Nursery Management Today, May-June 2026

We Grow
Good Humans
The Old Station Nursery Group
unveils new brand and vision
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Once Upon a Time
in Faringdon...
Every great story begins with a bright idea.
For us, that idea first sparked in 2002, when Sarah Steel, OBE,
searched for a nursery for her young children. Nothing felt quite
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So, Sarah created her own.
She shaped her vision of a nursery: a place that felt nurturing,
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And she built it inside the old railway station building in
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possibilities. It soon became the foundation for our own journey:
from one local nursery to a growing community of settings
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In 2019, we joined our parent group, La Maison Bleue,
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Through every chapter of growth, our purpose has stayed
the same: to provide exceptional care and education for
children, families, and the people who make this happen
every day.
People like you.

6/2026
May/June 2026
Build stronger
futures
Safeguarding essentials
Creating spaces that
support every child
Proactive partnerships
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nmtcontents
Inside this issue...
MAY/JUNE 2026 •
VOLUME 25 NUMBER 3
12
21
32
36
50
Editor’s comment ........................................................................................... 5
News ..................................................................................................................................... 6-9
Property ................................................................................................................... 10-11
Nick Brown, director and head of brokerage at Christie
& Co, shares insights and tips for buyers looking to enter
nursery ownership
Leadership ........................................................................................................ 12-13
Best Start in Life Champion Sue Robb on bridging the gap
between the sector and the government
Insurance ............................................................................................................. 14-15
Morton Michel’s Gary Harrison looks at what to do when
business growth creates new risks
Legal ............................................................................................................................................ 17
Katie Hodson at SAS Daniels Solicitors offers key guidance
on avoiding sex discrimination in the workplace
Recruitment ................................................................................................. 18-19
Consultant Ann-Marie Christian focuses on safer
recruitment practices
SEND ............................................................................................................................... 21-23
Charlotte Goddard finds out what makes an effective
sensory room – and what to avoid
Safeguarding ........................................................................................... 27-29
NMT looks at the critical importance of robust and
consistently applied safer sleeping policies
On the road .................................................................................................. 32-35
Charlotte Goddard visits Sidcup’s All A-Board, where role
play is at the heart of the business
Parent partnerships ................................................................. 36-37
LEYF’s Saudaa Nadat explains how action research
underpins the group’s approach to stronger family
engagement
Staff wellbeing .................................................................................... 38-39
Chalk Nursery Group’s Alice Thres explains the thinking
behind the group’s new staff wellbeing initiative, Restful
Rituals
Health and safety ...................................................................................... 43
RSPCA’s Amy Ockelford on how nurseries can help prevent
dog-related injuries in young children
6/2026
May/June 2026
Build stronger
futures
Safeguarding essentials
Creating spaces that
support every child
Proactive partnerships
nmt-magazine.co.uk
Managers round-up .............................................................. 44-45
Top news about nursery managers across the country
Meet the manager .................................................................................. 47
We find out about Kerry Braulik, manager at Partou
Sycamore House Day Nursery & Pre-school
Franchising ............................................................................................................... 48
Fountain Montessori’s Arike Disu on moving to a franchise
approach
Show preview .................................................................................................... 49
What to expect at the upcoming Nursery Management
Show
Power List ......................................................................................................... 50-51
The winners of the very first NMT Power List, which
celebrates the sector’s most influential leaders
Awards .................................................................................................................... 53-55
Sponsors explain why the NMT National Nursery Awards
play such an important role in the sector
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 3

Opening Doors to
Nursery Success:
Buy, Sell, Thrive
At Owen Froebel, we specialise in connecting nursery owners with the
perfect opportunities to buy or sell preschool nurseries. With years of
brokerage expertise and a commitment to tailored service, we ensure
your needs and goals remain at the heart of everything we do.
Whether you’re preparing to sell now or planning for the future, we’re
here to guide you from start to finish. From your first enquiry to
finalising the deal, we make the entire process straightforward,
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Our success stories span the nation, with completed sales from the
North-West to the South-East. For those looking to open a new nursery,
we also offer prime opportunities in thriving locations, including
Manchester, Leicester, and London.
For more information get in touch:
hello@owenfroebel.co.uk
02475226127
Visit our website to view
available day nursery opportunities:
www.owenfroebel.co.uk

nmtcomment
Chief executive officer
Alex Dampier
Chief operating officer
Sarah Hyman
Chief of staff
Sitara Singh
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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Safeguarding standards
cannot slip
Children under the age of five
accounted for almost half (49%)
of all serious safeguarding
incidents between 2024 and 2025,
according to the Child Safeguarding
Practice Review Panel’s annual report,
published in May. The majority (34%
of the total) were babies under the age
of one.
Nursery staff play a crucial role in
safeguarding children by acting as
a front line defence for identifying,
recording and reporting signs of abuse
or neglect. However, they can also be
the cause of serious harm. Unsafe sleep
procedures were at the heart of two
recent safeguarding failures in nurseries,
both resulting in the death of a child.
On page 27 of this issue, we look at
the need for every member of staff in a
setting to be trained around safer sleep
techniques, and the importance of not
only having robust safer sleep policies,
but ensuring staff are following them.
Robust safeguarding practice is vital
for all nurseries, but particularly so for
rapidly growing groups. As insurance
firm Morton Michel’s Gary Harrison
points out (p14), rapid growth can
create new risk. This is particularly the
case when it comes to safeguarding,
where the pressure to staff new settings
can lead to suboptimal recruitment
decisions and rushed onboarding
processes, allowing standards to slip.
Consultant Ann-Marie Christian
sets out the do’s and don’ts of safer
recruitment on p18, shining a spotlight
on the vital importance of recruiting
suitable people to provide safe,
appropriate care for young children.
Safeguarding is increasingly at front
of mind for nurseries, from owners and
chief executives downwards. Kids Planet
Day Nurseries’ recent partnership
with software provider CPOMS, for
example, aims to embed consistent
safeguarding across its 300-plus settings
in the UK and continental Europe,
identifying risk and putting relevant
training in place.
A comprehensive safeguarding culture
must be embedded across every level of
a nursery organisation. The challenge
for providers is not simply to put the
right policies in place, but to ensure
they are carried out every day to keep
children safe.
Charlotte Goddard
Editor, Nursery Management Today
charlotte.goddard@nexusgroup.co.uk
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nmtnews
News in brief
POLITICS & POLICY
The government has published guidance
to support nurseries, childminders and
families to equip children with the skills
they need for school. ‘Getting children
ready for reception: supporting effective
transition’ sets out how schools, nurseries
and childminders should work together as
one system.
The Department for Education has
appointed Best Practice Network to
deliver accredited Early Years Special
Educational Needs Coordinator (EY
SENCO) training to settings across
England from this year. The programme
will train a minimum of 9,500 EY
SENCOs, supporting the early years
workforce to identify and meet the needs
of children with SEND in line with the
‘SEND Code of Practice: 0 to 25 years’.
National Day Nurseries Association
research found councils across England
underspent by a record £115 million
in early years funding during 2024-25.
Seventeen councils held back more than
£2 million intended for early education
and childcare places, including five
London boroughs.
wording which has been developed with
input from the Lullaby Trust, medical
experts and Ofsted.
NURSERY NEWS
Monkey Puzzle Day Nurseries has
launched a marketing campaign using
children’s artwork to promote its brand.
The Children as Creators campaign aims
to let children lead the story, with artwork
and early writing showcased in displays,
marketing materials and social media
content.
Snapdragons, a group of 10 nurseries
in Southwest England, is launching
Snapdragons Academy for training early
years apprentices following the approval
of its application to the Apprenticeship
Provider and Assessment Register in
November.
An evaluation of London Early
Years Foundation’s two-year Bridge
Project, targeting children with complex
circumstances, calls for early years
support to be designed around need
not parental employment. The Bridge
Project ran across four Westminster
nurseries and offered 12 children and
their families an expanded package of
support including 30 hours a week of
high-quality early education during
term time, a free nutritious lunch each
Olivia Bailey
Early education minister Olivia
Bailey has written to early years providers
to clarify safeguarding requirements for
children’s sleeping arrangements. All
early years providers are required to meet
the safer sleep requirements set out in
the EYFS statutory framework, which
currently links to the NHS safer sleep
guidance. The requirements will now be
found in the EYFS itself, with updated
Monkey Puzzle Day Nurseries
6 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

nmtnews
nmt-magazine.co.uk March/April 2026 NURSERY MANAGEMENT TODAY 7

nmtnews
day, and additional staff capacity in
each nursery to support observation,
assessment, intervention and family
engagement.
The Armed Forces Covenant Fund
Trust (AFCFT) has awarded RAFAKidz
more than £130,000 to enhance provision
in three nurseries. The AFCFT grants
are awarded on behalf of the Ministry of
Defence’s Armed Forces Families Fund:
Early Years Programme, which supports
settings to meet the needs of young
children from serving Armed Forces
families.
Supermarket Aldi UK is funding
Partou to recruit 50 additional
apprentices and will transfer more than
£300,000 as part of its Apprenticeship
Levy gifting initiative, launched in 2021.
Grandir UK has published a book
designed to help young children
understand sustainability through simple,
meaningful everyday actions. The Planet
Protectors introduces ideas such as turning
off lights, reusing materials and caring for
nature, showing children that even the
smallest steps can make a big difference.
The book has been printed using paper
sourced responsibly through the Forest
London Early Years Foundation
Stewardship Council.
Little Adventures nursery group
appointed Realise Early Years as its
principal training provider, which is
now delivering training to 24 of its
apprentices across Levels 2, 3 and 5. Little
Adventures has 14 settings across the UK
and is planning further expansion both
organically and through acquisition.
Tops Day Nurseries has won
the King’s Award for Enterprise in
Sustainable Development for the second
time, recognising its commitment
to environmental responsibility and
innovation across its nurseries.
Kids Planet Day Nurseries has
partnered with safeguarding and
wellbeing software provider CPOMS as
part of a focus on the safety and wellbeing
of children and staff across the rapidlygrowing
group. CPOMS will be rolled
out across Kids Planet’s 300 plus nurseries
in the UK and Ireland.
Bright Horizons has been named
Best Employer (Large) at the 2026
Apprenticeship Guide Awards, recognising
its commitment to high-quality
apprenticeship pathways and workforce
development. The Apprenticeship
Guide Awards celebrate excellence in
apprenticeships across the UK, recognising
employers, training providers and
apprentices who help people develop and
progress in their careers.
Nursery practitioner Kimberley
Cookson was jailed for three years and
four months after pleading guilty to gross
negligence manslaughter following the
death of Noah Sibanda at Fairytales Day
Nursery in Dudley. The toddler died after
Cookson physically restrained him face
down on a cushion, with a blanket over
his face and a leg placed over him, while
trying to get him to sleep. Nursery owner
Debbie Latewood received a six-month
suspended sentence and the nursery was
fined £240,000.
8 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

Kids Planet Day Nurseries
Kush and Leena Birdi
PEOPLE NEWS
Nursery provider Partou has appointed
former Ofsted lead Sam Sleeman-Boss
as head of early years. Sleeman-Boss spent
10 years at Ofsted, most recently as early
education, quality and practice lead,
where she was instrumental in delivering
the new early years inspection toolkit.
SECTOR SUPPORT
Early years lawyers Kush and Leena
Birdi have launched Birdi Group, an
independent legal and advisory platform
with a strong emphasis on the early
years sector. The Birdis said the new
group would draw on nearly a decade of
experience working with nursery groups
and individual owners.
The Childcare Company is delivering
free safety training to parents though
partner nurseries as part of a brand refresh.
The training provider has launched the
Early Years Community Safety initiative
in partnership with sister company First
Response First Aid. An initial rollout will
include in-person and virtual sessions
across Hopscotch Nurseries, Aspire Day
Nursery and Family First.
Allica Bank has increased the amount
it will loan to nursery businesses and
extended its maximum loan terms. The
move covers all healthcare operators,
which includes day nursery businesses.
Allica has increased its maximum
day one loan sizes to £15 million for
established businesses, and extended its
maximum loan terms to up to 30 years for
experienced operators and up to 20 years
for first-time operators.
Educational resources supplier Findel
has been certified as a carbon neutral
business by Carbon Neutral Britain. The
certification confirms Findel has measured
its emissions, reduced them in real terms
and only offset the remainder through
independently verified carbon reduction
projects. Projects included native tree
planting, hay meadow restoration and
seagrass meadow restoration.
Realise is delivering a training
programme to equip nearly 300 nursery
practitioners to become qualified special
educational needs and disabilities coordinators
in Lincolnshire. The online
programme is available free of charge for
those earning no more than £25,750 per
annum, through Lincolnshire County
Council’s Adult Skills Fund.■
Sam Sleeman-Boss
Sam Sleeman-Boss
Findel meadow restoration
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 9

nmtproperty
First-time buyers’ guide
Nick Brown, director and head of brokerage, childcare and education at Christie & Co,
shares insights and practical tips for buyers looking to enter day nursery ownership
One of the most common challenges
faced by new entrants looking
to break into the nursery sector
is how to get their foot in the door in
the first place. We are often asked how
buyers can ensure they don’t miss out
on opportunities coming to the market,
particularly when they have little or no
track record in the sector.
This is always a tough position to be
in. With limited sector experience and
funding discussions often still at an early
stage, it is vital to put yourself in the
strongest possible position so that, when
the right opportunity arises, you are ready
to move quickly and confidently.
At Christie & Co, we are always keen
to support new entrants as they are the
lifeblood of the sector, often bringing
fresh thinking, approaches from other
industries, and a real drive to build
something of their own.
Understand the market
Be clear about what you want and try
to stick to your plan. There will be
competition for all settings that come to
market on both a leasehold and a freehold
basis, and there is demand right across the
country. The market has moved away from
certain hot spots, with buyers now more
inclined to follow where value and profits
are being offered.
“We are always keen to
support new entrants as
they are the lifeblood of
the sector, often bringing
fresh thinking, approaches
from other industries,
and a real drive to build
something of their own.”
Location is key
Location is one of the most important
considerations. If a buyer says “We’ll buy
anywhere”, it usually suggests insufficient
groundwork has been done. Most operators
prefer to keep their nurseries within a
manageable geographical area – close to
home, easy to oversee and practical in the
event of issues that require immediate
attention. Being several hours away may
look workable on paper, but in reality can
create challenges. While it can be tempting
to be drawn outside your original plan
by a good deal or a seemingly perfect
opportunity, maintaining focus is key.
Funding your purchase
Another frequently raised point is funding.
Cash buyers are few and far between these
days, and even well capitalised buyers tend
to use some form of funding during the
transaction process. Sellers want to see
proof of funding, and having this in place
early helps you stand out and positions you
more favourably against competing offers.
The challenge, of course, is that buyers
may not yet know exactly what they are
purchasing. My advice is to set a clear
budget and speak early to a specialist
broker, such as Christie Finance, to
understand borrowing appetite, rates
and process. Banks remain keen to lend
to the childcare sector, but they require
the right information. Brokers can access
competitive rates, and their advice is
typically free, so there’s little reason not to
engage early.
Staggered or deferred payments are a
real turn-off for sellers. We do see some
earnouts agreed, but these are more akin to
where a business is being sold off forecasted
numbers that won’t be delivered before the
deal is completed. More often than not,
if a buyer is going down this route, it’s a
concern for sellers, and other competing
offers may have a much better chance of
being accepted.
Nick Brown
Management and staffing
Another crucial question is how the setting
will be run day to day. It is easy to say there
will be a manager and team in place, but for
first time buyers, this often means stepping
into a hands on role, at least initially. Even
experienced multi site operators need a
clear staffing and management plan. This
is a highly regulated sector, and getting it
wrong can have serious consequences.
Retaining good staff protects the value
of your business, so consider how you will
support and engage the team, particularly
during what can be an uncertain and
worrying period for employees following
a change of ownership. Some buyers
seek support from consultants, peers, or
franchising models – all of which have
merits – but taking advice and learning
from others’ experience is essential.
Look for healthy competition – and
your unique selling point
Many buyers say they want an area with
little or no competition, but in areas where
this exists, there is usually a reason for it.
Healthy competition can, in fact, be
beneficial; nearby nurseries may already
be full, creating overspill demand.
Collaboration can help keep fees
10 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

sustainable across an area, whereas price wars rarely
benefit anyone in the long term. A more effective
strategy is to differentiate through quality – whether
that is curriculum, facilities, outdoor space, or
enrichment activities.
Be inquisitive
Finally, buyers should remember that if something looks
too good to be true, it often is. Ask the right questions,
understand the reasoning behind a sale, and build trusted
relationships with agents to ensure you are receiving full
and accurate information. Confidentiality is typically
paramount, so if you encounter a day nursery that is being
openly marketed with its name, location, photographs,
and similar details, this would generally suggest the
sellers have already informed all staff and are comfortable
with parents becoming aware of the sale. This would be
somewhat unusual in the current market and may indicate
they have struggled to sell through other channels.■
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nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 11

