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nmtcontents

Inside this issue...

MAY/JUNE 2025 •

VOLUME 24 NUMBER 3

6

Editor’s comment ............................................................................ 5

News ............................................................................................................................... 6-9

Leadership ............................................................................................. 10-11

We hear from Margaret Mason, founder of Children 1st,

about her flagship nursery in Derby and new early years

charity

Property ....................................................................................................................... 13

Daniel Goodman and Alex Ringer highlight what to look

for in a nursery property

Insurance ................................................................................................... 14-15

Gary Harrison describes how nurseries are adapting to

new charging rules while prioritising quality and safety.

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30

42

47

55

Market analysis ..................................................................... 16-17

Hannah Haines provides insights into the key growth

and development trends in the UK day nursery market

Mergers & acquisitions ................................ 18-19

Leah Turner explains why the nursery sector is increasingly

attractive to investors

Technology spotlight

Charlotte Goddard talks to providers about

how nursery management software can help

with new invoicing rules.................................................................................. 21-25

Ben Case sets out how to get nursery staff

on board with new technology............................................................. 26-27

Outdoors ................................................................................................... 30-31

Amanda Brown and Sammie Farrar describe how RafaKidz

Medmenham transformed its outdoor area to boost

wellbeing and child development

Curriculum ......................................................................................... 34-35

Elly Richfield reveals how Kinderzimmer has embedded

curiosity into its curriculum

Opinion ........................................................................................................................ 36

Philip Ford sets out what the government must do to save

independent nurseries from collapse

nmt-magazine.co.uk

Staff wellbeing .................................................................... 39-40

Laura Hodges explains how to support manager wellbeing

Transitions ......................................................................................... 42-45

Charlotte Goddard finds out how Kirktonholme Childcare

is supporting children moving into wraparound care

Managers support .................................................... 47-49

We round up the top news about nursery managers across

the country

Meet the manager .................................................................. 50

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

find out about Catherine Jackson, owner and manager at

Wise Owls nursery and out-of-school club in Moffat

Show preview ......................................................................... 55-57

How June’s Nursery Management Show can help you,

your career and your business flourish

nmt-magazine.co.uk May/June 2025 NURSERY MANAGEMENT TODAY 3

Keep up to date with all the latest

Education property news.

education-property.com

Room to bloom?

nmtcomment

Chief executive officer

Alex Dampier

Chief operating officer

Sarah Hyman

Advertising & event sales director

Caroline Bowern

0797 4643292

caroline.bowern@nexusgroup.co.uk

Editor

Charlotte Goddard

Subeditor

Charles Wheeldon

Publisher

Harry Hyman

Investor Publishing Limited

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Registered office 3rd Floor, 10 Rose and Crown

Yard, King Street, London, SW1Y 6RE

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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

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given in this publication, either in editorial or advertisements.

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

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without the prior permission of Investor Publishing Ltd.

Last month I had the opportunity to

visit two nurseries in separate parts

of the UK. The two settings looked

very different, but were linked by their

dedication to providing rich outdoor

environments designed to support all

aspects of a child’s development. Read

about how RAFAkidz, for example,

transformed its outdoor space to meet

the needs of all age groups, from babies

to preschoolers, on page 30 of this issue.

At many nurseries, children are

spending an increasing amount of time

outside. At Maggie’s Forest School and

Day Nursery in Derby, children spend

a week based inside (with access to the

garden) followed by a week based outside

(with access to cabins and other inside

space). On page 10 you can read our

interview with Margaret Mason, founder

of Children 1st, who retained Maggie’s

as a flagship setting after selling her other

23 nurseries to Storal at the end of last

year.

Outdoor learning has recently been

in the spotlight, with a government

consultation on whether to include “free

flow” outdoor space, as well as indoor

space, when calculating the number of

children a nursery can look after at one

time. This would enable providers to

increase the number of places they can

offer without increasing the size of their

building.

The move has met with a mixed

reception. Some nurseries with large

gardens but smaller indoor spaces have

welcomed the opportunity to expand

capacity, while others have celebrated the

focus on outdoor spaces. Chloe Barnes,

operations manager at Outdoor Owls

nursery group for example, told me:

“Outdoor spaces are too often seen as

secondary or supplementary when in fact

they are rich environments in their own

right and could support nurseries to offer

more spaces to families who currently

can’t access local providers.”

However, others are suspicious of the

government’s motives. They point out

that the Department for Education is

under pressure to increase the number

of childcare places available, with the

expansion of funded hours. There is

a concern that however fantastic the

outdoor space, there will be times when

all children will be indoors, resulting in

overcrowding in some settings.

Neil Leitch, chief executive of the Early

Years Alliance, spoke for many when

he said: “We’re clear that ensuring the

safety and wellbeing of young children

must always be at the heart of early years

education and care. And yet, as we get

closer to the final stage of the entitlement

expansion, it appears that the need to

create new places is constantly being

prioritised over and above the need to

ensure the consistent delivery of highquality

early years provision.”

Whichever side of the fence you may

be on, the consultation closes on 11 July,

so now is the chance to make your voices

heard.

Charlotte Goddard

Editor, Nursery Management Today

charlotte.goddard@nexusgroup.co.uk

The Building Blocks of Early Years

Shop all new for 2025 at hope-education.co.uk


nmtnews

News in brief

POLITICS & POLICY

The government has launched a

consultation on how it can help nurseries

make better use of outdoor space for play

and learning. The consultation will look

at whether to allow early years providers

to include high-quality, accessible and safe

outdoor space in meeting government

requirements on how many children

settings can take on at any one time.

The government has approved the first

300 school-based nurseries, which will

offer up to 6,000 places. The nurseries,

which will be located across England,

will offer an average of 20 places per site

with up to 4,000 set to be available by the

end of September. The majority of new

nurseries opening in the first phase of the

£37 million scheme are in the North of

England or Midlands, including around

one in ten in the Northeast. Only 27

will be run by a private, voluntary and

independent childcare provider, 225 by

the school, 46 by a multi-academy trust

and two by a school governor.

An Early Years Alliance survey

revealed that 94% of providers are likely

to increase fees for non-government

funded hours over the next year, with 77%

likely to introduce or increase the price of

optional extras such as nappies, meals and

trips, 68% likely to restrict when funded

hours can be claimed, and 28% likely to

close permanently. The online survey,

which received over 1,100 responses from

early years providers, found 41% are likely

to reduce the number of funded threeand

four-year-old places they offer over

the next year, while 18% said that they

could opt out of the three-and four-yearold

scheme altogether.

An evaluation of the government’s

experts and mentors programme

found that it had a positive effect on

practitioners’ confidence in supporting

children’s development. The programme

cost around £4.7 million to deliver, with

an average estimated cost of £3,488 per

setting and £75 per child. The evaluation

concluded that this offered good value for

money.

A National Day Nurseries

Association (NDNA) investigation

found more than £65 million in early

years entitlement funding was not spent

on funded places by the end of 2023/24.

75% of 132 local authorities responding

to an NDNA Freedom of Information

request said they had underspent on

funded places. Cumulative underspends

from 2018 to 2024 amount to almost

£357 million.

The campaign group Early Years

Voice is calling for the Department for

Education to delay implementation

of its recently published guidance on

additional charges for six months, and

to carry out “meaningful” consultation

with the sector. It also calls for a working

group including representative providers

to refine implementation plans, and

adequate transition funding to support

providers through necessary changes. The

group is raising money to fund a potential

legal challenge if the Department refuses

to delay implementation

Ofsted’s latest report on working with

babies and toddlers calls for managers

to support practitioners to take part in

professional development specific to

babies and toddlers. It calls on leaders

to help practitioners to identify gaps

in their learning, especially before the

government introduces childcare reforms

in September this year, which will increase

access to early years education and care for

babies and toddlers.

PACEY, the charity representing

childminders, has joined The Coram

Group. Formerly the Professional

Association for Childcare and Early

Years, the body will now be known as

Coram PACEY and will represent more

than 50% of childminders registered

in England and Wales, maintaining all

existing services and continuing to work

with members, childcare and early years

providers, stakeholders, and the wider

childcare and early years sector.

The Health and Social Care

Committee is launching an inquiry

focusing on the first 1,000 days of a child’s

life, widely recognised as a critical period

for development which fundamentally

shapes long-term health, wellbeing, and

life outcomes. The inquiry will build on

the findings of a previous Health and

Social Care Committee report published

in 2019, and aims to investigate whether

progress has been made.

6 NURSERY MANAGEMENT TODAY May/June 2025 nmt-magazine.co.uk

nmtnews

NURSERY NEWS

The Old Station Nursery Group has

launched an initiative aimed at supporting

children and families as they prepare to

transition from nursery to primary school.

The ‘Next Stop School’ programme

focuses on building partnerships

between children, families and educators.

Resources for parents and carers include

a child-friendly progress tracker with a

magnet which a child can move along to

celebrate key milestones, and a £30 Clarks

voucher.

The Ministry of Defence’s Armed

Forces Families Fund has awarded 10

childcare settings across the UK a share

of £300,000 to help forces’ families

access early years education. The projects,

which will also provide development

and upskilling opportunities for early

years staff, aim to improve educational

experiences for young children from

service families.

Tops Day Nurseries has achieved B

Corp certification, which is awarded

to businesses that undergo a detailed

assessment to prove they meet standards

of social and environmental performance

across five key areas: governance, workers,

community, environment and customers.

SECTOR SUPPORT

A group of leading early years

organisations have created a governmentbacked

website giving advice on how to

equip children with the skills needed for

starting in primary school. The Starting

Reception website aims to define what

being ready to start reception actually

means. There is currently no official


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nmtnews

Credit LEYF Brixton Garden Nursery & Pre-school - Francoise Facella

description of ‘starting reception’ skills.

Organisations involved in the website

include Kindred Squared, National Day

Nurseries Association, the Early Years

Alliance, LEYF Nurseries, Busy Bees, Ark

Start and Pacey.

The Education Endowment

Tops Day Nurseries

Foundation has published guidance

to help nurseries make the most of

the increase in funding for the most

disadvantaged children. Following a 45%

increase in Early Years Pupil Premium

funding, eligible early years settings in

England are able to claim up to £570

per child per year. The ‘EEF Guide to

the Early Years Pupil Premium’ is based

on the best available evidence of what

works to support socio-economically

disadvantaged children.

The Early Years Alliance has launched

a ‘Moving on Up’ toolkit to support early

years settings preparing children to make

the transition from early years education

to school. Providers can share resources

with families and use them to reflect on

the transition process.

Three Lancashire-based early years

organisations have come together to

deliver support for children with special

educational needs and disabilities. Mini

Minds Matter, specialists in early years

mental health, Stanmore Insurance

Brokers, and nursery management

software provider Connect Childcare are

creating a set of resources to equip early

years providers with the knowledge and

tools necessary to support children with

SEND.

The London Early Years Foundation

(LEYF), Community Playthings

and Cosy have been recognised by the

King’s Awards for Enterprise. LEYF and

Community Playthings received an award

for sustainable development, and Cosy for

international trade.■


nmtleadership

Lessons in leadership

NMT talks to Children 1st founder Margaret Mason about her sale of the nursery group to Storal,

her new charity, and her flagship nursery in Derby

Margaret Mason is the founder

and former chief executive

of the Children 1st nursery

group, opening her first nursery in 1988.

She was awarded an OBE for services to

education, which she received from Prince

William at Buckingham Palace in 2018.

Last year, Mason sold 23 of the 24

Children 1st settings to Storal, retaining

Maggie’s Day Nursery and Forest School

in Derby. “I am 85, so I am getting old,

and it was time to make some changes

in life,” she says. “It was not something

I wanted to do, but my brain told me I

needed to.”

Mason has worked with children

for more than 60 years, starting at the

age of 14. Her career has encompassed

childminding, foster care, playgroups and

day nurseries. She was employed as a “preschool

community organiser” in Scotland,

working for the local authority, but when

she moved to England she spent some

time in hospitality, owning and running a

group of restaurants with her husband.

Craving a return to early years

education, Mason then became an early

years adviser and Ofsted Inspector, before

starting her first nursery.

“I always wanted my own nurseries,”

she says. “I was put off for a while by

the prevalent view that it was wrong to

“I don’t just look at

qualifications when I

am recruiting, I look at

the person. Have they

got passion in their

eyes? Have they got

love? Will they be kind

to these children?”

make money out of children, with ‘day

nurseries’ seen as a dirty word at the

time.”

This attitude turned around in

the 1990s, she believes, when local

authorities began to employ under-fives

advisors, bringing together private,

voluntary and local authority provision

to drive quality provision. “There was

a change in attitude, so the playgroups,

the childminders, the private sector and

schools all came together as ‘under-fives’,”

she says.

The first nursery

Eventually Mason found a 20-place nursery

in Long Eaton, nine miles from Derby.

She joined the Private Day Nurseries

Association, which became the National

Day Nurseries Association, after initially

resisting because “I didn’t want to join

business people – I worked with children”.

However, she was persuaded after realising

she had a lot to learn and realising that for

things to improve, people that wanted to

make a change needed to work together.

“We were trying computers, which I

couldn’t work, and they showed me this

programme, and I thought ‘Ah – there’s a

lot I can learn ‘here’.”

Mason became chair of the

organisation, overseeing its

transformation into a charity, and

the creation of Quality Counts, the

framework for good practice that has

been widely adopted today, but took a

step back a few years later to develop her

own nurseries. She says it was never her

intention to create a group of two dozen

settings, but “it just happened – and we

were good at it”.

Anyone selling their business in their

80s might be expected to settle into

retirement, but Mason was determined

to hang onto the last nursery she bought,

Children 1st @ Oakwood, which is

now Maggie’s Day Nursery and Forest

“I believe everybody

starts with very good

intentions about

what will work.”

School. Maggie’s Forest School and Day

Nursery. She pours her energy into the

setting, where she spends three days a

week. She is interested in every aspect of

the 160-capacity nursery, stopping to ask

children what they are doing and whether

they are enjoying themselves.

“I couldn’t not have one nursery,” says

Mason. “I couldn’t retire. I always say I

have never worked, because I like what

I do. I get a kick when I come in and see

children, when they smile at you and you

see them enjoying themselves, when you

see staff developing in their career, I find it

incredibly rewarding.”

The Margaret Mason OBE Trust

The other reason for holding on to

Maggie’s was to fund Mason’s charity, the

Margaret Mason OBE Children 1st Trust.

“The basis of keeping this was to develop

it, to enable the profits to go to the charity

we have set up,” she explains.

The aim of the charity is to help families

when they hit a crisis. By working with

local authorities, The Trust can provide

support to keep families together through

a range of means, one of which is by

funding emergency care in nurseries

for children whose families are facing

hardship. “We often see parents made

redundant or become ill and have to

attend hospital on a daily basis,” explains

Mason. “We fund childcare in six-week

blocks, and then review the situation. If

people can volunteer cash toward it, that’s

fine, but if they can’t, then we fund it all.”

Mason hopes her vision will be


“If you don’t keep an

eye on things you can

waste an awful lot of

hard-earned money.”

supported by other nursery groups,

providing much needed support for

children in need.

The Trust also funds a community

space which has been set up in the

original nursery space which now adjoins

Maggie’s. It is set up like a nursery

playroom, where parents and families can

access workshops tailored to meet their

needs. “We do potty training workshops,

understanding challenging behaviour

sessions, and also run ‘weigh and play’

sessions for new parents, giving them an

opportunity to get out and socialise with

others,” says Mason.

Treasures

The Trust also provides mentoring and

support to Touchstone Community

Development which operates Treasures

Neighbourhood Nursery in Staveley in

north Derbyshire, considered a deprived

area. “My involvement with Treasures

came about because the local authority

came to me four years ago and said

the nursery was closing, because it was

running out of cash,” says Mason. “They

asked if I could lend a hand.”

Mason and her team managed to turn

things around, helping the setting to

become more sustainable. “It was a good

place for children, but a poor place to

look at, and it was very much operating

on a hand to mouth basis,” says Mason.

“We’ve been able to change that. It was

about reviewing their bookings, their

processes, how many staff they needed at

a certain time. They are very experienced

practitioners, with the right intentions

and good heart, but they didn’t know

where they were going, they just took it

day by day.”

