"The impact on my business of Fee Planner has been fantastic and allowed me to focus my energy on the more important aspects of running the nursery."

Dear Marie

I’d like to express my sincere thanks to you and all of your team for the outstanding service and excellent attention that you have given to Carlton Day Nursery over the past few years. Your service took away the headache of chasing clients for money, waiting for cheques and chasing up debtors, which as a small business was very time consuming and costly. The impact on my business of fee planner has been fantastic and allowed me to focus my energy on the more important aspects of running the nursery, whilst improving our cash flow dramatically. I would have no hesitation in recommending you to any business in the future.

Wishing you all the best,

Jackie Young

Managing Director

Carlton Day Nursery Ltd.

To find out how Fee Planner can help your business simply complete this short form and we’ll be in touch!

"From day 1, we explain to parents how any difficult situations will be handled and work with them throughout any that may arise so that the trust is always there."

Last week, ‘Nursery Manager of the Year’ Mikki Parkes, talked about the importance of creating the right balance as a nursery manager. Today she offers her expert opinion on how to successfully communicate with parents and maintain a positive workforce.

Working at Auden Place Nursery in Camden, Mikki and her team support families in the local area by providing a diverse and inclusive environment that stimulates, nurtures and supports the young generation.

Mikki believes that working with parents is key to this success, and this was clearly demonstrated when Auden Place Community Nursery won the ‘Working with Parents’ award and received highly commended in ‘Team Development’.

“Working with parents is something I feel really strongly about. If you can have parents on board, the children’s nursery life will be much more meaningful and productive. My office is based at the front reception and my door is always open. I always like to be available for parents and I make sure they know this.”

First impressions count, so staff should be prepared to spare extra time when showing parents around the nursery. Being open and friendly is more likely to create a true reflection of your nursery and make parents feel at ease leaving their child in your care.

“When dealing with parents for the first time, always be friendly and open, sharing as much as you can without overload. Expectant mums are not yet interested in how you prepare the 3 year olds for their transition to school.

“Allow the parents time to get to know you. I never rush when showing prospective parents around. I allow them to sit in the room with the staff and the children to get the feel of it. Seeing how happy and confident the children are and how staff interact with them has more of an impact on new parents than policies and procedures, although sharing these are also important.

“When children start with us, the week before we settle them in, we have a free of charge ‘Parent Week’ to settle in the parents. For this week, parents get to spend a couple of hours each day in the room with their child getting to know the staff and the routine. This really gives them the confidence in us as a nursery.”

“When things go wrong”

Every nursery receives complaints from parents, but Mikki believes it is how you deal with these complaints that influence your ongoing relationships.

“Luckily we don’t have too many complaints! When you do get a complaint, you need to ensure that you take on board what the complaint is. Always listen and never interrupt or become defensive.

“Most complaints are usually simple ones that can be resolved quickly. I always let the parents know that I will find out the situation and get back to them rather than deal with it immediately. This means I get all the facts, and also gives the parent time to calm down. I get back to the parent as quick as possible and always thank them for bringing something to my attention so that it can be resolved.

“If parents are not happy with your response, then be transparent on what the next steps are. I would give them the email address of the Chair on the Management Comittee plus our Ofsted registration number and their telephone number.”

Strong teams

Mikki also puts the same amount of effort into keeping staff happy. Her popularity amongst her team is clearly demonstrated by their choice to nominate her for ‘Nursery Manager of the Year’.

“When I went on holiday in June, my Management Committee approached my staff team and all agreed to nominate me for ‘Nursery Manager of the Year’. They wanted to thank me for my hard work over the past 6 six years.”

Managers need respect from their staff and to possess a good level of trust for staff to carry out everyday duties. Maintaining high morale is essential if a nursery is to perform well and maintain a low staff turnover.

Download Mikki Parkes’ tips on how to keep staff morale high in the nursery

"By having such transparent and trusting relationships with all my staff and parents, when we have had sensitive child issues, everyone has felt confident in approaching me for support."

“Your team are the most valuable resource you have and you should treat them as such. Although the industry is renowned for high turnover (average of 2 years), in the 6 years that I have been managing Auden Place, I have managed to secure a loyal and committed staff team, with an average of 4 years’ service. “

Having a good, working relationship with staff and parents helps resolve subjects such as sensitive child issues quickly and efficiently, without staff or parents feeling like they can’t approach the nursery.