nmtleadership
Champion of the sector
Charlotte Goddard talks to the government’s newly appointed Best Start in Life Champion
Sue Robb about her approach to bridging the gap between the sector and the government
In its Best Start in Life strategy,
published in July last year, the
government set out its vision for early
years. The document included a wide
range of proposals and commitments,
including changes to Ofsted inspections,
a review of early years funding, a
consultation on a professional register for
the early years, and stronger partnerships
between nurseries and schools.
The government also committed
to appointing a ‘sector champion’ to
facilitate collaboration and build trust
between the government and the wider
early years system, and provide strategic
advice to ministers and officials. The
Department for Education said the role
would “bring early years expertise into
the heart of government” and “support
the government in relentlessly driving
forward this agenda”.
In February this year the government
announced it had appointed Sue Robb
as Best Start in Life Champion. Robb
is an internationally recognised early
childhood pedagogy expert and was
awarded an OBE for services to education
and children’s services in 2015. She
has held senior early years roles in the
UK, including at Action for Children,
professional development programme
National Strategies and 4Children, and
most recently led pedagogy and practice
at Goodstart Early Learning, Australia’s
“I am honoured and
privileged to have this role
and support the work of
Best Start in Life, and I feel
like my whole career has
been laying the building
blocks to get to this point.”
largest non-profit early learning provider
with around 675 centres nationwide.
“I am honoured and privileged to have
this role and support the work of Best
Start in Life, and I feel like my whole
career has been laying the building blocks
to get to this point,” says Robb, whose
appointment was widely welcomed by
the sector. “I started out as a Reception
teacher and I like to think that I was
successful and the children thrived, so
I do have a really good handle on what
good practice looks like.”
Robb has worked as a teacher in the
UK, the Philippines, Greece and the
US, in addition to being a headteacher.
As National Strategies’ early years
senior director she was involved in
the implementation of the Early Years
Foundation Stage (EYFS) and associated
resources, communicating it to and
embedding it within the sector. “I am very
proud of the EYFS,” she says. “Of course it
has evolved, and it will evolve more, but it
brings the sector together.”
She is no stranger to liaising with
the Department for Education, having
overseen charity Action for Children’s
strategic early years and childcare
partnership with the department,
including managing its Foundation Years
website, which is now run by Begin
Bright, part of Cognition Learning
Group, and includes advice and news on
policy developments in the sector, as well
as examples of best practice.
In 2018 Robb moved to Australia to
become general manager of pedagogy
and practice at Goodstart Early Learning.
“When I joined, a significant number of
our centres, large buildings with four or
five rooms on average, were below the
national quality standard,” she says. “I took
Goodstart on a journey to the point we
are at today where 99.8% are meeting or
exceeding the national quality standard. I
would say that is one of the biggest system
“It’s about having a
fabulous narrative, and
powerful storytelling
from the sector itself,
showing what works
and what doesn’t.”
changes I have led, turning practice that
wasn’t great into exemplary practice which
was among the best in Australia.”
Robb says her work with Goodstart
showed her the importance of having
a strategic vision when it comes to
successful leadership, and putting it into
practice. “That is what we have with Best
Start in Life, a strategic vision for early
years,” she says. “It has been positively
welcomed by the sector; I have not heard
anyone say it is wrong, and I think it is
now about putting it into practice.”
Robb believes in the power of sharing
best practice, and is on a mission to
collect case studies from the sector. “It’s
about having a fabulous narrative, and
powerful storytelling from the sector
itself, showing what works and what
doesn’t work,” she explains.
The recent government guidance
around transition to Reception, for
example, included a range of case studies
from nurseries and schools. “We talk
about the importance of the voice of
children, but for me it’s about the voice
of our sector as well. I see amplifying the
voice of the sector within that strategy as
a key part of my role,” she says.
Robb had a hand in writing the
guidance, making it more user-friendly
with top tips and practical examples.
Communication is a key part of her
new role. “We have a strategy, and we
know what we want to achieve, but it
12 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

Sue Robb
“We talk about the
importance of the voice
of children, but for me
it’s about the voice of our
sector as well.”
is about how we communicate that so
everyone has ownership of it, and a role
in delivering it,” she says. “It is about
collective ownership. There is a feeling in
the sector that there is too much attention
on schools, but Best Start in Life isn’t
just schools, it isn’t just private, voluntary
and independents (PVIs), it is all of us
working together for children and their
families. I want less segmentation, and
more working together. It is important to
me that every child is safe with us, their
needs are being met, they have fabulous
care that makes them happy and thriving,
and adaptive teaching that meets all
children’s needs.”
The government is positioning Family
Hubs as the delivery mechanism for much
of its Best Start in Life vision, working
in partnership with the rest of the sector.
Robb encourages nurseries to get in touch
with their local hub. “PVIs have told me
they don’t know how to contact Family
Hubs and local authorities have told me
they don’t know how to contact the PVIs,”
she says. “So my message is PVIs, phone up
your local authority, find out about your
local Best Start Family Hub and connect.”
Safeguarding is another issue high
on Robb’s agenda. “I think we have to
be very attentive of the importance of
safeguarding, it is our licence to operate,”
she says. “Keeping children safe, and
earning that trust from parents that their
child is safe with us, is a given.”
Robb is keen to get out there and speak
to as many people in the sector as she can,
visiting standalone nurseries and nursery
groups, childminders and schools.
In the end, it all comes down to
relationships, she says. “What is central
to the EYFS curriculum? Relational
pedagogy. What is central to Best Start
in Life? It is relationships,” she concludes.
“Of course we will have differences, that
is human nature, we can’t always be 100%
in agreement and it would be unhealthy if
we were. But it’s important that we work
together to create an equal system for early
years in England that is really joined up to
allow children to thrive. We are doing a
good job for children, but we can do better.
There is work to be done, but it is good
work, with children at the centre.”■
Hear Sue Robb speak at the Nursery
Management Show at Birmingham NEC
on 26 June: nurserymanagementshow.co.uk
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nmtinsurance
The hidden cost of success
Gary Harrison, head of operations at childcare insurance firm Morton Michel,
looks at what to do when business growth creates new risks
Settings don’t always struggle the most
when times are hardest. Sometimes,
they struggle when success begins
to stretch everything that made them
successful in the first place.
Imagine a nursery where enquiries
are rising, waiting lists are growing
and occupancy is climbing. On paper,
everything is pointing in the right
direction, but inside the operation, the
signs are different.
The manager is covering rooms more
often than leading them. It’s increasingly
hard to protect staff breaks. New starters
are joining faster than they can be properly
embedded. It’s taking longer to get back
to parents when they have queries. In the
background the responsibilities of team
members are increasing.
Growth is often seen as the reward for
getting things right, and in many ways
it is. More children, stronger revenues,
expansion opportunities, a reputation
that travels further than your postcode.
However, growth can create new risks as
well as new opportunities.
In conversation with nursery owners, one
question comes up time and again: How
do we grow without losing what made us
good? It’s a smart question, because growth
rarely arrives as a single challenge.
More children usually brings more
administration, more parents increase
communication demands, and larger
teams require more time for recruitment,
“How do we grow
without losing what
made us good? It’s a
smart question, because
growth rarely arrives as
a single challenge.”
training and supervision. In turn, more
rooms or sites means greater difficulty
in maintaining consistency across them
all, while stronger revenues often bring
higher expectations from parents, teams,
regulators and owners themselves.
What once felt manageable can start
to feel complex, and complexity, left
unmanaged, has a habit of creating risk. It’s
not always dramatic risk. Often, it looks
like:
• Delayed decisions.
• Slower responses.
• Inconsistent standards.
• Communication gaps.
• Reduced visibility for leaders.
• Duplicated effort.
• Cultural drift between teams.
These are rarely spoken about as growth
risks, but they are.
Busy is not the same as profitable
One of the most common assumptions
in growing settings is that fuller rooms
automatically mean stronger performance.
Sometimes they do, but not always.
Growth can bring additional staffing
costs, agency reliance, training demands,
management strain, rising cost of utilities,
investment in equipment, and more time
spent solving problems that didn’t exist six
months earlier.
Busy can feel successful because activity
is visible. Profitability is quieter. It lives in
margins, retention, debt control, efficiency,
and leadership capacity.
This is where some settings become
trapped. From the outside, they appear to
be thriving but internally, they are working
harder for less reward. That is not failure,
but it is a warning sign that growth needs
structure.
Capacity is not the same
as capability
Many settings plan growth around
physical capacity.
Gary Harrison
• How many spaces are available?
• Can another room be opened?
• Is there demand in the area?
• Could we extend hours or add services?
These are all sensible questions, but fewer
settings ask the equally important one:
Do we have the operational capability to
absorb that growth well? Adding children
to a setting without strengthening systems
can be like adding floors to a house without
checking the foundations.
Growth can increase revenue, but
without capability, it can also increase
fragility. It can also leave settings operating
with cover, limits, or protections designed
for the business they were, rather than the
business they have become.
The hidden safeguarding risk of
success
Safeguarding is often discussed in
the context of policy, training, safer
recruitment and incident response.
These are all important, but one of the
most overlooked safeguarding risks is
operational stretch.
This occurs when leaders are too busy to
observe, teams are too stretched to speak
up, and onboarding is too fast to embed
standards properly. Supervision becomes
14 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

less regular and communication becomes
transactional rather than thoughtful.
None of these are safeguarding incidents
in themselves, but collectively, they can
create the conditions in which people are
slower to notice issues, slower to challenge
them, and slower to resolve them.
Safeguarding rarely weakens because
people stop caring. More often, it weakens
because pressure narrows attention. That
is why sustainable growth matters, not just
commercially, but in ensuring leadership
visibility, safeguarding oversight, risk
management and insurance arrangements
keep pace with change.
The leadership bottleneck
A common thread in these conversations
is leadership capacity. In many growing
settings, success creates dependency.
Too many decisions travel upward. The
owner signs off everything, the manager
resolves everything. A handful of trusted
people hold too much knowledge.
At first, this can feel like control, but over
time, it often becomes delay. The strongest
growing settings are not always those with
the most charismatic leaders, they are often
those where leadership is shared. These are
settings where responsibility is clear, where
team members aside from the manager are
trusted to make decisions, where standards
are visible and repeatable, escalation routes
are understood, and people know what
‘good’ looks like without waiting to be told.
The quiet signals worth noticing
If growth is creating strain, it usually
whispers before it shouts.
Look for signs such as:
• Managers permanently in reactive mode.
• Supervision slipping behind schedule.
• Increased staff frustration or fatigue.
• More near-misses or repeated errors.
• Inconsistent parent communication.
• Longer resolution times for
everyday issues.
• New starters taking longer to settle.
• Reduced time spent in rooms
observing practice.
• Leaders solving everything personally.
None of these mean failure is coming,
but they often mean capacity is tightening,
and when capacity tightens, resilience
tends to reduce with it.
Not every signal requires alarm, but
every signal deserves attention.
A different way to think about
growth
The healthiest settings don’t treat growth
purely as expansion. They treat it as a
systems challenge. They ask:
• What needs strengthening before
we scale?
• Where is leadership time being spent?
• Are our standards portable across rooms
or sites?
• Do staff feel safe to raise concerns as
we grow?
• Are we becoming busier, or genuinely
better?
• Does our current protection still reflect
the business we are today?
Growth is strongest when it’s supported
by capable people, clear systems, healthy
culture and protections that evolve
alongside the business.
Closing thought
Growth is something many settings
rightly aspire to. But growth shouldn’t
cost you your culture, dilute your
standards, and outpace your leadership.
And it should never quietly weaken
safeguarding.
The strongest settings are not simply
those that get bigger. They are the ones
that grow with intention. Success is not
just about filling spaces, it’s about building
something that still works brilliantly
when those spaces are full and ensuring
the protections around it have grown too.
As settings grow, their risk profile
often changes faster than they realise.
Regular reviews of operational controls,
safeguarding oversight, and insurance
arrangements can help ensure progress is
protected as well as celebrated.■
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 15

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16 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

nmtlegal
Protect against sex
discrimination
Early years settings have traditionally been female dominated environments. Katie Hodson, partner and head
of employment at SAS Daniels Solicitors, offers key guidance to nurseries trying to diversify their workforce.
On one hand, employers must
ensure that male staff are not
disadvantaged or stereotyped
because of their gender. On the other,
nurseries must reassure parents that every
member of staff, regardless of gender, is
thoroughly vetted, trained, and safe to care
for their children. Getting this balance right
requires clear policies, confident leadership,
and transparent communication.
Create a non-discriminatory
workplace for all staff
Nurseries have a legal duty to ensure
employees are not treated less favourably
because of their sex. In practice, this
means taking proactive steps to prevent
assumptions or biases from influencing
recruitment, task allocation, or career
progression.
A good starting point is to ensure
that policies are clear, up to date, and
consistently applied. There should be
policies in place that explicitly state
that both men and women are welcome
in all roles, including intimate care
tasks, and that decisions will be based
on competence, not gender. Staff
should understand that discriminatory
comments, inappropriate “banter”, or
assumptions about who is “better suited”
to certain duties will not be tolerated.
Managers also play a crucial role in
setting the tone. They should exhibit
inclusive behaviour, challenge stereotypes,
and ensure that all staff feel supported.
This includes addressing concerns early,
whether raised by employees or parents,
so that issues don’t escalate or create an
uncomfortable working environment.
Regular supervision meetings are an
ideal forum for checking-in with staff,
discussing any challenges, and reinforcing
expectations around equality and
professionalism.
Training is another important tool.
Providing regular equality, diversity
and safeguarding training helps staff
understand their responsibilities and gives
managers confidence in handling sensitive
situations. It also reinforces the message
that safeguarding is about behaviour and
risk management, not gender.
Finally, nurseries should ensure that
work allocation is fair and transparent.
Male staff should not be excluded from
certain tasks purely because of their
sex, unless there is a genuine and lawful
reason. For example, intimate care should
be carried out in line with the nursery’s
safeguarding procedures, which apply
equally to all staff. Clear protocols, such
as ensuring that intimate care is logged,
carried out in appropriate spaces, and
subject to routine oversight, help protect
both children and staff.
Reassure parents while promoting
confidence
While nurseries must treat staff fairly,
they also need to maintain the trust and
confidence of parents. Recent high profile
cases involving male abusers in early years
settings have understandably heightened
parental anxiety, and online forums often
reflect this concern. Nurseries should
be prepared to communicate clearly and
confidently about how they safeguard
children, without reinforcing harmful
stereotypes.
The most effective approach is
transparency. Nurseries should explain
to parents, through welcome packs,
newsletters, and conversations, that all
staff, regardless of gender, undergo the
same rigorous vetting. This includes
enhanced DBS checks, reference
checks, safeguarding training, and
ongoing supervision. Emphasising that
safeguarding procedures apply universally
Katie Hodson
helps reassure parents that safety is built
into the culture, not dependent on who is
carrying out the care.
It’s also helpful to highlight the benefits
of a diverse workforce. Children gain
from seeing positive male role models
in caring roles, and mixed gender teams
can enrich the learning environment.
Presenting this as a strength, rather than
a risk, helps shift the narrative away from
stereotypes and towards the nursery’s
commitment to high quality care.
Parents want to know that the nursery
takes any concern seriously, and this should
sit at the heart of all communication with
families. When worries are raised, whether
based on specific observations or general
anxieties, staff should respond calmly,
professionally, and with reassurance. The
concern should be acknowledged and
immediately investigated, and it should
be made clear that the nursery treats all
safeguarding matters with the utmost
seriousness.
Ultimately, parents want to know that
their children are safe. By combining strong
internal policies with open communication,
nurseries can create an environment where
staff feel valued and parents feel reassured,
regardless of gender.■
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 17

nmtrecruitment
Find the right people
Safeguarding and child protection consultant and trainer Ann-Marie Christian focuses on
enhancing safer recruitment practices in the early years following recent safeguarding reforms
Recent high-profile abuse cases
involving nursery practitioners,
including Vincent Chan and
Roksana Lecka in London, Nathan
Bennett in Bristol, Thomas Waller in
Surrey and Kate Roughley in Stockport,
have shone a spotlight on the vital
importance of recruiting suitable people
to provide safe, appropriate care for our
young children. Nursery-aged children
are at the most vulnerable stages of
development, and parents place great trust
in these settings and providers.
With new statutory guidance for early
years published in September last year,
and Ofsted’s decision to inspect settings
more often, recruiting the right people
has become a central responsibility and
is under closer scrutiny. This is because
nursery children are at the most vulnerable
stages of development, and parents place
great trust in these settings and providers.
Having the right people in place is
crucial for children’s safety and for
establishing a culture that values their
wellbeing. This is why the recruitment
process must be carried out safely, in a
structured manner, and effectively. The
planning process is also critical, from
creating the job description to the actual
induction process.
Why safer recruitment matters
The recent child abuse cases highlight
the challenges of recruitment, as most of
the practitioners had clean records with
“While expectations for
safer recruitment are
rising, early years providers
are also facing serious
workforce pressures.”
no previous concerns. The government’s
reforms aim to improve the quality of
recruitment processes and encourage an
ongoing culture of vigilance, together
with creating environments that
encourage the reporting of all concerns,
including low-level concerns and
allegations against staff and volunteers.
Safeguarding responsibilities are
particularly important in early years
settings, as children may struggle to
communicate their concerns. This
makes prevention a priority. To prevent
unsuitable individuals from working,
recruitment procedures must include
robust systems for monitoring suitability
and for conducting regular reviews of
these processes.
The safeguarding reforms
Safer recruitment is no longer a
standalone HR procedure or a tick-box
exercise. Instead, regulators and inspectors
expect safeguarding considerations to be
woven throughout the entire employment
process. This also means regular safer
recruitment training for senior staff and
those involved in the process.
One of the most significant changes is
the growing expectation that existing staff
members can raise concerns about their
colleagues without delay and awkwardness.
This new culture encourages them to report
any issues they consider inappropriate,
even if they fall below the threshold for
disciplinary action. This shift reflects
lessons from safeguarding reviews held
around the cases already mentioned, in
which minor concerns were often dismissed
until more serious problems emerged.
Employers are now more likely to
consider digital factors such as completing
online searches when assessing candidates’
suitability for work, and may also view
social media conduct. This can be done
using search engines for the shortlisted
candidates as laid out in the Department
Ann-Marie Christian
for Education statutory guidance
‘Keeping children safe in education’.
The recruitment process
Before you start the recruitment process,
make sure that the expectations of
safeguarding are clear to all involved.
There should be a minimum of two
people involved from start to finish.
Job advertisements should clearly state
that the organisation is committed
to safeguarding children. This deters
unsuitable candidates.
Application forms should request
full histories of employment and
volunteering, along with explanations
for any employment gaps after leaving
school. Settings should avoid relying
solely on CVs, as these may omit relevant
information, and require application
forms to be fully completed.
A robust pre-employment check
should include:
• Enhanced DBS checks.
• Verification of identity.
• Right to work checks.
• Qualification checks.
• References (two) from the most
senior person at the most recent
previous employers.
18 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

