

Where possible, provide clear fee


structures and answers to frequently

asked questions on your website.

- If your pricing is complex, consider

offering a fee calculator or providing

example scenarios.

Additionally, 43% of parents value

curriculum overviews, showing a keen

interest in the educational aspects of your

provision.

How different age groups use social

media

Our research reveals that social media

preferences vary significantly across age

groups:

• 18-24 year olds: Prefer Instagram,

Snapchat, and TikTok. They engage

well with short-form video content and

interactive features like polls or Q&As.

• 25-34 year olds: Active across most digital

platforms. They appreciate a mix of

informative content and engaging visuals.

• 35-44 year olds: Primarily use Google and

Facebook. They tend to value detailed

information and longer-form content.

• 45-54 year olds: Show higher engagement

with traditional media like radio, and

lower engagement with newer social

platforms.

This diversity means a one-size-fits-all

approach to social media won’t cut it.

Consider creating a mix of content types to

appeal to different age groups:

• Short, fun videos for TikTok and

Instagram Reels to attract younger

parents.

• Informative posts and parent Q&A

sessions on Facebook for the 25-44 age

group.

• Detailed blog posts or articles shared on

Facebook and your website for older

parents and older family members.

Interestingly, YouTube emerged as the

third most popular platform, used by 16%

of parents. To showcase your nursery, create

virtual tours or ‘day in the life’ videos.

Quick tips to improve your online

presence

1. Optimise your Google Business

Profile:

- Ensure all information is up to date and

accurate.

- Add high-quality photos of your

setting.

- Respond promptly to reviews, both

positive and negative.

2. Enhance your Facebook strategy:

- Post regularly, aiming for three to five

times a week.

- Share a mix of nursery updates,

parenting tips, and local community

news.

- Use Facebook Live for virtual open days

or Q&A sessions.

3. Create engaging video content:

- Short clips (30 to 60 seconds) work well

for social media.

- Consider topics like ‘A day at our

nursery’ or ‘Meet our staff ’.

4. Encourage and manage reviews:

- Set up a system to ask happy parents for

reviews regularly.

- Respond to all reviews, addressing

concerns in negative ones.

- Share positive reviews across your

platforms.

5. Refine your website:

- Ensure it’s mobile-friendly – 67% of

parents in our survey used their phones

for research.

- Include detailed service information,

including your curriculum approach.

- If possible, add a pricing page or enquiry

form.

6. Harness the power of storytelling:

- Share real stories from parents and

children.

- Highlight staff experiences and

qualifications.

- Showcase how your nursery has

positively affected families.

7. Use targeted advertising:

- Facebook and Google Ads allow you to

reach parents in your local area.

- Create ads that address common parent

concerns or highlight your unique

selling points.■

Download the full research report at:

bit.ly/nursery-survey.


nmt-magazine.co.uk November/December 2024 NURSERY MANAGEMENT 16/10/2024 TODAY 14:0417


nmtproperty

Future of the childcare

market

Andrew K Steen, managing director of Redwoods Dowling Kerr, reflects upon

the year so far, examining activity within the childcare market, and reflects on

what may await childcare business owners in 2025

The year so far was marked by

significant uncertainty due to the

general election, which cast doubt

over the UK’s economic landscape.

However, as the summer progressed, the

underlying economic outlook for the

UK appeared to improve.

In a recent interview, the governor of

the Bank of England Andrew Bailey said

the “persistent” factors keeping price

rises high “appear to be smaller than we

expected”. These comments provide hope

for a sustained period of interest rate

“Against this more

positive economic

backdrop, what

impact might the new

government have on the

Andrew K Steen

childcare market?”

cuts, with markets expecting a further

base rate cut later this year.

Key economic indicators present a

generally improving picture, resulting

in increased confidence among SME

business owners in the outlook for the

future. Inflation figures announced

in October surprised many, falling

below the 2% target rate to 1.7%. Core

inflation also fell but remains high at

3.2%. Markets expect further interest

rate cuts which will boost M&A due to

lower borrowing costs for acquirers.

Impact on the childcare market

Against this more positive economic

backdrop, what impact might the new

government have on the childcare

market? In July, Chancellor of the

Exchequer Rachel Reeves announced a

host of measures following her claim of

a projected overspend of £22 billion in

public finances in the last fiscal year.

Nonetheless, it is expected that

with a Labour government, social care

Andrew K Steen

and education will be a priority. The

Prime Minister stated: “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.” How

the Chancellor’s comments may affect

the government’s plans for the childcare

and education sector, including opening

3,300 new nursery classes in unused

classrooms and increasing support for

staff working in childcare and early

education, remains to be seen.

At the time of writing, the Chancellor

revealed that the Budget on 30 October

will be the beginning of a series of

difficult decisions surrounding welfare,

spending and tax. While the planned

introduced of VAT for private school

fees will undoubtedly affect demand for

private school places, wider rumoured

changes including to Capital Gains Tax,

Inheritance Tax and Business Asset

Disposal Relief have been mentioned. At


“Given current

conditions, demand from

buyers in the childcare

sector remains robust,

providing an unmissable

opportunity for those

looking to sell their

childcare business.”

the time of writing the announcements

have not been made, causing a period

of significant uncertainty for business

owners. This lack of clarity has led

some investors to hold back investment

decisions. For childcare business owners,

deciding to sell your business before

the next financial year could prove to

be a strategic choice to take advantage

of the current financial and economic

conditions and the broader investment

climate.

Success at RDK

Redwoods Dowling Kerr completed 50

sales in the first half of 2024.

Over the summer, we sold a group

of three childcare settings in Stirling,

Scotland. Lecropt Nursery, Old Doune

Road Nursery and Bridge of Allan Out

of School Care were sold to first-time

buyers Fourwinds Group.

In another recent example, our

childcare team brokered the sale of

Tigers Childcare, a children’s nursery

in Southeast London. Following a

large amount of interest and multiple

viewings, the setting sold to global

childhood education business Kido

International, which was recently named

a ‘Top 20 large nursery group’ in the UK.

The team at RDK also facilitated the

sale of The Wendy House Day Nursery

in Bryford, North Wales. The familyowned

nursery with accommodation for

90 children was one of a number of our

deals with the operator Kids Planet this

year as part of its ambitious expansion

plans.

Looking ahead

Given current conditions, demand

from buyers in the childcare sector

remains robust, providing an unmissable

opportunity for those looking to

sell their childcare business. The

market continues to offer attractive

opportunities for buy-and-build

strategies, regional growth expansion,

and first-time acquisitions.

Regardless of the changes that the new

government brings, the sector remains

resilient and attractive, and RDK will

continue to work diligently on your

behalf to address the issues impacting the

childcare sector.

Based on our current pipeline, we

forecast that M&A deal volumes will

rise through to spring 2025, as business

owners seek to exit the market before

further anticipated changes arise with

Labour’s first economic budget.

If you are interested in our services,

please get in touch on 01772 775777.■

Andrew K Steen, managing director at

Redwoods Dowling Kerr


nmtregulation

Inspection reform

Last year, National Day Nurseries Association brought together a range of early years experts to

produce the Blueprint for Early Education and Care, which puts children at the heart of policies

affecting their first five years. Purnima Tanuku, chief executive of NDNA, explains

One key area in the Blueprint to

get right was regulatory and

inspection regimes that focus

on keeping children safe and supporting

providers to maintain and improve

quality. A clear message coming through

the discussion was that inspection

activities needed to be proportionate,

effective and fit for purpose.

Over the past five years, changes have

been taking place in England, Scotland

and Wales, but are these for the better for

children, families and their providers?

Five years ago, Care Inspectorate Wales

(CIW) and education inspectorate Estyn

which had previously carried out its own

independent inspections of childcare

providers began inspecting jointly. Since

then there have been changes to the legal

framework, curriculum and national

minimum standards, so the Welsh

government commissioned a review

into joint inspections by the Learning

Partnership.

Overall its conclusions were positive

but the report did highlight several

recommendations for improvement

which the two inspectorates are

currently considering. Once CIW and

Estyn have analysed the report, they

“Overall its conclusions

were positive but

the report did

highlight several

recommendations for

improvement which the

two inspectorates are

currently considering.”

will be developing their response to

the recommendations over the coming

months.

Speaking to providers, we welcomed

the reduction in numbers of inspections

but recognised that nurseries still

faced inconsistencies with the new

system. The recommendation of regular

mandatory training for inspectors

would help to reduce these anomalies.

It would be useful for the inspection

framework to align with the ambitions

of Early Childhood, Play Learning

and Care (ECPLC) in Wales to reduce

unnecessary replication for staff. NDNA

will work with the two inspectorates to

make sure any new inspection regime

supports ongoing quality improvement,

making sure the sector is fully supported

and consequently, resulting in better

outcomes for children.

In Scotland, Professor Ken Muir

published his wide-ranging report into

educational reform in March 2022,

starting the conversation about putting

regulation on a similar trajectory to

the joint inspections of Wales. One

of his recommendations was that the

inspection process for early learning

and childcare settings must be looked at

closely. He considered that the existing

process of two inspections, from two

different bodies, was too burdensome on

the sector.

As a result of this report, the Scottish

government asked the Care Inspectorate

(Scotland) and Education Scotland –

the two care and education regulatory

bodies – to work together to develop a

single shared inspection framework.

The new shared inspection framework

for Scotland is now being brought

forward for providers, inspectors and

parents to familiarise themselves with

it ahead of implementation. However,

there are concerns about the new

Purnima Tanuku

framework. If the two inspectorates

continue to carry out their own

inspections separately, and keep some

of the unnecessary differences in their

own approaches, there will be a missed

opportunity for genuine reform.

If the shared framework leads to

more confusion, less clarity and greater

burdens for providers it’s hard to see how

it will support quality improvement or

help families and providers. Any change

in regime naturally means providers have

to review their policies and procedures,

and how they operate and train staff.

This work is essential but will be an

unnecessary effort if the changes don’t

make the new inspection regime better.

We will watch this situation closely to

make sure that any new system which is

put in place is reviewed regularly, always

going back to the Blueprint principle;

regulatory frameworks must be fit for

purpose and support providers to focus on

improving quality. This includes reducing

unnecessary burdens on nurseries.

Finally, in England the debates around

reform of Ofsted have been growing in

recent years. We know that any form of

inspection is stressful, but while many


“The findings were also

clear that one-word

judgements don’t help

parents of early years

children understand

what happens in

settings”

people tell us that their interactions with

Ofsted were positive, too many were

having negative experiences.

The new HMCI Sir Martyn Oliver

signalled a change in approach from

day one and Ofsted responded to

the findings surrounding the tragic

death of Ruth Perry. But as an Ofsted

representative said at our NDNA

Talk event last month for members in

England, the case for change had been

building for much longer.

Over the summer we saw Ofsted’s

largest ever consultation event – The Big

Listen – to which 51% of respondents

answered questions about early years.

Ofsted listened to staff from across

all jurisdictions, families, parents and

children. Meanwhile a new Labour

government was voted in on the promise

of reforming Ofsted.

The new government acted quickly

with an announcement that from

September, schools would no longer be

subject to one-word judgements. While

early years will follow suit, for now

providers in the private, voluntary and

independent sector and childminders

will still receive those judgements for this

academic year. By including maintained

nurseries and school-run nursery classes

in the changes for school inspection, we

currently have a two-tier approach which

needs to be resolved as soon as possible.

The results of The Big Listen were

published in September, an honest and

wide-reaching analysis of what was

wrong with the inspectorate and how

it would move forward to put it right.

Ofsted didn’t try to hide the scale of the

challenge it faced and that included the

lack of trust which many in the sector

placed in Ofsted inspectors.

The findings were also clear that oneword

judgements don’t help parents of

early years children understand what

happens in settings. So it confirmed

consultations will take place with the

sector this year to set out how they will

be replaced with report cards, although

there hasn’t been much detail revealed

yet.

Ofsted representatives who spoke at

our NDNA Talk event confirmed there

would be a ‘report card’ but this will

take time to develop, with consultations

including parents, professionals and early

years bodies. There will be a top line


nmtregulation

judgement about whether regulations

have been met or not, below which

will sit the more detailed report which

highlights different areas of practice.

“At our recent event

Ofsted also told

providers that it will

focus on inspections

being consistent

across the sector and

a complaints process

which is transparent.”

Providers have spoken about the

consequences of the inspection

judgement which can result in their

funding being removed and their

business no longer being viable. Ofsted

is aware of this and aims to address

this anxiety. We have also called for

consistency across local authorities to

ensure fairness and to give providers

a chance to implement improvements

where needed.

At our recent event Ofsted also told

providers that it will focus on inspections

being consistent across the sector and a

complaints process which is transparent.

Some of these reforms have already been

put in place and we will closely monitor

the effect of these changes.

It’s clear that across the UK we need

to end up with systems which work for

everyone. Hopefully the reform journey

in England, Scotland and Wales will

mean regulatory and inspection bodies

are more willing to work in partnership

with providers and staff, and consider

all of a setting’s circumstances, as

well as issues facing the sector more

broadly. This is the best way towards the

continuous improvement we all want to

see for our youngest children.