Strong leadership

Drawing on her years of experience,

Mason believes strong leadership is the

key to success in early years, both in an

individual setting and on a sector-wide

basis. “I believe everybody starts with

very good intentions about what will

work,” she says. “But the government are

changing people at the top all the time;

nobody’s there long enough to understand

what they’re doing, or the unintended

consequences of their actions.”

“Sweating the small stuff ” is also

important, she says. “If you don’t keep an

eye on things you can waste an awful lot

of hard-earned money. We identified with

Treasures, for example, that they had two

fabulous printers, better than our printers,

but they couldn’t afford them and didn’t

really need them!”

She also believes that qualifications

are not the be-all and end-all when it

comes to recruitment. “I don’t just look at

qualifications when I am recruiting, I look

at the person,” she says. “Have they got

passion in their eyes? Have they got love?

Will they be kind to these children?”

When it comes down to it, she says “you

can teach the rest, but the starting point

is love, kindness, sharing, passion, and

wanting to do the job and the culture of

the nursery. Then you get a happy child”.

And happy curious children thirsting for

more challenges are what Mason’s career

has been all about.■


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12 NURSERY MANAGEMENT TODAY March/April 2025 nmt-magazine.co.uk

Educational expansion

nmtproperty

As property investment and development group Harkalm sets out to expand its educational

portfolio, Charlotte Goddard talks to Daniel Goodman, head of developments, and newly

appointed senior associate Alex Ringer

Alex, you have experience in the

special educational needs and

disabilities and day nursery sectors –

tell us a bit about your background?

Alex Ringer: I was head of property at

nursery group Kido Schools for four and

a half years. When I joined Kido it had

one nursery in Clerkenwell, London and

when I left it had 12, which was mostly all

organic growth. It was very much the ‘startup

life’, building the plane as you are flying

it, and wearing lots of different hats.

For the past 25 years I’ve been involved

in a charity that runs summer respite camps

for children with additional needs, Green

Frog Holidays. When the opportunity

arose to join independent special needs

school group Melrose, I jumped at

the chance to bring my personal and

professional lives together. Melrose had

three schools when I joined, and 11 when I

left to join Harkalm.

What does your role at Harkalm

involve?

AR: Everything from site finding and

acquisitions, to overseeing the internal

layout and fit-out of a property. I have

joined to really push the SEND side and

grow on the foundations Dan has put in

place. Harkalm has invested in half a dozen

a dozen SEN sites in the past 18 months,

and 50-plus nurseries in the past five years.

The idea is to replicate our tried and

tested existing model in the SEND space,

and assist in everything from site finding,

refining your requirements, and delivery of

the actual building itself.

What is Harkalm’s role in the early

years sector?

Daniel Goodman: The Harkalm Group

was founded 20 years ago as a property

investment company working in different

sectors such as retail and hospitality. Five

or six years ago we wanted to diversify

our property portfolio

and agreed to move into

the education sector,

working with acquisitive

operators.

This is an area we

are very excited about.

We see ourselves as an

operator’s property

partner rather than

having a landlord and

tenant relationship. We

have helped the likes of N

Family, which currently

has 46 settings, to grow

very quickly. If you have

one or two settings and you need to grow,

your expertise is running great nurseries,

and you are not necessarily a property

expert which is where we become a great

external resource for operators.

Daniel Goodman

What are the current trends when it

comes to buying nurseries?

DG: Recently we have completed a number

of sale and leasebacks, for example for The

Old Station Nursery and Monkey Puzzle. A

lot of operators say to us “we want to buy a

business but we don’t want to be a property

owner”. We try to keep rents as low as

possible to ensure the business is sustainable.

When the government changed the ‘Use

Classes’ order, which determine whether

a proposed change of use for a property

requires planning permission, that was

really an opportunity for day nurseries

to grow. Operators had a huge selection

of opportunities to consider, whereas

previously their options were somewhat

restricted due to planning constraints. For

a period of time, operators were highly

acquisitive, driven by availability and

the need to secure strategic assets where

possible.

However, over the past two or three

years I’ve seen providers become a lot more

Alex Ringer

selective, with a lot of them going for the

same properties. That’s why you need to

act quickly and look at sourcing properties

off-market.

Sometimes providers are looking to buy

existing nurseries, and sometimes they are

looking to expand into properties that are

not already nurseries. We can buy an office

building and get the relevant planning

permission. Alternatively, we might buy

plots of land and build turnkey nurseries,

which we have done with Busy Bees and

others.

What are the challenges when

it comes to repurposing existing

buildings?

AR: No two buildings are the same, so

you need to have the ability to look at

an eighties or nineties office block and

imagine it coming to life as something

new. However, just because the building is

available doesn’t mean it will work well as

a nursery, and you sometimes have to be

mindful of not trying to fit a square peg

into a round hole.

You see some operators really going to

town, bending these buildings to their will

and creating amazing spaces. However,

while it’s great to be ambitious you always

have to bear cost in mind.■


nmtfunding

Navigate change

Gary Harrison, commercial manager at Morton Michel Insurance, looks at how nurseries can balance

quality, safety and financial sustainability following the introduction of new funding guidance

It’s been two months since the

Department for Education introduced

new guidance on how nurseries can

charge for additional services, and the

sector is still adjusting to the ripple effects.

While these changes aim to create a fairer

and more transparent funding model,

the reality for many providers has been a

challenging balancing act to keep quality

high while managing rising costs and

regulatory pressures.

But, as always, the early years sector is

proving its resilience. Many providers are

finding creative ways to navigate these

challenges, from exploring new funding

models to building stronger relationships

with families and local communities.

The strain on providers and parents

Financial pressures have been building

for years. Government funding for free

childcare hours has long been criticised

for failing to cover actual costs, leading

many providers to rely on additional fees

to remain sustainable. The National Day

Nurseries Association reported last year

that 95% of nurseries feel underfunded,

with over 14% already limiting funded

places as a result.

Last year the Women’s Budget Group

estimated that properly funding early years

education would require the government

to invest an additional £5.2 billion by

2025/26. Without this, providers face

difficult decisions, such as reducing

services, increasing private fees, or, in some

cases, considering closure.

“Government funding

for free childcare

hours has long been

criticised for failing to

cover actual costs.”

Parents are also feeling the strain. The

latest Childcare and Early Years Survey of

Parents found that 34% of parents with

young children are struggling to afford

their childcare costs (up from 24% just two

years prior). This growing financial burden

means that many families may be forced

to compromise on the quality of care and

early education their children receive.

The risk of a two-tier system

One of the most pressing concerns with

the new charging restrictions is the risk of

creating a two-tier system, where children

from wealthier families receive additional

services and experiences that others cannot

afford. Historically, parental contributions

have helped fund activities such as music

sessions, language lessons, and enhanced

outdoor play – opportunities that

enrich children’s early years growth and

development.

Now, as providers reassess their pricing

models, there is growing reluctance from

parents to pay voluntary charges. In an

environment where every penny counts,

some families are understandably hesitant

to commit to extras, raising questions

about whether children from lowerincome

households will miss out on key

developmental opportunities.

Balancing growth with safeguarding

Recent public and political conversations

around school-based nursery provision

have also brought attention to the issue

of safeguarding in private settings. In

recent months, there has been a noticeable

increase in media narratives highlighting

safeguarding concerns within private

nurseries. For example, a recent BBC

investigation reported that there were

19,000 serious childcare incidents reported

to Ofsted between 2019 and 2024.

While these figures are concerning,

they must be viewed in context. During

the same period, the estimated number of

Gary Harrison

registered childcare places in England grew

by approximately 3%, adding 44,400 spaces

between 2023 and 2024 alone, bringing

the total to 1,602,500. This growth

inevitably brings with it increased scrutiny

and reporting, as more families engage

with early years providers and awareness

of safeguarding best practices continues to

rise.

Of course, those who have dedicated

themselves to the early years sector remain

steadfast in their commitment to the safety,

education and wellbeing of our future

generations. This commitment sits at the

very heart of the profession and remains

the driving force behind every setting,

regardless of size or structure.

Food provision and nutritional

challenges

Another significant impact of the new

rules is their effect on food provision.

For many nurseries, providing nutritious

balanced meals has been a cornerstone of

their offering, helping to ensure all children

receive the nourishment they need to

thrive. However, tighter restrictions on

additional charges have led some settings

to explore alternatives.

Packed lunches may seem like a

straightforward alternative, but they bring


their own set of challenges. Research from

the University of Leeds in 2020 found that

fewer than 2% of children’s packed lunches

meet basic nutritional standards. While

this may have improved in recent years,

there is probably still considerable room

for progress.

Additionally, there are practical

considerations around food safety. The

Food Standards Agency has highlighted

that incorrect storage of packed lunches

can increase the risk of foodborne illnesses,

adding another layer of complexity for

settings trying to maintain high standards

while balancing tight budgets.

Some providers are addressing this by

issuing clear guidance to parents on what

constitutes a balanced lunch, investing

in better food storage solutions, or

even offering low-cost meal plans as an

alternative. However, all these approaches

require thoughtful planning and, often,

additional resources.

Managing allergy risks in a changing

landscape

The likely increase in parent-provided food

also introduces new risks around allergies.

Allergy UK estimates that between 1%

and 10% of children have a diagnosed food

hypersensitivity, while the Anaphylaxis

Campaign reports that 4% of children

under five have a food allergy. This makes

robust risk management essential for

nurseries, particularly as they adapt to these

new regulations.

Nurseries allowing packed lunches

must now navigate increased challenges,

including:

• Cross-contamination risks – Preventing

allergenic foods from being exposed to

children with severe allergies.

• Emergency preparedness – Ensuring staff

are trained to recognise and respond to

allergic reactions.

• Clear communication with parents –

Establishing clear guidance on safe food

choices and allergy-friendly alternatives.

While nurseries are well-practised in

managing dietary requirements, this

shift towards more parent-provided food

requires an even greater focus on vigilance

and policy enforcement.

Practical risk management tips

In light of these challenges, here are some

practical risk management strategies for

early years providers:

• Regularly update safeguarding policies

and ensure all staff receive ongoing

training. Implement clear reporting

systems and maintain accurate records.

• Encourage open dialogues with families

about policy changes, nutritional

guidelines and safety measures.

• Provide parents with clear guidelines

on packed lunches, including allergen

information and storage requirements.

• Invest in appropriate storage solutions to

maintain food safety standards.

• Periodically review all aspects of the

setting, from physical environments to

staff practices, to identify and reduce

potential risks.

• Invest in staff development and create a

supportive work environment to retain

experienced professionals.

Looking ahead – advocacy and

innovation

While the challenges are real, so too are the

opportunities for the sector to innovate

and advocate for fairer funding. Many

nursery operators are already exploring

creative solutions, from developing

partnerships with local food suppliers to

running community-based fundraising

initiatives that help offset costs without

directly charging parents.

Equally, this period of change is a critical

moment for the sector to come together,

share best practices, and raise a unified

voice about the vital role private nurseries

play in early childhood education. With

the government’s school-based nursery

agenda still in its early stages, it’s crucial

that the voice of the private sector is not

lost in the broader conversation about early

years reform.

The road ahead may not be easy, but

the resilience, creativity and dedication

of those working in the early years sector

remain a powerful force for positive

change. With the right support, private

nurseries can continue to provide the safe,

nurturing and enriching environments that

every child deserves.■


nmtmarket analysis

Inside the trends

Hannah Haines, head of healthcare consultancy at property advisor Christie & Co, provides

insights into the key growth and development trends in the UK day nursery market

Demographic and policy trends

are driving demand for day

nurseries – this isn’t new – but to

understand these in more detail, I have

analysed Christie & Co’s transactional

work (covering 2024 and Q1 2025) to

determine buyer and seller behaviours, the

change in ownership over time, supply of

settings and places, and key development

trends across the UK.

Demographic trends

The UK is experiencing changes in fertility

rates and the rising age of first-time

mothers, leading to fewer children and a

declining population of those aged from

newly born to four years. This trend is

expected to continue.

In London, almost all children received

their first-choice school due to a 2.1%

reduction in primary school applications,

which is likely to keep falling. However,

changes in funded hours policies are

increasing demand for childcare, especially

in areas needing workforce productivity

improvements.

Despite the falling birth rate, demand for

day nursery places remains high, driven by

increased workforce participation among

women with young children. Additionally,

many women aged 25 to 34 are migrating

from London to nearby regions, which are

commutable for work.

Changes in the availability of more

funded hours mean there is an estimated

need for 70,000 extra places and 35,000

staff to cope with demand. Research from

the Local Government Association quoted

that 90% of councils are concerned about

nursery capacity ahead of the 30-hour

childcare extension. Since news of this

extension was released in the 2023 Spring

Budget (to begin September this year), 300

schools have been identified for expansion/

new nurseries at an average of 20 places

per nursery. 42% of these are new nursery

provision, and predominantly in highly

populated areas. Further to this, 90% of

schools have said they intend to operate

the nursery themselves, with one in ten

presenting as opportunities for the private

sector. If all 3,000 promised settings are

delivered and at 20 places each, this makes

60,000 places, a shortfall of 10,000 relative

to the estimated demand.

There are many ways this can be

addressed, with new builds, the expansion

of well-performing nurseries/those with

waitlists, or the conversion of vacant

properties.

How has ownership changed over

time?

The UK has around 15,000 day nurseries

and, while this figure has declined

since 2020, the number of available

places has increased as nurseries grow

larger. In England, the market has seen

consolidation, with corporate/national

groups (20-plus nurseries) growing and

individual/dual ownership nurseries

declining.

Despite initial observations suggesting

little movement in mid-size groups, there

has been a ‘waterfall effect’ where all

group sizes are growing and divesting. The

market has expanded, with new builds and

repurposed assets contributing to growth.

Our data shows that the total value

of the day nursery market has increased

by more than 50% since 2017, from

approximately £7 billion to £10.5 billion.

This growth highlights strong demand and

investment potential, with investor-backed

groups addressing national undersupply by

reinvesting profits into further expansion.

Who is buying what?

So, what acquisitions are attractive to

different groups?

By analysing our transactional activity,

we can see that the average number of

places in nurseries increases with the size of

the group, and so may be linked to buying

Hannah Haines

power. Nurseries acquired through Christie

& Co in the past couple of years have

been slightly larger than the average across

each group, which can be linked to how

attractive it is to operate with economies of

scale and in buildings that support efficient

staff-children ratios with age-specific

rooms.

However, there is no real trend in the

type of build that appeals to different buyer

groups. In fact, there’s no real difference

between the share of nurseries acquired

which are purpose-built compared

with those that are converted across the

corporate/large group and independent

owners. This will be influenced by the

availability of supply, but a message

which supports the utilisation of existing

buildings.

Location, however, is a key factor. Our

review of buyer activity highlights that

80% of non-corporate buyers will acquire

within 50 miles of their residence, and 50%

of these will acquire within 20 miles.

So, if build type isn’t a key driver for

going concern transactions, what’s going on

as the market continues to grow?

How location is influencing

development behaviour

When looking at key markets for new


nmtmarket analysis

nurseries, markets where there may be the best operational return

for developing or acquiring new businesses, we consider the

demand drivers for development to be linked to the following five

categories:

• Residential markets with a high ratio of population aged from

newly born to four years relative to the volume of nursery places.

• Towns or commuter locations with high railway station activity

or footfall relative to local nurseries.

• Work hubs/business parks or locations with a high volume of

Source: Christie & Co Analysis, Glenigan

offices relative to the number of nurseries within the immediate

surrounding area.

• Hospitals without a nursery integrated or nearby. Additional

consideration for private hospital groups to target for contracts.

• Universities without a nursery integrated or nearby.

The graph above shows the proposed nursery developments and

what category they are.

As you can see, quite a significant share is either new or a

redevelopment, with plans for conversion on 16%. Looking at

this larger portion for new and redevelopment, only 22% are

stand-alone nurseries. Most are within residential developments

to meet increased demand, followed by mixed and commercial

developments and then school expansions to include a nursery.

Planning activity and trends

Development plans show a concentration in London and other

cities, with positive activity in areas needing new supply, such as

the Southeast, East, and to some extent the Southwest of England.