• Confirmation of employment history.
• Health and suitability declarations
where appropriate from the previous
employer.
• Queries about their suitability to work
with children.
‘Keeping children safe in education’
encourages candidates to ask for
references before an interview, but
it understands that some candidates
may not want to inform their current
employer that they are seeking a new role.
References are therefore requested for the
successful candidate after the interview.
These should be obtained from reputable
sources, meaning the most senior person
in the organisation, followed up with
a phone call if sent electronically, and
thoroughly scrutinised.
A manager should check for signs of a
pattern of repeated employment, vague
comments about their behaviours, gaps in
their previous roles, and unusual reasons
for leaving.
The interviews
Conduct interviews with a focus on child
protection and safeguarding questions to
assess understanding of responsibilities
and attitudes.
Candidates may be asked:
• To give an example of their
understanding or experiences of
safeguarding a child.
• What professional boundaries mean in
practice, giving examples.
• How they would challenge poor
practice, giving examples and
understanding of reporting processes,
both internally and externally.
• Their understanding of whistleblowing
on a colleague.
The goal is to explore professional
judgement and values.
During the interview process, the
interview panel asks the candidate
questions to assess their understanding of
child protection and safeguarding. The
panel often poses hypothetical scenariostyle
questions to the candidate: “What
would you do if...?” It is best to avoid
this style of questioning. One of the
findings from the Bichard Inquiry, which
was set up to investigate how convicted
murderer Ian Huntley was able to work as
a school caretaker despite previous police
investigations into his background, was
that Huntley gave perfect answers
to scenarios presented to him during
the interview.
Ongoing suitability monitoring
Safeguarding responsibilities don’t end
once someone is hired. Staff suitability
should be monitored continuously
through:
• Probationary periods.
• Induction processes.
• Regular supervision.
• Safeguarding training.
• Annual declarations by staff members
that they are safe to work with children
and are aware of their responsibility
to report relevant information such as
convictions and medical conditions.
• Observations of practice.
• Open reporting cultures.
Leadership and safeguarding
culture
Most practitioners are more likely to voice
concerns if they believe that leaders will
act responsibly and fairly. Visibility is also
important in leadership. In environments
that foster a culture of safeguarding,
managers are more engaged in their roles.
Challenges facing the sector
While expectations for safer recruitment
are rising, early years providers are also
facing serious workforce pressures.
Recruitment difficulties, staff shortages,
and financial pressures can tempt
organisations into rush hiring. However,
safeguarding experts consistently warn
against compromising on checks or
standards, even during staffing crises.
We must slow down and choose suitable
staff. This also risks compromising the
standards and checks in place.
Some providers also struggle with
limited HR capacity, particularly in smaller
independent nurseries, where managers
may handle recruitment alongside
managerial and operational duties.
Training and professional
development
One of the most effective ways to protect
employees and children is regular training
in the latest safer recruitment procedures.
Recruitment training for managers
should be regularly updated to keep them
informed about the latest legislation
and emerging risks. Safeguarding
policies covering safer recruitment,
whistleblowing and allegations should be
reviewed annually.
Training should cover:
• Signs and symptoms of abuse.
• Reporting procedures.
• Professional boundaries.
• Online safety.
• Whistleblowing procedures.
• Low-level concerns processes.
Rather than a one-year requirement,
training should be viewed as an ongoing
process. An effective safeguarding
culture requires regular updates and
conversations. Scenario-based training
sessions with staff can help employees
apply safeguarding principles in practice.
Ofsted
Ofsted officials continue to emphasise the
importance of safeguarding. Inspectors
will want to see:
• Recruitment records and the single
central record.
• DBS procedures.
• Staff knowledge of safeguarding.
• Induction processes.
• Supervision systems.
• A strong safeguarding culture.
Inspections also assess whether
safeguarding policies are effective. They
don’t just check whether the plans are
in place; they need to see evidence and
see it happening in practice. Even with
extensive paperwork, inspectors can still
identify weaknesses if staff members are
reluctant to raise concerns or are unclear
about procedures. Staff will be spoken to
during the inspection.
Ongoing culture of vigilance
The various stages of recruitment provide
an opportunity to reinforce our employees’
safeguarding values and ethics. During
supervision meetings, team meetings,
discussions and other activities, there is
further opportunity to develop professional
curiosity and to encourage a culture of
reporting anything that makes staff or
volunteers uncomfortable in the setting.
Setting up a safe environment is very
important to the families who rely on it
to provide their children with the best
possible education, and settings must
commit to an ongoing culture
of vigilance.■
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 19

26 June 2026
NEC, Birmingham
REGISTER FREE
The Largest Event For
Nursery Leaders and
Management
nurserymanagementshow.co.uk
20 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

Make sense of your
sensory room
nmtspecial needs
As numbers of children with additional needs rise, nurseries are increasingly looking to establish
or revamp their sensory spaces. Charlotte Goddard finds out what makes an effective sensory
room – and what to avoid
Nurseries are reporting soaring
numbers of children with
additional needs coming through
their doors. Last year, almost 9% of threeand
four-year-olds accessing funded hours
were recorded as having special educational
needs and disabilities (SEND).
“There is not only an increasing
number of children with SEND, but
they are starting nursery earlier, and also
spending longer in nursery,” says Freya
Derrick, owner and managing director at
Hopscotch Day Nurseries, a group of 11
settings in the South of England.
To support these children, settings are
transforming existing areas into sensory
rooms or sensory spaces, while new-builds
are ensuring that sensory rooms are part
of the design from the get-go.
“Nursery environments can be noisy
and overstimulating,” says Gary Morrison,
managing director of soft play provider
Tigerplay. “A sensory room can become
a safe haven where children can pause,
breath and reset. They can help children
manage their feelings of anxiety, anger
and frustration before they turn into
a full-on meltdown. They can learn to
identify when they are overwhelmed and
how they might begin to learn how to
cope with their feelings.”
Sensory seeking or sensory muting?
The first thing to decide is what you
want your sensory area to achieve. “We
find that people try to make the space
fulfil two or three objectives in one go,
and it doesn’t work,” says neurodiversity
consultant Pete Wharmby, author of
Different Minds, which is published
in September.
There are often two contradictory
things going on in a sensory room, he
points out – resources to support children
experiencing sensory overload, and
resources to support children who are
seeking sensory experiences.
“You want a space where a child that’s
overwhelmed can go to calm and to cool
down and to self-regulate, but you also
might want a space which is sensory seeking,
where a neurodivergent child can run
around, feel textures, smell smells, see light,
see colours,” he says. “You can’t calm down if
there’s other kids dashing around you, having
fun. You don’t want a dark, cosy space which
also has a lot of flashing, noisy toys.”
Ideally, a nursery would have a sensory
seeking area and a calming space, but if
there is only room for one, prioritise the
calm space, he advises. “The calm space
is a necessity for neurodivergent kids,” he
says. “An autistic child in a nursery is very
likely to get overwhelmed just by virtue of
being in that setting, so it’s important to
have a space which is designed to actively
help them regulate themselves and calm
themselves down.”
A calm space
“You want it dark, but not pitch black,
just dim, cosy light,” explains Wharmby.
“You want it to have pleasant decor,
probably based on nature – there’s a lot of
evidence that suggests that autistic people
are happiest in natural spaces. It’s nice to
have an audio player, so that you can make
the sound of waves crashing or rain or
soft music, especially if the child is able to
control the sound. If you can, have little
nooks and crannies, places for children
to curl up, like hibernating animals, or
platforms that they can climb up onto as
long as they’re not too high.”
Freya Derrick
Hopscotch incorporates platforms into
its sensory rooms to allow children to
distance themselves from an environment
while remaining present. “We want to
make sure there’s an opportunity for them
to get up high and see the room from a
different perspective,” says Derrick. “They
might want to be in the room but also not
in the room – if it is too much for them
down there, they can remove themselves
safely, see what’s going on, learn and
interact, but not be overwhelmed.”
While ideally a nursery will have
separate calm and sensory-seeking spaces,
in reality this may well be the same area.
In that case, the designer should ensure
that sensory seeking elements can be
turned off or removed if necessary. “Really
bright fibre optic lights are great from a
sensory seeking perspective, I personally
love messing with them, but not when
you’re trying to calm down,” says
Wharmby. “So have them by all means,
but have them as an optional thing, rather
than an always-on.”
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 21

nmtspecial needs
Target different
developmental stages
Children at different developmental
stages seek and process sensory input very
differently, explains Morrison. “Babies
and younger toddlers often benefit from
calm, predictable sensory experiences,” he
says. This can include soft lighting, gentle
textures, low-level sound and simple
cause-and-effect resources.
Older toddlers and pre-school
children tend to need more movement,
opportunities for risk and challenge,
problem-solving, role play and
sensory regulation after more
stimulating activities.
“A single sensory room trying to meet
every need can become overstimulating
for younger children or underwhelming
for older ones,” says Morrison. “Many
nurseries get better results by creating
a main sensory space with adaptable
equipment, plus smaller ‘sensory
moments’ throughout the setting.”
These ‘sensory moments’ can include
cosy corners, tactile walls, movement
zones, outdoor sensory experiences and
quiet regulation spaces. “That approach
is often more practical and inclusive
than dedicating several separate rooms,”
he explains.
TOP TIPS
• Decide what you want the space to be – relaxing or sensory seeking?
• Don’t cram the area with calming and sensory-seeking resources, which work
against each other.
• Invest in staff training to help the team get the best results from the room.
• Ensure the room is separate from other facilities, not just an overspill area.
• Incorporate nooks and crannies, and opportunities to climb and move.
Courtney Skeggs, quality
communications partner at nursery group
Partou, explains how the group meets the
needs of both sensory seekers and sensory
avoiders – who may be the same child
at different times. “Partou encourages
team members to think about each child’s
individual sensory profiles, recognising
that some may seek sensory input while
others may avoid it,” she says.
Partou’s approach incorporates its
belief that sensory experiences should
be embedded throughout the nursery
environment, not limited to a single space.
“A sensory-inclusive environment
may include dedicated sensory rooms,
smaller sensory areas within rooms and
the outdoors,” explains Skeggs. “In Partou
settings, some sensory spaces support
children who need calm and quiet to
regulate, with soft furnishings, sensory
lighting, calming music, cosy dens, and
fidget resources. Other spaces support
children who need movement to regulate,
offering opportunities to swing, spin,
rock, jump, climb, or push and pull
heavy objects to support vestibular and
proprioceptive development.”
Hopscotch also bears in mind that
some children need to move around to
calm themselves. “We always want to
make sure there is a physical development
opportunity, generally something that
they can climb and slide down, so that
they can explore how they feel physically
within the environment,” says Derrick.
The eight senses
Traditionally we talk about five senses,
but scientists have actually identified
eight. In addition to sight, hearing, touch,
taste and smell, proprioception is your
body’s awareness of its own position and
movement while the vestibular system
is the awareness of balance and gravity.
Meanwhile interoception is the sense that
allows us to notice, interpret, and respond
to internal bodily signals, such as hunger,
thirst, heart rate, temperature, and the
need to use the lavatory.
When designing a new sensory space
or reconfiguring an existing area, Partou
aims to accommodate all eight recognised
sensory systems with appropriate resources:
• Sight: Bubble tubes, projectors, light
panels, dark dens.
A welcoming space
Nurseries might not have the budget
or space for a large sensory room, but
it’s important to make sure the area
is welcoming. Having the same décor
and build techniques in the corridors
and hallways around these rooms helps
manage the transition, and shows children
that these spaces are not ‘separate’, but
integrated into the whole building.
“There is often a very strong feeling of
afterthought about these spaces, of it just
being cobbled together” says Wharmby.
“Children do notice if they’re being
valued or if they are basically being shoved
in a cupboard. We need to think about
how we make this space feel inviting and
purposeful and valuable.”
22 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

Credit: Tigerplay
• Hearing: Calming music, nature
sounds, instruments.
• Taste: Growing, cooking, and tasting
experiences.
• Touch: Fabrics, natural materials,
treasure baskets.
• Smell: Herbs, scented playdough,
scented water play.
• Vestibular: Swings, trampolines,
hammocks.
• Proprioception: Weighted resources,
bean bags, heavy work activities.
• Interoception: Emotion resources and
books about feelings and the body.
Skeggs says: “For us, sensory spaces
should be accessible to all children and
used flexibly to support play, learning,
emotional regulation, sensory breaks, or
sensory diets alongside professionals such
as occupational therapists. A sensoryinclusive
environment may include
dedicated sensory rooms, smaller sensory
areas within rooms and the outdoors.”
A sensory diet is a personalised plan
of physical activities and environmental
accommodations designed to meet a
child’s specific sensory needs.
Location, location, location
Hopscotch Day Nurseries has a
sensory room in its Sholing setting in
Southampton, created in partnership with
Tigerplay. Light tubes, infinity mirrors,
fibre optic chandeliers and sound-light
panels provide a calming, immersive space
for children to relax and regroup.
The room also provides opportunity
for more physical play with balance beam
logs, soft play blocks and climb and slide
features. “It was clear from day one the
benefits that it brought to the children
and to the staff,” says Derrick. “A nursery
day is really long and full-on, it’s a lot to
take on and process, so to be able to go
into a room that is calming, with music,
wonderful colours, they can have that
reset in a space where they are physically
and emotionally replenished.”
Its success led to Hopscotch devoting
almost three times the space to the
sensory room in its newest nursery, which
opened at the beginning of May. It is now
working with Tigerplay to revamp the
sensory rooms in its other nurseries. “It
is important to keep the room separate
from all the other areas and make sure it
doesn’t become an overspill of their home
rooms,” says Derrick. “You want it to
retain its impact, and also you don’t want
children having to walk through it to get
somewhere else.”
When locating a sensory room, it’s also
important to consider what is happening
nearby. Kim Griffin, occupational therapist
at GriffinOT, says: “We need to be
thinking about how we are reducing the
distractions.” She mentions the noise of
children’s feet overhead, trains passing by
outside, and even smells from the kitchen.
Biophilic design, which incorporates
natural elements such as water, features,
sunlight and greenery, is at the heart of
Hopscotch’s design choices. “We want
very calm, muted colours, there’s a lot
of greens and beiges in there in terms of
emulating nature,” says Derrick.
Sensory rooms can be particularly
effective in easing transitions, she observes.
“Parents with children with high level of
SEN have used them as a transition space
in the morning. When they’re struggling to
come into the nursery, mum and dad will
go and have 10 minutes with them one-onone
in those rooms.”
A good sensory area is attractive to
parents when looking around a setting,
and is also an incentive to potential
staff, a bonus in times of challenging
recruitment. “We asked our staff, when
there are so many opportunities to cherrypick
one of many jobs, why did you come
here? They said, because we really liked
your sensory room,” says Derrick.
As nurseries continue to support
rising numbers of children with SEND,
thoughtful sensory provision is becoming
less of a luxury and more of an essential
part of high-quality early years practice
– benefiting not only neurodivergent
children, but every child and adult
within the setting. “I would suggest
that the initial investment pays dividends
back for children’s development,
enhancing their early years experience,”
concludes Derrick.■
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 23