Whether providers receive one

inspection or two from different

regulatory bodies, the regulation must

be proportionate, effective and fit for

purpose, with children’s wellbeing at its

heart.■

Navigate Nursery

Investments with

Confidence

Whether you're new to the early childhood sector or

looking to diversify your business portfolio, we are

here to assist you in finding the ideal day nursery.

With our vast industry expertise and tailored

purchasing strategies, we will support you through

each stage of the process, providing continuous

assistance and ensuring your investment meets

your expectations.

Explore profitable, well-managed nursery

businesses for sale with us today.

For more information get in touch:

hello@owenfroebel.co.uk

02475226127

Visit our website to view

available day nursery opportunities:

www.owenfroebel.co.uk


29 - 30

November 2024

ExCel London

Building Foundations:

Excellence in Early

Years Education

#nurserymanagementshow

Book your

FREE tickets


nmtnursery awards

29 - 30

November 2024

ExCel London

Leading Nursery

Management into

Tomorrow

#nurserymanagementshow


Book your

FREE tickets

nmtcatering

ADVERTORIAL

CheckMate your

kitchen safety

Our journey into providing healthy eating for pre-school children has brought

us to seek and discover new menus, better and more efficient working

practices, and most recently led us to develop a new app that revolutionises

the way kitchens operate. Director, Johnny Hazell shares more

We started our business back

in 2006 and our mission was

simple; to provide young

children with the highest quality,

nutritious, homecooked meals that

support their healthy growth and mental

development.

We featured in Nursery Management

Today back in December 2011, discussing

the challenges of providing food that

was both delicious and nutritious. We

have now been serving nurseries and

pre-schools in the Southwest with

healthy meals for over 18 years. We have

seen many changes over this time and

have developed from a small-family run

operation to a recognised leader in the

early years catering sector. Our new app,

CheckMate, continues our commitment

to excellence both in the workplace and in

the quality of the food.

Our journey since then:

2011: Working with the NHS – We

were asked to consult on the meals

provided for its children with

special dietary needs.

2013: Holiday cover – Realising the

challenges many nurseries faced

with staffing, we started offering

short-term cover for holiday and

sickness.

2015: Embracing technology – The

introduction of our online

ordering system made placing

an order even easier for our

customers.

2016: Embracing plant-based nutrition

– With more evidence to support

the health benefits of a plant-based

diet, we increased the amount of

vegan meals on our menu.

2017: Achieving carbon neutral

deliveries – Our fleet is now 100%

electric.

2019: In-house food safety system –

Developed a web-based system for

recording temperatures, checks

and keeping food safety records.

2020: Focusing on sustainability –

Banned the use of single use plastic

and introduced more eco-friendly

packaging solutions.

2021: Navigating the pandemic – With

many of our staff furloughed we

operated with a skeleton staff to

support nurseries that remained

open for key workers.

2022: Achieving Gold in Bristol Eating

Better – This award recognises

companies with a commitment

to healthier food options, and

promotes food and environmental

sustainability.

2024: Celebrating 18 years of success

The journey to CheckMate

Up until 2019 we had always relied on

paper records and systems for recording

our checks in our own kitchens. But this

system has it limitations. We all know

that in a busy kitchen, checks can be

overlooked, paperwork can be lost or

damaged.

Some of the most common reasons

“CheckMate has really

revolutionised the way

our kitchens run. It’s really

simple to set up and use

and I feel so much more

organised and secure”


nmtcatering

for nurseries failing EHO inspections

include:

• Inadequate temperature records.

• Lapses in hygiene practices.

• Improper food storage and separation.

Understanding these challenges and

working with many of our nursery

customers made us realise that there was a

problem here that needed solving. It was at

this point that we developed our in-house

web-based system into a user-friendly app

designed to be used in nurseries.

Introducing CheckMate

CheckMate will revolutionise the way

your kitchens operate, as much as it has

ours. CheckMate is an easy-to-use app

which manages all of your kitchen-based

food safety checks.

Your kitchen staff will never miss a

check again and will save valuable time

allowing your staff to focus on preparing

meals or caring for children.

Key features:

Temperature logging: CheckMate

allows you to record all of your cooking,

chilling and storage temperatures

instantly offering immediate corrective

actions if a temperature is recorded

outside of the ‘safe’ range – Reducing the

risk of foodborne illness.

Real-time alerts: CheckMate offers

real-time reminders for checks. This

ensures that no check is missed – Helping

to maintain consistent safety standards.

Easy to use: CheckMate requires

minimal training and allows staff to quickly

integrate it into their daily routines.

Reporting: CheckMate allows

managers to generate comprehensive

reports that can be used to monitor the

kitchen checks remotely so you have peace

of mind that the kitchens are being run

safely and all checks are being completed.

These reports are downloadable making

it easy to share with your EHO officer on

inspection day.

The app is loved by our chefs and we are

sure that your kitchen staff will feel the

same. ■

“Using CheckMate has

really changed the way we

operate in our kitchens. It’s

easy to use and tells you

when checks have or haven’t

been signed off. You can

also have it linked to your

phone. Everything we need

to use is in one place and it

is environmentally friendly. I

would highly recommend.”

“CheckMate has been amazing

for all our team members for

signing off our daily checklists

They are all in one place and

getting rid of paper checks has

saved us lots of time and paper.

Also loving to be able to sign off

individual checks as you go, and

being able to report any issues

means they can’t get missed or

forgotten about.”

As we look to the future, our goal is for CheckMate to become the

gold standard in nursery food safety management and we hope

you will join us in this.

We will be exhibiting at the Excel in London on 29-30 November

for the Nursery Management Show pop by and say hi.

CheckMate is set to launch at the end of November! Scan the QR

code to pre-register for our exclusive three months free offer.


nmtrecruitment

Gender-inclusive recruitment

in early years education:

strategies for change

Male nursery team members can enrich the learning environment for younger children.

Claudio Sisera head of diversity and inclusion at Male Childcare & Teaching Jobs, explains

how to create gender inclusive recruitment strategies

Gender diversity brings a range

of perspectives and teaching

approaches that help children

see beyond traditional gender roles,

promoting empathy and understanding.

Yet, the reality in the UK is stark –

men make up just 2% of the early years

workforce, leaving a significant gap in

representation.

This imbalance underscores the need

for gender-inclusive recruitment. By

actively seeking to attract and retain

male educators, we can break the cycle

of stereotypes that discourage men from

entering the field. Inclusive recruitment

isn’t just a benefit for staff; it’s an

investment in creating diverse, dynamic

teams that better reflect the world

children live in. It’s time to make gender

inclusivity a priority, starting at the

recruitment stage.

What’s holding men back?

Despite the growing recognition of the

benefits of a diverse workforce, societal

stereotypes continue to hold men back

from entering the sector. The deeply

entrenched view that caregiving and

nurturing are inherently feminine traits

makes early years education seem like

‘women’s work’. These misconceptions

discourage many men from even

Claudio Sisera


nmtrecruitment

“By actively seeking to

attract and retain male

educators, we can break

the cycle of stereotypes

that discourage men from

entering the field.”

considering careers in this sector,

fearing judgment or questioning of their

suitability for the role – something I

experienced personally, as I initially found

myself falling into the sector rather than

actively choosing to work in it.

Men who do take the leap often face

additional challenges, including perceived

stigma and isolation. With so few male

role models in the field, it’s hard for men

to picture themselves thriving in these

environments. The lack of male colleagues

can leave them feeling out of place or

misunderstood, amplifying feelings of

being the ‘odd one out’.

Furthermore, societal expectations

about traditional gender roles make it

difficult for men to pursue caregiving

professions confidently without fear of

judgment. This creates a vicious circle

– because men aren’t well represented

in early years education, fewer men are

inspired to join. To break this circle,

we must address these barriers head-on,

beginning with reshaping how we talk

about gender roles in education and

promoting male role models who have

succeeded in this field.

Effective recruitment strategies for

gender diversity

1. Targeted outreach

Addressing the gender imbalance in early

years education requires a proactive and

multi-faceted approach to recruitment.

One of the most effective strategies is

targeted outreach. Secondary schools,

colleges, universities and career fairs

offer prime opportunities to connect

with boys and men who may not have

considered early years education as a

career path.

Recently, I came across a 14-year-old

boy debating between pursuing politics

or early years education. Initially, he was

more inclined to choose politics, largely

because his friends told him that early

years is “for women”. This highlights how

early stereotypes can deter young men

from even considering the field.

That’s why it’s essential to have male

role models raising the profile of the

industry during recruitment campaigns.

This way, we can show the real-life

impact men are making in the field.

These role models serve as powerful

examples, breaking down stereotypes and

showing potential recruits that a career

in early years education is both viable

and rewarding.

2. Male-only recruitment campaigns

Male-only recruitment campaigns can

also be highly effective. This doesn’t

mean excluding women, but creating

additional campaigns that specifically

target men, such as through ads

on job boards frequented by male

educators, booths at men’s health or

diversity events, and partnerships

with organisations focused on men’s

wellbeing. These campaigns highlight

the unique contributions men can

make in early years education and make

it clear that their presence is valued.

For example, I’ve recently started

collaborating on a project with a nonprofit

organisation called Lads Need

Dads, which supports fatherless boys. My

hope is to raise the profile of our beloved

industry among these boys, who might

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

otherwise not be aware of early years as a

viable career option for them.

3. Success stories

Another essential element is highlighting

success stories of men already thriving in

your setting or group. Case studies and

testimonials from male educators who

have successfully built their careers can

inspire potential recruits by showing the

wide range of roles and opportunities

available.

4. Parent partnership

Finally, it’s crucial to address the

unconscious bias that exists in hiring

processes, particularly the concerns many

nursery managers have about how parents

might react to male educators. Some

managers lean toward female candidates,

not because they believe men are less

capable, but due to a fear that parents may

be uncomfortable with men in caregiving

roles. This bias, while often unspoken, can

limit opportunities for men in the sector

and perpetuate gender imbalances.

To overcome this, nursery leaders

need to challenge these assumptions and

build trust with parents. By providing

bias training for recruitment teams and

regularly reviewing policies to ensure

they are gender inclusive, we can create

environments where all candidates

are judged on their skills and passion,

not their gender. Engaging parents in

discussions about the value of male

educators and highlighting the positive

impact they have can also help shift

perceptions, creating a more welcoming

space for men in early years education.

Retention and support for male

educators

Networks and mentorship

Recruiting men into early years education

is just the first step – retaining them

and offering strong support is equally

crucial. One effective way to ensure male

educators feel valued and supported is by

creating male networks and mentorship

programmes. These networks provide

spaces for men to share their experiences,

tackle challenges, and build a sense of

camaraderie in what can often feel like

an isolating profession. Mentorship from

seasoned male educators plays a vital role

in guiding new recruits, helping them

navigate the unique challenges of working

in a predominantly female field, and

offering practical advice on career

progression.

As Jake Balding, an ECE student from

Anglia Ruskin University, said to us:

“Being aware of the low percentage of

males in this field had made me concerned

about future employment prospects.

The male network at MCTJ, with its

dedication to supporting not only work

placements but also providing seminars

and resources, truly reassured me.” This

kind of support is essential in building

confidence and encouraging men to see a

future in early years education.

Inclusive environments

Fostering an inclusive work environment

is another key component of retention.

Policies that promote gender equality,

such as offering equal parental leave and

flexible working options, send a clear

message that men are just as encouraged

and supported in caregiving roles as their

female counterparts.

I’m particularly proud that one of

our members, Julie Robinson from

Eagley School House Nurseries in the

Bolton area, has started offering equal

parental leave at her nurseries, marking

a trailblazer moment in the industry.

This kind of forward-thinking policy

ensures that male educators feel their

needs are recognised and empowers

them to balance work with family life.

It’s a crucial step toward creating a truly

inclusive environment.

A call to action

Promoting gender-inclusive recruitment

is essential for creating a more dynamic

and representative workforce in

early years education. By challenging

traditional stereotypes and taking

deliberate steps to attract and support

male educators, we can build teams that

reflect the diversity of the children we

care for. Nursery leaders must take the

lead by implementing strategies that

encourage inclusivity, from flexible

policies to mentorship programmes

and beyond. Together, we can ensure

that early years education becomes

a welcoming and rewarding field for

everyone, regardless of gender. The time

to act is now.■


nmtfinance

Funding for growth:

supporting early years

childcare in Scotland

In Scotland, early years childcare providers are tackling a variety of business challenges,

from staff retention and funding to rising costs and increased regulation. Scott

Hutchinson, deputy regional director (North & Scotland) at Unity Trust Bank, reflects on

some of the key issues facing nursery operators and explores how responsible finance

can help unlock opportunities for growth within the sector.

Despite an increasing

understanding of the value

and importance of early years

education, the rising cost of childcare

remains a prohibitive factor for many

families across Scotland.

New data from the campaign group

‘Pregnant Then Screwed’ found that 65%

of parents in Scottish households have

reduced their hours or left the workforce

due to the cost and availability of

childcare. Further still, 43% of Scottish

parents said that they can’t afford to have

any more children, due to cost of living

pressures.