“By having such transparent and trusting relationships with all my staff and parents, when we have had sensitive child issues, everyone has felt confident in approaching me for support. All staff receive Safeguarding training during the first term of working with us, and refresher training every 3 years. In our monthly staff meeting, we discuss different scenarios and how to deal with them, so that that staff are not scared if anything comes up in reality.

“From day 1, we explain to parents how any difficult situations will be handled and work with them throughout any that may arise so that the trust is always there.”

Future aspirations

Mikki hopes that Auden Place can sustain the success already achieved in such a short space of time and maybe even collect another award in 2012!

“We are starting an accredited quality assurance scheme in 2012. I also have 6 staff wishing to start their NVQ5 in childcare. And you never know, maybe ‘Nursery of the Year’ in 2012!?”

Download Mikki Parkes’ tips on how to keep staff morale high in the nursery

Part 1: Finding the right balance

Running a successful nursery demands hard-work, flexibility and commitment. In an industry suppressed by funding restrictions, demanding parents and ever-changing policies and legislation, managing a nursery brings new challenges every day.

We spoke with Nursery World Awards ‘Nursery Manager of the Year’, Mikki Parkes, to produce a two-part series that reveals exactly what is required to become a successful nursery manager.

Mikki is the enthusiastic and passionate manager of Auden Place Community Nursery in Camden, described by parents as a manager who ‘is always prepared to go that extra mile to improve and develop the care for kids, parents and staff.’

Since taking over the nursery six years ago, Mikki has significantly influenced the growth of the business, revamping the setting, and expanding from 15 to 40 places. However, the aim always remains the same; to support all families from Camden by providing high quality childcare at affordable prices.

Like all managers in the early years sector, Mikki’s has to juggle many aspects of the business, but her primary focus is always on the children and helping them reach their full potential.

“To run a successful nursery, you need to be extremely flexible, hard-working and committed to the nursery. You need to be aware of the needs of your market and be proactive in meeting those needs.

“Managing a nursery is different to managing in any other industry, because as well as managing budgets, staff etc, you also have the huge responsibility of having the welfare of the children at the forefront of any decision you make.”

As a not-for-profit organisation, Auden Place does not enjoy the certainty of council funding, nevertheless, Mikki has driven the nursery to financial security. When she took over the nursery in 2005, it was forecasting £30k losses and facing closure. Within four months, Mikki managed to reduce the actual loss by 50% and keep the nursery open.

Her ‘extra mile’ attitude is clearly demonstrated by her research into identifying funding routes for families. Her findings, including New Deal for Lone Parents and Childcare Support Fund, enabled families to access funding, thereby benefitting families that would never have been able to access the nursery otherwise.

Organisation and adaptability is key. Mikki is often required to quickly switch roles to prioritise between tasks around the nursery. Managing a nursery goes beyond the mountains of paperwork; it requires determination and a willingness to adapt to multiple situations.

“You must be willing to put aside your ‘to do’ list and deal with the here and now of the day, still being aware that your list will still need to be done. You have to step into the role of cleaner, cook, handyman, councillor and accountant at the drop of a hat.

“The key to being a good manager is being able to adapt to every situation, ask for support when you need it, take on board constructive criticism and learn from your mistakes.”

Managers also need to have the desire to keep up-to-date with the latest policies and the EYFS and Mikki believes every manager should use resources available to them to benefit their nursery.

“It is important to have regular training. Either myself or one of my two managers attend any forums or workshops organised by the borough, and maintain a strong relationship with the Early years team.

“We receive regular magazines such as Nursery World, Nursery Management Today and are affiliated with associations such as Pre-School Learning Alliance and National Day Nursery Association. The Ofsted and Department for Education are great websites to keep you updated.” Can we get Parenta’s newsletters in there?

Staff often see their nursery manager as a role model, therefore it is important to set a good example. Within a versatile role, the managerial responsibility can range from helping staff out during busy times, to preparing monthly invoices to send out to parents.

“Getting the balance right between the day-to-day care of the children and administration is vital. I remember being a deputy manager with a manager who was great at this. They would regularly come out of the office to help with nappies and lunch breaks etc and I always wanted to be this manager.

“I am always popping in to say hello to all the staff and children, giving them support when needed. We have two managers, both who share my vision, overseeing a room each to support the team. I always make myself available to speak with my staff everyday about what is going on and if they need anything.”