nmtsponsored content
We grow good humans
The Old Station Nursery Group unveils its ‘We Grow Good Humans’ vision,
as it embarks on growth with intention
The Old Station Nursery has
launched a new brand identity and
vision, ‘We Grow Good Humans’,
setting out its ambition to become the
UK’s most trusted, values-led nursery
group by 2028.
The strategy marks a significant shift
in how the organisation defines its role
in early years, moving beyond childcare
provision to focus on the development of
colleagues, children, and families as part
of one connected community.
With plans for considered growth that
protects quality and culture, the group
is positioning itself at the forefront of a
sector increasingly shaped by workforce
challenges, rising quality expectations
and the need for stronger community
connections.
At the heart of the vision is a belief that
early years settings play a critical role, not
only in children’s development, but in
shaping society more broadly.
Adelle Taylor, chief executive of The
Old Station Nursery Group, says: “We
believe in the goodness of people and are
committed to creating the conditions for
everyone in our community to thrive. This
vision reflects our dedication to shaping
confident children, supported families,
and fulfilled, motivated colleagues.
“As a sector, we face real challenges
around recruitment, retention and
delivery of exceptional standards.
We believe the answer lies in creating
conditions where people feel truly
connected, valued and able to grow, not
just professionally, but as individuals.
“Over the next two years, we will be
refurbishing every one of our nurseries to
create physical environments to be proud
of, and we are committed to a purposeful
people strategy to support what matters
most, our teams. By aligning ourselves
around a shared value of growing good
humans – little and big – we can amplify
the impact we have in our roles and in
shaping the next generation.”
Founded in 2002 in a former railway
station in Faringdon, Oxfordshire, The
Old Station Nursery Group has grown
into a national network of nurseries,
each rooted in its local community while
connected by a shared approach to care
and education.
The organisation describes its nurseries
as “stations along one shared line”,
community hubs where children, families
and colleagues come together, reflecting
its focus on connection and belonging.
The new vision places particular
emphasis on culture and capability
development, with a commitment to
creating meaningful career pathways and
a workplace where staff feel supported to
grow, progress and stay.
Taylor adds: “The quality of early years
education is shaped by the people delivering
it every day. By investing in our teams, their
development, their wellbeing and their
sense of purpose, we create better outcomes
for children and stronger relationships with
families. Ultimately, the impact extends far
beyond our nurseries, creating a positive
ripple effect across society.”
Building a workforce for the future
This commitment is underpinned by
a comprehensive People and Culture
Strategy, which positions people
development as central to both quality of
care and long-term growth.
The strategy reflects the reality of the
early years sector, where recruitment and
retention challenges continue to place
pressure on providers, and where workforce
capacity is increasingly recognised as the
key constraint on delivering consistent,
high-quality outcomes. Against this
backdrop, The Old Station Nursery Group
is investing in a long-term, structured
approach to attracting, developing and
retaining talent.
The strategy states that a central pillar
is the creation of clear, accessible career
pathways. From entry-level roles through
to senior leadership, colleagues are
supported to progress through defined
development routes, ensuring that talent
is nurtured and retained within the
organisation. Apprenticeships form a
key part of this strategy, with a focus on
building a scalable ‘learn, qualify, progress,
stay’ model that supports both social
24 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

mobility and long-term retention.
Leadership capability is another
major area of investment. Recognising
that leadership quality at all levels is
a key driver of engagement, retention
and performance, the group is rolling
out a structured 12-month leadership
development pathway for nursery
managers and emerging leaders. The
programme focuses on three core areas:
leading self, leading others, and leading
the nursery, and equips managers with the
skills to lead operations effectively, build
high-performing teams, and deliver strong
outcomes for children and families.
This is complemented by practical,
organisation-wide initiatives designed to
strengthen people management, including
upweighted recruitment training and
monthly ‘People Surgeries’ providing
accessible, hands-on HR support to build
confidence and improve decision-making
at a local level.
Alongside leadership development for
nursery leaders, targeted programmes are
being introduced for area managers and
support teams, strengthening capability
and confidence at every level of the
organisation. A Leadership Toolkit has
been delivered to more than 300 leaders,
alongside workshops for over 250 room
leaders, ensuring a consistent approach
to leadership and operational excellence.
Personal Development Plans have also
been introduced for all nursery managers,
embedding structured performance
and development conversations and
supporting long-term career progression.
Most importantly to the ‘We Grow
Good Humans’ vision, there is a broader
focus on wellbeing, engagement
and workplace experience. Over the
past year, the group has introduced
structured wellbeing support, including
a partnership with workplace wellbeing
partner Self Space to deliver a Wellbeing
Management Toolkit and training to
more than 140-line managers, continuing
to date. These initiatives are designed to
build organisational capability to prevent
and respond to wellbeing challenges,
while creating a more supportive and
consistent experience for colleagues across
all nurseries.
At the same time, improvements to the
recruitment strategy, including enhanced
employer branding, expanded attraction
channels, and investment in a new
applicant tracking system, have enabled the
organisation to reach a broader and more
diverse talent pool. Early results indicate
higher application rates and stronger
engagement with prospective candidates.
The group has also enhanced its reward
offering, introducing holiday buy-in,
pension salary sacrifice schemes, paid
volunteering days and a one-off thank-you
payment for colleagues, reinforcing its
commitment to recognising and valuing
its workforce.
Underpinning all of this is a strong
focus on culture and alignment. Through
a shared set of values and behaviours,
the organisation is creating consistency
across every nursery, while still honouring
the uniqueness of each local community.
The aim is simple: a connected approach
to care, leadership and collaboration,
wherever you are in the business.
At the heart of this is The Journey We
Share, a new culture playbook designed
to bring to life ‘how we show up for one
another’. Every colleague receives a copy,
making it a practical, everyday guide
rather than something that sits on a shelf
gathering dust.
To support this further, the business has
partnered with The Employee Experience
Project to activate culture initiatives
throughout 2026 and beyond. The focus
is on decentralising ownership, providing
local culture frameworks that empower
nursery teams to shape and lead culture in
a way that works for them.
The new vision was launched at The
Old Station Nursery Group annual
conference earlier this year, reaching
nursery managers and support teams with
an overwhelmingly positive response.
There was a clear call to capture and share
the energy of the day more widely, and
with a true ‘you asked, we did’ attitude,
that call has been answered with culture
and brand roadshows beginning in June,
bringing the story to life for practitioners
across the organisation and ensuring the
momentum continues well beyond the
conference room.
Success will be reflected in lower
turnover, more people growing their
careers from within, deeper engagement,
and stronger, more confident leadership;
all contributing to the group’s ambition to
become the employer of choice in sector
with a lasting impact on the
next generation.■
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 25

SUPPORTING
EARLY YEARS
PROFESSIONALS
OUR APPRENTICESHIPS
At Aspiration Training, we support nurseries
and early years settings to develop confident,
capable practitioners through our Early Years
apprenticeships at Levels 2, 3 and 5.
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knowledge, skills and behaviours they
need.
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setting with flexible delivery and
ongoing support.
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SAFER SLEEPING
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• CIPD-accredited
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nmtsafeguarding
Safer sleeping
Recent tragic cases highlight the critical importance of robust and consistently applied safer sleeping
policies. Charlotte Goddard finds out what nurseries should be thinking about to prevent the unthinkable
In 2022, nine-month-old Genevieve
Meehan, known as Gigi, died after
being tightly swaddled inside a blanket
when being put down to sleep, and
strapped face down onto a bean bag at
the Tiny Toes nursery in Cheadle Hulme,
Stockport, Greater Manchester. Her cause
of death was determined as a combination
of asphyxia and pathophysiological
stress which arose from an unsafe sleep
environment. Later that same year,
toddler Noah Sibanda died after being
put in a sleeping pod at Fairytales Day
Nursery in Dudley, West Midlands.
Gigi’s parents, Katie and John, have
partnered with The Lullaby Trust and
Cheadle MP Tom Morrison, to campaign
for mandatory, up-to-date safer sleep
training for all nursery staff, in order to
develop a culture in which unsafe sleep
practices are called out, questioned
and changed. The investigation into
Gigi’s death discovered that the nursery
worker convicted of killing her had
communicated her plan to put Gigi down
to sleep on a bean bag to other nursery
workers, and nobody intervened.
Kellie Race, early years internal quality
assurer at Aspiration Training, says:
“Recent tragic cases, such as those of
Noah Sibanda and Genevieve Meehan,
highlight the critical importance of not
only having robust safer sleep policies in
“As funding expands
to include children
from nine months of
age, many nurseries
are welcoming babies
where previously they
may have only cared for
older children.”
place, but ensuring they are consistently
understood, followed, and embedded
in daily practice. Policies alone are not
enough; they must be lived out through
vigilant care, clear communication, and a
strong safeguarding culture.”
“For parents who have lost their
children, the pain is unimaginable, and no
words can truly capture the depth of that
loss,” she adds. “Their strength in raising
awareness and advocating for change
in the face of such heartbreak is deeply
moving and commands great respect.
These cases also emphasise the importance
of effective whistleblowing procedures,
ensuring that all staff feel confident to
raise concerns and that these concerns are
acted upon appropriately.”
Earlier this year the Department for
Education published updated safer
sleep guidance for early years providers,
developed in close partnership with
The Lullaby Trust. The guidance
comes alongside updated statutory safe
sleeping requirements in the Early Years
Foundation Stage, which aims to make
the statutory framework clearer.
As funding expands to include children
from nine months of age, many nurseries
are welcoming babies where previously
they may have only cared for older
children. “This shift requires more than
operational adjustments – it demands a
thorough understanding of infant care
and safety,” explains Race. “Safe sleep
guidance for babies differs significantly
from that for older children, and the risks
are greater. Nurseries must ensure they
have the appropriate knowledge, training,
environments, and procedures in place to
meet these needs.”
Given recent coverage, many nurseries
are setting out to reassure parents that
they are following best practice when
it comes to sleep safety. Settings can
also share their expertise with parents
to ensure they also follow best practice
Kellie Race
at home. “We share the information
regarding safer sleep with parents from
the beginning so they are aware of our
good practices,” says Kirsty Doyle,
manager at White House Nursery in
Hilton, Derbyshire. “We actually find our
practice helps upskill parents on things
they may not have already known and
helps them at home.”
Legal requirements
When caring for babies, nurseries
must ensure they are meeting statutory
safeguarding and welfare requirements,
particularly in relation to safer sleep.
Aspiration Training shares some of these
requirements, which include:
• Placing babies on their backs to sleep,
on a firm, flat mattress with a
well-fitted sheet.
• Keeping sleep spaces clear of pillows,
duvets, soft toys and cot bumpers to
reduce the risk of suffocation.
• Monitoring room temperature
and ensuring babies are dressed
appropriately to prevent overheating.
• Carrying out regular and recorded sleep
checks, including physically checking
breathing and positioning.
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 27

07 November 2026
Park Plaza London, Westminster Bridge
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nationalnurseryawards.com

nmtsafeguarding
“We felt the safer
sleeping training was
beneficial and we
feel this will help all
staff to have a good
understanding of why
we do what we do.”
• Following individual sleep routines based
on information provided by parents,
while maintaining safe sleep practices.
• Ensuring all staff are appropriately
trained in infant safer sleep guidance,
including recognising risks and
responding to concerns.
• Maintaining clear, up-to-date policies
that are understood and consistently
implemented by all staff, from
apprentices through to experienced
practitioners.
• Promoting open and ongoing
communication with parents to
support consistency between home
and the setting.
Good practice
In addition to these requirements, there
are a number of approaches considered
good practice, which further strengthen
safety and quality of care:
• Providing a dedicated, calm sleep
environment specifically for babies.
• Keeping a daily sleep log to share
with parents, supporting consistency
in routines.
• Offering regular refresher training and
opportunities for staff discussion to
keep safer sleep knowledge current.
• Completing individual risk assessments
for each baby, particularly where there
are additional needs, prematurity, or
medical considerations.
• Using sleep sacks (with parental
consent) instead of loose blankets,
reducing the risk of a baby’s face
becoming covered.
NHS guidance states that baby sleeping
bags can help to reduce the risk of SIDS,
as they prevent babies from wriggling
underneath their bedding. However it
is important to ensure the bag fits well
around the shoulders so there’s no risk
of the baby’s head slipping down into
the bag.
Sleeping bags are usually given a tog
rating according to the warmth they
provide – make sure babies are in the right
bag for the time of year. Depending on the
room temperature and the tog, the baby’s
clothing can be adjusted as necessary.
There should be no other bedding.
Commercial sleeping bags have the
following tog ratings:
• 2.5 tog: for use all year and for standard
room temperatures of 16 to 20˚C
(61 to 69˚F)
• 1.0 tog: for use in warmer weather
and in warmer rooms of 20 to 24˚C
(69-to 73˚F)
• 0.5 tog: for use in hot weather and
warm room temperatures of 24 to 27˚C
(73 to 80˚F)
Aspiration Training has developed
a safer sleeping training course at the
request of nurseries. Sharon Karaa,
director of curriculum and learning
technologies, says: “It was a real pleasure
to work with employers to develop the
safer sleeping course, responding directly
to a clear need within the sector. By
shaping the content around real-world
practice, the course goes beyond theory
to genuinely support staff in recognising
unsafe sleep environments, taking
appropriate action, and confidently
communicating safer sleep advice to
parents and carers.”
Practitioners at White House Nursery
have taken part in safer sleeping training
delivered by Aspiration Training.
Doyle says while the setting was already
meeting the updated sleep guidance,
and staff receive information on safer
sleep policies during induction, regular
training is important. “We felt the safer
sleeping training was beneficial and we
feel this will help all staff to have a good
understanding of why we do what we do,”
she says.
Sharon Karaa
Busy Bees trains all staff in safe sleep
guidance at induction and at regular
times throughout the year. The training
is completed both online and in
practice within the nursery, through role
modelling and observing.
“We have recently had a video filmed
outlining the importance of safer sleep,
which will be shared over the coming
weeks with nursery managers, who will
then share with their staff,” says Deena
Billings, Busy Bees’ European quality
director and safeguarding lead at Busy
Bees Nurseries.
Drop-in sessions on Teams aim to
discuss safer sleep and answer any
questions nurseries may have around
the updated guidance. “In June all of
our staff will be asked to complete an
online activity on safe sleep - this will be
mandatory and we will track completion,”
says Billings. “There is also a revised safe
sleep module being created which will
be added to the staff induction and all
staff will be asked to complete as
a mandatory task.”
Doyle believes safer sleep training is not
adequately covered by general training
such as the early years educator Level 3
qualification. “I feel this is something
that should be covered in more depth,
with information on how they can meet
these requirements,” she says. “I believe
all training should also be revisited
regularly.”■
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 29

nmtsponsored content
Growing pains: why
nursery growth now needs
more than just demand
Rob Burns, transactions director at accountancy firm Ballards, looks at why growth
feels harder than it should
The nurseries I speak to are busier
than they have been in years.
Waiting lists are healthy and
following the full rollout of the funding
entitlement for under-twos, parent
demand in most areas is strong enough
that operators could, in theory, fill every
place they have. And yet, when I sit down
with owners, the conversation is rarely
about how good things are. It is about
why growth feels harder than it should.
That is the tension sitting at the heart
of the sector right now. The demand side
has rarely looked better. The operational
reality has rarely felt tighter. Wages are
up, recruitment and retention remain
challenging, funded rates lag the true
cost of delivery, and margins that used
to be forgiving are now unforgiving.
Occupancy is no longer a reliable measure
of performance, and turnover growth can
mask a business that is quietly working
harder for less.
For owners and leadership teams, the
question has shifted. It used to be how
to grow. Now it is how to grow without
weakening what has already been built.
“The most successful
nursery businesses
I work with benefit from
robust management
information allowing
informed, strategic
decision making.”
Most nursery businesses I work with were
built on a passion for the sector, reputation
and a deep understanding of their local
community. That is their strength, and it
is not something a spreadsheet replaces.
But the next phase of growth, whether
that means another setting, a step up in
occupancy, reconfiguration of rooms, an
acquisition, or a sale, usually requires a level
of commercial acumen and discipline that
goes beyond what got the business to where
it is today. Not less care. Just a stronger
financial platform underneath the care.
The first place cracks tend to appear
is around funded hours. The expansion
of funded provision has been genuinely
helpful for occupancy and predictability,
but it has also made nursery finances
more complex than they look from the
outside. A setting can be busier than
ever and still see its margin slip, because
the contribution from a funded place is
not the same as the contribution from a
private one, and the gap between the two
has widened, particularly for the older
age-groups. The operators who navigate
this well are the ones who stopped
looking only at headline occupancy
some time ago. They look at room-level
contribution. They understand the margin
difference between age groups, between
funded and private hours, between
stretched offers and term-time models,
and they price meals, consumables
and additional services accordingly,
notwithstanding local authority scrutiny
over what can be charged as extras.
The second place growth tends to stall
is staffing, and this is where I would push
operators to be honest with themselves.
A nursery can only grow as fast as it can
Rob Burns
staff safely, legally and consistently. If the
plan is to open a room, extend hours,
take on more under-twos or acquire the
setting next door, the staffing model has
to be tested before the decision is made,
not afterwards. What roles are needed?
What will they cost? What happens
to the wage percentage if rates rise
again? And what occupancy is required
to carry the new structure? These are
unglamorous questions, but they are
the ones that decide whether expansion
adds to the bottom line or quietly
erodes it.
The third growing pain is more
uncomfortable to talk about: knowing
what is actually holding the business back.
Owners often diagnose the problem in
operational terms, saying they need more
enquiries, more places, or higher fees,
when the real constraint sits somewhere
else entirely. Strong enquiries with flat
occupancy usually points to a conversion
or admissions issue. Strong occupancy
30 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