A further report found that the

availability of places at nurseries and

childminders has worsened for preschool

children across all age groups in

the UK, with just 29% of councils having

enough space for children under two,

down from 42% last year.

The cost and accessibility of childcare

is a pressing problem – but not just for

parents. Nursery owners today face a

number of significant challenges that all

have an impact on day-to-day running

“The cost and

accessibility of childcare

is a pressing problem –

but not just for parents.”

costs, bottom line profitability and, in

turn, future business growth.

People power

For any successful organisation,

attracting and retaining good-quality

staff is key. The nursery sector typically

attracts a younger workforce, meaning

providers face stiff competition from

other industries appealing to the same

age group, such as retail or hospitality.

Nurseries also face the issue of more

experienced staff retiring, further

widening the emerging skills gaps.

What’s more, the ongoing cost of

living crisis means nurseries are needing

to cover above-inflation pay increases,

as part of staff retention plans. As a

result, and in response to higher fees,

parents may then choose to reduce their

childcare hours to help offset their own

rising living costs.

Scott Hutchinson

The funding puzzle

To help reduce the financial strain on

families in Scotland, a range of policies

have been implemented by the devolved

government, including the annual

provision of up to 1,140 hours of funded

early learning and childcare (ELC) for

three to five-year-olds. This equates to

around 22 hours a week if used all year,

or 30 hours a week if only used during

school term time.

However, it can be seen that

differential funding approaches to

ELC are contributing to a wider ‘costof-operating

crisis’ for independent

nurseries. The National Day Nurseries

Association (NDNA) has stated that

30% of funded hours are delivered

by private nurseries, yet the funding

received through local authority

partnerships is not proportional to this.

This year’s nursery sustainability

survey by the NDNA found that funding

for three and four-year-olds did not

cover the costs for 70% of private and

voluntary nurseries in Scotland. The

average shortfall of around £1.25 per

hour equates to an annual loss per child

of £1,425.

Where council-led partnership

funding falls short of covering costs, this

can have a significant impact on longterm

income for independent providers,

further exacerbating existing issues


Scott Hutchinson with Unity’s Scotland-based Relationship

Managers (l-r) Mark Smith, Jordan Hady and Michelle Wilson

“Nurseries are a key sector

for Unity and we’re in a

strong position to support

customers who are looking

to invest in growth.”

around recruitment, accessibility and the

overall cost of childcare for families.

Markers for success

In an increasingly stringent regulatory

environment, nursery owners in Scotland

are under pressure to meet even higher

standards to achieve top inspection

grades from the Care Inspectorate.

To deliver high-quality service

whilst maintaining a robust bottom

line, nursery operators must effectively

balance occupancy and efficiency,

ensuring that staff-to-child ratios are

proactively managed to safeguard

operational standards and help maximise

profits. Additional income streams

such as breakfast clubs and after-school

provisions can also help to strengthen

and diversify a provider’s offering.

With the early years curriculum set

by the Scottish government, nursery

providers can offer an important point

of difference through the quality of their

service, delivered via a highly-trained

and engaged workforce, and a positive

environment in which young minds can

thrive.

Community impact

Nursery providers offer a vital and

important service to communities across

Scotland. Not only are they helping

to shape and foster the learning and

development of young children, they

also enable parents and carers to return

to work or further education, while

facilitating strong career, training and

apprenticeship opportunities.

To help nurseries protect their business

growth and long-term viability, valuesdriven

banks can provide tailored

financial support, designed to futureproof

early years operations and unlock

wider societal impact.

At Unity, our ‘double bottom line’

strategy means that success is measured

not only by financial performance and

commercial returns, but also by the

positive impact created through our

customers. Every loan proposal is aligned

with one or more of the United Nations’

Sustainable Development Goals to

ensure that the bank’s financing delivers

quantifiable impact.

As an ethical and responsible bank, we

support organisations by helping to fund

their immediate financial requirements

and growth ambitions, but also ensure

their deposits are reinvested to become a

force for good elsewhere in society.

As such, using an ethical bank can

help strengthen a nursery’s wider ESG

strategy, by ensuring that any funds

deposited will be reinvested into positive

community impact. This is an attractive

proposition for both parents and staff,

with the assurance that their money and

time isn’t only contributing to goodquality

childcare, but also good causes.

From enabling a nursery owner to

acquire new or additional premises

or helping to return previously closed

sites to operational use, we’re proud

to provide bespoke business support

to nursery providers across Scotland.

In turn, this not only creates more

childcare places for families in need, but

also boosts employment and training

opportunities in local communities.

Nurseries are a key sector for Unity

and we’re in a strong position to support

customers who are looking to invest in

growth. It’s not quite as easy as ABC, but

with the right financial support, nursery

owners can successfully navigate evolving

sector challenges and balance the need

for both play and profit.

About Unity Trust Bank

Celebrating its 40th anniversary this

year, Unity Trust Bank is an awardwinning

ethical business bank that

supports organisations to deliver positive

social impact in local communities across

the UK.

Guided by its principles of banking

with integrity, Unity’s purpose is to

help create a better society, not simply

maximise profits. Its ‘double bottom

line’ strategy means success is measured

by social impact alongside financial

returns.

As part of Unity’s commitment to

sustainable development, the bank

uses customer deposits to support

organisations that make a difference

to local communities and in a range

of sectors, including local councils,

charities, SMEs and education.

Every borrower is supported by a

dedicated Relationship Manager who has

sectoral expertise and knowledge, and all

customers have access to a dedicated UKbased

call centre.■

Visit: unity.co.uk

Email: us@unity.co.uk

Call: 0345 140 1000


nmtcommunity

ADVERTORIAL

Building a wider community

around ECEC

Early childhood education and care has historically been undervalued, misunderstood and

underrepresented in wider education. Angelica Celinska, partnerships and content director

at The Voice of Early Childhood is advocating for and working on an active approach to

changing this, through the building of strong and far-reaching communities around our

‘early childhood bubble’.

The need for a wider community

In the field of early childhood education

and care (ECEC) we always hear the

dreaded phrase “You just play with

children all day”. This of course shows a

lack of understanding of the profession,

creates a lack of respect for the sector,

which has an impact on the level of

support and state funding received for

early childhood education. This in turn

demotivates the current workforce and

ultimately reduces the desire to stay in

the sector, as well as resulting in difficulty

in recruiting new staff, let alone highly

skilled staff. We all know this too well.

But what if we had a supportive

community around us? And on a wider

scale too… not just our own ECEC

bubble. I often talk about how we in

ECEC seem to preach to the converted

– we talk to each other about both the

opportunities and challenges within

ECEC. We are ultimately advocating only

to ourselves for the vast majority of the

time.

What we need to do is in fact branch

out wider, shout louder and build a bigger

support community around us…

Early childhood needs advocates

from the outside

We need to ensure we do not just

preach to the converted and stay

within our early childhood circle; we

need to communicate, network, build

relationships and engage in discussions

and shared reflections with:

1. Those outside early years and in other

fields of education.

2. The wider society.

We have great access to both of those

two groups – we as early childhood

managers, owners, professionals and

leaders are within the education field,

so connecting with those working in

education but outside of early childhood

is something which we are very well

positioned to do.

What I am proposing is the need to

Angelica Celinska

bring early childhood into the conversation;

bring our own experiences, knowledge

and our work into spaces where early

childhood is often missed out and not

represented. Go out to wider educational

“I often talk about how we

in ECEC seem to preach to

the converted – we talk

to each other about both

the opportunities and

challenges within ECEC.”


“I propose we bring parents

and families into our ‘early

childhood bubble’, and

not just through standard

‘partnership working

practices’.”

events and network, share your side of the

education field, advocate for your work in

early childhood and take a well-deserved

seat at the table.

We also have direct access to the wider

population – through parents and carers!

The UK has around 8.3 million families

with one or more children (Clark,

2024). That is a lot of parents, carers and

family members part of the wider society

from all walks of life, various sectors

and backgrounds. We strive to work in

partnership with parents, and I believe we

can go so much further than this…

Parent partnerships – A new,

stronger approach

We need to go beyond the usual parent

partnership practices we all talk about.

How can we do more? More for the

children in our care, for the families and

for our own early childhood sector.

I propose we bring parents and families

into our ‘early childhood bubble’, and

not just through standard ‘partnership

working practices’. Parents can and should

be part of the work we do in ECEC, they

should be part of the ECEC community.

This includes providing them with a

similar level of, if not the same, ‘CPD’

and access to information which is

traditionally only provided for educators.

We as ECEC providers need to encourage

parents and families to be part of our

sector in more active and community led

ways – by inviting them to conferences,

webinars, training and anything that is

not just traditionally parent-focused.

Involve them in wider early childhood,

and not just around their own child and

your setting.

Involving and truly embedding

parents and families in the ECEC

community has the potential to:

• Strengthen learning and development

for young children through deeper

shared values, understanding and

knowledge of child development and

pedagogy across both the educator and

parent community.

• Strengthen deeper understanding of,

and respect for, the ECEC profession –

parents can be fantastic advocates, if we

give them this chance.■

If you’d like to connect or share

your thoughts, add me on LinkedIn,

or get in touch:

Angelica@thevoiceofearlychildhood.com


nmtearly years

ADVERTORIAL

Shaping your tomorrow,

today

Knovia Group launches Shaping Lives to provide specialist training provision for early years sector

Knovia Group has announced

the launch of Shaping Lives,

to offer specialist training and

apprenticeships in early childhood

education.

With 20 years of experience in the

early years sector, previously delivered

through Paragon Skills, Shaping Lives

is designed to support and develop the

next generation of educators.

Shaping Lives will deliver best-in-class

training in early years education, helping

to inspire learning, unlock new and

exciting career opportunities, and meet

the needs of the sector.

Supporting the sector

To mark the launch, Shaping Lives is

pledging to train 30,000 16 to 19-yearolds

in early years by 2030, as part of

its strong commitment to the sector.

This dedicated focus reflects a growing

understanding of the importance of early

years education, as well as the need to

urgently address evolving pressures on

nursery owners and providers.

The early years sector has seen

significant change in recent years,

following the expansion of free childcare

under the Conservative government, set

to be extended further by September

2025, and Labour’s pledge to open up an

additional 3,000 new nursery classes.

In October 2024, the government

launched the first round of funding

for up to 300 school-based nurseries.

Primary schools can now apply for up to

£150,000 of £15million capital funding,

to support the creation of 300 new or

expanded nurseries across England.

This is further to recent changes to

government-funded childcare hours. The

new measures will offer up to 30 funded

hours of childcare per week, over 38

weeks of the year, to children aged nine

months and over, with the policy being

delivered through a phased rollout from

April 2024 to September 2025.

According to the Department for

Education’s latest projections, around

70,000 new places and 35,000

additional early years educators

will be needed to meet the

demand placed on the

childcare sector, through

the planned expansion

of government-funded

entitlements.

To enable greater

accessibility to

affordable and highquality

early years

provision, significant

investment must be

made in training and upskilling

the next generation

of educators. Not only will this help to

meet evolving sector demands, it will

also create future pathways to long-term

careers, and ensure positive outcomes for

young children.

Arti, the Shaping Lives mascot

Mark Botha, CEO of Shaping Lives,

comments:

“We are delighted to launch Shaping

Lives as part of our ongoing

commitment to the early years

sector. With a dedicated

focus on early years

education, our specialist

apprenticeships will

equip the next generation

of educators with the

skills they need to fulfil

their potential and

embark on new and

rewarding career

opportunities.

“We have been

proud to deliver early

years apprenticeships

through Paragon Skills for

over 20 years, where we have

supported over 2,000 employers across

England and many thousands of young

apprentices. By launching Shaping Lives,

we’ll continue to build on these solid

foundations by giving real focus to this


important sector.

“We understand the vital importance of

high-quality early years provision, and the

pressing need to address emerging skills

gaps as well as recruitment and retention

challenges. Shaping Lives is designed

to meet these needs, with personalised

training delivered by our dedicated

early years team of highly-skilled and

experienced professional tutors.”

Inspiring learning

Shaping Lives aims to deliver

outstanding skills and growth

programmes for apprentices, helping to

ensure excellent outcomes for children

aged 0-5 years. The training programme

will include SENCo as an optional

specialism available to all learners.

Mark Botha continues:

“The first five years of a child’s

life are critical for their long-term

development. Through our mission to

train and nurture skilled educators, we

will equip them with the essential skills

and resilience to pursue a career with

purpose, foster a love of learning in

young children and, most importantly,

make a positive, lasting impact on their

early development.

“Our pledge to deliver

30,000 apprenticeships

by 2030 reflects the

scale of our ambition

and our unwavering

commitment to the

sector. We want to

help drive positive

opportunities for

educators and, in turn,

empower them and

their employers to play

a vital and significant role in shaping

the lives of young children across the

country.”

Award-winning apprenticeships

As a trusted training provider,

Shaping Lives builds on two decades

of experience in the early years sector,

and the successful delivery of tens of

thousands of apprenticeships. Through

the team’s extensive expertise, sector

knowledge and innovative teaching

methods, learning is accessible and

transformative, opening doors to new

career pathways.