Outside of residential schemes in London, stand-alone

nurseries are being developed across the country, addressing local

undersupply. An analysis of buyer demand data and the ratio

of children-to-places indicates a positive relationship between

development and addressing local market undersupply.

New site sizes vary, with some larger sites offering additional

facilities like sensory rooms and music rooms, though most are

standard nurseries. New-build development alone may not fully

meet demand, but there are various ways to create an attractive

portfolio for investors or future buyers, focusing on location,

outcomes, and future buyer considerations.

Addressing the supply gap

When it comes to addressing this supply gap, there’s no ‘onesize-fits-all’

approach that will work but, with an undersupply

of provision, it’s important to remember that utilising existing

buildings and stock can keep your estate attractive and wellperforming.

Here is what we find buyers and operators are looking for:

Outcomes – This is not unique to day nurseries, but a good

management team and workforce are critical for performance and

in making an estate/business attractive for potential buyers. This

influences outcomes.

Location – A key driver for performance is location. Identify

locations where there is a high demand for services, noting the

relationship between migration and development, a higher

population, or an undersupply of provision.

Build type – Successful nurseries are seldom due to the build

type. Having a diverse portfolio, mixed with converted and

purpose-built stock, will best address the undersupply of nursery

stock in some areas.

Size of setting – Day nurseries come in all shapes and sizes.

Buyers generally look to acquire settings of 60-plus places (roughly

4,000 square feet-plus) – this is more of a guide than a hard and

fast rule – because there is typically more pressure on those with

smaller capacities in terms of profitability and economies of

scale.■


nmtm&a

Why investors buy nurseries

Times are tough for many nursery owners, but the sector as a whole is increasingly attractive

to investors. Leah Turner, co-founder of nursery brokerage Owen Froebel, explains why

Spend just five minutes on a nursery

owners’ chat forum at the moment

and you’ll come away with a

feeling of gloom. Owners are rightly

extremely concerned about their financial

situation, with many feeling under

attack from a procession of whammies

including increases to employers National

Insurance contributions, the National

Minimum Wage and business rates, and

confusion around additional charges on

top of funded hours. The National Day

Nurseries Association estimates with

changes in NI and the NMW we are

looking at an extra cost of about £2,600

per employee per year.

Who is investing?

Despite all this, the day nursery sector

remains an attractive proposition, with

a flurry of new investors entering the

market. In 2025 so far, new investors have

made up 49% of new registered buyers,

up from about 35% last year. A lot of new

buyers are coming from private equity

funds, and we also have a number of

entrepreneurs – investors who are not in

the same class as private equity funds, but

may have started a previous business and

are now looking to invest in a new one.

We also have people moving from

neighbouring sectors. Day nurseries are

classified under healthcare, and often face

similar regulations, funding systems and

structures. Healthcare businesses such as

dentists, pharmacists and care homes are

now looking at day nurseries as a good

sector to expand into. Given the fact that

nurseries are currently cheaper than care

homes, this move makes sense.

Why are they investing?

When I talk to nursery owners looking

to exit the industry, they often say they

don’t know why anyone would want to

enter this sector. Unfortunately, a lot of

things that drive people to exit the sector

are frustrations – funding, bureaucracy,

Ofsted. However, it’s useful to understand

why a buyer may be looking to come in

and the positives they see in the sector.

Increased funding

One positive is the expanded eligibility

for funded places, and increased funding.

There is always going to be a debate about

funding rates, but the fact that funding

exists at all can be attractive to those

looking to enter the sector. Buyers see

this as a sector where a certain income is

guaranteed. Funding is ‘bread and butter’

Leah Turner

money, paying for your basics. Of course,

you have to build your business on top of

that to make it profitable, but it gives you

that foothold that a lot of sectors don’t

offer.

Due to the increased funding eligibility,

we are seeing buyers shift their focus away

from looking at nurseries in very affluent,

mainly fee-paying geographical areas,

“Spend just five

minutes on a nursery

owners’ chat forum at

the moment and you’ll

come away with a

feeling of gloom.”


towards areas with a higher element of

funding. Buyers are now paying more

attention to the funding rates in different

areas than they have before. For example,

the average funding rate in Birmingham

is £9.18 an hour, and in neighbouring

Solihull it is £8.42, while in the West

Midlands as a whole the average private

hourly rate is about £5.20. You have

neighbours side by side, with a difference

in the funding rate, but with both of them

on much more than the average hourly

rate. Buyers are increasingly engaging in

that kind of granular thinking as they

look at how they can drill down and

maximise profitability.

Low multiples

The day nurseries sector also has low

multiples compared to comparable

markets, such as dentistry and care

homes. Multiples are a way of calculating

a company’s attractiveness to investors

through dividing its market value by its

earnings before interest, tax, depreciation,

and amortisation (EBITDA), so

obviously a lower multiple means a higher

potential return on investment.

At the moment, multiples in the

nursery sector for nurseries with an

EBITDA of £150,000 are sitting at

around five to six, depending where in the

country you are. In sectors such as dental

and pharmacy, multiples have peaked at

eight or nine. Investors are saying “if I can

buy now, when the market value of this

nursery is five times its EBITDA, in five

years’ time the value should be around

eight times its EBITDA, and that will be

a worthwhile return on my investment.”

Community investment

A lot of private equity funds are attracted

to community-focused investment, as they

have a certain amount of funds they want

to be spent in the community. Nurseries

come under that heading, so they are seen

as a great place to make money while still

ticking that community box.

Easier finances for individual buyers

We have seen a lot of second-tier lenders

entering the market, like Unity Bank.

These lenders have not been particularly

focused on the day nursery sector in the

past, but they are entering the market

because there is so much growth to be had

here. Banks are keen to lend to owners

of one or two settings who are looking

to expand, as they see them as a safe bet

– they work hard and there are plenty of

opportunities for growth, so they want to

help you.

On the other hand, it’s still difficult

for individual buyers who are new to

childcare, as banks are avoiding firsttime

buyers unless they have very clear

childcare experience. These buyers may

not really understand how the nursery

business works, and if you don’t have

experience of childcare or an investment

background, you end up being a business

owner who is at the mercy of a manager,

relying on that person to oversee day-today

operations. The margins in this sector

are way too small for a business owner to

be learning as he or she goes along.

Growth of profitable business

models

As markets continue to grow and

expand we are going to see increased

opportunities for further growth and

expansion. Nursery owners will learn

from profitable business models and

innovation established by existing groups.

Investors believe that there are changes

they can make to a nursery’s business

structure which will allow them to make

money, even if nothing else changes.

Additional funding guidance

Recently, I have been asked by nursery

owners what buyers think about the

government’s recent guidance on funding,

which includes clarification on what

nurseries can and cannot charge parents

above the funded hours. I have to say,

buyers don’t really think anything about

it. This seems strange to nursery owners,

when the conversations on the forums

make it feel like this has a massive impact.

But I don’t think any of those changes

have come as a surprise to anyone, and the

majority of settings were already abiding

by those rules, so they are not really

making an impact on buyers who already

assumed that this was in place.■


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nmttechnology

Tuning in to tech

Nurseries are working to ensure that they meet new government guidance on

itemised invoices, and are turning to nursery management software for the

solution. Charlotte Goddard finds out how technology can help

In May this year, the local government

ombudsman called for Bournemouth,

Christchurch and Poole Council to

reimburse a parent who complained his

child’s nursery was charging an additional

“general extras” fee on top of the funded

entitlement. The parent, “Mr X”, said

this approach was against government

guidance which states mandatory charges

cannot be applied to places accessed under

the funded entitlement. The ombudsman’s

report also recommends councils

maintain “better oversight” of nurseries’

charging structures when providing the

funded hours.

Nurseries have long argued that they

cannot provide high-quality childcare and

early education provision on government

funding alone, but new government

guidance published in February this year

emphasises that parents must be able to

access a funded place completely free

of charge and that any additional costs

passed on to families should be voluntary.

New guidance

It also says that by January 2026, nurseries

should ensure that invoices and receipts

to parents are clearly itemised, and that

providers’ websites should make it clear

what any charges relate to. Invoices should

be broken down to show separate charges

for: the funded entitlement hours (which

“Nurseries have long

argued that they cannot

provide high-quality

childcare and early

education provision on

government funding

alone.”

should show as being free); additional

private paid hours; food charges; nonfood

consumables charges and activities

charges.

Many in the sector are fighting back

against what they see as a threat to the

sustainability of private, voluntary and

independent-run nurseries (PVIs).

Purnima Tanuku, executive chair of the

National Day Nurseries Association

(NDNA), says: “The majority of nurseries

are already following best practice on

being clear with parents about their offer

and what any extra charges are, associated

with the funded childcare offer. The

funding government pays to providers has

never been about paying for meals, snacks

or consumables, it is to provide early

education and care.”

Campaign group Early Years Voice is

calling for the Department for Education

(DfE) to delay implementation of the

guidance for six months, and to carry

out “meaningful” consultation with

the sector. It also calls for a working

group including representative providers

to refine implementation plans, and

adequate transition funding to support

providers through necessary changes.

Software solutions

While the sector continues to fight for a

delay in the implementation of the new

guidance, local authorities are keen to

ensure that settings are on-track. Even if

they don’t agree with the guidance most

owners and managers are working to

ensure compliance, and many are turning

to nursery management software for the

solution.

“As you can imagine, this is a big

focus in the sector,” says Ash Pajpani,

co-founder of Blossom Educational, and

owner of Inspire Montessori and Blossom

Tree Montessori nurseries in Greater

London. “Nurseries are approaching us

Matt Arnerich

John Pickup

with questions, because with the advice

that has been provided by the DfE so far,

there’s a lot about the what, and less about

the how.”

“It’s important our work to make

it as easy as possible for a nursery to

be compliant isn’t misunderstood as

agreement with the policy position,” says

Matt Arnerich, senior director of brand

and communications at Famly. “But of

course, we need to do what we can to

make it as easy on their end as possible.

One concern is that because it is being


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rolled out through 317 different local

authorities we’re seeing a lot of really

different interpretations of the same

guidance.”

Different approaches

It is galling for a nursery to be told they

must not charge for something which a

setting in the next county can charge for.

Groups with nurseries across numerous

local authority areas must deal with

different approaches to invoicing in

different settings, or take a group-wide

approach which complies with all of the

varying provider agreements.

Flexibility is therefore a key aspect

of any software solution. “Each local

authority will interpret requirements

in their own way,” says Pajpani. “They’ll

present their settings with a provider

agreement which can and will differ local

authority to local authority. So our key

requirement with our software is making

sure that that flexibility is in place, so that

our customers are able to make it work

exactly as they need it to.”

“I think you have problems at every

level,” says Arnerich. “The biggest groups

obviously have a complex situation

to deal with, but also tend to have at

least the ability to influence legislation.

Middle-sized groups might have 30 sites

across 15 different local authorities, and

might not necessarily have the political

clout to make their voice heard, but they

probably have a head office that can at

least look into it. And then the smallest

ones, maybe they don’t have the difficulty

of managing different agreements, but

they don’t necessarily have the time or

capacity to handle those back-and-forth

conversations with the local authority.”

Level of detail

Many nurseries already separate out

non-funded hours on invoices, says Tim

Taylor, head of growth and revenue at

eyworks. “Fundamentally, our system

already supports the guidance, which is

fantastic. We already have an item line on

our invoice template showing the number

of non-funded hours and the associated

charge of these and a separate item line

showing the number of funded hours

being accessed by the child and the fact

that those are zero costs. So there’s clear

evidence that those are the free funded

hours from the parent’s perspective.”

“The problem is that the DfE is being

very specific about the level of detail it

wants things itemised to,” says Arnenich.

“You need to have a separate line item for

your meals, your activities, your nonconsumables

where in the past nurseries

have often had that as one overall

consumables charge.”

Nurseries do not need to include

every separate item within each category,

so they don’t need to break “food”

down into breakfast, lunch and tea, for

example – although they can if they want.

“Commonly we’ve seen nurseries group

Charging guidance: What’s changed?

Matt Arnerich, senior director of brand and communications at Famly, talks us

through the three main changes

1. Language: The language is stricter around the idea that 15 or 30 hours must be

accessible without extra charges attached. This in theory allows local authorities

to be stricter in their provider agreements and is something we’re already seeing

happen.

2. Enforcement: Beyond encouraging local authorities to make their provider

agreements more strict, it also recommends more strongly that they intervene

when they feel the rules are not being upheld. PR campaigns from the

Department for Education have also increased parents’ understanding of their

pathways to highlight perceived wrongdoing to their local authority. Together,

this makes it more likely settings will be pulled up.

3. Transparency: Importantly, the guidance insists that charges must be clear on

every setting’s website and that their invoices must be itemised more clearly.

Local authorities will have oversight on this with settings in their area.

Tim Taylor

Ash Pajpani

charges into food, activities and ‘other’,

however they want to name that category,”

says Taylor. “On the invoice we allow

them to define an item name and then a

description. ‘Food’ for example is pretty

self-explanatory, but in the description

we’ve seen people state that breakfast has

a contribution of say £1.50, lunch has a

cost, tea has a cost.”

Opting out

Nurseries are now faced with a situation

where some parents may opt out of all

charges, some may opt out of one or

two, and others may choose to pay all

charges. “We already have a mechanism

whereby nurseries can exclude a certain

group of children from a charge,” says

Taylor. “Many nurseries, for example,

have different charging models depending

on age group, and/or funding type,

so the parents of children accessing


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disadvantaged two-year-old funding

may not be charged for consumables

while those accessing the universal threeand

four-year-old funding may have an

additional consumables charge. We also

already have a ‘per child’ opt-out function,

so that we could say child John Smith is

excluded from being billed for product A

but can still be charged for product B.”

One major concern for nurseries is how

to deal with parents opting out of paying

food charges and instead choosing to bring

their own food, says Taylor. “There is a

risk management aspect around allergens

and dietary requirements,” he says. “If a

nursery is producing the food it can ensure

it’s meeting every requirement for every

dietary need on that day. Activity opt-outs

are also challenging, bringing questions

“We have to think about

how we make it an easy

invoice for the parent

to read, while it also is

compliant with the guidance

and covers everything the

nursery wants.”

about how we manage with staffing?”

The idea is to provide clarity for

parents but in practice this breakdown

could easily end up being crowded and

confusing. “We have to think about how

we make it an easy invoice for the parent

to read, while it also is compliant with

the guidance and covers everything the

nursery wants,” says Arnerich.

After gathering feedback through its

online early years community Village,

Famly is currently revamping its invoicing

system to provide clearer breakdowns,

improved formatting, and alignment with

the itemised requirements of the new

policy. The provider is also introducing

a feature where nurseries can set up

meals, consumables and activities to be

automatically applied to funded hours on

the invoice.

Settings will be able to opt parents out

What questions should nurseries be asking?

What questions should nurseries be asking their software providers as they prepare

for the January 2026 deadline? Connect Childcare talks us through some of them.

• Can your current system generate fully itemised invoices that clearly separate

funded hours, additional hours, food, consumables, and activity charges?

• How easy is it for your staff to use daily? Is the invoicing workflow intuitive, or

does it require workarounds and manual fixes?

• Does it automatically allocate grant funding based on each child’s eligibility,

reducing the risk of manual errors?

• Can the system handle bulk invoicing across multiple rooms, settings, or entire

nursery groups?

• Does it support parent communications, like sending invoices, reminders, or

breakdowns, automatically and clearly?

• Are there integrations for direct debit collections and real-time payment

tracking?

• Can the software provide central oversight across multiple settings while

allowing independent nurseries the flexibility they need?

• Does it offer tailored onboarding and hands-on support?

of this if they request. “Many nurseries

incorporate their consumables charge

into their non-funded hours costs, but

they don’t do that for the funded hours,”

says Arnerich. “We want to make it really

easy to simply add on those consumable

charges onto the funded hours with one

click and automate that entire process,

with the caveat they can take it off from

their side if the parent does choose to

opt out. These changes will be ready in

September, so that nurseries have plenty

of time to get them up and running ahead

of that January deadline.”

Communicate with parents

It is difficult to avoid an “us and them”

dynamic with aggrieved parents questioning

fees when the Prime Minister himself is

talking about “rip off nurseries”. But owners

and managers need to explain to parents

why paying the “voluntary” charges is

necessary for the sustainability of the sector

as a whole and their setting in particular.