“The Ballards Growth
Clinic is designed
for nursery owners
and leaders who are
thinking about growth,
acquisition, funding,
and profitability.”
with weak cash usually points to billing,
funding receipts or debtor control. Full
rooms with weak profit almost always
points to wage control, session design
or fee architecture. Marketing, finance
and operations get treated as separate
conversations, but in a nursery business
they are the same conversation. The
operators who grow best are the ones who
can see the joins.
Acquisition is on a lot of owners’ minds
currently, and for good reason. Group
operators, regional consolidators and
investors are active, and for ambitious
owners acquisition can be a genuine
accelerator. But it is not a shortcut around
the fundamentals. If anything, it amplifies
them. Before buying, an operator needs
to be clear about the strategic rationale,
the quality of the target’s earnings, the
Ofsted and compliance position, the staff
stability, the lease, and what integration
actually looks like in practice. Price is only
one part of the deal, and often not the
most important part.
For anyone thinking about selling, the
same logic runs in reverse. Buyers pay
for clarity. A nursery with clean financial
information, strong management,
reliable occupancy data and a clear
compliance record will always transact
more smoothly, and at a better price, than
one where the story has to be assembled
during due diligence. Preparation, in my
experience, is usually worth more than
negotiation.
Underneath all of this sits a simpler
point. The most sustainable nursery
businesses are not always the largest. They
are the ones that convert activity into
Ballards Growth Clinic
Running and growing a nursery has never been more complex. Increased demand
fuelled by the expansion of funded hours, staffing pressures, rising costs, changes
to the Ofsted framework and a consolidating market all create both opportunity
and pressure for nursery owners and leadership teams. Specialist childcare and
early years accountancy firm, Ballards will be running a dedicated Growth Clinic at
the Nursery Management Show to help providers make sense of their options and
identify practical next steps for their business.
The clinic is designed for nursery owners, operators and senior leaders who
are thinking about growth, acquisition, exit, succession, funding, profitability
or simply getting better support around the numbers. Whether you are looking
to open another setting, buy a nursery, prepare your business for sale, improve
your management information, strengthen cash flow, review your tax position or
understand what is holding growth back, the Ballards team will provide focused,
practical guidance based on the realities of the early years sector.
Ballards advises nursery and childcare businesses on a wide range of commercial
and financial matters, including corporate finance, acquisitions, disposals, due
diligence, funding, tax planning, management accounts, budgeting and forecasting,
payroll processing, cloud accounting, profit improvement and strategic business
advice. The team works with owner-managed businesses and growing groups to
help them understand performance, protect margins, plan investment, and make
better decisions with clearer financial information.
For operators considering acquisition or expansion, the clinic can help explore
what a good opportunity looks like, how to fund growth, what buyers and lenders
will look for, and how to avoid common pitfalls. For owners thinking about exit
or succession, Ballards can advise on valuation, sale preparation, deal structure, tax
considerations and how to make the business more attractive to potential buyers.
For those not yet ready to buy or sell, the team can help identify barriers to growth,
from weak management information and poor visibility of room-level profitability
to cash flow pressures, funding mix, rising wage costs, and inefficient systems.
The Ballards Growth Clinic is not a generic accountancy drop-in. It is a practical,
commercially focused session for nursery leaders who want to grow stronger, not
just bigger. Attendees are encouraged to book a slot if they have a specific challenge
to discuss, a future transaction in mind, or simply want an informed second
opinion on where their nursery business goes next.
profit and profit into cash, and that pay
attention to the less visible things like tax
planning, capital allowances, remuneration
structures, property ownership and
succession, because those are the levers that
determine what owners actually retain,
reinvest and eventually realise.
None of this is an argument against
ambition. The sector has always been
built by resilient, values-led people, and
that is not going to change. But the next
few years will reward the operators who
combine that with commercial clarity.
Growth might mean another setting. It
might mean enhancing the one you have.
It might mean preparing the business for
sale, or deliberately pausing to consolidate
before the next move. There is nothing
wrong with growing carefully, and in
this market it may be the most ambitious
thing an owner can do.
The growing pains are real. They are
also, usually, a sign that the next stage is
close. The job is to make sure the business
is ready for it.
Our specialist early years team will be
running a dedicated Growth Clinic at
the Nursery Management Show at the
NEC in Birmingham. Nursery owners
and leadership teams will be able to book
appointments to discuss the above issues
using the link below. ■
nurserymanagementshow.co.uk/
growth-clinic
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 31

nmton the road
The road to success
Charlotte Goddard visits All A-Board nursery in Sidcup, Southeast London,
to find out how and why role play is at the heart of the setting
Celebratory bunting hangs over a
bustling high street, where a farm
shop and a doctor’s surgery rub
shoulders with a laundrette and a beauty
salon. Access from one of the shops,
rather unusually, is by a slide coming
down from the upper storey. At the café,
a child is serving an adult with juice,
while above their heads, colourful hot air
balloons float against a blue sky.
This sounds like something from Enid
Blyton’s Magic Faraway Tree, but it is all
taking place in Tiny Town, a role play
centre in Sidcup, Kent. The play street
is open to the public at weekends and at
certain times during the day, and is also part
of All A-Board nursery, located in the same
building. The setting hosts children’s parties
at the weekend, charging £400 for two
hours, plus an optional £12 a head for food.
All A-Board and Tiny Town are the
brainchildren of Olivia Board, with Tiny
Town opening first in April 2023 and All
A-Board following in January 2024. The
nursery expanded in September last year
with the addition of a baby room. Board’s
father, who works in construction, built
most of the role play street and the whole
family worked against the clock to paint
and decorate the space.
Tiny Town
The two enterprises were always supposed
to work in partnership, but the nursery
opening was delayed by Ofsted backlogs.
“Ofsted arrived to register us nine months
after we opened, they had said it would be
six weeks,” Board recalls.
Nursery children only access the play
street when members of the public are
absent, and members of the public have
no access to the nursery, which is behind
a locked door. “The street is based on my
family,” says Board. “Mia’s salon is named
after my nine-year-old daughter and Louis
the Vet is named after my old dog.”
One shop is flexible – it is currently a
laundrette, but was previously an airport
and a fire station. Board and her mother
Sandra, who also works at the setting,
take great joy in stocking the shops with a
wide range of realistic items – there is even
a wooden MRI scanner in the doctor’s
surgery. Items are sourced from everywhere
from Ikea to education supplier Hope, and
Sandra Board picks up a lot of toys from
frequent trips to the US. “They have fresh
ideas out there,” she says.
One challenge in stocking the centre is
that small items don’t always stay where
they should be. “People keep taking
the resources and they are so expensive
to replace. Kids do put things in their
pockets and walk off with them,” says
Board. “We do get people bring them
back if they have noticed – but some do it
on purpose.”
All A-Board
Inside the nursery, the over-twos are sitting
on the carpet listening to a story, and the
babies are having a nap in their room. The
whole nursery is currently learning about
life cycles, with trips planned to a butterfly
house and a farm. Children can also access
Spanish lessons, football, cookery, sensory
classes and football.
Meals are sourced from nursery food
supplier Zebedees, but healthy snacks are
prepared in the nursery’s small kitchen.
Much of the resources and furniture in
the setting was donated by Fennies Day
Nurseries, where Board’s father used to
32 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

work on maintenance.
Board currently leases the building,
previously a warehouse and a shop, but
hopes to buy it outright. “When we took
it on it was horrific, in such a bad state,”
she says. Both nursery rooms have a
garden area, and a wooden hut houses the
nursery’s “SEN Den”, a space for children
with special educational needs and
disabilities (SEND) to take some time out
if needed.
“A little boy who just left us is nonverbal,
he is going down the autism route,”
explains Board. “His family raised £1,600
for us and we were able to buy loads of
resources and convert the hut into a SEN
space, called Ernie’s Discovery Den. It
opened this year and allows our children
with SEND to take a bit of time out,
because sometimes it can get a bit much
for them in the main nursery.”
All A-Board currently looks after nine
children with SEND. “We are often
recommended by other parents because we
have made such progress with our SEND
children, parents are saying to their friends
‘oh, my son has started talking since he has
been there’,” says Board.
Top ranking
All A-Board opened with eight children
on the register, and now looks after 71,
with capacity for 140. The over-twos
room is full until September, and the
under-twos room is filling up quickly,
with some days already at capacity. All
A-Board is ranked as one of the top 20
nurseries in the whole of London by
Daynurseries.co.uk, an accolade which is
based on parent reviews.
The 37 parents who reviewed the
setting have all given it 10 out of 10,
with comments such as “We’ve seen such
positive growth in our son’s confidence
and happiness, and that speaks volumes
about the nurturing environment they
provide”. One parent of a child with
autism wrote: “After no luck with finding
a SEN nursery I decided to try All
A-Board. I was so anxious about putting
him into a general nursery setting initially,
but the nursery manager… went above
and beyond to help get support in place
for him and his diagnosis.”
When NMT visited the nursery, it had
just undergone its first inspection. Despite
some nerves, Board found it to be a
positive experience, which was reflected in
the outcome – four strong standards for
achievement, inclusion, children’s welfare
and wellbeing, and behaviour, attitudes
and establishing routines. The inspector
said: “Children look forward to daily time
in their well-resourced Tiny Town role
play area next door. This supports them
to be imaginative, to play with their peers
and build their sense of independence and
confidence.”
Board previously worked as an
unqualified nursery practitioner at a
group owned by her former partner’s
family. “I started my apprenticeship but
didn’t qualify, as I fell pregnant,” she
says. “However, I have always wanted to
have a nursery, because I have seen how
successful they can be, and I love working
with kids.”
It has been a steep learning curve. “It
has been very intense but I’m now really
aware of the statutory requirements,
the legalities around ratios, making sure
contracts are right, all the things behind
the scenes that people don’t see,” she
comments.
Role play benefits
Back in Tiny Town, Board explains
why role play is so important to the
setting. “It is so beneficial for children’s
communication, whether they are serving
the practitioner at the café or doing their
hair at the salon,” she says. “They learn
about money, about counting – how
much does that cost? I wanted to put
those real-life encounters in here because
I don’t think children get enough of that.”
Children with English as an additional
language can especially benefit, she says.
The street also encourages physical
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activity, with opportunities for climbing,
and driving the pretend cars along the
street and stopping at the traffic lights. “If
we can’t get outside as its raining, we have
a whole other area to explore,” explains
Board. “Sometimes we have children from
8 until 6, Monday to Friday and they are
seeing the same four walls all day, but we
get to break that up, we get to come in here
and they get to run around.”
Tiny Town was a huge success from the
beginning, fully booked on opening day
and hosting six parties every weekend.
Now the majority of income comes from
the nursery, although Board plans to up
the marketing for the role play, which she
says she has neglected recently.
“I put a post out on Facebook the other
day as we were quiet in Tiny Town and
suddenly eight people were saying ‘Where
is this place? It looks amazing’” she says. “I
do struggle with the advertising, as I find
myself so busy with nursery. I am trying
to dedicate a bit of time to learning about
social media, which is a massive platform.”
Media and marketing
All A-Board has a strong presence on
TikTok, with a lot of traction around an
Ofsted celebration video and 144,000
views for a video of Board and nursery
manager Hollie Stokoe building an igloo
in the setting. “That was crazy,” laughs
Board. The role play and the nursery feed
into each other, as people who come for
the play find out about the nursery, and
parents looking around the nursery are
struck by the role play street. “It definitely
benefits the nursery, we are the only
nursery with a role play village in the
area,” says Board.
Owners of role play centres are
increasingly looking to open nurseries
alongside, says Board. “I have been asked
to help someone in the North of England
set up a nursery, because she wasn’t making
any profit with her role play,” she says.
However, she warns that it’s been a hard
slog to get where she is now. “I think a lot
of mums want to open a centre like this
because they see it as a flexible business,
they think you don’t have to be here long
hours, but it is hard,” she observes. “You
have to work weekends, people expect a
hot drink when they come, so you need to
invest in that facility.”
Looking to the future, Board has
viewed a few premises with an eye to
expanding into another setting, but has
yet to find the right property. “My dream
is to build a nursery with other elements
like a soft play and a relaxing hub for
parents, a whole venue,” she says.
Meanwhile, making a success of All
A-Board has been a game changer for
Board. “I am about to book a holiday for
us all and pay for it which I never would
have dreamt I could have done as a single
mum living in a flat – I just about paid the
electricity bill every month. It has been
life-changing.”■
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 35

nmtparent engagement
Reimagine home learning
Saudaa Nadat, area operations manager at the London Early Years Foundation,
explains how the group used action research to strengthen family engagement
When the Covid pandemic
brought families indoors
and upended daily routines,
the London Early Years Foundation
(LEYF) responded with a suite of home
learning tools designed to support parents
suddenly navigating education from the
kitchen table. From activity led videos and
downloadable learning cards, to online
workshops, the organisation worked
quickly to bridge the gap between nursery
and home.
However, as the country eased back into
familiar rhythms, one insight became clear:
home learning remained an area ripe for
deeper development. LEYF recognised
that the post pandemic landscape
offered a unique opportunity to rethink
how families – particularly those from
less affluent demographics – could be
supported in continuing children’s learning
beyond the nursery door. This realisation
sparked a dedicated action research project
exploring what meaningful, inclusive
home learning could look like across its 43
London settings.
Understand the home learning
environment
At its core, the home learning
environment encompasses the everyday
interactions between parent and child –
the conversations, shared activities, and
moments of curiosity that unfold outside
formal educational settings. LEYF’s
research set out to examine its existing
approach and identify ways to strengthen
practice so that all families, regardless of
circumstance, could confidently support
their child’s development.
Ten nurseries were selected to take
part, each representing the cultural and
socioeconomic diversity of London.
Many of these communities face
significant challenges – these can include
limited access to benefits, poverty and
housing. However, LEYF’s commitment
remains unwavering: every child deserves
access to high quality early education, and
families deserve the tools to make learning
at home both achievable and joyful.
How the research was conducted
The project combined several methods
to build a rounded picture of current
practice:
• Face to face conversations with nursery
teachers.
• Online surveys completed by parents
and employees.
• Observations of home learning
interactions and pedagogical
conversations between nursery teachers
and families.
This mixed approach allowed
researchers to capture both the practical
realities and the relational dynamics
shaping home learning.
Key findings
The research reaveled several consistent
themes:
• Time pressures – Parents often struggle
to balance home learning with work
and caregiving responsibilities.
• Value of in person communication –
Both teachers and parents agreed that
face to face conversations were more
effective than app based messaging.
• Need for simple, low cost resources
– Families benefited most from clear,
practical materials that could be used
flexibly in different home environments.
• Importance of pedagogical
conversations – Tailored discussions,
rooted in children’s interests. This
boosted parental confidence and
strengthened the home-setting
partnership.
• Collaborative approaches – Co
designed, low pressure strategies were
seen as a promising way to improve
engagement and outcomes.
Recommendations for next steps
Building on these insights, LEYF outlined
several actions to enhance its home
learning offer:
• Review the organisation’s overarching
approach to home learning to ensure it
reflects current family needs.
• Refresh existing strategies, incorporating
36 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

feedback from teachers and parents,
with particular attention to supporting
children with additional needs.
• Develop training and toolkits to help
teachers lead effective pedagogical
conversations that feel open,
meaningful, and confidence building.
• Provide more adaptable, interest
based activities that resonate with
families across varied cultural and
socioeconomic contexts.
Embed research into everyday
practice – What settings can
do next
Taking research off the page and into the
heart of the setting is where real impact
happens. Reflecting on the findings,
LEYF recommends considering how these
principles can evolve into everyday best
practice across settings.
• Rethink the rhythm of daily feedback
– High quality parental engagement
starts with meaningful conversations.
Are nursery teams sharing rich,
pedagogical insights at pick up time,
highlighting not just what a child
has achieved, but how that learning
unfolded and how families can continue
the journey at home?
• Shape home learning with parents,
not for them – Effective home learning
grows from genuine partnership.
Does your offer include workshops or
sessions shaped around what parents say
they want and need? When families feel
confident, children thrive.
• Communicate the purpose of home
learning clearly – Families should
understand that home learning is
not a worksheet-driven extension of
school. Home learning is an invitation
to explore, connect and play together.
How is the message being framed,
so that it lands with clarity and
reassurance?
• Keep home learning inclusive and
accessible – Communities are diverse,
and home learning should reflect that.
Consider language needs, learning
differences, and varying levels of
parental confidence. Are materials and
approaches designed so every family can
take part and feel included?
• Connect families with the wider
community – Strong early years
practice doesn’t end at the nursery door.
Signposting families to local services
– libraries, children’s centres, SEND
support, and wellbeing groups – helps
them build a network that supports
their child’s development long after the
day ends.
When the European Early Childhood
Education Research Association
Conference convened in Bratislava last
year, LEYF was there to present its latest
home learning research and bring its
findings to a global community of early
years professionals. It was then able to
share its approach, listen to international
colleagues, and gather fresh perspectives
on home learning provision.
What emerged from this research
is a message the sector increasingly
recognises: home learning isn’t a standalone
initiative or an optional extra. It is
a natural extension of the high quality
pedagogy already happening in nurseries
every day. When families are supported
with the right tools, resources and
confidence, the learning that begins in
the setting continues seamlessly at home.
And the evidence is clear – effective
home learning is strongly linked to higher
academic achievement later in formal
education.
Ultimately, empowering families
strengthens outcomes. By nurturing
this partnership, we give every child the
strongest possible foundation to thrive.■
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 37

nmtwellbeing
Dual-purpose relaxation
Alice Thres, marketing assistant at Chalk Nursery Group, explains the thinking
behind the group’s new staff wellbeing initiative, Restful Rituals
Abusy room full of children at play.
Shouts, screams and laughter
(quick – are they happy or sad?).
Endless calls of your name. Nappy
changes, messy play, observations to
record, the phone is ringing and tiny
hands tugging at your sleeve. A hundred
spinning plates and at the centre, a human
being trying to cope with a smile. We all
know the phrase “you can’t pour from an
empty cup” – but what if your team can’t
find the tap?
This is why Chalk Nursery Group
has committed to wellbeing as a core
value within its nurseries. Working with
wellness consultant Carlie Barlow and
childcare, play and wellbeing specialist
Candy Wellard, we’ve built Restful
Rituals – a programme that combines
expertise, research and authentic passion.
“We’re incredibly proud of this new
initiative, in particular it’s dual purpose,”
says Sinead Johnson, Chalk Nursery
Group’s chief executive. “Restful Rituals
was created with both children and staff
in mind. It’s about acknowledging that
our own wellbeing is paramount, the
foundation on which everything else
is built. We are providing tools so the
team can self-regulate and create pockets
of calm for themselves within the busy
working day, empowering them to ‘fill
their own cups’.”
Restful Rituals is a multi-sensory
approach where rest is not just limited to
nap time, but peaceful moments are woven
into the day allowing children the chance
to recharge, regulate, and process emotions.
Practitioners start by playing a carefully
curated soundscape, designed to be a
comforting anchor for sleep and calm.
‘Pink noise’ provides the backdrop
(deeper than white noise and therefore
promoting a greater level of rest) while
practitioners use gentle instruments such
as ocean drums and meditation chimes to
recreate the sounds of nature.
It’s not about music theory or deep
knowledge, just the intention to create
a peaceful, calming atmosphere. The
soundscape can be played in full during
sleep times, or shorter edits are used
for moments of calm throughout the
day to support the regulation of
children’s emotions.
It’s a multi-sensory experience, too.
With older children, practitioners use a
Sinead Johnson
gentle room spray with a blend of essential
oils – a scent that becomes familiar over
time, a predictable signal for calm. This,
combined with lowered lighting and
the soundscape, provides an atmosphere
where children can fully transition to a
state of rest.
Chalk has created its own unique song,
“Restful Rituals is a multisensory
approach where
rest is not just limited to
nap time, but peaceful
moments are woven into
the day allowing children
the chance to recharge,
regulate, and process
emotions.”
38 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