Rubie-Grace Lamb, Level 2 Apprentice

at Spring by Action for Children, was

named ‘Childcare Learner of the Year

2024’ (16-24 winner), in recognition of

her passion and energy for early years, as

well as her impressive skills, knowledge

and willingness to learn.

Rubie-Grace Lamb said: “I always

knew I wanted to work in childcare and

there was nothing stopping me. I love

helping children develop, seeing them

grow and watching their personalities

blossom - that’s what makes me happy.”

Mark Steed, Early Years Educator at

Dottie Tots Nursery School, entered

the sector as an older apprentice

and was named ‘Childcare

Learner of the Year

2024’ (25+ winner),

in celebration of his

strong commitment to

learning.

Nicky Scullion,

Nursery Manager at

Dottie Tots Nursery

School, said: “Mark has

a love for the children

that just shines through - they all want

to be with him all the time. Everything

that Mark does, he does to the best of his

ability. Some of our families don’t have

male role models so from that aspect too,

it’s amazing for our children.”

Mark Steed said: “The most important

thing is looking after children and

helping them to see the world differently

- getting them enthused and inspired

about the world around them, honing

the skills that are already burgeoning,

and making them feel positive about

themselves. When the children have a

positive story to tell their Mum and Dad,

that’s when everyone’s faces light up, so

you can always make a difference there.”

Shaping your tomorrow, today

Shaping Lives represents a commitment

to fostering a generation of engaged

and skilled educators, with a passion

for enhancing young children’s early

development. It also reflects the wider

Knovia Group purpose of supporting the

creation of measurable social impact and

professional mobility.

Mark Botha adds: “We’ll continue

to champion the wealth of career

opportunities in early years, and fulfil

our commitment to better deliver for

the sector by investing in the educators

of today to ensure brighter outcomes for

children. As part of the Knovia Group,

Shaping Lives will deliver exceptional

results for its learners, employer partners

and the wider sector.” ■

For more information,

visit www.shapinglives.co.uk


nmteducation summit

Unlock business growth

Nursery owners and early years leaders attending Nexus Media Group’s

Education Summit last month heard from panels of experts discussing

the challenges and opportunities around growing a nursery business

According to the Department for

Education’s latest projections,

there’s a need for 70,000

additional early years places by next

September, to deliver the government’s

commitment to the expansion of funded

childcare places. For nurseries looking

to expand, it seems the demand is there,

but recent research released by Ofsted

shows capacity is not evenly distributed

across the country, with some of the

most disadvantaged areas in need of the

largest uplifts.

Schools-based nurseries

As nursery owners and sector experts

gathered at London’s Business Design

Centre last month to attend Nexus

Media Group’s Education Summit, the

policy landscape was front of mind.

Speakers discussed the opportunities

and challenges thrown up by the

government’s plan to deliver 3,000

school-based nurseries. Recently

published guidance outlines ways

in which private, voluntary and

independent (PVI) sector settings can

work with schools, which have been

invited to apply for £150,000 to set up

provision on site.

Cheryl Hadland is founder and chair

at Tops Day Nurseries which owns 33

nurseries in the south of England, two

of which are on school sites. She said

“According to the

Department for Education’s

latest projections, there’s a

need for 70,000 additional

early years places by next

September.”

the school-based nurseries initiative was

both “a challenge and an opportunity”.

“School leads are not generally

entrepreneurs, we are entrepreneurs,

so there is space for working in

partnership,” Hadland said. Challenges

she set out included accessibility issues,

with nursery parents wanting to drive

up to the entrance, and the differences

between school and nursery opening

hours,

Purnima Tanuku, chief executive of

the National Day Nurseries Association,

questioned the fact that the majority of

local authorities have not yet distributed

capital funding set aside for PVI settings

to expand to meet projected demand.

“Why is that capital funding delayed but

all of a sudden the 300 schools they want

to set up as a pilot, that funding is fast

tracked?” she asked. Hadland agreed:

“We have not managed to get a bean

from our local authority so far, that is

not through lack of trying.”

She also said PVI settings delivering

provision in schools would need some

protection around the length of the

contract and notice period. “We have

been saying to members don’t agree to

anything less than 10 years,” she said.


Future demand

Daniel Cohen, head of business

development at MTM Consulting,

talked to delegates about how the

nursery market is set to develop in the

near future. “We are in the middle

of a birthrate contraction, and this is

something we need to be aware of given

our target market is zero to four year

olds,” he said. “The birthrate is 1.6 at the

moment, it was 1.8 12 months ago and

it’s not looking like it will improve until

probably around 2032.”

However as with current capacity, the

decline in birthrate varies geographically,

he said. “It depends on where you are

in the country, the demographics you

have surrounding the nursery, and what

businesses are around the setting – are

there large hospitals or factories which

have an impact on potential demand?”

Recruitment

Sarah Mackenzie, chief executive of

Storal, which owns 30 nurseries, pointed

out that choosing new locations to

expand into was not just a question of

demand, but also the ability to recruit.

“Sometimes you will be in an area

where recruitment is relatively easy, and

sometimes you have an area where it’s

quite tough, and one of the challenges is

getting that good match between an area

where we have the demand from families

for our brand and business model but

it is also an area where we can recruit,”

she said. “Sometimes we look at what

can we do to bring people in from a

neighbouring location that doesn’t have

that recruitment challenge.”

Growth trends

David Eaves, director, childcare and

education at Christie & Co, said

the sector had seen an increase in

leasehold, as opposed to freehold, sales.

“Increasingly we are seeing owners

of nurseries, when they come to sell,

deciding to keep the property and lease

that to the buyer, and retain a rental

income,” he said. He also highlighted

an increase in the size of nurseries that

are being sold. “In terms of settings we

have sold to small group operators, the

average size of nursery has been 85 places

compared to 62 last year,” he said. “With

the funding now in place for younger

children, they require more space, and

those economies of scale are drawing

people to larger nurseries.”

Helen Robinson, principal associate

solicitor at Birdi & Co, said buyers were

increasingly interested in gathering

operational information on a setting as

part of a transaction, often in the form of

a long and involved questionnaire.

Helena Deacon, head of M&A at

The Old Station Nursery Group which

comprises 78 nurseries across the UK,

said: “Ultimately a sales process means

someone is going to lift up the bonnet of

your business and have a good rummage

around so anything you can do to be

on the front foot with that is definitely

worth doing beforehand.”

Leadership

When it comes to growth, a strong

senior leadership team is key, said Amol

Devani, chief executive of Bright Little

Stars Nursery which runs six settings in

London. “If you are looking to expand the

first thing you need to think about is your

management team,” he concluded. “If you

have got management that’s not quite

right, or practice you’re not happy with,

when you expand all you’re really doing

is exporting weakness. Especially if you

are expanding quickly, it is important to

pause and get these things really right.”■


nmt-magazine.co.uk November/December 2024 NURSERY MANAGEMENT 16/10/2024 TODAY 14:0537


nmtfamily first

ADVERTORIAL

Empowering nursery

managers to be the

ringmasters of their settings

Family First’s annual conference was filled with magic and wonderment

with a special circus theme

The big top isn’t the most obvious

setting for a nursery group’s

managers conference.

But Family First managed to breathe

new life into their annual get together

where the themes of resetting, refocusing

and strengthening their community were

presented against a backdrop of dazzling

circus acts.

James Chaplin, Nursery Director, was

the driving force between the event which

was inspired by The Greatest Showman.

He said there were clear parallels between

the job of nursery managers and P.T

Barnum – the ringmaster played by Hugh

Jackman in the smash hit film.

“It’s never easy to strike the perfect

tone for these gatherings, but this time I

genuinely think we nailed it,” he said.

“The event empowered our teams

to embrace their roles as ringmasters

in their own settings, taking charge of

their environments with confidence and

creativity.

“Adversity followed Barnum at every

turn—facing financial struggles, losing his

venue, and at times feeling like hope was

lost.

“Yet, through perseverance and

creativity, he always found a way to

overcome these challenges.

“Nursery managers experience similar

pressures, from unexpected staff turnover

to tough inspections, but they too must

remain resilient, adapting and innovating

to ensure the best outcomes for their

teams and the children in their care.

“Barnum used his inventive spirit to

create a magical experience with limited

resources—whether it was crafting a

wishing machine for his daughter or

hosting his circus in a tent to cut costs—

and nursery managers must find smart,

efficient solutions to deliver exceptional

care while managing tight budgets.

“Barnum famously said, ‘The noblest

art is that of making others happy,’ and

this rings true for every nursery manager.

“Their heart and souls lie in their

unwavering dedication to creating

happiness for the children and families

they serve.

“Our organisation naturally embodies

a family-first culture, and the big top

symbolised the creativity, teamwork, and

resilience needed to keep that spirit alive.

“We want the managers to lead

with passion and ensure every child’s

experience is as magical as possible, even

in the face of challenges they face.”

CEO Tony Page opened the event

by discussing Family First’s sense of

belonging and the culture everyone

is looking to build, emphasising how

listening to teams across their nurseries

was crucial to fostering a supportive,

inclusive environment.

Early Years Director Emily Burgess

then led an insightful session on quality,

alongside her team, exploring how

everyone had the potential to improve

“Their heart and souls

lie in their unwavering

dedication to creating

happiness for the children

and families they serve.”


and innovate in all they do.

The team also welcomed Lead

Happiness Consultant, Dave Keeling

from Laughology for a burst of energy

and humour with his Flip it Thinking

session focusing on strategies to manage

a positive work-life balance, support

interactions with colleagues and help

make connections.

James added: “The final sessions

focussed on retention and recruitment

– the fine balance of finding the right

people, while keeping our most loyal team

members, a juggling act for us, and every

organisation.

“It became clear our strong, positive

culture will be key in maintaining this

balance.

“We also emphasised our commitment

to working in partnership with Realise to

bring apprenticeships to the forefront—

not just for new starters, but for anyone

within the company who wants to grow

and develop their skills.”

The conference ended with an awards

evening, celebrating a host of fantastic

achievements across Family First.

Amongst the categories where people

were honoured were Best Newcomer,

Behind-the-Scenes Superstar, Nursery

Manager of the Year, and their very own

Lifetime Achievement Award.

Katie Cartwright, Manager at Just

Imagine Wickford – Station Avenue Day

Nursery in Essex won two awards for the

financial performance of her setting.

She was full of praise for the event.

“This was the best conference we’ve

had, by far,” she said.

“Having the theme made it more fun

and less corporate but still delivered the

message to everyone who attended.

“It was lovely to see the time and effort

which had gone into it.

“I loved seeing people getting rewarded

and recognised for their hard work – both

managers and the support team, too.

“We don’t get the chance to catch up

with everyone too often, especially in

person, and moments where we gather

together are precious.”

Hannah Lewis, Manager at Freshfields

Nursery School in Stratford upon Avon,

added: “It made me realise what a huge

support network I have available, and that

we are all striving for similar outcomes.

“Spending time with other managers

was great, as well as the support team,

plus getting to see the executive team in a

slightly different light.”

Michele Falconer, Family First’s

Apprentice Lead said the day had left

everyone who attended feeling positive

about the future and refreshed to make a

difference in their settings.

“It was an incredible day, full of

surprises and differing experiences,” she

said.

“Being greeted by stilted performers at

the entrance was an early sign that this

wasn’t going to be like any conference

anyone had attended before.

“There had been clues in the preview

that something circus-like was coming,

but I’m not sure the managers fully

expected the whole big top experience.

“The executive team were fully

immersed in it, and it was great to hear

their presentations.”

James said he was delighted that

thinking outside the box had led to such a

successful event.

“It was a day filled with inspiration,

sharing of knowledge and most

importantly laughter, and it confirmed

our collective goals,” he said.

“As we look ahead, there’s no doubt that

the future is bright—and we are ready to

achieve it together as one strong family.” ■

For more information about Family First

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

Pie in the sky

When Lisa Daniels, manager at Cotton

Tails Too day nursery in Rubery,

Birmingham, was recently ‘splatted’

by a custard pie it wasn’t because one

of the children had run amok after a

cookery session – it was part of Cotton

Tail nursery group’s mammoth annual

fundraising initiative for Birmingham

Children’s Hospital. The group, which

has four nurseries, raised £2,500, bringing

their total donations to the hospital to

more than £40,000 over the past 32 years.

“We have a strong connection with

Birmingham Children’s Hospital, as over

the years there have been quite a few

of our children who have been treated

there, including unfortunately two at the

moment,” said Sophie Perry, educational

director at Cotton Tails. “Alongside

raising funds for the hospital, we also

try to create more awareness around the

charities that support those children or

focus on their conditions.”

As well as raising money, the nursery

group has a strong relationship with the

hospital. In the past, staff have visited

the wards dressed as Minnie and Mickey

Mouse, and a group of managers recently

received a tour of a new department

building which had been partly paid for

by their annual fundraising week.

Special events take place throughout

the week, culminating in a summer fete

which included the ‘splat the manager’

stall, with both sponges and pies available

for splatting. “There were three sponges

for a pound – all the children loved

throwing them – and the highest bidder,

who happened to be our deputy manager’s

fiancé, got to throw a nice big custard pie

right in my face!” said Daniels.