Connect Childcare has worked to ensure

its invoices include clear, parent-friendly

explanations to help families understand

exactly what they’re being billed for.

“Clear, transparent communication with

families has never been more important,”

says John Pickup, chief customer officer at

Connect Childcare. “These new invoicing

rules are about building trust and making

funding easier to understand. Our software

is designed to simplify this transition for

nurseries—helping them stay compliant,

reduce admin, and ensure parents always

know what they’re paying for. By helping

parents understand how funding works

and where their fees come from, you can

build trust while protecting your setting’s

financial health.”■


nmttechnology

All aboard the tech train

The roll-out of new innovations doesn’t always go to plan. Ben Case, education advisor at childhood

education platform Tapestry, sets out how to get nursery staff on board with new technology

Technology in early years: inevitable,

essential, and sometimes, a little

intimidating. Does this sound

familiar? I admit I’m a self-confessed ‘techy

educator’ and love nothing more than

trying out new software, but many in the

sector visibly shudder at the thought.

Technology has the potential to enhance

children’s learning and streamline our

work, even if it can feel daunting. However,

how technology is implemented, and how

closely you focus on getting staff on board

the ‘tech train’, may make the difference

between success and failure. If you or your

team struggle with tech, my aim here is to

offer you ways to ensure everyone is on the

same page.

Understanding the problem

The amount of technology available to

help with various aspects of the job, such

as administration, communication with

parents, and learning journals, has grown

significantly in recent years, and it’s likely

to continue. With so many options, it’s

essential you start by clearly defining your

needs and the problems you want the

technology to address.

Getting staff involved is an important

first step in successful technology

implementation. Although it’s tempting

to feel that talking to staff will delay

procurement, it’s essential if you want

to ensure the technology fully meets the

needs of your setting. Staff are a mine of

“Technology has the

potential to enhance

children’s learning and

streamline our work,

even if it can feel

daunting.”

information and also offer important,

different perspectives. Questions you may

wish to ask include:

• How do they currently undertake the

task(s)?

• What do they feel helps them most?

• What do they find complicated to

undertake?

• What takes lots of time, and what is quite

quick to undertake?

• Do they have any examples of where they

need to ‘copy and paste’ information

from one software system to another?

• What do they wish the technology could

do, and how would this help them in

their role?

Collate the information staff provide into

a document and share this with them. Be

clear that you’d welcome any feedback or

further ideas.

Free trials – a chance to try before

you buy

Once you have a clear list of software

requirements and are confident these will

meet the needs of your staff, undertake

some research to find the options that are

most relevant. Take advantage of the free

trial of the product, and any introductory

webinars, so you can check that it works in

the way you expect.

You may well need to trial five or more

options, so it may not be sensible to ask

staff to try them all. However, if you have a

volunteer snap up their help. Throughout

the process keep staff updated and reiterate

that you’re looking for technology that will

meet their needs.

Tips for getting the most from a trial:

• Most trials are for a limited period of

time so ask for help from the company.

If you need more time, ask the supplier

if they can extend the trial which is

sometimes possible.

• Think about how easy the technology is

to use. Is it plug and play, or did you need

Ben Case

to watch countless help videos even to

get started?

• How helpful is customer support? Is it

quick to respond?

• Check that the features most important

to staff are present and easy to use.

• Find out what training resources are

available to support implementation.

Introducing new technology

Once you’ve procured your chosen

software and you’re ready to implement

it, staff involvement becomes even more

important to success. I have experienced

lots of technology being poorly introduced.

Most common was a quick demo to show

what the technology could do and staff

were then expected to work the rest out for

themselves.

People bring a wide range of views

and perspectives to technology and this

is normal – we adapt to new things in

different ways. The innovation adoption

curve describes five types of behaviour

from innovators (me for instance) to much

larger groups like those described as early

or late majorities. In other words, some

people jump right in, while others are a bit

more hesitant. As a manager, you need to

understand where everyone’s coming from


“It’s also worth

considering training

staff in the key functions

of the technology and

allowing them to feel

confident using these..”

and ensure they have the right support.

Start by introducing some training

options. Don’t assume staff all need the

same level of training, or the same type.

Here are some options you may wish to

build in:

• An introductory demo session for

staff (small group or the whole team

if feasible) taking a tour through the

technology.

• Training videos provided by the vendor

can be great for staff who are fairly

confident about using technology and

happy to learn on their own as they need.

• One-to-one training sessions offered by a

colleague who is a more confident user of

the technology.

As well as training, selecting who is trained

first can be helpful. Starting with the

more ‘techie’ staff means that they can be

asked to support others who may need

more training. They can then offer general

encouragement and positivity about the

new technology.

It’s also worth considering training staff

in the key functions of the technology and

allowing them to feel confident using these.

Once these feel established, you can then

introduce more complex or less frequently

used features through short tutorials or by

sharing relevant video tutorials.

Revisit and fine tune

As new technology gets adopted it’s

important to continue to provide support

and fine-tune. Share examples of how staff

are successfully using different features

to improve their work, or to benefit the

children. Allocate regular slots for staff

to explore the different features and

functionalities without the immediate

pressure to use them.

It’s not uncommon for staff to use

technology to solve problems you’d not

considered. This is really exciting and

means you will get even greater value

from your investment. However, it’s also

important to ensure that staff are using

the technology for its core purpose.

For instance, if the system is aiming to

help staff with supporting children’s

development, then it’s important they

add the necessary information, for

instance logging key moments and sharing

information with colleagues. Without this,

the system can’t reach its potential.

Also, stay in touch with the supplier and

articulate any issues your staff encounter

and suggest how things could be improved.

At Tapestry, we find this feedback

invaluable, and it has a direct influence on

the features we choose to develop.

So, how do we ensure a smooth journey

on this particular train? By bringing our

staff along for the ride, valuing their input,

and making sure they feel supported.

When we do that, we can unlock all sorts

of benefits and make our nurseries even

better places for our children to learn

and grow. Because ultimately, ensuring

everyone has their ticket and enjoys the

journey on the tech train is what it’s all

about, isn’t it? ■


nmttraining

ADVERTORIAL

Invest in success

Why invest in early years apprenticeships? Kathy Leatherbarrow, early years consultant

and former early years Ofsted inspector sets out the benefits for your setting, business,

and the children in your care

The early years of a child’s life

are a critical period for their

development, and the quality of care

and education they receive during this

time can shape their future. Therefore,

early years apprenticeships have become

a cornerstone of high-quality childcare

provision, offering a pathway for aspiring

educators to gain qualifications while

supporting the growth and sustainability

of childcare settings.

But why should childcare providers

invest in early years apprenticeships?

The answer lies in the wide-ranging

benefits they bring to the whole setting,

the business, and, most importantly, the

children in their care.

In this article, we’ll explore why

investing in early years apprenticeships

is a smart move for childcare providers

and how they can create a positive impact

across the board.

1. Benefits for the whole setting

Investing in early years apprenticeships

can transform the dynamics of your

childcare setting, creating a culture of

learning, collaboration, and professional

growth. Here’s how:

• Upskilling your workforce:

Apprenticeships provide a blend of

hands-on training and theoretical

knowledge, ensuring that your team is

equipped to deliver high-quality early

years education. This upskilling can

elevate the overall standard of care and

education within your setting.

• Fresh perspectives and energy:

Apprentices often bring new ideas,

enthusiasm, and a modern approach

to early years education. Their energy

can inspire your existing team, fostering

a more dynamic and innovative

environment.

• Improved staff retention: Offering

apprenticeships demonstrates your

commitment to staff development,

which can boost morale and loyalty.

Apprentices who feel supported and

valued are more likely to stay with your

setting long-term, reducing turnover

rates and creating a stable workforce.

• Enhanced team collaboration:

Apprentices work alongside

experienced practitioners, creating

opportunities for mentoring and

knowledge-sharing. This collaboration

benefits both the apprentice and your

wider team, building a more cohesive

and skilled workforce.

2. Supporting your business

From a business perspective, early years

apprenticeships offer a cost-effective and

sustainable way to grow and maintain a

high-quality workforce. Here’s why they

make good business sense:

• Cost-effective recruitment: Hiring

apprentices can be more affordable

than recruiting fully qualified staff.

Apprenticeships are often funded

through government schemes, such

as the Apprenticeship Levy or other

funding pots, reducing the financial

burden on your setting.

• Financial incentives and savings:

Beyond cost-effective recruitment,

employers can unlock additional

financial benefits when hiring

apprentices. The government offers

100% funding for apprentices aged 16–

21, eliminating training costs entirely.

Even for apprentices over 22, employers

contribute just 5%, with the government

covering the remaining 95%. Further

incentives include a £1,000 grant for

employing younger apprentices (16-18)

or those with an Education, Health, and

Care Plan (EHCP), easing the transition

into the workplace.

• National Insurance relief: Employers

also benefit from Class 1 secondary

Kathy Leatherbarrow

NICs exemptions for apprentices

under 25, provided their earnings are

below £967 weekly and they meet

UK apprenticeship standards. This

relief, applied using NI category H,

reduces payroll costs significantly,

making apprenticeships an even smarter

financial investment. Together, these

incentives create a compelling case

for apprenticeships as a tool for both

workforce development and fiscal

efficiency.

• Tailored training: Apprentices are

trained to meet the specific needs of

your setting, ensuring they align with

your values, policies and practices. This

tailored approach creates a workforce

that is perfectly suited to your

requirements.

• Meeting regulatory requirements: The

early years sector is highly regulated,

with strict staff-to-child ratios and

qualification standards. Apprenticeships

help you meet these requirements by

providing a pipeline of qualified staff

who understand your setting’s ethos

and procedures.

• Long-term investment: By training

apprentices in-house, you’re investing in


the future of your business. Apprentices

who qualify and stay with your setting

become loyal, skilled practitioners

who understand your business inside

and out, contributing to its long-term

stability and success.

3. Positive impact on the children

At the heart of every childcare setting

is the wellbeing and development of

the children. Investing in early years

apprenticeships directly contributes to

better outcomes for the children in your

care in the following ways:

• High-quality care and education:

Apprentices are trained to deliver the

Early Years Foundation Stage (EYFS)

framework effectively, ensuring that

children receive a well-rounded

education that supports their cognitive,

social and emotional development.

• Individualised attention: With

a well-trained and motivated

workforce, children benefit from more

individualised attention and support.

Apprentices learn to observe and

assess children’s needs, tailoring their

approach to help each child thrive.

• Positive role models: Apprentices often

bring a fresh, enthusiastic approach

to their work, which can inspire and

engage children. Their presence can

create a nurturing and stimulating

environment that encourages curiosity,

creativity, and a love of learning.

• Consistency and stability: As

apprentices grow into qualified

practitioners, they provide continuity of

care for the children. This consistency is

crucial for building secure attachments

and fostering a sense of stability, which

is essential for children’s emotional

wellbeing.

4. Broader impact on the early

years sector

Investing in early years apprenticeships

doesn’t just benefit your setting – it also

contributes to the wider early years sector.

Here’s how:

• Raising standards: By producing

well-trained and qualified practitioners,

apprenticeships help raise the overall

standard of early years provision across

the UK. This benefits not only your

setting but the sector as a whole.

• Addressing workforce shortages: The

early years sector is facing significant

challenges in recruiting and retaining

staff. Apprenticeships provide a

sustainable solution by attracting new

talent and equipping them with the

skills needed to succeed in the sector.

• Promoting inclusivity: Apprenticeships

offer accessible pathways into the early

years profession for individuals from

diverse backgrounds, helping to create

a more inclusive and representative

workforce. This diversity enriches the

sector and ensures that it reflects the

communities it serves.

Why invest in early years

apprenticeships?

Investing in early years apprenticeships is

a strategic decision that brings benefits to

every aspect of your childcare setting. For

your team, it fosters a culture of learning

and professional growth. For your business,

it provides a cost-effective way to build a

skilled and loyal workforce. And for the

children in your care, it ensures they receive

the high-quality education and nurturing

environment they need to thrive.

By investing in early years

apprenticeships, you’re not just

supporting the growth and sustainability

of your setting – you’re also making

a lasting difference to the lives of the

children you care for. It’s an investment

in the future – of your business, your

workforce, and the next generation.

If you’re a childcare provider

considering apprenticeships, now is the

time to take the leap. The benefits are

clear, and the impact is profound. Early

years apprenticeships are more than just a

training programme – they’re a pathway

to excellence in early years education.■

Ready to unlock the benefits of early

years apprenticeships for your childcare

setting? Eden Training Solutions is here to

help you every step of the way. Whether

you’re looking to upskill your team, meet

regulatory requirements, or create a

brighter future for the children in your care,

our expert-led apprenticeship programmes

are tailored to your needs.

• Call us today on 0800 756 3985

• Email enquiries@eden-ts.com

• Visit eden-ts.com


nmtoutdoors

Fresh air – force for good

The government has launched a consultation on how nurseries can make better use

of outdoor space for play and learning. Charlotte Goddard finds out how RafaKidz

Medmenham transformed its outdoor space

In the forest there is the sound of

enthusiastic howling. The children at

RafaKidz Medmenham are pretending

to be wolves. “They like playing ‘What’s

the time Mr Wolf ?’ in here,” explains

room leader Joyce Power. .

Approaching the nursery, which is

located on an RAF base, or station, in

Buckinghamshire, there’s little indication

of its large outdoor space. However, it

quickly becomes apparent that every

room in the Outstanding-rated setting

has its own garden area, designed around

the needs and abilities of that particular

age group. In addition, a fenced-off forest

area is set aside for every age-group to

take part in forest school – including the

babies.

“Everyone thinks forest school is for

school-age children, but the babies and

toddlers love the digging and getting

muddy and the puddles,” says deputy

manager Sammie Farrar, who joined the

nursery as an apprentice 15 years ago but

also attended the setting as a service child.

“Some of them are non-walkers – that’s

fine. We put them on the mud, and as

long as they have waterproofs on they are

fine.”

The outdoor space didn’t always look

like this. Over the past few years nursery

manager Amanda Brown has been on an

ongoing mission to revamp the whole

area, using funding sources including the

“Everyone thinks forest

school is for school-age

children, but the babies

and toddlers love the

digging and getting

muddy and the puddles.”

Armed Forces Covenant Fund. “We have

spent about £100,000 on these gardens to

transform the space,” says Brown, whose

husband serves in the RAF.

RafaKidz Medmenham was previously

operated by Spring by Action for

Children but was taken over by RafaKidz

in 2023. RafaKidz, which currently runs

19 settings, was designed to meet the

needs of military and civilian families

in the community around an RAF

station, providing affordable and quality

childcare.

Medmenham also takes in children

from civilian families but prioritises

spaces for service children. The majority

of the 21 staff are also from service

families.

In May, the government launched a

consultation on whether to include ‘free

flow’ outdoor space when calculating the

number of children a nursery can look

after at one time. Currently, each child

under two requires 3.5 square metres,

each two-year-old requires 2.5 square

metres and children aged three to five,

2.3 square metres. “We feel lucky that we

work for a company that will support us

in finding the best way to work with this,”

says Farrar.

Forest school

The forest school was created after staff

attended forest school training and

identified the tree-filled corner as an ideal

site.

Brown was initially dubious about

allowing children to light fires, but now

her favourite investment is a fire-retardant

wooden shelter, with a chimney which

allows fires even when it is raining, and a

seated area. The hut cost £9,550 from the

Hideout House Company. “This enables

us to stay out a lot longer, even when the

weather isn’t good,” she says. “It is one of

the best pieces of equipment I have ever

bought, I can’t recommend it enough.”

Children use a flint and steel fire starter

with cotton wool to light fires. They

cook toast, pancakes or crumpets over the

fire. “We used to have a fire circle with a

tarpaulin cover but it kept blowing away,

so we persuaded Amanda to invest in

this,” says Power.

The two-and-a-half to school age

children (Oaks) attend forest school twice

a week for half a day, while the 18 months

to two-and-a-half-year-olds (Acorns)

attend once a week. The babies, known as

Bluebells, are being gradually introduced

to the area. The setting is working

towards running a forest school session

every day.