In the second part of our ‘What makes an award-winning nursery manager?’ series, Mikki talks about the importance of maintaining an excellent relationship with both your staff and parents, and working together to reach the nursery’s goals.

Do you have a question you would like to ask Mikki? Are you a manager looking for ideas, or a practitioner striving for promotion? Drop your questions to Mikki below so that we can forward them to her.

A lack of funds can restrict managers from offering pay rises or investing in staff training, yet the Government continues to strive towards an early years workforce trained to a minimum of Level 3 by 2015. With the majority of the workforce driven by a vocational passion rather than financial gain, is this changing the way you manage your team?

Has it become hard to finance staff training or are you still accessing funding? Do you have difficulty retaining staff due to not being able to offer pay rises or promotions?

Have you found productive methods that keep staff in your setting happy? Do you organise regular meetings\out-of-work social events to maintain good team morale and receive feedback from staff?

Join the discussion by leaving your comments below.

There are about 3,600 children’s centres in England, half of which are in the most deprived areas.

At least 47 children’s centres in England have either been closed or are being earmarked for closure because of funding cuts, research shows.

The survey by shadow children’s minister Sharon Hodgson also suggests eight out of 10 of those who responded have cut funding in the past year.

A further nine out of 10 are planning to do so in 2012.

The government said there was enough money in the system to maintain the network of children’s centres.

Ms Hodgson sent Freedom of Information requests to 152 local authorities in England about their plans for the Sure Start children’s centres, one-stop support and advice shops for parents and children.

And her office has been gathering in the responses over the past nine months.

All councils responded, but only 92 were able to say whether they were planning closures or not. The rest answered questions on the children’s centre budgets.

There are about 3,600 children’s centres in England, half of which are in the most deprived areas.

The prime minister repeatedly promised to protect and improve Sure Start in the run-up the general election.

Ms Hodgson said: “These figures confirm what we have known all along – that David Cameron’s pledge to parents to protect and build on Sure Start has been well and truly broken.

“Sure Start Centres are closing as a direct result of Tory cuts which go too far, too fast.

“But even these figures don’t tell the whole story that parents are seeing on the ground of services withdrawn from centres, opening hours cut and trusted staff sacked.”

Children’s Minister Sarah Teather said the government was committed to Sure Start children’s centres which provide valuable services for children and their families.

“We have ensured there is enough money in the system to maintain a network of Sure Start services across England.

“Local authorities are responsible for spending decisions, but I hope they recognise the priority the government has placed on early education and support for families, particularly the most vulnerable.”

She added that she expected local authorities to channel resources “at those who will benefit most from the excellent support children’s centres can offer”.

The National Children’s Bureau, a children’s charity, said the centres were a vital source of support to parents with young children.

“They bring together a full range of services such as, health and parenting support in joined-up way to ensure that the needs of children and families are met. Issues can be picked up early and parents can be helped to support their children’s development and learning.”

NCB chief executive Dr Hilary Emery said cuts to local authority services such as play facilities, support for disabled children and youth services, are all painting a picture of children as the biggest losers of the recession.

Melian Mansfield, chairwoman of the Early Childhood Forum, said: “The emerging evidence that children’s centres are closing or drastically reducing their services because of the cuts is extremely worrying, as families will lose the direct access to specialist health, education and safeguarding services and opportunities for early intervention are lost.”

80,000 families will benefit from the £300 million Government childcare support

Parents on low incomes who are working less than 16 hours a week will be eligible for childcare support from 2013, under new government plans.

Some £300m has been allocated for the move, worth up to £175 a week for one child and £300 for two or more.

Ministers say it will benefit 80,000 families receiving universal credit.

Charities had been calling on them to increase the amount they planned to spend on childcare support as part of sweeping welfare reforms.

Under the universal credit system, a single payment will replace child tax credit and working tax credit, as well as income-related jobseeker’s allowance, housing benefit, income support and income-related employment support allowance.

The switchover will begin in 2013 and continue into the next parliament.

The universal credit budget had been set at £2bn, but ministers say an additional £300 million has been found to extend childcare tax credits.

At present, families can get credits to cover up to 70% of their weekly childcare costs, but only if they work more than 16 hours a week. The exact amount given depends on income level, but couples with an income up to £41,000 can qualify.

Work and Pensions Secretary Iain Duncan Smith said: “We are determined to help more parents take their first steps into work, but under the current minimum hours rule parents are trapped in state dependency without the childcare support they badly need – providing yet another barrier to work.”