Asian adventure

Niamh Manning, centre director at Busy

Bees Cheltenham Wellington Road, is

one of nine Busy Bees employees who

took part in an international talent

exchange programme to Asia in October.

The team members joined a cohort of

30 colleagues from across the world on

a journey to Singapore, Vietnam and

Malaysia from 14 October.

The talent exchange programme aims

to give Busy Bees employees handson

experience of early years care and

education operations in another country,

as well as sharing international best

practices and different working cultures.

The team members were chosen in

recognition of their commitment and

dedication.

The team spent three weeks working

in Busy Bees nurseries, exploring the

latest global trends in early years care

and education, and collaborating on

innovative projects.

“I feel incredibly lucky to be

representing Busy Bees with being chosen

for the talent exchange programme this

year,” said Manning, before she set out

on her adventure. “I hope to bring back

lots of ways to support my team and

families to ensure the best start in life for

our children. What I’m looking forward

to the most is getting to know different

colleagues from all around the world and

comparing how similar but very different

Busy Bees is. I feel that we have a lot to

learn from each other to bring all cultures

together and complete an amazing project

to support each other within our Busy

Bees journey.”

Flood of donations

The manager of a Northumberland nursery

was “blown away” by the response to

a crowdfunder set up to raise funds to

replace resources, equipment and flooring

after sewage-contaminated floodwater

forced it out of its building. The ground

floor of Kerrie’s Cherubs Childcare

in Blyth was flooded with 10 to 15cm

of water after the town was hit with a

month’s worth of rain in 24 hours. Nursery

manager Faye Young said it took just 45

minutes for the nursery to become flooded,

with staff members wading through the

street to carry children to safety.

“We were absolutely devastated how

ruined our nursery is. With it being


sewage and rainwater all our floors have

had to be removed and all resources can’t

be used. There is tens of thousands of

pounds worth of damage,” said owner

Kerrie Barratt.

Due to the nursery being in a high

flood risk area the excess on the setting’s

insurance is £10,000, and the setting

started a Go Fund Me appeal to raise

funds. The nursery received more than

£2,500 in just eight days, while parents

have chipped in to buy replacement

learning resources. Under Ofsted’s 14-day

exemption rule, which allows temporary

unregistered provision, the nursery moved

to a local church hall for a short period of

time.

First birthday

Ashley Webb, manager of Happy Days

Nursery and Pre-School in Droitwich,

celebrated the setting’s first year of

operation with a cheerful event attended

by former mayor of Droitwich Spa Kate

Fellows, staff members and children.

Webb, a finalist in NMT’s ‘Nursery

manager of the year’ category at the

national NMT Nursery Awards, was

presented with flowers and a certificate at

the event, to mark her achievement.

“I am so proud of the team at

Droitwich and how much we have

achieved in our first year,” said Webb. “It’s

a privilege to have been given ownership

of a brand-new purpose-built setting that

enables the practitioners to implement

the ‘Happy Dyas Where Children Shine’

curriculum to its full potential.”

She added: “Parent partnership is

something we pride ourselves on and our

weekly stay and plays have helped to build

these strong bonds. We have also worked

hard to gain our eco-school’s green flag

and are looking forward to working

towards developing this area further over

the coming year.”

Webb’s future plans include developing

links with local nursing home Woodland

View with weekly visits enabling the

children and residents to learn from each

other.

Forces funding

Dreghorn Preschool in Edinburgh secured

£37,908 in funding from the Ministry of

Defence’s Armed Forces Families Fund

Early Years Programme in October. The

setting, which is located in the heart of the

service families accommodation within

the Edinburgh Garrison, will use the

funding to expand its capacity, allowing

more service children to attend. It will pay

for the pre-school to employ a dedicated

breakfast club champion, responsible for

running the club and ensuring all children

have access to a well-balanced, nutritious

breakfast.

“The funding will allow us to create

a nurturing dining area, where our

youngest children have the opportunity

to develop essential lifelong skills as they

prepare, serve and eat in an unhurried

and sociable way,” said Helen Mullen,

manager of Dreghorn Preschool. “It will

enable us to continue our journey to

excellence ensuring all children using our

service have the opportunity to grow into

responsible and confident individuals”.

Other initiatives awarded funding

included Naval Under Fives in

Portsmouth which received £10,000 to

support the opening of a new facility and

Portsmouth City Council which received

£42,070 to develop a network of Armed

Forces-friendly settings.

Liquid assets

At Lavenders Day Nursery in Bedford

the spotlight was on staff wellbeing as the

setting marked World Mental Health Day

in October with appreciation activities and

initiatives. At the Childbase Partnership

setting practitioners were delighted to

receive a personalised mug embellished

with their initials and shortbread biscuit

decorated with a positive quote, as well as

enjoying a special hot chocolate station,

filled with different toppings to enjoy while

taking the time to talk.

Lavenders Day Nursery manager Dizzie

Newberry said: “Creating a safe space for

dialogue and connection is crucial for

building a supportive and compassionate

work environment. Making sure to check

in with each other, share our thoughts and

feelings, and simply enjoy a hot chocolate

together can make a world of difference

in nurturing our mental health and

strengthening our team dynamics.”

The children also took part in activities

to better understand their emotions and

encourage kindness.■

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

Next step on the ladder

The role of nursery manager is highly rewarding, but there may come a time when managers want

to progress their career further within early years

There are a range of roles which

managers might decide to move

into, including:

• Regional or area manager overseeing a

group of nurseries.

• Specialist within a large group, for

example, quality development manager.

• Working as a trainer or assessor on

childcare courses.

• Working for Ofsted as an inspector.

• Becoming an independent consultant.

• Setting up their own nursery or preschool,

or start up a nursery franchise.

The role of regional or area manager

is the most obvious next progression,

says Matthew Sheppard, senior principal

consultant for nurseries and early years

at recruitment company Compass

Associates. However, regional roles are

obviously not as abundant as nursery

manager roles, and larger groups often

promote internally rather than hiring

from outside. “A bigger group had got the

facilities and network, and have internal

resources allowing them to train someone

and pass on experience,” says Sheppard.

Challenges

If a group is looking at external candidates

for a post rather than promoting from

within, they often prefer to appoint

someone who is already an area manager

rather than taking on a nursery manager

looking for his or her next role, says

Sheppard. He often advises managers to

take a sideways step into a small group as

area manager, before looking for roles in a

larger group.

Sheppard advises those looking to

become regional managers to think about

work-life balance. “If you are lucky there

will be a cluster of nurseries where you live

but you might find that you have to travel

an hour and a half, or stay overnight,” he

warns.

At the operations director level,

competition is even fiercer as employers

Matthew Sheppard

sometimes look outside the sector to

industries like hospitality or retail,

where people may have more experience

of business needs. “If you want to

go into operations, a business or

management degree could help your

case, but experience also counts – if

you have looked after a large cluster of

nurseries and your remit has developed

both financially and increased in size,

an employer is more likely to prefer

experience and a proven track record,

rather than holding a degree,” says

Sheppard.

Future proof

How can nursery managers who know

they want to progress their career

prepare for their next role? Sheppard

says employers look well on managers

who have turned around a setting from

Inadequate to Good or Outstanding,

and will also look at how occupancy has

increased under a manager’s auspices.

On the other hand, a manager may have

become a support manager helping with

neighbouring settings. Also having been

nominated for or won sector awards is

also a good sign to potential employers,

he says.

Locality also plays a role in career

progression. “For example, in the

Southwest there are only a handful of

nursery groups – if someone starts at

one, then progresses to another there

may only be one other group they can go

to,” says Sheppard. “In such a close knit

environment you really want to leave a job

in the best manner possible, not under a

cloud, because you don’t who your next

line manager might be.”

This is good advice anywhere in the

UK, given that mergers and acquisitions

are a feature of the sector. Sheppard says:

“People sometimes move from larger

companies to smaller organisation in

order to progress. If you move, your

company could be acquired by your

previous employer. This is why I stress the

importance of leaving in the correct and

professional manner.”

Claire Atkins

From manager to regional director

– Claire Atkins, regional director,

Bright Horizons

My career in early childhood education

began with the completion of my

National Nursery Examination Board

diploma, which set the foundation for my

role as a nursery nurse in various daycare

settings. I became a nursery manager


after five years and went on to spend

two decades managing nurseries across

different settings, where I developed a

deep understanding of the operational

and emotional aspects of running a

nursery.

Despite my experience, opportunities

for further progression were limited

within independent nurseries. This

changed when I joined Bright Horizons

as a nursery manager and was given the

opportunity to enrol onto its leadership

talent programme, which helped identify

and develop my leadership qualities and

boost my confidence. This programme

provided me with the tools to take on the

role of regional director after three years

of managing nurseries at the group and

encouraged me to seek out new learning

opportunities and challenges.

Transferable skills

The skills and experiences gained as a

nursery manager have been invaluable

in my current role as regional director.

Effective communication, team

management, and a deep understanding

of early childhood education have all

transferred seamlessly. However, the role

of regional director demands additional

expertise, particularly in HR processes

and operational practices. Gaining

knowledge in these areas has been

essential for overseeing multiple sites

and ensuring consistent, high-quality

management across the region.

The role of regional director

I find great satisfaction in the variety

and challenges of my current role. The

opportunity to engage in strategic

planning, support multiple sites, and

continually learn and grow has been

incredibly rewarding. The diverse

experiences and the supportive team

around me contribute to a fulfilling work

environment.

The journey from nursery manager

to regional director is a testament to

the possibilities within early childhood

education for those willing to embrace

change and seek growth. By leveraging

past experiences, pursuing professional

development, and seeking support,

professionals can navigate this transition

successfully. My experience underscores

the importance of continuous learning,

adaptability, and the value of a supportive

environment in achieving career

aspirations.

Advice for aspiring regional

directors

• Trust your abilities: Have confidence

in your skills and experiences. Your

background as a manager provides a

solid foundation for this new role.

• Be adaptable: Be ready to adjust your

plans as situations change. Flexibility

is crucial in managing diverse and

evolving responsibilities, as is a

willingness to learn from every new

experience.

• Know your team: Build strong

relationships with your team of

managers. Understanding their skills

and how to leverage their strengths will

enhance overall effectiveness.

• Seek support and guidance: Don’t

hesitate to ask questions and seek

mentorship. The support from

colleagues and mentors can provide

valuable insights and encouragement.

• Engage with your talent and

development team: They can offer

bespoke support to help you reach your

goals and improve performance.


nmtcareer development

Laura Lee

From manager to owner – Laura

Lee, owner, Little Minds Nursery

The best owners are past managers as they

understand the industry. My advice to a

nursery manager who is looking to open

a nursery is absolutely go for it. It will

be all-consuming for the first couple of

years, but there is honestly nothing better

than having parents give you glowing

recommendations, happy children and

staff not wanting to change jobs because

their love their work environment.

I have worked in early years and

childcare since leaving school at the age

of 18, starting in a creche and moving to

a nursery where I worked with children

aged eight weeks to two years. I was then

promoted to supervisor of the baby/

toddler unit and deputy manager.

Unfortunately, the nursery was run

“Always remember your

staff are your biggest

asset and the face of your

business, so treat them

with care and always

promote professional

development.”

really badly, the owner/manager had no

previous experience and left us over ratio

all the time to go clothes shopping. The

setting was reported to Ofsted and I made

the decision to leave. I decided: “One

day I will own my own nursery and it will

never, ever, be run in that way”.

I moved on to help set up a brandnew

nursery, and as the owner had no

childcare experience apart from looking

after their own children, I stepped into

my first role as manager. I continued to

work for that company for 10 years and

I finally became area manager when we

opened up another setting.

I went on to have three of my

own children and took on a more

administrative role, becoming a business

development manager. This gave me

more of an insight into the business side

of running a nursery including digital

marketing and finances.

In 2017 I joined a packaway nursery

located in a village hall as manager. We

gained an Outstanding grade in our first

inspection, a year after I joined, and

increased capacity. The owner opened

two other settings and I became area

manager, supporting managers, helping

with staff training and worked very closely

with the owner on the finance side.

At the beginning of 2022 the owner

of the group of nurseries decided it was

time to retire and I felt it was the perfect

opportunity to put my life job plan into

place. I put in a bid to buy the setting that

I had managed for many years previously.

By September 2022, we reopened our

doors as Little Minds Nursery and my

lifelong dream to own my own nursery

had come true. The transition was easy

as we were not starting from scratch; we

had families already on the books and

the staff knew me. The first year was a

rollercoaster of emotions and learning

curves – there was so much I thought I

knew that I honestly didn’t. I had to think

about money, funding, bills, staffing

costs, and all about HR law. I thought I

could work in the nursery all week while

still doing the admin/paperwork side of

things, but after almost burning out at the

end of the first year I had to work out how

I could do things differently. I now focus

on quality management, admin and HR

while my assistant manager Marie, who is

an absolute lifesaver, takes over the smaller

admin tasks and is the face of the nursery

with the staff.

Advice for aspiring owners

• You can’t run a nursery by yourself,

you need a strong passionate senior

leadership team that all have the

same vision as you and are able to

communicate their wants and needs.