Adventurous behaviour is encouraged

but safeguarding is key. Staff do a daily

sweep of the area to remove potentially

poisonous plants such as ‘lords and ladies’.

Children are taught to avoid other plants,

such as nettles. “We tell children that is

going give you an ouchie,” says Power.


“We go through the forest school rules

every session.” The rules are “no picky”

(don’t pick plants), “no licky” (don’t lick

anything), “no going in the fire circle” and

“no going out of the gate”.

Children use real tools, including

hammers, and knives for whittling.

“When they do their whittling they have

what we call a ‘blood bubble’,” explains

Power. “They put out their arms and that

space is their blood bubble, and no one is

to walk in that space when they do their

whittling.”

Children cover every aspect of the

Early Years Foundation Stage while in

forest school, including numeracy. “The

children are measuring worms with their

special worm ruler, they are counting the

worms,” says Power.

Nursery staff have noticed the positive

impact the forest school has had on

children’s behaviour, particularly on those

with additional needs. “There are hardly

any toys to play with here, so they are

playing with each other, they are making

up their own games, they are playing with

mud and natural stuff,” says Brown.

“If you observe them in the garden, they

will be in their own little groups, but here

they all play together,” agrees Power, who

is also the nursery’s Senco.

Baby garden

Brown has also revamped each age group’s

garden area. “I wanted to make sure we

are enhancing their development,” she

says.

In the Bluebells’ garden, gravel and

stone has been replaced by mulch, to

support the crawlers. A sensory path,

developed by ESP Play, allows the

children to explore different surfaces by

walking, crawling or riding bikes or trikes

across it.

A planting area is set aside for herbs

such as lemon balm, as well as fruit and

vegetables. “The children enjoyed doing

the planting, they come and check the

garden every day and they love watering

it,” says Farrar. The children incorporate

the herbs in their mud kitchen play, while

the nursery chef also uses them to prepare

meals. “We are teaching children about

where food comes from, because if they

see food growing, they are more likely to

eat it,” says Brown.

Acorns and Oaks

The Acorns garden includes a rainbow

hut for children to sit in, which projects

colours around with the sunlight. It also

had a large mud kitchen area with space

for them to dig mud to add to it.

The Oaks children have the largest

garden with plenty of space to run

around. It incorporates a quieter area with

blossoming apple and pear trees, a story

chair, friendship benches and planters

filled with flowers. “We have found that

we have had a lot more children with

special educational needs and disabilities

in the last four or five years, the ones

that were babies during lockdown,” says

Brown. “So we developed this area, where

children can come and have a quiet time.”

Many nurseries look at wooden

equipment thinking it is more sustainable,

but Brown believes that this can be

a false economy both financially and

environmentally. “We started off trying to

do everything in wood, but I have gone on

to recycled plastic now,” she says. “I want

to get things that will last a long time.”

A large recycled plastic channel is the

latest addition to the garden, allowing

children to swoosh water down, and

build dams out of sand. A group of

plastic animals are currently standing

in it waiting to be washed away by the

oncoming flood.

“I have had about three wooden water

play systems since I have been here, and

every one has broken,” says Brown. “This

one is robust and it’s not going anywhere.

I’m thinking of getting a bilge pump so

the children can pump the water back up.”

The mud kitchen, which cost £891 and

is also from Hideout House, is also made

of recycled plastic and is similarly sturdy.

“This is so heavy five men had to lift it;

we had to get parents to come and help

us,” says Brown. “It’s never going to rot.”

Oaks children also have access to a

covered role play area with a train and,

of course, an aeroplane, encouraging

children to use their imagination and play

together.

The learning doesn’t end when the

children leave nursery either. Children are

sent home with a weekly challenge taken

from the National Trust’s list of ‘50 things

to do before you are 11’.

“Parents love it, they want to come to

forest school too,” says Brown. “We have

one little girl who will play with mud all

day, every day. I do apologise to mum

when we hand her over all muddy, but she

says ‘I can tell she has had a great day, I

don’t mind. Let them embrace it’.”■


nmtrecruitment advertorial

ADVERTORIAL

Flex: Revolutionising

flexible working in early

years at Family First

Family First explains how its internal bank service helps maintain

staff-child ratios while meeting the needs of today’s workforce

For the early years sector, striking the

right balance between maintaining

essential staffing ratios and catering

to the evolving needs of today’s workforce

can be particularly challenging.

Family First has responded to this

challenge by creating Family First Flex,

an internal bank service designed to

seamlessly integrate flexible working with

the high standards of childcare it uphold

across its network of nurseries.

With a growing network of nearly

100 nurseries, Family First understands

the challenges of maintaining consistent

staffing. To ensure seamless care for

children, it introduced the Flex service

– a solution designed to cover sickness,

holidays, and other absences with reliable,

well-trained colleagues who are able to

actively participate in the delivery of highquality

education and care.

Just over a year ago, Family First took

a strategic step by developing its own

internal flexible staffing function. This

move not only reduced reliance on

external agencies but also ensured that

every team member, whether temporary

or permanent, meets the company’s high

standards.

Chanel Tappin, head of recruitment

at Family First, manages a team of

recruitment professionals who are based

in Welwyn Garden City. The recruiters

manage staffing across clearly defined

geographic regions with all recruitment

and onboarding processes managed

remotely. This includes a full life cycle

recruitment service, which is overseen

by an internal panel of qualified leaders

within the business.

Tappin explains that having an

internal staffing system that is exclusively

tailored to meet the needs of the group

is incredibly beneficial: “It enables us to

ensure both quality and consistency for

children and families, nursery managers

and our Flex colleagues.”

She continues: “As a result we are

confident that we have the right calibre of

temporary staff working in our nurseries.

We will never turn our backs on external

agencies because we must always ensure

we can meet regulatory requirements for

ratios, but having that element of control

is invaluable.”

“Each colleague has full

control to dictate the hours

and days they work with

no minimum commitment,

which truly embodies the

workforce’s individual

lifestyle needs.”


How Flex works

Each colleague has full control to dictate

the hours and days they work with no

minimum commitment, which truly

embodies the workforce’s individual

lifestyle needs.

Once staff have submitted their

availability, shifts are matched to their

personal schedules, making it an ideal

solution for students, parents, and other

individuals whose circumstances regularly

change, as Tappin explains: “It can be

hard for people with other responsibilities

to find work that fits around their

timetables.”

She continues: “Many parents want to

work around school hours, and students

often need periods of time off work to

focus on exams. There has also been a

tangible shift towards people wanting

to achieve a better work-life balance,

which was exacerbated by the Covid-19

pandemic.

“Flex accommodates these needs

perfectly, ensuring they can maintain their

employment without undue pressure.”

Upon joining Flex, every candidate

undergoes a six-hour mandatory training

programme, which includes crucial

modules on safeguarding and other

specialised sessions.

“The onboarding process is thorough,”

Tappin confirms. “We manage all DBS

checks and references, streamlining the

entire process for both managers and new

staff.”

Innovative technology

A cornerstone of Flex’s efficient operation

is the innovative use of technology

through our partner app, which is

a complete workforce management

software package.

Staff members use the app to manage

their availability, view shift details, clock

in and out (which they can do within 500

metres of their assigned nursery), and

even monitor their pay.

“The app removes the need for

traditional timesheets,” Tappin points out.

“Managers also benefit from real-time

access to staffing information, significantly

easing their workload.”

Only when internal options are

exhausted does Flex reach out to external

agencies, underscoring its commitment to

prioritising internal talent.

Rapid growth and future goals

Since launching just six months ago, Flex

has already significantly reduced Family

First’s reliance on external agencies.

With around 150 active Flex employees,

there are plans to double the number

as Family First continues to expand its

nursery network.

“As we grow, we’re continuously

recruiting,” Tappin notes. “Our lucrative

Refer A Friend scheme, alongside targeted

advertising through Indeed and our own

website and social media, ensures a steady

influx of enthusiastic candidates.”

According to Tappin, there is no

‘typical’ candidate – some are unqualified

with no previous experience, while others

are pursuing a range of qualifications and

are using Flex as a way to gain practical

experience. For others, Flex has been

a launch pad to permanent positions,

including apprenticeships within the

business.

Building on expertise

Tappin was chosen to lead the initiative

because of the substantial relevant

expertise she brings to the role, having

amassed 16 years of experience across

internal and agency recruitment. Her

understanding of agency operations was

pivotal in developing and launching Flex.

“Being specifically recruited for this

role was a fantastic opportunity to use

my background in recruitment to benefit

Family First,” Tappin reflects. “Building

Flex from scratch has been an exciting

challenge, and I’m proud of what we’ve

achieved so far. Seeing it come to fruition

has been incredibly rewarding.”

Looking forward

Flex is already reshaping Family First’s

operational dynamics by offering an agile

staffing solution that meets the evolving

needs of employees and nurseries alike.

The group’s commitment to maintaining

excellent childcare standards, while

simultaneously accommodating the

growing desire for flexible working

patterns, demonstrates a forward-thinking

approach.

“Ultimately, Family First Flex is

about balance,” Tappin summarises.

“It’s designed to support our nurseries,

enrich the professional and personal lives

of our staff, and most importantly, to

ensure we continue to deliver consistent,

high-quality care to the children in our

nurseries.

“As we continue to grow, our Flex

service will play a central role in how

Family First operates.”

With its innovative use of technology,

flexible employment model, and a strong

commitment to internal development,

Family First Flex stands as a compelling

example of how the early years sector can

successfully adapt to changing workforce

needs.■

For more information about Family First

visit https://familyfirstnurseries.co.uk/


nmtcurriculum

Wonder while you walk

Elly Richfield, education and development manager at kinderzimmer, reveals how the

nursery group has gone about embedding nature and curiosity into its curriculum

If your nurseries are anything like

ours, you’re always on the lookout

for innovative ways to develop your

curriculum and support children’s

development. At kinderzimmer, we

recently decided to include ‘adventure

walks’ in our curriculum.

Adventure walks aren’t just about

stepping outside – they’re about stepping

into new ways of thinking, learning

and connecting. Rooted in research

from neuroscience and nature-based

pedagogy, regular outdoor walks offer

children opportunities to explore,

imagine, regulate, problem-solve and

develop physical literacy. They also

cultivate a sense of place, community and

independence.

But new ideas, however effective,

can fade into nothing if staff aren’t on

board, and the innovation is not fully

or consistently embedded. How can we

meaningfully embed a new initiative into

the curriculum across a whole nursery

group? And how do we guide teams

through this change so it sticks?

What are adventure walks?

Adventure walks are planned, purposeful

explorations that take place beyond the

nursery gates. These aren’t aimless strolls –

they’re child-led learning journeys rooted

in curiosity. They can include visits to

nearby parks, allotments, woodlands, high

streets, or even just meanders around the

block.

They don’t require wild spaces, only a

willingness to see the extraordinary in the

everyday. A puddle becomes a laboratory.

A leaf becomes a story. A pigeon becomes

a moment of wonder.

Why they matter (the science bit)

Neuroscience tells us that movement

boosts brain activity, particularly in

the early years. Nature reduces cortisol

(stress hormone) and increases dopamine

(feel-good neurotransmitter). A 2021

study by the University of Exeter found

that children who regularly spent

time outdoors had better emotional

regulation, executive function and social

development.

Adventure walks also:

• Foster gross and fine motor

development.

• Boost language as children narrate what

they see and feel.

• Improve wellbeing and reduce anxiety.

• Build risk-assessment skills and

resilience.

• Promote environmental awareness and

community connection.

Benefits for educators – a breath of

fresh air

It’s not just children who benefit – teams

do too. Being outside, beyond the same

four walls, can significantly lift staff

wellbeing. The change of scenery, fresh

air and slower pace allow educators

to reconnect with their love for play,

nature and discovery. It gives them time

to observe children in a different light,

reduces indoor noise levels, and offers

moments of calm and connection.

Many practitioners report feeling more

refreshed, motivated and bonded as a

team after regular outdoor walks.

Embedding adventure walks across

a nursery group

Successfully introducing a new initiative

like adventure walks across multiple

settings comes down to one thing –

ownership. Change isn’t a top-down

instruction – it’s a journey shared by the

whole team.

1. Begin with purpose, not protocols

Start with why. Share the neuroscience,

the stories and the vision. Frame this not

as an add-on, but as a way to deepen what

teams are already doing well – observing,

following children’s interests and sparking

joy.

In one nursery, we began by inviting

staff to share memories of nature from

their childhood. This opened the door

to powerful conversations and authentic

engagement.

2. Start small and celebrate often

Introduce adventure walks as an extension

of children’s daily rhythms. Start with

short, manageable trips – around the

building, to a nearby tree, or simply to

post a letter.

One baby room began by wheeling

non-walkers in buggies to a patch of grass

where they could feel the breeze and

watch the clouds. These micro-moments

became treasured rituals.


Quick tip: Create a shared display for all

rooms to document their walks – include

photos, child quotes, leaves, feathers and

local landmarks.

3. Equip and empower teams

Change is sustainable when staff feel

supported. Offer practical tools:

• Maps with safe routes near each setting.

• A list of local spots to explore.

• Weather-appropriate gear and storage

solutions.

• Risk-benefit assessment templates.

And most importantly – time. Time to

reflect, plan and adapt.

4. Consistency without cloning

Ensure each setting has the same vision, but

allow flexibility in how it’s implemented.

One forest school-inspired site might take

weekly woodland treks; another urban

nursery may explore local murals, bus stops

or markets. It’s not the destination, it’s the

way we notice and respond.

Consistency comes from shared

language, shared values and shared

celebration – not identical activities.

Top tip: Use staff meetings to share

stories. Encourage teams to talk

about what children noticed, asked or

discovered. This spreads enthusiasm and

ideas naturally.

5. Reflect and embed

After the novelty fades, true curriculum

integration begins. Encourage teams to:

• Link walks to children’s interests

(trucks, flowers, street signs, dogs).

• Use what they collect or observe in

follow-up play and planning.

• Build books, maps, and role play around

the walk experiences.

One toddler room noticed children

fascinated by delivery vans during a walk.

They created a parcel delivery role play

and invited families to bring in recycled

boxes. This led to weeks of rich learning.

Create community connections

For many children, especially those from

isolated or transient family situations,

adventure walks offer a first introduction

to their wider community. Whether

it’s waving at the postman, visiting the

local library, or chatting with a friendly

shopkeeper, these interactions build a sense

of belonging and place. For families new to

the area or those without extended social

networks, this consistent connection to the

neighbourhood can become a vital part of

their child’s early experiences.

Some nurseries have even built local

partnerships, receiving donated produce

from nearby allotments or creating art

displays in shop windows. These small

acts weave children into the fabric of their

communities.

Final thoughts

Adventure walks change children, but

they change teams too. They remind us to

slow down, stay curious, and see learning

in the world around us. Embedding them

takes intention, flexibility, and faith in our

educators’ creativity.

Just like children, teams thrive when

they feel trusted, seen, and supported.

Try this tomorrow:

• Walk the perimeter of your setting and

notice what’s just outside your door.

• Ask the children: “What shall we

explore today?”

• Pick one thing they notice and build a

small project around it.

With a little curiosity and a pair

of wellies, the world becomes your

curriculum.■


nmtopinion

The childcare funding crisis

Philip Ford, managing director of Hopscotch Nurseries, explains why

independent nurseries face an impossible choice

The early years sector is facing a

looming crisis. Independent nurseries

like ours are being pushed into a

seemingly impossible position, forced to

deliver ‘free’ childcare on funding that

doesn’t come close to covering costs,

all while navigating a policy landscape

that is economically unworkable and

operationally chaotic.

With rising wages, employer National

Insurance contributions (NICs) and

soaring overheads, the numbers simply

don’t add up. The harsh reality is that

without urgent intervention, many of us

will not survive.

Nurseries have been plugging the

funding gap for years, but we are now at

breaking point. The 2025 increase in the

National Minimum Wage, on top of recent

rises in employer NICs, will make staffing

(which is our single biggest cost) even more

unaffordable.

For larger corporate chains or those

with private equity backing, it will be a

challenge – but for independent nurseries,

it’s nothing short of an existential threat.

We don’t have the financial cushion of

big investors, and staff numbers can’t be

reduced due to legal child-to-staff ratios.