“Supporting child
wellbeing and staff
wellbeing are not two
separate goals; they
are two sides of the
same coin.”
‘My Magic Breath’, which combines
positive affirmations with physical
actions such as tender butterfly hugs
and powerful superhero poses. The song
conveys a simple message – that we all
have the power inside us to manage our
emotions. Intentional pause points in
the song allow children – and staff – to
practise deep breathing and humming,
which stimulates the vagus nerve and
promotes self-soothing.
The rituals can be extended or
shortened depending on the age of the
children and situation. There are short
resets that only last a few minutes,
extending out to multi-step options
that allow children to fully embrace the
moment of calm. Some can be used for
processing frustration, recharging low
energy, or recalibrating after a transition.
There are also variations, depending on
whether the group is younger babies,
toddlers or pre-schoolers – and the
process can even be adapted to each
child’s individual emotional state.
“We have been using the soundscape
during sleep time for the past two months,
and the team has noticed that the children
are falling asleep more easily and sleeping
for longer periods,” says Karolina Bartyzel,
manager of Katey’s House nursery in
Teddington, part of the Chalk Nursery
Group. “The ‘Magic Breath’ song is now
played across all rooms, and the children
absolutely love it, especially when they
get to blow up their big balloon while
holding hands together. The staff love it
just as much and often sing it throughout
the building. There isn’t a day that goes by
without hearing a staff member singing it
on their way to the staffroom.”
Supporting child wellbeing and staff
wellbeing are not two separate goals;
they are two sides of the same coin. By
embedding and embracing these rituals,
we create an environment where both the
practitioner and the child have permission
to pause, breathe, and ultimately thrive
“Our teams give so much every day,
Restful Rituals is about creating space
for them to pause, so children can
feel calm, settled and ready to thrive,”
concludes Johnson.■
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 39

nmtsponsored content
Purple Lion Day Nurseries:
a growing family
Purple Lion Day Nurseries reflects on its journey so far as it celebrates the successful
opening of its fifth setting in Hadleigh
Purple Lion Day Nurseries continues
its growth across Essex and London
with the opening of its fifth setting
in Hadleigh-Benfleet, on 5 November
2025 – a milestone that reflects both
Purple Lion Day Nurseries vision and the
strength of its family-focused ethos.
The new Hadleigh-Benfleet setting has
undergone a complete transformation
from a large detached office building
into a thoughtfully designed early
years environment. With exceptional
furnishings and a spacious, engaging
garden, Hadleigh offers children a
rich opportunity to explore, learn and
thrive. Since opening, the nursery has
already seen high demand from families,
demonstrating the growing recognition of
Purple Lion’s unique approach, alongside
its well-established settings in Chingford,
Benfleet, Buckhurst Hill and Wapping.
The core principles of Purple Lion Day
Nurseries were first created in 2019 by
founder Hardus Meyer, who identified
a need to bring positive change to the
nursery sector. Having previously worked
with over 50 nurseries across London
through his sports coaching business,
he recognised an opportunity to create
“We prioritise each child,
each family, and each
team member individually,
creating a nurturing
environment where
every child receives the
education and care they
need to flourish.”
environments that place equal importance
on children, families and staff – fostering
a culture where individuality, care and
positivity are at the centre of every
experience.
Over the past seven years, this vision
has developed into a strong and clearly
defined ethos, with the group celebrating
its seventh anniversary in April this
year. Purple Lion Day Nurseries has
grown from a single idea into a thriving
organisation built on care, creativity
and community.
At the heart of the group is Our
Mission. In a world where many nurseries
are driven by profits, our focus is different.
We prioritise each child, each family, and
each team member individually, creating a
nurturing environment where every child
receives the education and care they need
to flourish.
Individual focus
Caring for one child, one family, one team
member at a time, ensuring personalized
attention for everyone.
Positivity
Embracing a positive outlook in every
situation, bringing optimism and
encouragement to our community.
A fun learning environment
Creating a joyful, engaging atmosphere
where children and team members can
learn, grow, and have fun together.
“Every nursery has helped shape who
we are,” the leadership team explains.
“We’ve grown by understanding what
children need to feel secure, inspired and
able to thrive.”
This collective learning has come to
life in Purple Lion Hadleigh – described
as the group’s ‘vision nursery’. Now open
40 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

“Open-plan environments
encourage curiosity and
independence, while
carefully designed cosy
areas provide comfort
and reassurance.”
and already thriving, the setting brings
together the very best of Purple Lion’s
experience and values.
From the moment families enter, there
is a strong sense of warmth and belonging.
Open-plan environments encourage
curiosity and independence, while
carefully designed cosy areas provide
comfort and reassurance. Every space has
been created with intention, balancing
creativity, exploration and calm.
The outdoor environment is a standout
feature. The expansive garden, complete
with handcrafted transport units designed
and built by the team, allows children to
immerse themselves in imaginative play.
Whether driving a train, sailing on an
adventure, or navigating a busy city, these
experiences support communication,
creativity and social development in
meaningful ways.
While the environment plays a key role,
Purple Lion’s success is firmly rooted in
its people.
“Our staff are the heart of everything
we do,” the team shares. “Their passion
and dedication create the warm, joyful
atmosphere that families recognise as
Purple Lion Day Nurseries.”
Early years director Elena Dumitru
reflects on both her personal journey and
the growth of the organisation: “I joined
Purple Lion Day Nurseries because I was
inspired by the ethos and mission. The
sense of family and care we offer every
day for children and staff motivates and
reminds us why we chose to work in
childcare in the first place. We all want to
make a difference in children’s lives and in
the lives of those around us – and that is
exactly what Purple Lion is doing.
“I feel incredibly proud – not only of
how far we have come as a company, but
also of my own personal journey within
Purple Lion. It hasn’t always been easy;
we have faced many ups and downs along
the way. But what makes me most proud
is how we came together as a team during
those moments. Through hard work,
passion and a shared belief in what we do,
we overcame every challenge and became
stronger and better because of it. Our
staff are truly at the heart of everything
– their dedication, care and commitment
make Purple Lion what it is today. I am
so excited to see what the future holds for
Purple Lion Day Nurseries.”
Partnership with families remains
central to the Purple Lion approach. By
building strong, trusting relationships,
the team ensures every child feels secure,
supported and able to flourish.
As the group continues to grow, its
focus remains firmly on maintaining
quality, consistency and its unique sense
of community. The success of Hadleigh
reflects not just expansion, but the
strength of a vision brought to life.
The opening of this fifth setting marks
an exciting new chapter – one guided
by love, learning and a deep belief in the
magic of early childhood.■
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 41

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42 NURSERY MANAGEMENT TODAY January/February 2026 nmt-magazine.co.uk

nmthealth and safety
Canine safety
Children under the age of four are the most likely to be admitted to hospital following a dog bite.
RSPCA press officer Amy Ockelford explains how nurseries can help prevent dog-related injuries
The RSPCA is encouraging early years education providers in
England and Wales to teach children how to interact safely
with dogs in a bid to reduce the number of children being
injured in dog-related incidents.
NHS data shows that children below the age of four are the most
likely to be admitted to hospital with an injury caused by a dog bite
or strike.
The RSPCA – a founding member of the Pet Education Partnership
(PEP) – is now calling on early years education providers to include
dog safety in curricula. PEP is a collaboration for the provision of pet
education resources supported by the charity and Blue Cross, Cats
Protection, Dogs Trust, Raystede, USPCA and Woodgreen.
Dr Samantha Gaines, head of the companion animals science
and policy department, part of the advocacy and policy directorate
at the RSPCA, says: “Dogs and children can have really special
relationships and be great friends.
“Our canine companions can help children develop kindness,
understanding and respect for living things, while having a dog can
improve a child’s social skills and caring for a pet can encourage
responsibility.
“But as parents and early years educators, we have a responsibility to
teach children how to interact safely with dogs, whether their own pets
at home, or with other pets out in public places.”
The PEP provides educational material and resources to help
introduce these topics to young children.
RSPCA education advisor Caroline Francoli says: “Just like we
teach children to cross the road safely, we should be teaching them
how to interact safely with dogs. Learning how to interact safely will
help to keep dogs happy and kids safe.
“Figures suggest there are more than 15 million dogs across the UK
and that almost half of all households have a pet dog, so it’s vitally
important that we help them learn how to behave appropriately
around them.
“Worryingly, our own PEP research found that 66% of children
have had a negative encounter with a pet (73% of which involved a
dog), including 25% who said a pet growled at them and 19% who
said their pet had nipped them.
“Early years educators play a big role in helping deal with this and we
have a wonderful opportunity to create a golden generation of animallovers
who not only understand how to treat animals with kindness
and compassion, but also how to read their body language and respect
their boundaries.”■
“Learning how to interact safely will help to keep
dogs happy and kids safe.”
Top tips for interacting safely with dogs at home
1. Giving dogs space is important – especially if they’re
eating, drinking, resting or playing by themselves.
2. Affection looks different to dogs – while hugs and
kisses are how we show someone that we love them,
dogs can find them quite worrying.
3. Play ‘two-toy fetch’ – play with two toys so you’re
never taking a toy from a dog but retrieving the toy
while they chase the other you’ve just thrown.
4. Give dogs choice – allow dogs to move away from us
when they want to.
5. Create a safe space – help the grown-ups create a
special cosy spot for dogs to retreat to when they need
a time-out.
Top tips for reacting to dogs when out and about
1. Stay calm and quiet – don’t run up to them or make
loud noises as this can startle them.
2. Check, call, count – check with the dog’s owner if
you can say ‘hello’, then pat your legs and call the dog’s
name, wait for it to approach and give three strokes
under the chest or on the shoulder) before allowing
the animal to move away if it chooses to.
3. Respect every dog and owner’s choice – who may
feel it’s better not to say ‘hello’.
4. Be a statue – if a dog runs up to you and you feel
nervous be a statue, stay still, cross your arms, look
away and throw away anything they may want (like a
ball or toy), wait for a grown-up to help.
5. Be a tortoise – if you fall and they approach, curl up
in a ball like a tortoise and wait for a grown-up to help.
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 43

nmtoperations
Nursery managers round-up
Whether it’s writing their own book or racing ducks, managers across the UK are going
that extra mile. We round up some of the things you’ve been getting up to
Aspiring author
Colchester nursery manager Carla Gunn has self-published a
children’s book, a creative and educational A to Z of animals,
designed with nursery aged children in mind. Gunn, manager at
Oakleigh Montessori, has worked in early years leadership roles
for around five years.
What Letter Shall We Look at Today? uses animal characters
to help children explore emotions, language and communication
in an engaging and accessible way. “I was inspired to write it
through my work in early years, where I’ve seen how powerful
storytelling and familiar themes like animals can be in supporting
children’s emotional development and literacy,” explained Gunn,
whose own children contributed to some of the artwork.
“As someone with dyslexia, I also invested in professional
double editing to ensure the highest possible quality,” she said.
“Turning 40 this year felt like the right time to be brave and go
for it.” The book is available on Amazon, Waterstones online
and Blackwell’s.
Birds of a feather
The Ready Generations Nursery in Belong is located within a
dementia village in Chester. Children from the nursery joined
residents at the home to create a special duck which took part
in the Chester Duck Race in April. The children joined Belong
residents to put their ideas onto a blank duck template, then got
together in the village’s creative studio to discuss the ideas and
decide on a final submission.
Ali the duck promotes the Alzheimer’s Society and is
decorated with blue and purple forget-me-not flowers. Sunglasses
and a hat were added to help him stand out from the crowd. On
Ali’s back sits Duckby, half duck, half bee, representing Belong
Chester’s monthly dementia cafe, B’s Café.
Nursery staff and children attended the race with representatives
from Belong. Hans Kelly-Slack, creative activities assistant at
Belong Chester, said: “We had great fun creating our floating
friends, working as a team with our customers joining young
friends from the nursery. There was no podium place for Ali and
DuckBy this year, but we made some wonderful memories with
the community and that’s the most important thing.”
Magic moments
Managers at Fennies Nurseries came together with support office
staff for a day of collaboration and inspiration called ‘The Magic
of Early Years’. The day began with a talk from Fennies’ senior
leadership team, followed by a 30-minute ‘laughter session’ led by
coach Sunny Turner.
Teams then engaged in a series of interactive activities designed
to showcase creativity and problem-solving. Crystals were
awarded for each team’s performance, with the leading groups
getting the chance to take on the ‘dome challenge’ inspired by
classic TV gameshow Crystal Maze.
“The Magic of Early Years conference is a reminder of the
extraordinary power we hold in our hands every single day,” said
Eleanor Richfield, head of education at Fennies Nurseries.
Nourishing nurseries
Chelmsford MP Marie Goldman presented Chloe Sanders,
nursery manager at Seymour House Lawn Lane in Springfield,
44 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

Chelmsford, and her team with a Nourishing Our Future Award,
during a visit to the setting. The award is part of a wider Essex
initiative that is supporting early years settings to strengthen
practice and create lasting improvements in how children
experience food
Across Essex, the Nourishing Our Future programme,
delivered in partnership with Essex. County Council and Anglia
Ruskin University, is supporting nurseries to take a consistent
and practical approach to food and nutrition. It highlights what
can be achieved when early years teams have access to the right
training, resources and support, and it is making a meaningful
difference for children and families across the county.
Goldman said: “It was a pleasure to visit Seymour House
and see first-hand the care that goes into supporting children’s
nutrition in the early years. This is a priority I’m working on
both locally and in Westminster. As co-chair of the All-Party
Parliamentary Group on Dietary Health and an officer of
the Cross-Party Parliamentary Group on a Fit and Healthy
Childhood, I’m pushing for stronger action on children’s
nutrition from early years through to school food. It is clear that
when settings are given the right support and resources, they
can create really positive food environments where children feel
confident to explore and enjoy a wide range of foods.”
Mark of distinction
The Stables Day Nursery, based in Swinton, Manchester has been
awarded the Gold Standard Millie’s Mark by the National Day
Nurseries Association, in collaboration with the Department for
Education and Millie’s Trust. Millie’s Mark was created by the
parents of Millie Thompson, who died after choking at a nursery
in 2012, for nurseries to demonstrate the crucial first aid skills
needed in any situation.
Kim Ratcliffe, area manager of Stables Day Nursery said:
“Achieving Millie’s Mark is an incredible accomplishment
for our team and something we are immensely proud of. This
award reflects months of dedication, training, teamwork and
commitment to maintaining the highest possible standards of
safety and care for our children.”
She added: “Being recognised in this way demonstrates
how passionate our staff are about creating a safe, nurturing
environment where children can thrive.”
Nicola Lansley and Jeanette Hardman, directors at The Stables,
stated: “This recognition reflects our shared vision of creating
a nursery where children are not only happy and nurtured, but
where parents can feel reassured knowing their children are in
safe and capable hands.”
Landmark achievement
Danielle Larkin, nursery manager at Little Adventurers Nursery
in Upminster, Essex, took on the London Landmarks Half
Marathon and raised £500 for Great Ormond Street Hospital.
“I signed up for the London Landmarks Half Marathon because
I wanted a challenge myself on distance beyond a 5K and I
genuinely enjoy running,” said Larkin. “Taking part in such
an incredible event was an amazing experience, and I loved
every minute of it. It was definitely hard at times, but crossing
the finish line before my 2:20 goal made extra special, and I’m
already looking forward to doing another half marathon in
the future.”
Larkin said that raising money for Great Ormond Street
Hospital “was also a real privilege, as the charity is very close
to our family’s heart. The work they do to support and push
the potential of children is truly inspiring, and as a nursery
manager, helping children thrive and achieve their full potential
is something I am deeply passionate about too.”■
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 45