• Draw on your experience of both really

rubbish managers/owners you have

worked with and amazing ones – it

helps you to realise how to work with

people and what my expectations would

be as a staff member.

• Being present within the setting is

really beneficial – staff don’t want

owners breathing down their neck

but they do want to see their faces

within the setting. If you decide to

change something within the setting,

they understand that you have seen or

been involved in how it was previously

working.

• Set realistic targets for yourself. All of

your dreams and what you want to

achieve can’t be completed in a day, so

lists, development plans and realistic

timescales are your best friend.

• Maths is a good skill for an owners to

have. I resat my maths qualification

at the grand old age of 38, and I’m so

glad I did, as this really does help when

you’re trying to work out funding, fees

and deficits.

• Develop a thick skin – your nursery is

your baby, so you have to learn to filter

out comments from parents and staff

that are just words, and focus on the

issues you can fix.

• Always remember your staff are your

biggest asset and the face of your

business, so treat them with care

and always promote professional

development.■


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

nmtsustainability

Green shoots

Charlotte Goddard finds out about new resources aimed at supporting nurseries to incorporate

sustainability into their curriculum and practice

Global crises such as climate change

and pollution are damaging the

planet, and the children of today

are the ones who will have to deal with

the fallout. Incorporating sustainability

into a nursery’s curriculum, policies and

practice is one way of ensuring that good

habits around sustainability are embedded

in the next generation. Nurseries that

are modelled on environmental and

social sustainability are also increasingly

attractive to parents and investors.

“At the child level it is their world we

are going to protect,” says Shanti Flynn,

head of education at Storal nursery group.

“The change needs to come from that

generation.”

For the past 30 years, schools have been

able to draw on Keep Britain Tidy’s Eco

Schools Programme as a way of both

accessing resources around sustainability

and accrediting their work in this area.

Nurseries have increasingly followed suit,

with 1,261 settings currently registered

with the scheme, and 639 accreditations

issued over the past three years. However,

early years settings have had to exercise

some ingenuity when it comes to some of

the requirements of the programme.

“There were questions that were not

related to nurseries, and you had to think

outside the box about how that would

work,” says Lisa Manston, health, safety

and environment advisor at Childbase.

All 44 of Childbase’s nurseries recently

achieved a distinction in the Eco Schools

Green Flag Awards for the second year in

a row. “For example, there was a question

relating to prom dresses, and how you

can recycle them. Well, obviously our

children don’t go to prom, but we do

have graduation, and nurseries in close

proximity to each other have pooled

together and bought lovely little gowns

and hats which they share around, so we

don’t have to buy separate ones for each

nursery.”

Early years

Keep Britain Tidy has now revamped

the Eco Schools scheme to create a

programme specifically targeted at early

years settings. “We have had about a

200% increase in nursery engagement

over the last three years,” says Adam

Flint, national manager for Eco Schools

England. “There has been a real interest in

early years sustainability, both in terms of

education, but also around improving the

sustainability of their sites, their policies

and their operations.”

Keep Britain Tidy involved nurseries

closely in the development of the new

scheme, sending out a survey to those

that had achieved the accreditation over

the past three years. “We were able to

identify which parts of the programme

nurseries struggled with, and which parts

they enjoyed,” says Flint. “As an example,

schools have to select three of our 10 Eco

Schools topics to cover, but nurseries felt

this was too restrictive, as practitioners

are very responsive to the interests and

activities of their children.” Early years

sustainability expert, Dr Diane Boyd, was

also involved in the development of the

programme.

Eco Schools: Early Years aims to embed

good environmental behaviours into

children early on so it isn’t something

they have to “adapt to or shift their

lifestyle to accommodate” later in life, says

Flint. The charity worked closely with

nursery groups Bright Horizons, Storal

and Childbase to shape the new scheme,

gaining feedback from focus groups and

sharing drafts of resources.

The scheme offers free access to a wide

range of resources and activities, including

video content. Starting last month,

early years educators can also access free

training around educating children and

reducing a nursery’s carbon emissions.

“Nurseries that

are modelled on

environmental and

social sustainability

are also increasingly

attractive to parents

and investors.”


There is a fee of £200 plus VAT for

settings that wish to submit their work for

accreditation when they have completed

the programme. Accredited settings

receive the Eco Schools Green Flag Award

– an actual green flag for the first year,

and a plaque for every subsequent year.

Nurseries taking part in the programme

follow seven steps: setting up an

eco club; taking part in a site audit;

planning and delivering eco-themed

learning experiences; implementing

sustainable changes; inspiring the wider

nursery community; reflecting on how

activities were delivered; and creating

an ‘eco-promise’ such as a poster, song

or poem. Each step includes a menu of

potential activities which nurseries can

choose from. “For example, step four

challenges nursery staff to make two

sustainable changes to their site, policies

or operations and we have a list of about

110 you can pick from,” explains Flint.

Eco-learning opportunities include ecothemed

story, rhyme, or song sessions,

play or art provocations intended to

provoke or stimulate children’s thinking,

curiosity and exploration, junk modelling,

and gardening.

Flexibility

“We have put our own eco guidance

together, working with Eco Schools,” says

Childbase’s Manston. “It isn’t policy – we

are not making individual nurseries follow

the guidance – but they can choose to.”

Flynn agrees that it’s important that

nursery managers don’t feel that the

programme has been imposed upon them.

“We have looked at making it as easy as

possible for our nurseries to be involved

– they are so busy and they don’t want

‘yet another project’ put upon them,” she

says. “Rather than it being top-led, we

have identified eco champions in each

setting and have been very clear this is

not something the management team

has to take on – we want passionate team

members to grab this and run with it.

By doing it that way we have had a lot of

buy-in.” The flexibility of the programme

means that settings don’t have to do the

same projects or have the same focus, but

can tailor their approach according to

their community and the interests of the

children.

It’s often the younger team members

who are most passionate about taking

on the eco mantle, says Flynn. “They

are so much more passionate about it

than people of my generation; they

understand about protecting the world,

so for me they are the ones who are

best placed to influence our youngest

children. The role can be part of a team

member’s professional development – it

is something they can be proud of doing,

it gives them that responsibility and

accountability.”

Curriculum

Manston is passionate about the

importance of embedding sustainability

into the early years curriculum. “My

daughter was at one of our nurseries,


nmtsustainability

and the eco-awareness she has is

unreal,” she says. “She tells us off if we

leave the water running when we brush

our teeth, she makes me pick litter off the

ground, she asks questions. It is opening

the minds of a lot of young children at an

early age, which is what we want.”

Storal’s Flynn has been engaged in

developing a bespoke curriculum for

the group’s settings, and as part of this

the organisation has made a conscious

“If we don’t make

changes, future

generations are not

going to have the

same world to live in

as we had,”

decision to move away from bringing in

external providers to deliver activities.

“We are a group born from acquisition, so

our approach to extracurricular activities

was not consistent,” she explains. “Also,

we are all about planning according to the

interests and needs of individual children,

and yet we were allowing people to come

in and deliver a very flat one-hour session

no matter where the child is in their

development.”

The Eco Schools programme fitted

with Storal’s new approach of delivering

its own extracurricular activities,

including a yoga club and a cookery club.

“Eco Schools fitted really nicely into our

agenda,” she says. “Our curriculum is

very centred around communication and

language, and that fits in with the Eco

Schools approach.”

It also dovetails with Storal’s corporate

approach to ESG (Environmental, Social

and Governance). “As a group we have

embarked on our ESG journey; there

are the complicated calculations we do

around carbon footprint, but it’s about

the social and governance side as well,”

says Flynn.

Keep Britain Tidy hopes to engage

1,000 nurseries a year over the next five

years in its new scheme. “If we don’t make

changes, future generations are not going

to have the same world to live in as we

had,” concludes Manston.■


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nmtleadership

Meet the manager

In our series showcasing the sector’s nursery managers, we find out about Suzanne Charlesworth,

nursery operations director at Kamelia Kids Day Nursery & Beach School in Goring by Sea, West Sussex

What was your route to becoming

a manager?

I was a finance operations manager for

Debenhams, but when I had my second

child, I decided working those hours was

not for me. I did my Level 3 NVQ in

childcare at night school and volunteered

in my oldest daughter’s nursery. They then

asked me to become a manager at one of

their pre-schools.

My Level 3 tutor suggested I move

into teaching and assessing, and I went

on to teach Level 2, 3 and 5 childcare

qualifications at my local college and at

university.

When the government changed the

qualification requirements and Level 3

students had to hold maths and English

GCSEs, the number of students fell,

and I decided to go back into nurseries. I

managed one nursery in rural Sussex, moved

on to another in Brighton and Hove, and I

have now been managing Kamelia Kids in

Goring by Sea for five years.

My initial experience at Debenhams has

given me a good foundation for managing

a nursery, particularly on the finance,

health and safety and HR aspects.

What is unique about your setting?

It’s a standalone, not-for-profit nursery,

and our mission is about being inclusive

and supporting all the children and the

families as much as possible. Historically

we have taken in many children with

SEND and children under child

protection services and that legacy has

stayed with the nursery.

The nursery owns a beach hut which it

was able to buy at a good price. We have

two supernumerary staff who take preschool

children to the beach hut twice a

week and they spend the morning there.

Both have had beach school training

through Sussex Wildlife. With our

younger children we might go to a nearer

part of the beach. Once a year we hold

Suzanne Charlesworth

a barbecue at the beach hut for staff and

their families. We also emulate the beach

school in the nursery – one of our gardens

has a real boat, a mini beach hut, a sand

pit, water tray and stones, so the children

can continue their learning and play.

What is the impact of having

charitable status on the nursery?

The difference for me as a manager is it

is not about the profit. Of course, I still

have budgets, but it is about what we can

put back into the nursery. As a charity

you can apply for trust funds, and we are

privileged to have funding from Children

in Need which allows me to employ two

supernumerary special educational needs

and disabilities coordinators. We also

offer charity discretionary discounts for

families that are struggling financially, and

where we feel a child would benefit from

additional sessions.

I hadn’t worked in a charity before,

so I had to learn some new skills. There

is additional paperwork and different

auditors become involved when you have

charity status. I must produce a termly

report for the trustees and there are lines of

reporting if there are any issues or concerns.

What is the most challenging part

of your role?

Knowing you can’t please everyone all

the time, and balancing the needs of

individuals – the staff, children and

parents – with the needs of the nursery.

What is the best training you’ve

been on?

My Open University degree. I went to

university every six weeks, and the rest

of the time was learning on my own.

You must use your own initiative, be

motivated and have self-discipline.

Which three people would you

invite to a dinner party?

Ed Sheeran, because I love his music,

he is a great performer on his own and

doesn’t need anyone else to back him

up. Sir David Attenborough, he would

be a great conversationalist and could

tell you anything about the world. And

I love gardening, so I would invite Alan

Titchmarsh.

What’s the one thing you would

change about the early years

sector?

Recognition by those in power of the

vital importance of early years and how

children are our future. There are over 200

new Labour MPs who might not know

about the importance of early years, and I

think getting them to recognise that is the

starting point of change.

What three things would you take

to a desert island?

Coffee - I must have three cups a day!

Two in the morning and one in the

afternoon. A hammock to be comfortable,

and to make my hammock, an axe, which

can also help with lots of other things.

What advice would you give your

younger self?

Don’t be afraid to make mistakes, because

making mistakes is part of learning and

moving forward.■


nmttraining

Reflect and learn

Upskilling your team to engage in reflective practice and action research can boost staff

retention and wellbeing, as well as the quality of provision. Charlotte Goddard finds out

about a new resource

Reflective practice is the process

of thinking about and analysing

your practice, with the aim of

challenging, developing and improving it.

In a similar way, action research involves

considering what needs to be done, taking

action, and reflecting on the result.

While sending a practitioner on a

training course may upskill them in

one particular area, equipping your

team to reflect on what they are already

doing and take action to improve it sets

off a continuous cycle of professional

development.

“Staff are your most expensive

resource, but also the best resource you

have, so when you are leading teams

you try all sorts of different things for

professional development,” says Sally

Cave, headteacher at Guildford Nursery

School and Family Centre. “You can

send them on training courses, but when

they are leading their own learning it

has much greater impact on practice

improvement, confidence, professionalism

and expertise.”

For the past three years Guildford

Nursery School and Family Centre

has been working with New Zealand

kindergarten Seven Stars and charity the

Centre for Research in Early Childhood

(CREC) in a partnership funded by

“Staff are your most

expensive resource, but

also the best resource you

have, so when you are

leading teams you try all

sorts of different things for

professional development.”

the Froebel Trust. The initial aim of the

project was to research and document

the effect and benefits of a Froebelian

approach on children, families and

educators (see box on p?).

Over the three-year period the settings,

supported by CREC and educationalist

Professor Tina Bruce, took part in a range

of action research projects, including

listening to children’s voices when they

came back from the first lockdown,

engaging with nature and play, and

exploring community.

CREC supported educators in

both settings to develop their skills as

researchers and to analyse, document,

reflect on and disseminate their findings.