And we can’t keep offsetting shortfalls by

raiding the goodwill of our parents and

asking our private-paying parents to keep

paying more – because they, too, are feeling

the squeeze.

“How do we manage

different meals for

different children,

with already stretched

staff, while safely

managing allergies and

mealtimes?”

In addition, new restrictions on

consumables charges will create an

operational nightmare. We now face the

unthinkable – treating children differently

based on whether their parents can afford

extras like food, trips and resources. As a

family-run nursery group that has proudly

served the Brighton and Hove community

for nearly 40 years, Hopscotch has always

strived for inclusivity – but this policy will

force nurseries to create a two-tier system

where some children receive meals, trips

or resources while others do not. This goes

against everything we stand for in early

years education.

This is not just morally troubling – it’s

practically unworkable. How do we

manage different meals for different

children, with already stretched staff, while

safely managing allergies and mealtimes?

How do we plan trips out of the nurseries

when half the group can participate and

half cannot? And how do we explain this

to parents who assumed ‘free’ childcare

meant just that? Our choice is either

potential non-compliance and loss of

funding, or compliance and risk drawing

scrutiny from Ofsted and local authorities,

even though this government policy has

created the problem.

For nurseries like ours, this is now a fight

for survival. Unlike corporate chains, we

don’t have the luxury of absorbing losses

indefinitely. We are already seeing fewer

funded places, because we simply cannot

afford to offer them, and cuts to staff

development at a time when recruitment

and retention are already at crisis point.

What’s more, rising fees for private places

are making childcare less accessible for

working families.

This isn’t just about funding shortfalls

anymore. This is about whether

independent nurseries can even exist in five

years’ time.

We need policymakers to understand

the complexities of what we are talking

Philip Ford

about here, our ask is that they:

1. Fix the funding rate – We need a perhour

rate that reflects actual costs, not

an arbitrary figure that forces nurseries

to subsidise places at a loss.

2. Reverse the consumables restrictions

– Or provide additional funding to

cover these costs. The current system is

unworkable.

3. Recognise that independent nurseries

are irreplaceable – If we disappear,

we will not return. That means fewer

childcare choices, higher prices and an

early years sector controlled by financial

institutions, not passionate childcare

professionals.

4. Tackle the staffing crisis head-on –

Instead of pushing up costs through

NICs rises, introduce targeted

incentives to retain skilled practitioners.

The government’s expanded childcare

pledge is built on a foundation that is

already collapsing. Without urgent reform,

we are heading towards a homogenised

sector dominated by a handful of large

chains with profit, not children, as their

main motivator. Independent nurseries

will be marginalised further and probably

squeezed out entirely. We owe it to our

children to ensure this doesn’t happen.■


nmtfacilities

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nmtwellbeing

Connect for support

Laura Hodges, early years expert at training firm Realise and leadership coach and early years

consultant at provider services company HQ Early Years, explains why manager wellbeing matters

Being a nursery manager is a special

job. Every day, you help shape

young children’s futures and

support your team to do their best. You

guide, plan, solve problems and make

sure your setting is a happy and safe place

to be. But while you spend so much

time looking after others I often ask the

question, who is looking after you?

Many nursery managers put their

whole heart into their job. They care

deeply about their team and the children.

But in smaller settings especially, where

there may be little extra help or support,

it can sometimes feel lonely at the top.

You might be the one everyone turns

to, but feel like there’s no one to turn to

yourself.

Some managers come into leadership

because they’re brilliant with children,

but that doesn’t always mean they’ve

had training in issues such as running a

business or managing people. That can

lead to feelings of stress or even imposter

syndrome – that sense of “I’m not good

enough” even though you are. It’s okay to

feel overwhelmed, we’re only human.

Stress and anxiety

You’re not alone in feeling this way. A

study from mental health charity Mind

found that more than 60% of people

in the UK feel stressed or anxious at

work. More than one in five said they

“More than one in five said

they took time off due to

stress but didn’t feel able to

disclose the real reason. NHS

research shows that managers

and leaders in caring roles are

especially at risk of burnout.”

took time off due to stress but didn’t feel

able to disclose the real reason. NHS

research shows that managers and leaders

in caring roles are especially at risk of

burnout.

When these feelings are left unnoticed,

they can grow and make the job feel even

harder. That’s why it’s so important to

look after your own wellbeing as a leader.

Ofsted’s Education Inspection

Framework highlights the importance

of strong leadership and a happy staff

team. It recognises that when staff feel

supported, they give better care to

children. But how often is that same care

given to the manager or leader?

A sense of connection

Wellbeing isn’t just about having a quiet

evening or taking a walk – though those

things can help. It’s about feeling valued,

a sense of belonging, having people to

talk to, and being part of a supportive

community.

As a manager or leader, you play a big

part in helping others. You lift your team

up, help them grow, and create a caring

space. But that support needs to go both

ways. You can’t pour from an empty cup.

Being a nursery leader comes with

great responsibility. You’re accountable

for children’s safety, staff performance,

parent relationships, and business success

– all at once. It’s a huge weight to carry,

and it’s easy to slip into survival mode.

But we must find ways to help each other

thrive, not just survive.

I’ve found that working in early years

can feel competitive. Everyone wants

to be the best and give the best to their

children and families. But we must try

to remind ourselves that we are not in

competition. We are all here for the same

reason – the children.


nmtwellbeing

Support networks

Somewhere, another manager is going

through exactly what you are. Whether

it’s staffing issues, finances, inspection

pressure, or just that feeling of not

knowing if you’re doing it right –

someone else gets it.

That’s why I believe having a support

network is so important. Talk to other

managers or leaders. Join a local group.

Connect with each other online. Even

one conversation can remind you that

you’re not alone.

Theres lots of opportunities to connect

and share in the sector, from attending

events such as Nursery Management

Today shows (see Nursery Management

Show preview page 55) using online

platforms and having recently had its big

launch, Realise EY. This exciting new

app is a safe, judgement-free space just

for nursery managers. It’s your place to

connect with others who truly get it,

share ideas, swap best practice, and talk

about everything early years.

You’ll also get access to expert advice,

free resources, inspiring webinars, live

sessions with early years experts and

so much more. The early years team at

Realise understands how challenging

and isolating the role can be, so Realise

has created a supportive space to help

you feel heard, uplifted, and ready to

thrive – not just survive.

Champions for each other

Let’s be champions for each other, not

just for the children in our care. Because

“Being a nursery leader comes

with great responsibility.

You’re accountable for

children’s safety, staff

performance, parent

relationships, and business

success – all at once.”

when we look after each other, the whole

setting gets stronger – and the children

feel it too.

I think being a leader in early years is

a real honour. You are shaping little lives

and leading a team of people who care

just as much as you do. That’s something

to be proud of. So, let’s shift the way we

think. Let’s move from feeling alone

to feeling connected. From stress to

support. From self-doubt to confidence.

You are doing an incredible job. You

are making a difference. And you deserve

to feel good while doing it.

Let’s choose to bring kindness,

connection, and care into our leadership

– and never underestimate the power of

positivity to change not just our day, but

someone else’s too.■


nmt-magazine.co.uk March/April 2025 NURSERY MANAGEMENT TODAY 41

nmttransitions

Moving on up

Nurseries and parents are focused on school readiness, but what about out-of-school readiness?

Charlotte Goddard finds out how one nursery group is supporting children moving into

wraparound care

As working parents know, school and

office hours have little in common.

Once children start school, parents

who have used day nurseries must often

rely on wraparound care, also known as

out-of-school provision. Both the previous

and current government have invested in

expanding breakfast and after-school clubs

in England. The Scottish government

is developing a system of School Aged

Childcare that will be “available and

affordable” for all eligible families and will

be free to the most vulnerable.

Many children who attend nursery

now have two transitions to make, from

nursery to school, and from nursery to

out-of-school provision. Nurseries often

put a huge amount of effort into preparing

children to transition to school, through

initiatives such as sharing information with

teachers and enabling and hosting school

visits. The government’s recent focus on

school readiness, which Prime Minister

Keir Starmer has made a central plank of

his Plan for Change, has coincided with

the development resources to support

families and early years settings, such as

the Early Years Alliance’s new resource

pack and webinar series, and the Starting

Reception website launched by a group of

early years organisations.

Out-of-school care

However, when it comes to the transition

to wraparound care there is less support

“Many children who

attend nursery now have

two transitions to make,

from nursery to school,

and from nursery to outof-school

provision.”

available. Out-of-school provision

may be run by the school itself or by

private, voluntary and independent

(PVI) providers. While a nursery might

share vital information about children’s

additional needs and preferences with

their new school, out-of-school provision

leaders say those same children often

turn up at their door with no handover

whatsoever.

“From our 20-plus years of experience,

PVI-run out-of-school clubs don’t get

this information from day nurseries or

childminders, even when we ask for it,”

says Abby Wilkins, chief operating officer

at Out of School Alliance, which provides

information and support to individuals

and organisations setting up and running

out-of-school clubs (OOSC). “Sadly, we

are not seen as ‘important’ as school, even

though some of our children are with us

four or five hours a day and we do most of

the handovers with parents and carers.”

Wilkins runs her own wraparound

provision and also her own pre-school,

both of which are based in the grounds

of a primary school. She has a strong

relationship with the school, but not with

local nurseries. “I have requested to go into

day nurseries before to observe the children

that will be coming to me at my OOSC,

with consent from parents, and they have

refused as we are wraparound and not

school,” she explains.

“I get some information from my school,

because I also work there during the day

with some of the kids, but the run-ofthe-mill

clubs never get any transition

material,” agrees Margaret McLelland,

head of service of St Mirin’s Out Of School

Club in Glasgow. “The child appears at

our door and we won’t know their family

background, preferences, support needs, or

any history of trauma. We will have some

information from our own registration, but

we don’t get the full picture.”

Abby Wilkins

Starting school

One nursery group, becoming aware

of this gap, has been working to extend

its transition support to out-of-school

provision. Kirktonholme Childcare has 11

settings across central Scotland. Recently

the group decided to revamp its transition

policy, focusing on transition to nursery,

transition between rooms and transition to

school. “A few years ago we stripped right

back and started again with transitions,

slowing everything right down,” explains

Karen Flynn, Kirktonholme area manager.

Emma McClounnan and Charmagne

Rodgers, managers of Shettleston and

Tollcross nurseries in the East End of

Glasgow, were asked to join a local

authority working group focusing on

improving the transition to school for

children with additional needs. “We

thought the available resources were

quite negative, based on what a child

can’t do, while everything that we do at

Kirktonholme is strength-based, focusing

on what a child can do,” explains Rodgers.

The group developed a ‘child passport’

which gives information about children in

their own voice. A new sibling, a return to

work for a parent, a bereavement or mental


Kirktonhulme nursery

health difficulties in the family could all

affect the transition process. “It is very

solution-orientated – it talks about what

the teacher can do to support that child if

the child is distressed,” says McClounnan.

“We have asked the child what they’re

looking forward to or what they’re anxious

or worried about, and the passport

also includes any allergies or medical

conditions. Every child’s unique, and they

need different support, so it’s about the

school being ready for that child, not the

child being ready for the school.”

In addition to the passport,

Kirktonholme creates a transition report

for each child based on the wellbeing

indicators in Scotland’s ‘Getting it right

for every child’ framework: Safe, Healthy,

Achieving, Nurtured, Active, Respected,

Responsible, and Included. “Literacy and

numeracy are important, but we need

children to be socially and emotionally

ready for school, and that’s going to

be our main focus at the nursery,” says

McClounnan.

Transition to wraparound care

The new policies and procedures worked

well for all children, but something was still

missing. “Our children are here at nursery

on the Friday, then starting school on the

Monday,” says Flynn. “But they’re also

starting an out-of-school care club on the

NurseryCare


nmttransitions

Monday. We have taken so much time

getting the transition right for the school,

but we have totally omitted that these

out-of-school clubs need all of that really

valuable information too.”

When Rodgers undertook her

professional development award in

childhood practice, a degree-equivalent

qualification, she was asked to think about

leaders who had inspired her. “I lost my

mother at an early age and looked after the

care of my younger sisters,” she says. “Saint

Mirin’s supported me so much, and so that

is who I wanted to talk to.”

Rodgers approached McLelland to find

out how the setting welcomed children

after school or during the summer holidays.

“They didn’t have a robust transition

process in place,” she says. “Something

just clicked with us – why are sharing

information with the school but not with

these qualified practitioners? It is vital for

them to have all this information, whether

it is how to help regulate a child in a

moment of distress, or the child doesn’t like

Out of School Care

Abby Wilkins runs her own pre-school and wraparound care, as well as being chief

operations officer at Out of School Alliance. She advises out-of-school providers to

do their own information gathering before a child starts. The Out of School Alliance

encourages members to build strong relationships with schools and nurseries, but

this can be difficult.

Wilkins works hard to get to know children before they start her provision,

with an ‘All about me pack’, a show-around with the child, a Zoom meeting with

the parents, and a registration pack. “This informs us and gives us a good idea of

the child, so we can really tailor sessions for them when they first join, so they feel

safe and secure,” she says. “We do know that children change and develop and are

different in different settings, so with any information we are given, we still take the

time to get to know the child and observe how they are in our setting.”

However, information from parents can be lacking in detail, which is why

providers need to talk to each other. “Often parents or carers do not tell the full

story,” she says. “I have had a child with SEND, which I was told by the school, but

the parents chose not to include that on the child’s registration pack.”

The transition process would be easier if any information passed on by a child’s

nursery to the school was also passed to any other setting that cares for the child,

such as out-of-school carers and childminders, she says.

This kind of information can be vital for out-of-school clubs when it comes to

supporting children. “We found out a child who was coming to us had DiGeorge

syndrome, which can cause heart problems and learning difficulties,” says Wilkins.

“We had never heard of it and had never cared for a child with this before, so it

allowed us to get the right training in before the child joined us. We also spoke

to the child’s nursing team and used information from the school to try and keep

things as similar as possible to give consistency for the child.”

their beans next to their mashed potatoes –

all of these things can really support a child

and their wellbeing.”

Going forward, Kirktonholme is

ensuring that wraparound care providers

and childminders are included in all of

its transition work. A recent information

night for parents included two aftercare

services which were able to explain their

trauma-informed approach and their

support for children with additional needs.

Kirktonholme will now share its

passports and transition reports with

out-of-school provision, after-school carers

will be invited to the nurseries to build

a relationship with the children, and the

nursery will take children to visit the afterschool

care provision where possible. The

group uses the Famly app and has created

a section explaining to parents about

what data it intends to share and why, and

parents can give permission.

Rolling it out

Kirktonholme hopes that other nurseries

will begin to build relationships with outof-school

services. “Recently we spoke at a

Scottish government event and shared our


“Literacy and numeracy

are important, but we

need children to be

socially and emotionally

ready for school, and

that’s going to be

our main focus at the

nursery.”

programme with all the after-school carers

in Glasgow,” says McClounnan. “We got

really positive feedback, and they are elated

at the fact that now they’re going to have

this relationship with us, and they’re really

going to get to know these children.”

“This kind of innovation it is not just

needed, it is essential,” says McLelland.

“Especially with Covid babies coming into

school, there has been a rise in behavioural

needs and additional support needs, so it

is essential we have the information to be

prepared for these children coming.”

Wilkins is 100% behind this move.

“Absolutely nurseries could include outof-school

care in their transition – visiting

the children, having a chat with the child’s

key worker, seeing evidence of the child’s

needs and abilities would be a very helpful

starting point,” she says.

“If everybody could get in line with

this, it would change lives,” concludes

Flynn. “It’s already changing lives. And it

shouldn’t be only our children that benefit

from it, every child should have this type of

transition.” ■

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nmtoperations

Nursery managers round-up

Whether its saving energy or raising funds for charity, nursery managers across the country are

going that extra mile. We round up some of the things you’ve been getting up to

Bundles of energy

Bright Little Stars settings took part in Big Energy Saving Week.

Children created energy-saving signs, sorted recyclable materials,

and created items such as 3D models, bird feeders, and even robots

– all using reused items.

The children enjoyed hands-on games, nursery walks to identify

energy use, and lively group discussions sparked by curiosity boxes

and eco-themed stories. Gardening activities included planting

seeds and visiting allotments to learn about growing food as a

sustainable lifestyle choice.