The ultimate tool for
recruiting and managing
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nmtleadership
Meet the manager
In our series showcasing the sector’s nursery managers, we find out about Kerry Braulik, nursery
manager at Partou Sycamore House Day Nursery & Pre-school in Bishop’s Stortford, Essex
Why did you want to work in
early years?
Becoming a parent myself, and raising
a very busy, mischievous son, led me to
join a short parenting course focused
on managing behaviour. I found it
fascinating, and the skills I learned
made a huge difference to my approach
to parenting and helped my son’s
development. It inspired me to pursue a
career in childcare, as I felt a real passion
to continue learning and to support other
children and families in the same way.
What are you most proud of
achieving as a manager?
Winning ‘Nursery team of the year’ at our
Partou conference last year is something
I’m incredibly proud of. For me, it reflects
the strength of the team we’ve built
together. When a team feels supported,
valued and inspired, that passion
naturally shines through – and ultimately,
it’s the children and families who benefit
the most.
What’s the best thing about the
setting you manage?
Its uniqueness. It has a real home-fromhome
feel – warm, comforting and
welcoming for both children and families.
What’s the best training you have
been on?
The most impactful training I’ve been
on was around behaviour management
“Trust yourself and
don’t be afraid to take
opportunities, even if
they feel outside your
comfort zone.”
and understanding children’s emotional
development. It not only shaped my
approach as a parent but continues to
influence how I support children and
guide my team every day.
What is the most challenging part
of being a nursery manager?
Wearing many hats can be challenging
– balancing leadership, supporting staff,
working with families, and ensuring the
best outcomes for children. However, I
see this as a positive challenge, as it allows
me to make a real difference across all
areas of the setting.
If you could invite three people
to dinner, who would they be
and why?
Bridget Phillipson – to have an open
conversation about the realities of
working in early years and how we can
better support the sector. A parent from
my setting – to ensure I always stay
connected to the families we support
and continue to improve what we offer.
And my younger self – to reflect on how
far I’ve come and remind myself why I
started this journey.
What do you do to look after
yourself when things get stressful?
I make time to reset and recharge
– whether that’s a bit of pampering
like getting my nails done, practising
breathing techniques, or exploring reiki.
Taking that time helps me stay calm
and focused.
What advice would you give your
younger self?
Trust yourself and don’t be afraid to take
opportunities, even if they feel outside
your comfort zone. Growth comes from
those moments, and every experience
helps shape who you become.
Kerry Braulik
“When a team feels
supported, valued and
inspired, that passion
naturally shines through
– and ultimately, it’s the
children and families
who benefit the most.”
What is the one thing you
would change about the early
years sector?
I would ensure that early years
professionals receive the recognition
they truly deserve. It’s a highly skilled
and demanding role, and greater
acknowledgment and support would
help retain passionate practitioners and
strengthen the sector as a whole.
What three things would you take
to a desert island?
A photo of my family. My cat (for
comfort and companionship). And a big
bag of cheese and onion crisps.■
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 47

nmtbusiness
Making Montessori manageable
Arike Disu, founder and director of Fountain Montessori, tells Charlotte
Goddard why the group is taking a franchise approach to expansion
Like many nursery founders, Arike
Disu set up the Fountain Montessori
group 20 years ago when she was
unable to find quality childcare for her
daughter. “I looked everywhere for a
high-quality nursery and the ones that
really stood out to me were Montessori,”
she says. “However, the challenge was that
many weren’t set up for working mums at
the time, as they didn’t tend to offer 8am
to 6pm opening hours.”
Fountain Montessori now
comprises four settings in London and
Hertfordshire. The nurseries aim to create
a nurturing, child-centric environment
where children learn at their own pace,
building on their natural inclinations,
and are accredited under Montessori
Global Education’s Standards, Training,
Accreditation, Review (STAR) quality
recognition framework.
An accountant by profession, holding
a Chartered Institute of Management
Accountancy qualification, Disu is now
looking to use her business acumen
to support others in their dream of
opening a Montessori setting. “I feel that
Montessori doesn’t have a voice in the
UK nursery sector,” she says. “Sadly, a lot
of the Montessori nurseries and schools
have closed, often due to lack of business
awareness and skills on the part of the
managers and owners. A lot of people
were great at managing their nurseries in
terms of quality, but they didn’t have the
business expertise, they didn’t know how
to access finance, many of them don’t even
have a pension, even though they’ve given
20 to 30 years of their lives to the sector. It
would be nice to help somebody who was
a manager with a dream to open and own
her own nursery as well, but who did not
know how to access business support.”
Disu is currently working with three
potential franchisees, to help them set up
and run Fountain Montessori-branded
settings. Franchisees will pay an initial fee
to cover set-up, plus an ongoing franchise
fee paid from turnover. “It covers Ofsted
registration, HR, training, recruitment,
access to policy templates, recruitment,
finding a property, legal support, setting
up with a good accountant and getting
their books straight from beginning,
helping them to build their cash flow and
giving them access to banks, so that they
can get the best deal,” says Disu, who also
offers leadership mentoring as part of the
package and will support franchisees to
set and meet business objectives ranging
from weekly and quarterly to five- and
ten-year goals.
Arike Disu
Potential franchisees could be area
managers or managers at existing
nurseries, who are interested in owning
their own setting, but might also be
people from outside the sector who are
looking for another project, says Disu.
“We’re looking for people who have
passion and good intentions, but also
the finances, because it does cost to run a
nursery,” she says. “The three people that
I’m currently talking to are people in their
fifties who are looking for what’s next in
their career – they have savings that they
can put in..”
Disu hopes her approach will give
Montessori nurseries more of a voice
in the sector, and encourage parents to
consider the approach as an option, by
making it easier to open a Montessori
setting. “A lot of people assume
Montessori is elitist or too specialist, but
I feel that is a missed opportunity,” she
says. “You hear about the importance
of limiting screens, going back to
nature, having hands-on activities.
Neurodivergent children in particular
thrive in a nurturing space where
learning is individualised. That is the
root of Montessori; it is what we’ve
always done.”■
48 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

nmtshow preview
It’s showtime
The Nursery Management Show is the largest event dedicated to nursery management
and leadership. NMT rounds up some of the opportunities on offer
On 26 June, leaders and managers
in the nursery sector will gather
at Birmingham’s NEC for a full
day of insightful content, discussion and
networking opportunities at the Nursery
Management Show 2026.
With four content theatres, more
than 60 industry-leading speakers and
more than 100 exhibitors showcasing
innovative products and services, the
show is an unmissable opportunity for
nursery leaders.
NMT Owners Club Theatre
Sessions throughout the day cover topics
including the benefits of both organic
and acquisitive growth, and sustainable
business models. Leah Turner, cofounder
of broker Owen Froebel, will
talk delegates through an analysis of the
current nursery deal landscape, while
Dane Hardie, co-owner and managing
director of Claygate Montessori School,
and a board member at Skylarks, will take
a deep dive into costs and fee structures.
Leadership Theatre
Best Start in Life Champion Sue Robb
will provide an update on progress on the
government’s Best Start in Life strategy.
Find out more about government policy
and its effect on the sector from expert
speakers such as Early Years Alliance
chief executive Neil Leitch, National Day
Nurseries Association chief executive
Tim McLachlan, and Clare Roberts, chief
executive of Kids Planet Day Nurseries.
Other sessions focus on marketing and
branding, apprenticeships, recruitment
and retention, and effective team
development and management.
Operational Excellence Theatre
Ofsted’s Wendy Ratcliff, principal officer
early education, and Jayne Coward,
deputy director early years regulatory
policy and practice, will talk about the
renewed inspection framework. Other
panels throughout the day will focus on
issues including school readiness, working
with babies, safeguarding, parent relations
and maintaining quality in a growing
nursery business.
SEND Theatre
From having that difficult first conversation
with parents, to navigating funding, the
popular SEND Theatre will tackle a range
of important issues. Hear from Catherine
Mole, chief executive of Dingley’s Promise,
Jodie Reed, co-chief executive of Home
Start and Thomas Emmett, partner at law
firm Gerrards, on the upcoming SEND
reforms and their relevance to the early years
sector. Other sessions will focus on early
identification of SEND and Ofsted’s focus
on inclusion, while providers including
Naturally Learning and Dingley’s Promise
will share practical insights around how to
support children with additional needs.
Mentoring Clinic
Following its successful launch in
2025, the Nursery Leaders Mentoring
Scheme will feature again at the Nursery
Management Show this year. The scheme
is designed to inspire, empower, and
connect professionals across the early
years sector. Whether you’re just starting
out, or looking to take your next big step,
this is your opportunity to gain direct
insight from the very best in the industry.
Get one-to-one advice from industryleading
nursery owners, chief executives,
managing directors and more.
Mentors include Tom Filer, founder
and chief executive of Little Adventures
nursery group and Mandy Richardson,
managing director of Naturally Learning,
both recognised in NMT’s inaugural
Power List earlier this year (see page 50).
Other senior figures giving their time to
support the sector include Deena Billings,
European quality and safeguarding
director at Busy Bees, Freya Derrick,
managing director at Hopscotch Day
Nurseries, and many more.
Mentoring slots are limited and are
allocated on a first-come, first-served
basis.■
To sign up for free tickets to the show,
book a slot in the mentoring clinic and
access a full agenda and list of exhibitors,
visit: nurserymanagementshow.co.uk
For exciting new adventures, Hope is all you need
Shop all new for 2026 at hope-education.co.uk
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nmtawards
We’ve got the power
Nexus Media’s first-ever NMT Power List brought together the great and the good
from across the sector in a sparkling awards ceremony
Leading figures from the early
education and childcare sector were
recognised at the first-ever Nursery
Management Today Power List Awards
in April, which shone a spotlight on the
amazing work happening across the early
education and childcare sector, and the
leaders who make it happen.
Organised by NMT publisher Nexus
Media Group, the ceremony was held at
the Marriott Grosvenor Square in London.
A total of 15 trophies were handed
out by guest host, comedian Sally-Anne
Haywood.
“I feel incredibly honoured to receive
this award and very humbled by it,” said
Mandy Richardson, who picked up the
first award of the night for ‘Entrepreneur
of the year’. “I don’t naturally see myself as
an entrepreneur, I simply feel passionate
about creating something authentic
and meaningful for children, rooted in
nature and respect for early childhood.
To be recognised in this way is incredibly
special. This is truly a shared achievement;
my team bring the vision to life every
single day.”
Tom Filer, chief executive of Family
Adventures Group, said: “I’m honoured
to have won ‘CEO of the year’ in the
medium group category, and what makes it
even more special is that I shared the stage
with my co-founder and wife Laura Filer,
who also won ‘CMO of the year’ across
all nurseries. There were incredible other
finalists in both of our categories, and we
were lucky to be in the room with some
absolute legends of the early years sector.”
Dan Goodman, a partner at The
Harkalm Group, said: “Being named
‘Investor of the year’ at the NMT Awards
2026 is a lovely accolade and one I’m very
proud of, however this is very much a
collective achievement. Huge credit to the
team at The Harkalm Group; it reflects
everyone’s hard work and commitment.
Congratulations to all the other finalists;
it’s a privilege to be recognised alongside
such strong names in the sector.”
Kids Planet scooped two awards: ‘CEO
of the year’ in the large group category
for Clare Roberts, and ‘M& A director
of the year’ for Matt Ritchie. “It’s a real
honour to be recognised alongside so
many aspirational leaders across our
sector,” said Roberts. “I see my role as a
genuine privilege – one that allows me to
support and positively impact the children,
families, and colleagues across the Kids
Planet family. Ultimately, everything we
do is about raising standards and delivering
excellence in early years, and I’m incredibly
proud of the dedication our teams show
every day to make that happen.”
Ritchie added: “It is a privilege to drive
growth with excellent people, upholding
50 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

Clare Roberts, chief executive, Kids Planet Day Nurseries
purposeful values that remain consistent
with the day Kids Planet was founded.
Congratulations to all the winners and
finalists on the night – it was an honour
to share the stage with such prominent
names in the early years sector. This
recognition is shared with all teams at
Kids Planet that make growth possible.”
Amol Devani, chief executive at Bright
Little Stars, said: “Winning the ‘CEO
of the year’ award for groups under 10
settings is something I feel incredibly
proud and humbled by. More than
anything, this recognition belongs to
the people around me. In truth, I almost
didn’t submit the application at all. It was
our head office team who encouraged me
to put myself forward. They reminded
me that while the award may carry an
individual title, everything we have
achieved at Bright Little Stars has always
been a collective effort built on passion,
dedication, and teamwork. This award
feels like recognition for the entire Bright
Little Stars Nursery family.” ■
Winners
Entrepreneur of the year: Mandy Richardson, Naturally Learning
Investor of the year: Dan Goodman, The Harkalm Group
CEO of the year (large group): Clare Roberts, Kids Planet Day Nurseries
CEO of the year (medium group): Tom Filer, Family Adventures Group
CEO of the year (small group): Amol Devani, Bright Little Stars
Education/quality director of the year: Jackie Cambridge, Happy Days Nurseries
CFO of the year: Toni Kilby, Happy Days Nurseries
COO of the year: Rebecca Casserly, Nurtured Childcare
CMO of the year: Laura Filer, Family Adventures Group
HR director of the year: Emma Langford, Busy Bees Nurseries
M&A director of the year: Matt Ritchie, Kids Planet Day Nurseries
Debt provider of the year: Barrie Davison, NatWest
Legal advisor of the year: Chloe Parish, Stephensons Solicitors
Consultant of the year: Arun Kanwar, Cairneagle
One to watch: Jordan Tully, Toots Day Nursery Group
Tom Filer, chief executive,
Family Adventures (centre)
Charlotte Goddard, editor, NMT
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 51

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52 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

nmtawards
Support for excellence
The National NMT Nursery Awards are the largest awards recognising outstanding
contributions in the UK early years sector. In the second of a two-part series, our
sponsors explain why they make a real difference
The National NMT Nursery Awards celebrate standout
nursery providers, teams and individuals who are making a
real difference in early years education.
The awards could not happen without the support of our
sponsors. Here they shine a spotlight on the importance of each
category, and explain why they get involved, and what the awards
mean to the sector as a whole.
Entries for the National NMT Nursery Awards 2026
opened in June. For a full list of categories and sponsors visit:
nationalnurseryawards.com
Lifetime achievement
Sponsored by Christie & Co
Courteney Donaldson,
managing director,
childcare and education
At Christie & Co, we’re proud
to support the National NMT
Nursery Awards in recognising
the quality, leadership and
innovation that keep the day
nursery sector moving forward.
As specialist advisors to owners,
investors and operators, we see
daily how great nurseries are built on passionate people, strong
governance and long-term vision. Sponsoring this year’s Lifetime
achievement award is especially meaningful as it honours those
whose commitment has shaped childcare for generations.
Outstanding contribution
of an individual
Sponsored by RAFAKidz
Josie Mapes,
executive director
We are delighted to be
supporting the National NMT
Nursery Awards and helping
to shine a light on those doing
incredible work in our sector,
day in, day out. At RAFAKidz,
we know first-hand that the
only way we can make a positive
difference to children’s lives is thanks to the dedication and
hard work of our staff. The Outstanding contribution category
recognises and celebrates individuals who go the extra mile in
their role to achieve fantastic outcomes for the children and
families they support, of which we know there will be many
across the sector.
Individual nursery of the year
Sponsored by: Kids Planet
Clare Roberts, chief executive
We are proud to support the NMT awards, which celebrate the dedication
and expertise across our sector. The ‘Individual nursery of the year’ category
is especially important, recognising settings across the UK where high quality
education, strong safeguarding cultures and inspirational leadership come
together to create safe, nurturing environments for children and families. We
look forward to celebrating the continued progress and the many examples of
excellence seen across early years education and care.
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 53

nmtawards
Apprentice of the year
Sponsored by Family First
Emily Burgess,
director, early years
Family First is proud to
support the National
NMT Nursery Awards,
which shine a light on
the remarkable people
whose passion and
expertise elevate early years
education. We are especially
honoured to sponsor
the ‘Apprentice of the year’ category. Apprentices bring
enthusiasm, a love of learning, and a deep commitment to
making a meaningful difference for children and families.
By celebrating their achievements, we champion the next
generation of early years professionals, nurturing their
growth, strengthening our workforce, and helping to create
the foundations from which every child can truly thrive.
New nursery of the year
Sponsored by The Childcare Company
Gareth Reichers, director of
growth and partnership
At The Childcare Company,
we’re proud to support the
annual National NMT Nursery
Awards because they celebrate
the passion, innovation and
resilience that drive our sector
forward. Sponsoring the ‘New
nursery of the year’ category
is especially meaningful to
us. New nurseries bring fresh
ideas, create local jobs, expand
high-quality childcare options for families, and strengthen
communities. They give parents greater choice and confidence,
while boosting the wider economy by enabling more people
to return to work. Supporting new settings means investing in
the future of early years.
Forest/beach school of the year
Sponsored by Naturally Learning
Mandy Richardson,
managing director
Childhood should be muddy,
windswept and rooted in the natural
world. At Naturally Learning, we are
passionate about ensuring that all
children have the opportunity to play,
explore and learn in nature.
Outdoor learning is at the heart
of everything we do at Naturally
Learning. Our children spend much
of their time outside, immersed in our outdoor classrooms and
gardens, where every day brings new opportunities to explore, take
risks and learn in meaningful ways.
We are proud to offer award-winning forest and beach school
sessions, where children can be found in the woods or on the coast,
building independence, resilience and confidence through access to
wild spaces and risky play.
This award celebrates those who share that commitment; educators
and settings that recognise childhood is richer, healthier and more
connected when it is rooted in nature. We are proud to stand
alongside them and champion the importance of outdoor learning
for every child.
Nursery operations/area manager of the year
Sponsored by CPOMS
Rick Gardner,
managing director
At CPOMS, we’re proud to
support the National NMT
Nursery Awards and celebrate the
incredible professionals helping
to shape early years education.
Sponsoring the ‘Nursery
operations/area manager of
the year’ category is especially
meaningful, as these leaders play
a vital role in creating safe environments where children and
teams can thrive. Their dedication, leadership and commitment
behind the scenes is essential to the success of nurseries across
the sector, and we’re delighted to recognise and champion their
achievements at this year’s awards.
54 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