“It was very democratic and inclusive,

we gave practitioners the vocabulary and

means to look more deeply into what they

were doing anyway,” says Professor Chris

Pascal, co-founder and director of CREC.

The partners learned so much over

the course of the programme that they

decided to create a free toolkit to enable

other settings to engage in reflective

practice. “The idea is we use this reflective

approach to help others work in the

same way, and develop that reflective

community in every setting,” says Pascal.

Reflection with Guidance, available on

the Froebel Trust website, is an interactive

resource including videos, photos,

text and templates. “It aims to support

educators to constantly learn through

reflecting and professionally discussing

what they have observed and what the

children have done,” says Cave. “It does

take time to use, and while that is a cost

in itself, the toolkit is free, there isn’t

an expensive trainer you have to buy in,

and there are no expensive resources you

need.”

The toolkit is aimed at leaders and

managers in any setting – not just those

following Froebelian practice – who

will work through the resources with

their team. “It can be used by setting

leaders who wish to develop their team’s

understanding of children’s development

and learning,” says Cave. “It helps leaders

to support and develop the team’s ability

to observe and document practice and

improve practice. It can also support

whole-setting improvement.”

Practitioners are encouraged to decide

what aspect of practice or provision they

want to analyse, such as a particular


nmttraining

area of the learning environment, and

gather data through observations. The

toolkit provides a number of prompts

to help guide practitioners’ thinking,

listed under four ‘lenses’: ‘context, space,

time and seasons’; ‘actions actors and

relatedness’; ‘the network of development

and learning’ and ‘transformations’. If

practitioners look at the use of an outdoor

area, for example, they might look

‘through’ the first lens at how it is used at

different times of the day, and through the

second lens they might consider which

children play there and how they interact

with adults and each other.

The toolkit provides templates for

educators to note down their findings,

and support around reflecting on the

findings to consider the next step, with

discussions ideally facilitated by leaders

and managers, or practitioners from

another room. They can then make

the agreed changes in the setting, or to

their own practice. “You could use it in

whole teams, small groups, or even as a

single person working alone,” says Cave.

“However, it’s even better if you have

someone external involved, or someone

slightly removed, because they can ask

those more challenging questions.”

The resource has already been trialled

in six different settings, and tweaked

according to their feedback. “They

said some of the terminology needed

explaining, so we’ve added a glossary,”

says Cave. “We are also going to record

ourselves introducing Reflection with

Guidance for those people who don’t

Froebelian principles

Friedrich Froebel (1782 - 1852) was the inventor of kindergartens and a pioneer

of early childhood education and care. His key underlying principles include

viewing childhood as having a value in its own right, rather than being merely

a preparation for the next stage in learning, the central importance of play, and

the value of understanding nature and our place in it. Froebel believed that the

starting point of a child’s learning should focus on what they can do rather than

what they cannot and that children learn best by doing things for themselves.

Early childhood educators who engage in their own learning and believe in

principled and reflective practice are a key aspect of a Froebelian approach.

necessarily like to read cover to cover.”

Changes made in settings which

have already used the toolkit include a

realisation of the need to talk through

observations with parents, and changes

made to the environment, such as placing

the mud kitchen in a more enclosed area.

“This toolkit can be supportive and

transformative at what is a challenging

time for our sector in terms of funding,

recruitment, retention and staff

wellbeing,” says Cave. “At our setting we

have seen improved staff retention and

ever-increasing levels of wellbeing.” A

survey found that 100% of staff at the

setting enjoyed work and felt valued, and

feedback from users suggest after using

the toolkit educators were better able to

describe what they were doing clearly and

coherently, especially when talking to

parents, colleagues and inspectors.

“We have had no work stress-related

absences at all for last three years,” says

Cave. “Of course people still get sick,

but at one point when I first arrived here

I contemplated doing a staff meeting

on avoiding food poisoning, as so many

people seemed to come down with food

poisoning over the weekend,” she laughs.

“That doesn’t happen anymore.”

The boost in staff wellbeing is linked to

an increase in confidence and a feeling of

ownership, she says. “I can’t make people

happy – things happen in their personal

lives and we all have difficult things to

deal with, My job is to give my team high

job satisfaction, and for that you have

to give people autonomy. They decide

what they are going to be looking at, and

they decide what they can do differently.”

Often while engaging in reflective

discussion, educators come to a better

understanding of their own expertise,

which can lead to improved confidence.

“It is about putting practitioners in

the driving seat,” says Pascal. “They told

us being acknowledged in that way

helped them grow professionally, they

had more of a sense of where want to

go in their career, their stress levels are

lower, they enjoy work more – they are

more enchanted with their job again.

When you feel a sense of belonging to a

group with shared values you have more

confidence, dignity and status.”

The approach can be used by a

whole team, from the most to the least

experienced. “It doesn’t matter if you

are early in your career or experienced,

whereas sometimes if you go on a course,

it may be a bit too advanced for some,”

says Cave. “You get different discussions

depending on who is involved – older

people can pass on their experience, but

often younger people have a different

perspective to offer.”

Although the funding has now run

out, the partners hope to carry on with

the project. “This kind of development

opportunity should be everywhere,”

concludes Pascal. “This is a vehicle for

enhancing professional development,

which is something that our workforce

needs desperately.” ■


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nmtinspection

Mind your language

Lucy Lewin, founder and owner of Profitable Nursery Academy and Little Angels

(Uppingham), explains why the language used by the inspectorate matters, while Jayne

Coward, Ofsted’s deputy director for early years regulatory policy and practice, sets out

the changes the inspectorate is making in response to sector concerns

Lewin’s experience

The experience I have endured as a

nursery owner through the Ofsted

inspection process has been emotionally,

physically and mentally exhausting.

The Ofsted framework, with its focus

on judgement rather than support, seems

ill-suited to a sector where the primary

goal is to nurture and guide young

minds. The process of judgement, as it

currently stands, does not account for

the emotional complexities of the work

we do, nor does it offer a fair or accurate

reflection of a setting’s true quality.

Instead of being a tool for improvement,

the inspection process often feels like

a punitive measure – one that fails to

recognise the nuances of early years

education. The current system is more

about enforcing compliance than fostering

genuine growth and development, both

for children and for the educators who

dedicate their lives to this work.

When Ofsted evaluates early years

settings, the language used often reflects a

top-down approach, where inspectors are

positioned as ultimate arbiters of quality.

This can create an adversarial dynamic,

where staff feel scrutinised, criticised, and

potentially devalued.

Such language can evoke anxiety, fear of

failure, and defensiveness among staff. The

phrase “being judged” implies a binary

outcome – success or failure – which can

overshadow the nuances of the setting’s

strengths and areas for development.

The stress of being ‘judged’ can lead to

a range of negative emotions, including

anxiety, decreased morale, and even

burnout. Early years practitioners are

often deeply invested in their work and

may take criticisms personally, affecting

their self-esteem and job satisfaction.

Moreover, the language of judgement can

create a sense of inadequacy or failure,

particularly if the outcome is less than

‘Outstanding’. This can be demotivating,

leading to a focus on meeting regulatory

demands rather than fostering genuine

improvements in practice and care.

For many early years practitioners, their

work is not just a job but a vocation. The

language of judgement can undermine

their professional identity, making them

feel that their expertise, commitment, and

passion are reduced to a simplistic rating.

This can also contribute to a culture of

compliance over creativity, where the fear

of negative judgement stifles innovation

and the willingness to take risks in

pedagogy and practice.

Language shapes relationships. If

Ofsted adopted a more inclusive,

collaborative language, it could foster a

sense of partnership rather than hierarchy.

Terms like ‘evaluation’, ‘review’, or

‘assessment’ might still acknowledge the

regulatory role of Ofsted but with less of

the punitive connotations of ‘judgement’.

Collaborative language suggests a process

where the regulator works alongside

practitioners to achieve shared goals,

focusing on growth and development

rather than merely passing judgement.

Inclusive language would emphasise a

balanced approach, acknowledging both

strengths and areas for improvement. For

instance, instead of labelling a setting as

‘Inadequate’, the feedback could focus on

specific strengths while clearly outlining

steps for development. This approach

encourages a growth mindset, where

settings are seen as evolving entities with

the potential to improve, rather than

being stuck with a static label.

By using more supportive and

constructive language, Ofsted could

help reduce the psychological burden on

practitioners. Phrases like ‘opportunities

Lucy Lewin

for growth’ or ‘areas of focus’ are less

likely to trigger defensiveness and more

likely to be received as helpful feedback.

Such language can help practitioners feel

valued and respected, which is crucial

for maintaining morale, encouraging

professional development, and ultimately

improving outcomes for children.

Inclusive language can help shift the

focus from compliance to continuous

improvement. If the language used by

Ofsted promotes a narrative of ongoing

learning and development, settings

are more likely to engage in reflective

practices and pursue innovation. This

cultural shift can lead to more sustainable,

long-term improvements in quality, as

staff feel empowered to take ownership of

their professional growth.

This shift is not merely about softening

language but about recognising the

powerful role that words play in shaping

the experiences and behaviours of those

being evaluated. A regulatory approach

that prioritises respect, collaboration, and

growth could lead to better outcomes for

practitioners and the children in their care.

For the sake of fairness, transparency,


and the mental health of educators, the

Ofsted inspection system must undergo

significant reform. It must move away from

a model of judgement and towards one of

support, where the goal is not to penalise

but to foster genuine improvement. Only

then can it truly serve the best interests of

children, educators, and society as a whole.

Ofsted’s plans for reform

Ofsted’s Jayne Coward, deputy director

for early years regulatory policy and

practice, provided delegates at Nexus

Media Group’s Education Summit last

month with an update on changes the

inspectorate is introducing following its

Big Listen consultation.

“The tragic death of Ruth Perry last

year was a catalyst for change but that case

for change had been building for much

longer,” said Coward. “We hope the Big

Listen has given us a chance to reset our

priorities, refine our practices and rebuild

our relationships.”

Ofsted will launch a consultation

on potential changes to its early years

inspection and regulatory framework

in January next year. “This is not a new

framework, we are not trying to throw

the baby out with the bathwater,” said

Coward. “We want to build on what is

good and what people in the sector have

told us works, but we also want to look at

elements that are causing frustration and

where we could do things better.”

The consultation will cover removing

the single word judgement for nurseries

as has already happened with schools,

and looking at the introduction of a

report card system. “It is important we

take time to work with the DfE on this

issue, particularly around single word

judgements and the interdependency with

local authorities around the allocation of

funding,” Coward said.

The body also intends to launch

an Ofsted Academy to transform the

recruitment, training and development

of inspectors, including improving the

recruitment of inspectors from the early

years sector. “There are a number of

areas we wish to focus on in early years,

including reviewing how we register,

inspect and regulate multiple providers,”

said Coward. “That will require some

changes in legislation but it will be really

important we talk to those working in the

sector that are part of these large chains in

order to get that right.”

In conclusion, she said: “There is a

lot of work to do, but I think there is a

real opportunity for change and we look

forward to working with you in the sector

as we move forward with this.”■

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nmtproperty sold

properties

recently sold

Dukes Education acquires London day nursery school group

School group Dukes Education has acquired Pippa Popins,

a family-owned portfolio comprising four nursery

schools located on the borders of Kensington, Notting

Hill, Holland Park, Chelsea, and Fulham in London.

Pippa Pop-ins was founded in 1992. The deal is considered

to be the highest value independent small nursery group

OpCo transaction to have been completed in the UK.

Dukes Education was founded by chairman Aatif Hassan

in 2015 and operates more than 30 school brands

teaching 10,000 pupils as well as summer schools, activity

camps, and a university entrance consultancy service.

Hassan said: “I am thrilled that Pippa Pop-ins Nursery

Schools is joining the Dukes Family and extend a very

warm welcome to principal Rachel Watson, the staff,

and families. I have long admired the success of these

wonderful nursery schools having originally visited for my

children over 10 years ago. Pippa Pop-ins nursery schools,

following the best of traditional standards, wholly align

with our foundations for creating a happy childhood, a

fulfilling future, and an enduring love of learning.”

Business property advisor Christie & Co facilitated the

sale.

Courteney Donaldson, managing director, childcare and

education at Christie & Co, said: “I first visited Pippa

Pop-ins nursery schools over 15 years ago and was

immediately struck then by how truly exceptional they

were. Following our client’s acquisition of the business in

2012, this prestigious portfolio of leading London nursery

schools has further expanded via the opening of a school

in Kensington. Pippa Pop-ins is an exemplary business

and, with their exceptional track record as world-class

educationalists, we are delighted to have facilitated a

sale to Dukes Education.”

Pippa Pop-ins Nursery Schools was sold for an

undisclosed price.

Bright Stars acquires Berkshire nursery

Nursery group Bright Stars has purchased Teepee

Private Day Nursery, in Bracknell, Berkshire, a 53-place

nursery that was established more than 20 years ago by

vendor Emma Tennant.

Emma and her husband David are selling to allow them

to explore other ventures outside the sector.

Emma Tennant said: “I wish Bright Stars all the very best

and can’t wait to see the nursery keep growing from

strength to strength.”