Families played a key role by donating materials, joining eco

challenges like walking to nursery, and supporting projects at

home. The week encourages children to adopt greener habits but

also strengthened the connection between nursery and home in

caring for the planet.

Area manager Kelly Dunn said: “Teaching our little ones the

value of sustainability and the impact on the environment is close

to our hearts, as we help shape a brighter, greener future for them

and generations to come.”

Pyjama party

Five Harrogate nurseries joined forces to raise more than £900

for Saint Michael’s Hospice which helps local people live with

terminal illness and bereavement.

The Partou Pyjama Party saw team members and children spend

a day wearing pyjamas and taking part in a host of fun activities to

support the hospice’s vital services.

The idea was conceived by Bambi Wainwright, nursery manager

at Partou Little Dragons, one of the five Partou nurseries in the

town which came together for the venture. She was joined by

Toni Cooper from Partou Woodlands Harrogate and Vicky

Gildea from Partou Safehands to present a cheque to Isabel Ball,

community and events fundraiser at the hospice.

Wainwright said: “We’re so pleased we could support this

amazing cause and cannot thank our families enough for joining

in and helping to raise funds. Everyone wanted to play their part

in helping Saint Michael’s to provide the wonderful services which

mean so much to people going through the most difficult of times.

We’ve already made plans for future joint fundraising ventures.”

Garden gang

Old Crofts Bank Nursery School in Urmston, Greater

Manchester, part of the Storal education group, has transformed

its outdoor space in order to spark curiosity and encourage

hands-on learning. Its redesigned garden balances physical activity,

imaginative play, and quiet learning areas.

The garden includes a planting area where children can grow

fruits and vegetables, a mud kitchen, an outdoor reading area and

physical play and exploration zones featuring climbing structures,

balancing features, and interactive elements. The garden also

features a woodland and wildlife area with bug hotels, a rustic hut,

and a wildflower planting space.


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Sarah Austin, nursery manager at Old Crofts Bank, said: “The

different zones provide a variety of play experiences – from

imaginative storytelling in the reading area to developing physical

skills on climbing structures. We’ve seen how much the children

enjoy the mud kitchen, and now they can engage more directly

with planting and nature. The improvements also mean that all 86

children can be outside at the same time, whatever the season, with

covered areas allowing year-round outdoor learning.”

environment where we have great relationships with our families

and the wider community. The families have been very supportive

throughout this journey, and we are all very excited about the

future.”

Sunshine days

First Friends Nurseries renewed its Sun Safe Nurseries

Accreditation with skin cancer awareness charity SKCIN.

The reaccreditation process required nurseries to provide

detailed reflections and evidence of how sun protection is

implemented across settings – from policies and training to role

modelling and curriculum planning.

Shanice Butt, quality and curriculum manager at First Friends,

said: “This is more than a policy for us – it’s a mission shared by

so many across our First Friends family. With team members and

families personally impacted by skin cancer, we are passionate

about raising awareness and equipping our children with lifelong

sun-safe habits.”

First Friends has implemented nursery-provided sun cream as

part of its care package, broad-brimmed sun hats for all children,

regular hydration breaks built into outdoor activities, daily

ultraviolet radiation index checks and sun shade structures in

gardens. The group has also introduced fun and engaging sun

safety learning tools for children, including a sun cream song and

educational stories.

Baby boost

The team at Happy Days Yeovil, Somerset, have been celebrating

the opening of the nursery’s new baby unit and garden. The

special event was marked by a ribbon-cutting ceremony led by the

deputy mayor of Yeovil, Tony Lock. Formerly known as Yew Tree

Nursery, the Yeovil setting has recently joined the Happy Days

group and undergone a significant refurbishment.

Kylie Mitchell, nursery manager at Happy Days Yeovil, said:

“The dedicated space will support the younger children with

their development and enhance their learning opportunities. The

staff and I are very grateful to be part of such a great working

Opportunity for all

Bath Opportunity Pre-School has been awarded the Mark of

Achievement from Dingley’s Promise, which recognises work

supporting children with special educational needs and disabilities

(SEND).

Dingley’s Promise provides free practical skills and knowledge

training to childcare practitioners so they can offer children with

SEND the support they need. Bath & North East Somerset

Council works in partnership with Dingley’s Promise to support

childcare providers to sign up to the training and make their

settings more inclusive.

Bath Opportunity Pre-School’s manager Stefanie Walbyoff

said: “Inclusion has always been at the heart of our ethos, and

this recognition reflects the dedication of our whole team in

creating a nurturing and supportive environment for every child.

The training has been invaluable in helping us to reflect on our

practice, strengthen our approach, and ensure that all children,

regardless of their needs, can thrive and feel valued. This training is

a fantastic opportunity for all early year’s settings – whether you’re

looking to deepen your understanding of inclusive practice or

simply confirm that your current approach is on the right track.”■


nmtleadership

Meet the manager

In our series showcasing the sector’s nursery managers, we find out about Catherine Jackson,

owner and manager at Wise Owls nursery and out-of-school club in Moffat, Dumfriesshire

What was your route to becoming

owner and manager of Wise Owls?

Having been a speech and language

therapist (SLT) for over 25 years,

particularly training early years

practitioners how to support early

language, I realised that I saw children too

late and having a nursery would mean I

would see these children earlier and have

more success at early intervention.

My mum had always worked in nurseries

and she was a great role model in how to

support children with behavioural issues.

She reminded me recently that I said I

wanted to set up a nursery for children

with speech and language disorders about

20 years ago when I worked in one as the

SLT.

What makes Wise Owls unique?

We recently won a National Day

Nurseries Association award for being a

‘Rights Respecting Nursery’ and we were

really proud that our efforts to include

children in our decision-making had been

recognised. Our focus on outdoor learning

and connecting with the community is also

what sets us apart from our town’s local

authority-run nursery. We are out in all

weathers and can always be seen up in the

woods, or within our small town, including

visits to our local care home.

What is the best training you’ve

ever been on?

I loved the Anna Ephgrave Planning in the

Moment training I attended. The first time

I attended as an SLT, I had to reflect on my

own practice as we tended to take children

away from play to ‘do language work’.

Now my focus is much more on enriching

the language of the children as they play,

following their lead.

What’s the most challenging part of

being a nursery manager?

The inequality of funding between private,

voluntary and independent

(PVI) and local authority

nurseries in Scotland is a

constant challenge for me

personally and the wider early

years sector. We train our staff

up to a high quality and then

lose them to local authority

nurseries because the wages

are so different. The biggest

challenge for me is I probably

pay myself less than minimum

wage, taking into consideration

the hours I work, and that I can

never switch off, even when I

am on annual leave because the

buck stops with me, as owner/

manager.

What are you most proud of

achieving?

Setting up the nursery a year before Covid

was challenging, but being able to offer

childcare for keyworkers during this time

was a massive achievement. We were one

of only four nurseries open in our local

authority area at the time. I’d like to say

that was my biggest achievement, but

actually sailing around the world with my

husband and two young children for three

years topped that.

Who would you invite to a dinner

party and why?

I’d give anything to have dinner with my

dad who died at the age of 56. He’d give

me so much advice and be so proud of my

achievements. I wouldn’t want to share

him with anyone, so I wouldn’t invite

anyone else.

What do you do to look after

yourself when things get stressful?

Having not taken care of myself for years,

I have now started to prioritise my mental

and physical health by doing things I love.

So, I started doing ballet again (a passion

Catherine Jackson

from my childhood) I’ve joined a local

choir and I have taken up running again.

I find gratitude lists are invaluable for

putting things in context and I take time

out for myself, especially in nature. Of

course, it’s easier to do this now both my

children have flown the nest.

What’s the one thing you would

change about the early years sector?

Fair funding for all. While in Scotland

we have not experienced the witch-hunt

against PVI nurseries by the current

government that England has faced,

it’s time that the Scottish government

recognised that its pledge of “funding

follows the child” is not the reality because

in practice local authorities allocate less

funding to PVI nurseries than to their inhouse

settings.

What advice would you give your

younger self?

Follow your dreams and travel – and I

have. In fact, I’m getting itchy feet again.

What three things would you take

to a desert island?

My flint and steel, hammock and tarpaulin.

If it’s good enough for forest school, it’s

good enough for a desert island.■


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nmtshow preview

Help shape the future

The Nursery Management Show takes place at the end of June at

Birmingham’s NEC. Find out more about an event that can help you,

your business and your career flourish

The UK’s largest event for nursery

owners and managers, the Nursery

Management Show, is opening its

doors on Friday 27 June at Birmingham’s

NEC. With more than 100 exhibitors,

four content streams and more than

40 sector-leading speakers, it’s the ideal

opportunity to stay ahead in a rapidly

evolving industry, make new connections

and explore solutions that will help you

lead with confidence.

Not only that, it’s free to

attend, with tickets available at

nurserymanagementshow.co.uk.

Whether you want to get the latest

updates from Ofsted and the Department

for Education, share ideas with other

nursery owners and managers, or hear

from experts on law, finance, safeguarding,

curriculum, market trends and more,

there’s something for everyone.

The Innovation Theatre is set to host

an interactive Family Fortunes-style quiz

with Eden Training. Meanwhile Angelica

Celinska, content and partnerships

director at The Voice of Early Childhood,

is chairing a discussion on change

management and embedding innovation in

your setting.

At the Leadership Stage, get an

update on from the Department for

Education’s Chris Armstrong-Stacey

and talk all things recruitment with

Claire Sephton, chief operating officer

at Storal, and Jordan Tully, managing

director of Toots Day Nursery. Sophie

Hayter, qualification lead at Kido, will

talk through new developments in the

qualifications landscape, including

changes to apprenticeship programmes

and the new early years teaching

apprenticeship.

Panel discussions will focus on men in

childcare and SEND and inclusion, while

Lucy Lewin, founder and owner of The

Profitable Nursery Academy, will share

her expertise around building a sustainable

business and strategies for growth.

Over on the Nursery Management

Today Owners Club Theatre, Sarah

Collins, head of SME industries at

Barclays, will be taking you through the

issues around raising finance for nurseries,

while Arun Kanwar and Madeline

Alcock from Cairneagle will focus on

nursery market trends and the outlook

for investment. Kush Birdi, co-founder of

Birdi & Co, is covering all things legal in a

session entitled ‘the law of the land’, while

Gary Croxon and Tracey Hobbs from the

Early Years Alliance will give their tips on

being business-smart.

At the Operational Excellence Theatre,

Jayne Coward, deputy director for early

years regulatory policy and practice at

Ofsted, will provide insights into planned

changes to the inspection process. With

new guidance on nutrition coming into

play in September, Nursery Kitchen’s

registered nutritionist Catherine Lippe will

discuss ‘food – the next big thing in early

years’ with Ruth Pimentel, chief executive

of Kindred Education, Charlotte Roberts,

director of operations at Kinderzimmer

and Yusuf Huseyin, head of food at N

Family Club. Clare Stead, founder of

Oliiki, and Janet King, sector manager for

education and childcare at NCFE, will talk

about working with babies, and Mandy

King, managing director at Naturally

Learning will focus on building your own

curriculum.

Alan Gardiner, early years lead at ECP,

will provide an essential overview of the

new EYFS safeguarding reforms, which

come into force in September, along with

practical advice and strategies for preparing

your team and reviewing your current

policies. Meanwhile, Adam Marycz, early

education consultant at TTS Resources,

will cover nurturing purposeful play

through your provision.

Between sessions, be sure to visit

our 100-plus exhibitors. Find out

more about some of our speakers

below – for the full list of speakers and

exhibitors, and for session times, visit:

nurserymanagementshow.co.uk


nmtshow preview

Meet the speakers

Chris Armstrong-Stacey, director early years,

childcare, families and analysis, Department

for Education

Since December, Chris Armstrong-Stacey has

been the director responsible for the DfE’s work

on early years childcare, including the expansion

of childcare entitlements for working parents and the government’s

commitment to deliver 3,000 school-based nurseries.

Before this, he was the deputy director responsible for policy on

teacher and school leader development and delivery of the Teacher

Development Reform Programme. Armstrong-Stacey has held a

range of policy roles at the DfE since October 2008.

Joanna Benko, nursery manager, Toots Day

Nursery

With more than 20 years’ experience in the

early years sector, Jo Benko has worked with

practitioners as well as local authorities on

enhancing inclusion practices. As an advocate

for the inclusion of children with special educational needs and

disabilities, she strives to promote better practices and share her

knowledge on how to achieve inclusivity in early years educational

settings.

Currently working as a nursery manager, Benko brings a unique

perspective as a neurodiverse individual with English as an

additional language, allowing her to understand and appreciate

diversity in all its forms. Her commitment to fostering an inclusive

environment for all children drives her to look continually for

innovative solutions and champion the importance of diversity

and inclusion in early years education.

Jayne Coward, deputy director for early years

regulatory policy and practice, Ofsted

Jayne Coward has worked for Ofsted for 16

years, both as an inspector and senior manager.

She previously worked in local authority,

heading the development of a variety of early

years initiatives, including the Sure Start programme.

Gary Croxon, business manager, Early Years

Alliance

Gary Croxon has been with the Early Years

Alliance for nearly 17 years. His role is to lead

on business support for early years providers and

he’s worked on a number of projects including

the Strong Early Years London programme, which was funded

by the mayor of London. Alongside this, he is involved in the

Alliance’s membership offer, continuing professional development,

events, nutrition support programme and partnership links with

external bodies such as TTS.

Before joining the Alliance, he worked for the Cambridgeshire

and Peterborough Children’s Information Service (when it was

being developed) and prior to that he worked in banking and retail

management.

Tracey Hobbs, early years development

manager, Early Years Alliance

Tracey Hobbs is a qualified early years teacher

who has postgraduate qualifications in business.

She has been an early years development

manager with the Early Years Alliance for four

years, writing and facilitating early years and business training

sessions, and leading on the coordination, management and

development of projects that deliver stay and play sessions for

children and families, meeting the needs of the local community.

Hobbs also provides consultancy sessions, helping to support

providers and settings on an individual basis. She previously

owned and managed seven early years settings and was a provider

for 32 years. In her spare time, she teaches yoga, mindfulness and

wellbeing.

Yusuf Huseyin, head of food, N Family Club

With more than 20 years’ experience in the

early years sector, Yusuf Huseyin is the head

of food at N Family Club, where he leads

the development of nutritious, balanced and

inspiring menus for young children. Passionate

about early childhood development and the effect of food

on learning and wellbeing, Huseyin combines deep industry

knowledge with a creative approach to mealtimes, ensuring every

child enjoys a positive and enriching food experience from the very

start.

Kathy Leatherbarrow, early years consultant,

Eden Training Solutions

Kathy Leatherbarrow is a early years consultant

with more than 25 years’ experience in the

field. She is committed to ensuring every

child receives the best start in life through

high-quality childcare and education. With a background in

coaching and supervising staff, Leatherbarrow has a track record

in improving the quality and performance of early years settings,

often exceeding Ofsted standards. Her expertise includes quality

inspections, staff mentoring, and delivering bespoke training, all

aimed at fostering exceptional care and educational outcomes in

early years environments.

Lucy Lewin, founder and owner, The

Profitable Nursery Academy

Lucy Lewin is an entrepreneur who has

dedicated her career to providing high-quality

education and care for children and coaching

and training educators. She has more than 15

years’ experience in the early childhood education industry and

takes an innovative and child-centred approach to teaching.


nmtshow preview

Catherine Lippe, consultant registered

nutritionist, Nursery Kitchen

Catherine Lippe is a registered nutritionist

specialising in early years nutrition. She has

worked across both public and private sectors,

championing better nutrition for young

children through practice, policy and advocacy.

Lippe began her career in the NHS, working in infant and

maternal nutrition. As an early start community nutritionist,

she led public health initiatives across East London, supporting

families and early years settings.

She later joined Public Health England, contributing to national

policy. Her work supported the ‘Feeding in the first year of life’

report. Currently, she is the early years nutritionist for Nursery

Kitchen, overseeing the nutritional quality of meals and helping

nurseries implement whole-setting approaches to healthy eating.