Deputy manager of the year
Sponsored by Family
Adventures
Tom Filer, chief executive
The deputy manager role is
absolutely vital in any setting;
they are often the unsung
heroes who help to keep
everything running smoothly,
supporting teams, children and
families alike. Their dedication,
adaptability, and leadership make
a real difference every day, and
recognising their efforts is something we’re passionate about.
Inclusive nursery/group of the year
Sponsored by Little Pioneers
Jo Turley,
chief operating officer
We believe in celebrating
excellence, whether that’s during
the day in the nursery or on a
wider scale. Recognising the
outstanding work of teams and
individuals helps strengthen
the early years sector and builds
relationships that help children
thrive.
Inclusivity is central to our cooperative values; it’s essential
for nurturing confident, kind and inclusive children. We believe
all children should be treated fairly and that all families feel
welcomed and supported. That’s why the ‘Inclusive nursery/
group of the year’ category is vital; it celebrates environments
where every child belongs and thrives.
Nursery indoor learning environment
of the year
Sponsored by: YPO
Martin Armytage, head of
education business
At YPO, we are proud to be
part of these awards because
we understand the difference a
brilliant early years setting can
make for both children and
families. The ‘Nursery indoor
learning environment of the year
‘award is especially important as
it celebrates the spaces where little learners feel safe, curious and
confident. With over 5,000 early years products and a dedicated
specialist team, we’re here to help nurseries create inspiring and
exciting environments where every child can thrive.
Judging day
Sponsored by Birdi Group
Kush Birdi, managing
partner
This year, Birdi Group will host
the NMT National Nursery
Awards judging day, bringing
together the most authoritative
figures in the sector to decide
the winners. We were honoured
to host last year’s judging day
and this year Birdi Group is
stepping up to bring the industry
together once again. We believe these judging events and awards
highlight the quality and innovation already present in childcare,
while also emphasising the need for the right legal and business
support to enable further growth.■
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 55

nmtproperty sold
properties
recently sold
First-time buyer acquires group of four settings
A new entrant to the early years business has
acquired The Barn Childcare, a group of nurseries
located across County Durham.
The first-time buyer, who has 14 years’ experience
in the sector, previously worked for a not-forprofit
childcare provider in Australia.
The Barn Childcare offers a combined capacity
of more than 200 childcare places. Each setting
has been rated Good by Ofsted and has strong
occupancy levels.
The sale was facilitated by childcare and
education broker Redwoods Dowling Kerr and the
business was sold over the asking price following
a targeted and competitive sales process.
Redwoods Dowling Kerr stated that the group
attracted strong interest due to its scale, quality
of provision, and future growth potential across
the Northeast of England.
Lion Cubs Nurseries buys Lancashire nursery
Rapidly growing childcare operator Lion Cubs
Nurseries has acquired Windmill Day Nursery in
Thornton-Cleveleys, Lancashire.
Operating from a substantial detached property
Windmill Day Nursery has an Outstanding Ofsted
rating and provides care for children from
newborn to five years of age, with capacity for 49
places.
Lion Cubs Nurseries stated it was attracted by
the nursery’s strong reputation, quality facilities
and long-term growth potential within the local
market.
The transaction process was overseen by Ella
Sanderson, sales negotiator at childcare and
education broker Redwoods Dowling Kerr.
Kids Planet acquires Oxfordshire setting
Kids Planet Day Nurseries has acquired Little
Acorns (West Hagbourne) in Didcot, Oxfordshire,
a nursery and out-of-school provision, registered
for 108 children.
The nursery has operated for 17 years and offers
care for children from newborn to five years old.
It offers holiday clubs and before-and-after school
care for children aged up to 11.
Multiple offers were received for the business
from large operators.
Karrina Lee, senior sales negotiator for childcare
and education at childcare and education broker
Redwoods Dowling Kerr, led the transaction.
Bright Stars Nursery Group buys Wiltshire settings
Bright Stars Nursery Group has acquired Little Pips
Nursery, a group of two settings in Chippenham,
Wiltshire.
Together, the nurseries have a combined capacity
of 104 children, with scope for future expansion.
The settings provide care for children aged from
three months to five years, with both nurseries
rated Good by Ofsted.
The client chose to sell as part of a planned
retirement, following many years of operation.
Childcare and education broker Redwoods
Dowling Kerr’s senior sales negotiator Stephanie
Quinn managed the sale.
Redwoods Dowling Kerr stated that the business
attracted multiple offers and strong competitive
bids, reflecting continued buyer demand for highquality
nursery opportunities.
56 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

properties
recently sold
Two Lions Partners purchases two Stafford settings
nmtproperty sold
Two Lions Partners has acquired St. Lawrence
Private Day Nursery, a group of two leasehold
children’s nurseries in Stafford.
St. Lawrence’s nursery originally opened in 1999,
with a pre-school added in 2021.
In addition to standard nursery provision, St.
Lawrence runs before and after school clubs for
children aged four to 11, as well as holiday fun
clubs with trips and activities.
The business has low staff turnover, with some
nursery nurses remaining with the business since
its opening.
Stephanie Quinn, senior sales negotiator at
childcare and education broker Redwoods
Dowling Kerr, oversaw the transaction.
Storal Learning buys East Lonon nursery
Storal Learning has acquired Willow Tree Nursery
in Walthamstow, East London.
The nursery, incorporated in 2017, is a purposebuilt
setting with capacity for 80 children aged
from three months to five years. It has a Good
Ofsted rating.
The transaction was led by Stephanie Quinn,
senior sales negotiator at childcare and education
broker Redwoods Dowling Kerr.
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
Robert.Yates@redwoodsdk.com
Head Office Telephone: 01772 775 772 / 01772 775 771
Email: sales@redwoodsdk.com
COULTER CONSULTING
Tel: 01525 860716 Email: info@coulter-consulting.co.uk
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 57

nmtproperty sold
properties
recently sold
Kids Planet Day Nurseries acquires Tyne and Wear nursery
Kids Planet Day Nurseries has acquired Abacus
Day Nursery in Hebburn, Tyne and Wear.
Established in 1996 by Debbie and Jason Johnson,
Abacus Day Nursery is a family-run setting that
has space for up to 100 children aged from
newborn to five years.
Kids Planet Day Nurseries now has more than 250
day nurseries in its portfolio.
Business property advisor Christie & Co facilitated
the sale.
Grace Day, senior business agent, childcare and
education at Christie & Co, said: “This sale is…
reflective of what we’re seeing across the early
years market more broadly – buyers are actively
seeking high-quality, well-run settings with strong
teams in situ.”
Abacus Day Nursery was sold for an
undisclosed price.
Kids Planet acquires Somerset nursery
Kids Planet Day Nurseries has acquired Little Bears
Day Nursery in Weston-super-Mare, Somerset.
Founded in 1991 by Julian and Linda Matthews,
Good-rated Little Bears Day Nursery cares for up to
52 children aged six weeks to five years old at any
one time.
Kids Planet Day Nurseries owns more than 300
nurseries across the UK.
Vendors Julian and Linda Matthews said: “Having
decided to sell the nursery after 35 years of owning
nurseries was a decision that did not come easily to
us. However, we felt the time was right for
us to retire.”
Business property advisor Christie & Co facilitated
the sale.
Jassi Sunner, director, childcare and education at
Christie & Co, said: “This was a highly confidential
process as we were conscious that there could
be buyers in the area that were associated with
the current trading of the business. As a result, our
tailored approach meant we were able to target
buyers who we knew would give value to our
client, but also work to get the sale completed
promptly.”
Kids Planet Day Nurseries acquires two Coventry settings
Kids Planet Day Nurseries has acquired Tiny
Teddies Day Nurseries in Coventry, which
comprises two settings – one a former fire
station in Radford, and the other in Chapelfields.
Together, they have the capacity for up to
150 children.
The settings were founded by Michelle and
Paul Ingram more than 20 years ago and were
brought to market because they have chosen to
exit the sector.
Michelle Ingram said: “The choice to hand over
the reins to Kids Planet was a straightforward
one as its aims and commitment to delivering
high-quality childcare and training and
development of staff is fully aligned with
ours. We have always prided ourselves on the
dedication and high standards provided by
our team, and our commitment to finding a
company that would continue and expand on
this was our priority.”
Kids Planet Day Nurseries owns more than 300
day nurseries across the UK and Ireland.
Business property advisor Christie & Co
facilitated the sale.
Jassi Sunner, director, childcare and education
at Christie & Co, said: “Tiny Teddies are fantastic
nurseries with a great reputation in Coventry.
The Radford site, in particular, has had great
press coverage over the years owing to its
former status as a fire station. The process was
not simple, and we had a number of interested
parties to decide from to ensure it was the best
decision possible for Michelle and Paul. We are
delighted to have helped secure them a strong
sale price from a reputable buyer who will only
enhance their fantastic reputation.”
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
58 NURSERY MANAGEMENT TODAY May/June 2026 nmt-magazine.co.uk

properties
recently sold
nmtproperty sold
Foresight acquires nursery group
London-based investment manager Foresight
Group has acquired Pinocchio’s Children’s Nurseries,
a group of five day nurseries in Edinburgh and
Midlothian.
Pinocchio’s Children’s Nurseries was founded by
Stratos and Lewissa Koulis in 1997 and comprises
five settings in Lasswade, Penicuik, Eskbank,
Gilmerton, and Heriot-Watt, collectively offering
places for up to 365 children.
Foresight Group holds investments in three
childcare settings in the UK and Ireland. This is its
first venture into the Scottish day nursery sector.
Stratos and Lewissa Koulis stated: “Foresight shares
our vision and brings the expertise and resources
needed to help Pinocchio’s grow while preserving
the quality and values that have defined
the business.”
Duncan Thorburn, investment manager at Foresight
Group, said: “Pinocchio’s is a high-quality operator
with a strong reputation, committed team, and
a clear opportunity to grow. We are delighted to
support the next phase of expansion and help build
on the excellent foundations already in place.”
Business property advisor Christie & Co facilitated
the sale.
Martin Daw, regional director, Scotland and Callum
Lancaster, senior business agent, childcare and
education at Christie & Co, stated: “After many
years of dedication to building Pinocchio’s into one
of Scotland’s most respected nursery groups, it can
now look forward to the next chapter. Foresight
Group is an excellent fit to carry forward the values
and reputation they’ve established, and we are
confident the nurseries will continue to thrive
under its stewardship.”
First-time buyers acquire North Yorkshire setting
First-time buyers Joanne and Andrew Banner have
purchased Rooftops Nursery School in Richmond,
North Yorkshire.
Rooftops is the only private nursery in Richmond
and provides care for up to 54 children. It was
previously owned by Hannah Hurley who acquired
the nursery in 2013, shortly after her daughter
attended the setting.
Hurley said: “I will be very sad to leave the nursery,
staff and parents have been a pleasure to work
with, but I know it is in the best hands with the new
owners Joanne and Andrew.”
Business property advisor Christie & Co facilitated
the sale.
Grace Day, senior business agent, childcare and
education at Christie & Co, said: “When we brought
this opportunity to market, we received a large
number of enquiries, but it was clear from the
outset that Joanne and Andrew were the right fit
to continue the legacy that Hannah had built. This
sale reflects what we’re continuing to see across
the market, with new entrants keen to acquire day
nurseries across a range of sizes, locations, and
budgets.”
Happy Days Nurseries acquires four-settings group
Happy Days Nurseries has acquired Boys & Girls
Nursery, which comprises four nurseries located
in Hertfordshire and London.
Founded in 2007 by husband-and-wife team,
Jon and Natasha Kirby, Boys & Girls Nursery
group offers 334 places across its four settings:
Croxley Green, Rickmansworth and Watford. in
Hertfordshire, and Stanmore in North London.
Happy Days Nurseries now owns 43 settings
across the UK.
The Kirbys stated: “We received a number
of strong offers, reflecting the quality
and reputation of our group. After careful
consideration, we chose Happy Days because
we believe it is the right fit for our children,
families and team.”
Marcia Viccars, M&A director at Happy Days
Nurseries, said: “This is an exciting step for
Happy Days as we continue to grow our family
of nurseries. Boys & Girls has built an excellent
reputation for delivering high-quality early years
education, and we’re proud to welcome their
talented teams, children and families into our
organisation.”
Business property advisor Christie & Co
facilitated the sale.
Nick Brown, director and head of brokerage,
childcare and education, at Christie & Co said:
“There was little doubt that this group would
have been very high on anyone’s wish list
to acquire, and this certainly proved to be
the case.”
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
nmt-magazine.co.uk May/June 2026 NURSERY MANAGEMENT TODAY 59

SUMMER
BRINGS NEW
BEGINNINGS
SUMMER OFTEN CREATES A NATURAL MOMENT TO TAKE STOCK
AND CONSIDER WHAT COMES NEXT FOR YOUR NURSERY.
A straightforward conversation can offer valuable insight into your
position, from understanding your value to exploring opportunities, all
with no obligation and expert guidance.
Our childcare and education specialists support nursery owners year
round, offering clear advice and trusted expertise to help you navigate
each stage with confidence.
FOR INDEPENDENT, EXPERT ADVICE CONTACT OUR SPECIALIST TEAM
T: 0333 034 1751 | E: childcareandeducation@christie.com

DAY NURSERIES FOR SALE ACROSS THE UK
5880234 – Birmingham
FOR SALE
FREEHOLD - £450,000
• Turnover of c. £200,000
YE August 2025
• Operating capacity of 25 children
• Ofsted rating 'Good'
T: +44 (0) 7791 979 343
4280992 – Merseyside
LEASEHOLD - £450,000
• EBITDA of c. £120,000 YE April 2025
• Operating capacity of 85 children
• Fully managed with an
experience team
T: +44 (0) 7736 616 687
FOR SALE
4281058 – South West London
FOR SALE
FREEHOLD - £4,000,000
• Turnover of c. £1,168,000
YE March 2025
• Operating capacity of 46 children
• Ofsted rating 'Good'
T: +44 (0) 7736 620 855
4280976 – South London
FOR SALE
LEASEHOLD - £1,450,000
• New lease available
• Operating capacity of 53 children
• Ofsted rating 'Good'
T: +44 (0) 7736 620 855
5280101 – Central Scotland
LEASEHOLD - £650,000
• Turnover of c. £310,000 YE 2025
• Operating capacity of 50 children
• Management team in place
T: +44 (0) 7754 559 529
FOR SALE
3480032 – Cardiff
FOR SALE
FREEHOLD - £1,100,000
• EBITDA of c. £145,000 YE 2025
• Operating capacity of 45 children
• Management team in place
T: +44 (0) 7546 698 678
5680016 – East Yorkshire
4281085 – London
5880185 – Leicestershire
FOR SALE
LEASEHOLD - £900,000
• Turnover of c. £1,100,000
• Operating capacity of 100 children
• Management team in place
T: +44 (0) 7355 626 551
FOR SALE
FREEHOLD - £350,000
• Long established day nursery
• Operating capacity of 33 children
• Ofsted rating ‘Good’
T: +44 (0) 7756 875 222
FOR SALE
LEASEHOLD - £500,000
• Turnover of c. £450,000
YE September 2024
• Operating capacity of 60 children
• Management team in place
T: +44 (0) 7711 767 094
christie.com

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What Makes
Our Story Special?
We see our nurseries as stations of possibility - places where small
humans and big humans come together, where ideas are exchanged,
curiosity is sparked, and meaningful relationships grow.
Our work isn’t just about care and education. It’s about creating
everyday moments of discovery, expression, and connection that
help shape individuals and society.
We are a station.
A hub.
A community that is local at heart and nationally connected, built on the
belief that:
- Children, families, and our people always come first.
- Our people stay because making a difference feels meaningful.
And just as we champion every child’s growth, we commit to the growth
of every team member.
We work as one community - rooted in trust, strengthened by care,
and united in the belief that the best way forward is together.

The truth is, our story doesn’t have an ending.
It’s written every day - in every nursery, every team,
and every moment a child feels safe, a parent feels supported,
or a colleague feels proud of what they’ve achieved.
The children we nurture today will shape the communities
of tomorrow.
Alongside families, teams, and neighbourhoods, we are
building the world they’ll grow into.
And you are part of that story.
You don’t just do a job here.
This is your invitation to join us -
to make a difference,
to shape lives,
to write your own chapter and help shape society.
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