Kirsty Ibbott, M&A director at Bright Stars, commented:

“This charming nursery perfectly complements our

dedication to our unwavering commitment to nurturing

the growth and wellbeing of children. Teepee has

established itself as a reliable and reputable childcare

provider under the previous owner, Emma Tennant,

and we couldn’t be more thrilled to welcome their

passionate team into the Bright Stars family.

“The future of Teepee Private Day Nursery fills us with

great enthusiasm. Together, we will strive to maintain

a nurturing and inspiring atmosphere, enabling children

to flourish and achieve their utmost potential.”


sale.

Teepee Private Day Nursery was sold for an undisclosed

price.

Sevenoaks day nursery sold to nursery group

A “boutique, growing nursery group with settings

across the country” has purchased Broughton Cottage

Day Nursery in Dunton Green, Kent.

Experienced nursery sector operators John Tomlinson

and Michelle Aston acquired the former residential

property in 2019 and converted it into a 60-place day

nursery. It is rated ‘Good’ by Ofsted.

John is selling to allow him to explore other ventures,

while Michelle will continue to manage the setting

under its new owner.

John Tomlinson said: “I am very sorry to have sold

Broughton Cottage, as Michelle and I had started it

from scratch, but I realised I had taken it as far as I

could. Out of all of the interest, we favoured a small

boutique nursery group as they had a similar ethos and

wanted the nursery to maintain its core values, which

we wanted for the staff, children and parents who

chose Broughton Cottage.”


sale.

Sophie Willcox, director, childcare and education at

Christie & Co, said: “Broughton Cottage is an excellent,

profitable, and well-regarded freehold day nursery. I am

delighted to have brokered the sale of the setting and

was not surprised to have received the level of interest

we did as it is unique in its offering.”

Broughton Cottage Day Nursery 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

Little Barn Owls acquires Sussex day nursery

Forest and farm school nursery group, Little Barn Owls,

has purchased Brookfield Day Nursery & Holiday Club in

Crawley, Sussex, which caters for up to 80 children aged

three months to five years at the nursery, and up to 12

years at the holiday club. It is situated on a a large plot

with over an acre of gardens.

Little Barn Owls operates four other settings across Sussex.

Hayley Peacock, director at Little Barn Owls, said: “We are

thrilled to have found the perfect setting to add to the

LBO group. The high standards and expertise of the team,

combined with a property with land is a rare find and one

that suits us wonderfully. Our farm school animals and

rewilding project will really flourish here.”

Business property advisor Christie & Co facilitated the sale.


Christie & Co, said: “Brookfield Day Nursery is one of

several freehold nurseries I have sold in the South in

the last month or so. Alongside my recent leasehold

transactions, it shows that there is demand for both types

of businesses.”

Brookfield Day Nursery & Holiday Club was sold for an

undisclosed price.

First-time buyer snaps up Coventry day nursery

First-time buyer, Leicestershire accountant, Anup Chauhan

has purchased The Playhouse Nursery, a Good-rated

community day nursery catering for 33 children aged from

newborn to five years located in the Coventry suburb of

Styvechale.

Established in 1994, the setting was previously owned by

Mary Kefford who is retiring.

Kefford said: “After almost 30 years as a day care owner,

I decided the time was right for me to retire. Through

teamwork and good liaisons, we were able to achieve

a sale with an agreed handover period which enabled a

smooth transition with no disruption to either children,

parents or staff. It also helped me to step back offering

support where necessary. It has been reassuring to know

that I am leaving The Playhouse Nursery in a good position

to thrive and continue the good work and reputation

achieved.”

Chauhan said “I entered nursery ownership because of my

passion for early childhood education, aiming to create

an enriching and nurturing environment for children. The

Playhouse Nursery appealed to me due to its established

reputation for quality care and the team of dedicated staff.

I look forward to adding fresh perspectives and insights to

the nursery while maintaining the fundamental values that

make the Playhouse a unique and cherished space for our

little ones.”


Funding was sourced through Christie Finance.

Lawrence Roberts, director at Christie Finance, said:

“With more positive signs that the UK economy is moving

forward in the right direction, both high street and

challenger lenders are starting to support more clients,

especially in the children’s day nursery sector. I know Anup

will be a great success and I look forward to supporting him

on his next purchase!”

The Playhouse Nursery was sold for an undisclosed price.

Day nursery and after-school club in Twickenham sold

Harbir Randeva has purchased Windsor Kindergarten in

Twickenham, Southwest London, a Good-rated children’s

day nursery and after-school club catering for up to 38

children aged 18 months to five years at the nursery, and

up to 12 years at the club.

Established in 1988, Windsor Kindergarten has been owned

by Sangeeta and Stephen Gardiner since 1994. They

recently decided to sell to retire from the sector.

The Gardiners said: “Having developed the nursery over

the last 30 years, we wanted to ensure that whoever

took over the setting would continue with our ethos of

serving the local community. This includes providing the

children with the very best environment for them to grow

and develop both socially and educationally. Sophie was

instrumental in supporting us throughout the marketing of

the nursery and ultimately finding Harbir who we know will

sustain our ethos enabling the nursery and staff team to

continue to develop.”

Randeva previously owned two nurseries and has decided

to re-enter the sector.

Randeva said: “After previously selling my two nurseries, I

knew for me to re-enter it would have to be for a unique

and special opportunity. As soon as I visited Windsor

Kindergarten, I knew it was the one. I am excited to carry

on Stephen and Sangeeta’s legacy.”



Christie & Co, said: “Windsor Kindergarten is a wonderful

leasehold nursery in the centre of Twickenham. I knew

that Sangeeta and Stephen wanted to find a buyer who

would cherish their business and allow it to flourish. Having

worked with Harbir previously, I knew they would be the

perfect fit.”

Windsor Kindergarten 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

Headstart Colchester acquires Daisy Chain Nursery

Local operator Headstart Colchester has purchased Daisy

Chain Nursery in Maldon, Essex.

Established in 2002, the business comprises a day

nursery, breakfast club and after-school club. The nursery

accommodates up to 74 children aged three months to

five years and was rated Good in all areas at its most

recent Ofsted inspection.

The vendor is retiring in Australia.

Childcare and education business broker Redwoods

Dowling Kerr facilitated the sale.

Redwoods Dowling Kerr’s sales negotiator Karrina Lee

said: “It was a pleasure to have assisted our client with

the sale of her business, and I am thrilled that she can

now enjoy her retirement in Australia. I wish the buyer

every success for the future, and I am positive that Daisy

Chain Nursery will make a fantastic addition to their

established group.”

Ivytree Nursery acquires bilingual nursery

Nursery operator Ivytree Nursery has purchased Kish

Kindergarten, a bilingual nursery in Richmond, London.

Established in 1995, Kish Kindergarten is registered for 32

children aged from two to five years. The nursery focuses

on nature-based learning alongside developing children’s

language in both German and English.

Ivytree Nursery is a private nursery school in Hampton,

London which was established more than 25 years ago

and has an Outstanding Ofsted rating.



Redwoods Dowling Kerr’s sales negotiator Karrina Lee

said: “Congratulations to both buyer and seller on this

transaction. I wish both the best of luck in their new

ventures.”

Scottish Nursery Group sold to Fourwinds Group

First-time buyer Fourwinds Group has acquired a group of

three childcare settings in Stirling, Scotland, comprising

Lecropt Nursery, Old Doune Road Nursery, and Bridge of

Allan Out of School Care.

Established more than 20 years ago, Lecropt Nursery and

Old Doune Road Nursery work in partnership with Stirling

Council to provide care for children aged three months to

five years, with a combined capacity for 88 children.

Bridge of Allan Out of School Care, adjoined to Bridge

of Allan Primary School, operates a breakfast club and

after-school club during term time. Providing care for

30 children aged four to 12, the club opened in 2006.

Offering daily access to the outdoors, the club promotes

independent learning and works closely with both

nurseries.

Fourwinds Group is new to the sector and has a

background in social care.

Fourwinds Group commented: “Although the journey

of acquiring the group was lengthy, now at completion

we feel excited about our journey ahead. We knew we

absolutely made the right choice and are looking forward

to the future prospects for Fourwinds Group Ltd.”



Redwoods Dowling Kerr’s specialist childcare sales

negotiator Sarah Ellison said: “Although the sale took

longer than anticipated, both sides were confident that

this was the right sale and purchase for them and due to

their persistence, the sale had a successful completion.

I would like to wish all the best to our client Lorna with

her future career plans, and to the Fourwinds Group

with their first acquisition in the childcare sector. We are

confident that the nurseries will continue to be successful

for many years to come.”

Indigo Childcare Group purchases Toybox Nursery

Indigo Childcare Group has acquired Toybox Nursery in

East Kilbride, Glasgow, a boutique children’s day nursery

providing care for children aged between one to five

years.

The Indigo Childcare Group is a nursery group based in

the West of Scotland which has operated for more than

25 years.



Redwoods Dowling Kerr’s specialist childcare broker

Karrina Lee said: “It’s been a pleasure assisting our clients

with the sale of their nursery and I wish them a restful

retirement. We would also like to wish the buyer every

success with their latest acquisition.”


properties

recently sold

Tigers Childcare Sold to Kido International

nmtproperty sold

Kido International has acquired Tigers Childcare, a

children’s nursery in Southeast London.

Established more than 20 years ago, Tigers Childcare

offers a full day care service alongside breakfast clubs,

after school care and holiday camps for children aged

four months to 12 years. The modern nursery consists of

a purpose-built facility alongside a play-based, child-led

curriculum and extensive outdoor space.

Kido International. Kido is a global childhood education

business owned and operated by parents from around

the world. With a focus on pedagogical leadership that

incorporates global teaching philosophies including

Montessori and Reggio Emilia, the nursery will continue

to operate as Kido Elephant Park, offering care for

children aged three months to five years.



Redwoods Dowling Kerr’s specialist childcare Sales

Negotiator Sarah Ellison said: “It was a pleasure to work

with our clients at Tigers Childcare. They chose to come

to the market to sell their UK setting and concentrate on

their expansion plan in Ireland. The business went to the

exceptional childcare provider, Kido International, who

we are confident will continue to build and grow the

business. We would like to wish both parties the best of

luck in the future.”

Kids Planet acquires The Wendy House Day Nursery

Kids Planet Day Nurseries has purchased The Wendy

House Day Nursery, a family-owned children’s day nursery

in Bryford, North Wales.

The nursery operates from a purpose-built property

offering spacious accommodation for up to 90 children

aged from three months to five years of age. A holiday

club also provides spaces for older children up to 11 years

of age.

The vendor commented: “I set up The Wendy House

34 years ago with two young children of my own and

a passion for pre-school care and education. With a lot

of hard work and dedication over the years the nursery

has developed an excellent reputation… A challenging

process was made far easier by Kids Planet who have

been empathetic and supportive, making the transition as

easy as possible for all involved. I wish them the very best

as they continue their exciting journey.”



Redwoods Dowling Kerr’s sales negotiator Stephanie

Quinn said: “I am delighted to have assisted our client

with the sale of Wendy House. I understand that it was

a difficult decision for her, but ultimately, she felt Kids

Planet was the right buyer to take over the business and

allow it to continue to thrive.”

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


Whether you’re planning to launch a new venture, grow

your existing business, or simply explore your possibilities,

our Childcare and Education team is here to offer their

expert advice, insights, and support.

A sea change in the market could potentially be ahead.

If you're thinking of selling, don’t miss the boat!

SPEAK TO THE EXPERTS: T: 0333 034 1751 | E: childcareandeducation@christie.com

Your Specialist Business and Property Advisers

DAY NURSERIES FOR SALE ACROSS THE UK

4280905 - Surrey

FOR SALE

Leasehold, £75,000

• 20-year lease

• Exciting opportunity for growth

• Effective operating capacity of

24 children

T: 07736 620 855

4280906 - Hampshire

FOR SALE

Freehold, £400,000

• Currently TTO with potential to

trade all year

• Effective operating capacity of

36 children

• Manager in situ

T: 07736 620 855

4280911 - Surrey

FOR SALE

Freehold, £1.75m

• EBITDA of £270k

• Purpose-built freehold with

large garden

• Projected T/O YE 2025 of £1.2m

T: 07736 620 855

4280869 - Lancashire

5880170 - Oxfordshire

Freehold, Offers Invited

• T/O YE August 2024:

c.£680,000

• Effective operating

capacity of 109 children

• Fully managed with an

experienced team

T: 07736 616 687

FOR SALE

Freehold &

Leasehold, £850k

• Excellent location

• Effective operating

capacity of 52 + 20

• Fully managed

T: 07791 979 343

FOR SALE

5880177 - Staffordshire

FOR SALE


• Effective operating capacity of c.65

• Turnover to Y/E 2024 c.£550,000

• EBITDA to Y/E 2024 c.£115,000

T: 07754 559 529

3480005 - Somerset

FOR SALE


• Wrap around services

• Adjusted net profit £95k

• Effective operating capacity

of 90

T: 07791 979 343

5280078 - Central Scotland

FOR SALE

Freehold, £525k

• Turnover £479k

• Affluent location

• Full management & wellestablished

team

T: 07701 315 061

christie.com

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Nursery Management Today, November-December 2024

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