Jon O’Boyle, director of operations, Eden

Training Solutions

Jon O’Boyle is an expert in the apprenticeship

field with a background in work-based learning

and leadership. His career has expanded

across several industries, including hospitality,

sales, education, and transport over the past 30 years, leading

several education providers through Ofsted inspections, Matrix

assessments and DfE financial audits as nominee. O’Boyle started

out in the hospitality trade as an apprentice commis chef in

the late 1980s, progressing through the ranks to become one of

Yorkshire’s youngest head chefs at just 24 years of age. As one of

the biggest advocates of apprenticeships, O’Boyle is passionate

about helping people to optimise the training and development

opportunities available to them.

Ruth Pimentel, chief executive, Kindred

Education

Ruth Pimentel is currently chief executive at

Kindred Education, a private equity-backed

acquisitive group of 48 children’s nurseries

and pre-schools predominantly based in the

East Midlands, London and the Home Counties. Pimentel was

the early years national director with the government’s National

Strategies from 2006 to 2009 and was instrumental in managing

the development and the implementation of the first Early Years

Foundation Stage.

Pimentel has provided advisory support to investors and

providers for many years. A teacher by background, she has

worked in nurseries, schools, local authorities and Ofsted before

working in roles at Toad Hall Nursery Group, Spring by Action for

Children and now Kindred.

Claudio Sisera, head of diversity and

inclusion, Male Childcare & Teaching Jobs

With more than 12 years’ experience in

early years education, Claudio Sisera rapidly

advanced from apprentice to manager after

becoming Level 3 qualified. He owned his

setting for two years before transitioning into roles that included

early years recruiting and marketing.

Sisera found his passion in the field of diversity and inclusion

and in his current role advocates for more men to work in the early

years industry. He focuses on encouraging men to join, supporting

those in the sector through mentorship, and aiding nurseries in

attracting and including more male professionals in their teams.

Jordan Tully, managing director, Toots Day

Nursery Group

Over the past 13 years, Jordan Tully has taken

various roles, advancing to senior levels of group

setting management. In these roles, he worked

diligently to uphold standards of quality and

operational efficiency. Leading teams across different regions, he

has overseen operations for numerous nurseries.

Beyond these managerial responsibilities, Tully has a passion for

contributing to the advancement of the early years sector, through

sharing insights at conferences, facilitating seminars and hosting

webinars. Recently, he launched the ‘Exploring Early Years With

Jordan Tully’ podcast to facilitate meaningful discussions on

topics shaping the sector.

Illuminate their Imagination



nmtproperty sold

properties

recently sold

Kids Planet purchases Warwick nursery

Kids Planet Nurseries has bought Castle House Day

Nursery in Warwick, which provides full and part-time

early years education and care for children aged from

three months to five years and has a registered capacity

of more than 100. The nursery holds an Ofsted rating of

Good from its last inspection.

The nursery’s facilities include a sensory room and a ball

pool/soft play room, as well as a large outdoor space.

Castle House’s previous owner is exiting the sector in

order to retire.

Childcare and education broker Redwoods Dowling Kerr

facilitated the sale.

Redwoods Dowling Kerr’s senior sales negotiator Karrina

Lee said: “It has been a pleasure working with our clients

at Castle House to allow them to retire from the childcare

sector. I would like to wish our clients a well-deserved

retirement.”

Boutique operator buys Telford nursery

A boutique operator has acquired Central Park Nursery

in Telford which caters for up to 105 children aged from

three months to 11 years.

Established in 1995, the nursery includes activity areas,

sleep areas and a recently renovated soft play room,

alongside spacious outdoor areas.

Central Park Nursery received a Good rating from Ofsted

at its most recent inspection in 2023, and has achieved

the Millie’s Mark by training all staff in paediatric first aid.


facilitated the sale. With deal completion taking just

eight weeks, the buyer was identified through the RDK

corporate sales process before the business launched to

market.

The seller said: “Everything happened a lot quicker than

we ever thought. Thank you for finding the right buyer

and we appreciate all your help.”

Redwoods Dowling Kerr’s childcare and education senior

sales negotiator Karrina Lee said: “From the moment

we were instructed on Central Park Nursery, we knew it

would attract significant interest.

“With its substantial capacity, Good Ofsted rating, and

robust financial performance, it was secured by buyers

even before we could officially launch it to the market.”

First-time buyer acquires West Midlands nursery

A first-time buyer has entered the nursery sector with the

acquisition of St. Matthew’s Little Monkeys in Walsall in

the West Midlands, which is registered for 50 children.

The nursery was launched in 2007 and was rated Good by

Ofsted in 2022.

The premises include a secure reception area, office space

and a large, well-equipped activity room. Outside, the

nursery offers secure play areas with soft play zones,

wooden play structures, a dedicated growing area, and a

playground.

The new owner, who has experience in the childcare

sector, plans to explore growth opportunities, including

expanding services beyond term-time care to full-day

programmes, before- and after-school clubs, and holiday

clubs.



Redwoods Dowling Kerr’s senior sales negotiator Karrina

Lee said: “We are happy to have facilitated this transition

and look forward to seeing this great setting continue to

flourish under new leadership.”

Rookery Nook Nursey sold to established operator

A nursery operator has acquired Rookery Nook Nursery

in Bradford, West Yorkshire, bringing its total number of

settings to three.

Established in 2015, Rookery Nook Nursery is registered

for 66 children and holds a Good rating from its last

Ofsted report. The nursery operates from a converted

former Methodist church.


facilitated the sale. The buyer has recently bought other

settings from Redwoods Dowling Kerr.

Stephanie Quinn, childcare and education sales

negotiator at Redwoods Dowling Kerr, said: “We are

delighted to have facilitated the sale of Rookery Nook

Nursery. It is a fantastic setting that was completed in

five months. We wish the new owner every success in

the future.”


properties

recently sold

Sussex setting sold to existing operator

nmtproperty sold

An existing operator has acquired Over the Rainbow

Playschool in Horsham, West Sussex, which can

accommodate up to 36 children and includes a fully

functional office space.


facilitated the sale. The Over the Rainbow setting is the

second purchased through Redwoods Dowling Kerr by

the buyer in the space of a few weeks.

Redwoods Dowling Kerr’s sales negotiator Laura Ryan

said: “I am happy to have assisted the buyer in purchasing

another setting and would like to wish both parties all

the best for the future.”

The seller said: “This was my first experience of selling

a business and Laura was brilliant and supportive

throughout the whole process.”

First-time buyer acquires West Midlands setting

A first-time buyer has acquired Little Learners in

Smethwick in the West Midlands, which has capacity for

52 children aged from six weeks to five years.

The nursery has been under its previous ownership since

2011.



Redwoods Dowling Kerr’s sales negotiator for childcare

and education, Stephanie Quinn, said: “We are thrilled

to have completed the sale of Little Learners Ltd, a

nursery that received a number of buyer enquiries. The

transaction marks an exciting new chapter for the new

owners while allowing the previous owner to move

forward with their well-earned retirement. I wish both

parties the very best for the future.”

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

LONDON

Sophie Willcox ...............................07736 620 855

SOUTH WEST

Rachel Godwin ..................................07701 315 061

EAST MIDLANDS

David Eaves ...........................................07711 767 094

WEST MIDLANDS

Jassi Sunner ..........................................07791 979 343

ABACUS DAY NURSERY SALES

HEAD OFFICE - 0333 370 0000

abacus@businesstransfergroup.com

SALES DIRECTORS

j.booth@businesstransfergroup.com

0161 393 2681

c.melnyk@businesstransfergroup.com

0161 413 5998

CHESHIRE/ NORTH WEST

Sofia Beck ..............................................07736 616 687

YORKSHIRE/ NORTH EAST

Grace Day ........................................... 07756 875 222

SCOTLAND

Callum Lancaster ........................07754 559 529

PORTFOLIO

Courteney Donaldson ...........07831 099 985

Nick Brown ............................................07764 241 316

GROUP SALES MANAGER

j.jackson@businesstransfergroup.com

0161 388 2151

REGIONAL DIRECTORS

c.rushworth@businesstransfergroup.com

0161 413 5997

j.mccuaig@businesstransfergroup.com

DDI 0161 393 2682

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


nmtproperty sold

properties

recently sold

Kids Planet buys eight-setting group

Kids Planet Day Nurseries has purchased Perfect Start

Day Nurseries, an eight-setting group located across

Sussex, Surrey and Kent.

Perfect Start was founded by Paul Clarke, Michelle

Richardson and Paul Evans in 2018. The leasehold group

cares for up to 733 children and has an annual fee income

of around £14 million.

In a statement Clarke, Richardson and Evans said: “We are

very proud of what we have achieved with the team, and

this is an excellent opportunity for Kids Planet to get a

foothold into these ideal locations.”

Clare Roberts, chief executive of Kids Planet Day

Nurseries, commented: “We are excited to welcome

Perfect Start into the Kids Planet family and take our

first step into the home counties. Perfect Start is a group

of eight fantastic settings operating from thoughtfully

converted premises”

The sale was facilitated by business property advisor

Christie & Co.

Nick Brown, director and head of brokerage, childcare

and education, at Christie & Co, said: “[This is] Kids

Planet’s… first notable venture into the South of the UK

and marks a milestone for them, creating further growth

opportunities to springboard from.”

Day nursery in Wilmslow changes hands

Kids Planet Day Nurseries has bought The POD Nursery in

the village of Wilmslow in Cheshire.

Operating from within the grounds of Total Fitness Club,

The POD was established in 2022 by Sophie and Kane

Mccumesky.

Sophie Mccumesky said: “Growing The POD has been an

absolute dream come true. The relationships, memories

and magic created over the last three years will last a

lifetime. We are so very proud of our team and our families

and know the adventure will only continue with Kids

Planet.”


Christie & Co.

Sofia Beck, associate director, childcare and education

at Christie & Co, said: “The POD is truly a one-of-a-kind

setting, brimming with imagination and wonder, thanks to

the personal touches added by Sophie and her passionate

team. It’s uncommon for a nursery business to flourish

so rapidly, especially one that began operations during

the pandemic. Therefore, it was no surprise that the sales

process moved swiftly, given the remarkable opportunity

it presented and the huge scope and potential for a new

operator.”

MiChild to reopen vacant Lancashire day nursery

MiChild has completed the purchase of the lease of

the former Little Angels Nursery premises in Thornton

Cleveleys, Lancashire.

The bungalow property, which previously operated as a

children’s day nursery, was recently part-refurbished to

provide childcare to up to 66 children

The owner of the property and now landlord, Anthony

Tasker, had obtained planning permission for a loft

conversion extension to the building which will

accommodate an additional playroom, staff room and

lavatories. This offers the new tenant scope to increase

the operating capacity of the nursery in the future.

MiChild now operates 14 nursery settings across the

Northwest of England, and has renamed Little Angels as

Little Thornton. Chief executive Adam Sage said: “Little

Thornton is the first new addition to our group for over

four years and represents our desire to now accelerate

our growth plan and continue to add quality nurseries

to our portfolio.”

Business property adviser Christie & Co facilitated the

sale.

Sofia Beck, director, childcare and education at

Christie & Co, said: “Given that this was a vacant day

nursery, we were able to list it non-confidentially,

which attracted an unprecedented level of immediate

interest from the market. This highlights the growing

demand for vacant premises that have been or can be

converted into nurseries. It appears to be a popular

choice for operators who prefer to develop their

nursery organically and align it with their existing

settings or group.”

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

Counting House Nurseries acquires Leeds day nursery

The Counting House Nurseries has acquired Headingley

Montessori in Leeds, a day nursery with capacity for up to

112 children.

Established in September 2018, the setting has been part

of The Yorkshire Montessori Nursery since its conception

and was recently brought to market to allow the group’s

owners to focus on their other settings.

The Counting House Nurseries is a private day nursery

group with three other West Yorkshire settings. Anthony

Lee, owner and director, said: “Headingly Montessori

is a fantastic setting located in a spacious detached

building, filled with an abundance of character with a very

welcoming atmosphere.”

Business property advisor Christie & Co facilitated the sale.

Grace Day, business agent, childcare and education, at

Christie & Co, said: “During the confidential marketing

process, we were inundated by interest from both local

and regional operators. I’m delighted that The Counting

House Nurseries has acquired the setting and I’m confident

they will lead it to even greater success.”

Boutique group buys Hampshire day nursery

An unnamed boutique group operator has bought Country

Day Nursery in Andover, Hampshire, which can provide care

for up to 91 children. The buyer now operates 17 nurseries.

The nursery was purchased by Lucy and Dean Curcher in

2018.


Christie & Co.

Sophie Willcox, director, childcare and education, at

Christie & Co, said: “I wasn’t surprised by the level of

interest that we received from well-funded inquisitive

buyers that resulted in several offers. Lucy has created a

fantastic business that was profitable and had an excellent

team in place – ticking the boxes of many buyers.

“We have had an exceptionally busy first quarter in the

childcare team at Christie & Co and we expect this level of

activity to persist throughout the year.”

Country Day Nursery was sold for an undisclosed price.

Millfield Nurseries acquires Somerset setting

Millfield Nurseries has acquired Dolphins Childcare

Centre, located on the site of North Petherton

Community Primary School in North Petherton,

Somerset.

The setting has been owned by Sharon Lawrence and

Di Donald since 2004; both are selling in order to retire.

In a statement Lawrence and Donald said: “We always

knew that, at some point, we would retire and, after 20

years, felt the time was right. We are immensely proud

that Millfield Nurseries saw the passion and dedication

within the setting, and are extremely excited to see

Dolphins’ future in their hands.”

Holly Angelinetta, director of enterprises at Millfield

Nurseries, said: “We aim to provide high-quality

childcare in nurturing environments where every child

feels safe, valued and inspired to reach their potential.

Through play, creativity and discovery, we foster

confidence, independence and a love of learning. By

working closely with families and the local community,

we create a supportive space where children can thrive.

We were attracted to Dolphins Childcare Centre as this

vision was clearly echoed, and we are very proud that

this has become the first site to join the MNL Group.”


Christie & Co.

Jassi Sunner, associate director, childcare and

education, at Christie & Co, said: “MNL will now look to

add to its first day nursery in the wider region and use

Dolphins as a fantastic platform to develop that from.”

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


WE’RE TURNING 90!

At Christie & Co, we are celebrating our 90th anniversary this

year. That’s 90 years of successfully helping businesses and

business owners to reach their goals, whether that be buying,

selling or just providing invaluable advice.

We truly value the relationships we have formed over the years

and look forward to continuing our journey together.

If you are considering your exit strategy or maybe looking to expand, our team is on

hand to provide their expertise, insights, support and advice.

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

Your expert business property advisers.

DAY NURSERIES FOR SALE ACROSS THE UK

4280958 - East Sussex

FOR SALE

LEASEHOLD - £250,000

• Forecasted EBITDA of c. £65,000 for

YE 2025

• Operating capacity of 40 children

• In partnership with Local Authority

T: 07754 559 529

3480025 - Wiltshire

FOR SALE

FREEHOLD - £1,300,000

• EBITDA of c. £190,000 for YE 2024


• Full management team in place

T: 07736 620 855

5280105 - West of Scotland

FOR SALE

FREEHOLD - £450,000

• Turnover of c. £209,000 YE

March 2024

• Ofsted rating 'Good'

• Plenty of outdoor space

T: 07701 315061

4280954 - Greater Manchester

FOR SALE


• Turnover of c. £590,000 YE 2024


• Ofsted Rating 'Good'

T: 07711 767 094

5880171 - Leicestershire

FOR SALE


• Forecasted EBITDA of c. £200,000

YE February 2026



T: 07736 616 687

5880187 - Staffordshire

FOR SALE


• EBITDA of c. £154,000 YE July 2023


• Group of 2 Children's Day Nurseries

T: 07711 767 094

5280095 - East of Scotland

FOR SALE


• Forecasted Turnover of c. £550,000

YE July 2025



T: 07736 616 687

5880185 - Leicestershire

FOR SALE


• Turnover of c. £430,000 YE 2024


• Room to expand into residential space

T: 07791 979 343

4280941 - Greater Manchester

FOR SALE


• EBITDA of c. £150,000 YE

September 2024


• Potential to expand into second

property

T: 07711 767 094

christie.com

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