Deputy Prime Minister Nick Clegg said: “Childcare support is vitally important. It’s a lifeline for families up and down the country, particularly for mums who want to get back into work, maybe for just a few hours a week after they’ve had children.

“This will help an extra 80,000 families who have previously had no help at all with childcare costs.”

Childcare costs vary widely, but the government says the benefit would help low income families pay for an average of about 40 hours a week.

Labour said the government had already reduced support from 80% to 70% of weekly costs.

Liam Byrne, shadow work and pensions secretary, said: “Today’s announcement is frankly smoke and mirrors. It won’t mean a penny more help for parents already struggling on childcare tax credits.

“Universal credit is now set to lock in a ‘parents’ penalty’ that cuts back childcare payments so hard that many parents will be forced to give up work.

“With parents struggling to make ends meet, it beggars belief that the Tories are stopping parents working the hours and shifts they need by taking away their childcare.”

In a recent survey of 4,359 parents by the Daycare Trust and Save the Children, nearly a quarter said the cost of childcare had put them in debt.

A quarter of those on the lowest incomes said they had given up work and a third had turned down work because of childcare costs.

Are you pleased with the amount of support the Government has announced? Do you think this will help nurseries generate future business, with childcare becoming more affordable for some families? Join the discussion by leaving your comments below.

Source: BBC

Parents are not making the most of their income by failing to claim childcare vouchers

Working parents are unaware of the financial benefits that could be available to them through their employer, according to a survey commissioned by Co-Operative Employee Benefits.

The survey, which was carried out to highlight issues facing working mothers and fathers when making childcare arrangements, found 45% of the 2,000 parents polled were “completely unaware” of childcare vouchers and how they could save them money.

The survey also showed 33% of parents polled were not even offered childcare vouchers by their employer; if they were, then 22% said that they would definitely take up the scheme.

The start of the school year brings fresh anxieties to employees looking for affordable pre- and post-school care for their children. With just over half (55%) of parents polled having children aged between four and eleven, the survey exposed a clear need for childcare options before and after normal school hours.

Just under two-thirds (62%) of respondents have had to make financial sacrifices to pay for childcare, while only 40% actually used childcare vouchers to help with the mounting costs of childminders, breakfast clubs and after-school programmes.

With recent reports showing some women feel it is more financially viable to stay at home and not work than to pay for childcare, there has never been a better time to promote the benefits of the vouchers to employees. The initiative, which is supported by the Government, allows taxpayers to pay for childcare from their pre-tax income, potentially saving families hundreds of pounds a year.

Tracy Wilson, group operations manager for Co-operative Employee Benefits, said: “The headlines focusing on the expense of childcare in the UK have highlighted a problem. There is simply not enough awareness of childcare vouchers and the benefits that they hold for both employer and employee.

“Offering childcare vouchers to your employees shows that you care. The scheme has been proven to enhance recruitment and retention within both the public and private sector. Introducing a voucher scheme shows employees that you are committed to family friendly working. The vouchers can make a significant difference to an employee’s family budget, especially at a time when finances are under strain.”

Perhaps the most essential part of a successful show round is having staff properly trained. Are specific staff responsible for show rounds, having a particular procedure that they must follow?

Do you have an open door policy to allow parents to look around at short notice, or do you book a small group to take around all at once? What’s the strangest or funniest thing you’ve ever been asked by a parent? Share your experiences of what has worked best in your setting below.

Resource: ‘Handling telephone queries from prospective parents’

Although there is a code of conduct that inspectors must follow, the experience from Ofsted inspections can differ due to various factors. All inspections should be equally treated, but have you ever felt that you were unfairly graded for an Ofsted inspection? If so what for? And is there a positive approach you have tried to successfully appeal and get your results changed?

Resource: Recently been mistreated by Ofsted? You can raise a complaint against them here.

Please leave your experiences and suggestions below to join in with the discussion…

This news is reflected in the fact that over 500 nurseries were forced to close last year, with many others struggling financially.

As a nursery owner, or manager, do you feel that running a nursery can still be financially rewarding? Is it worth the everyday challenges or are there too many restrictions in place to allow a nursery to be profitable?

Is there any practical advice that has worked well for your business that you could share with others? What would you say to those thinking of starting a nursery business? Does the love of providing quality care outweigh the financial risk involved?

Please leave your experiences and suggestions below to join in with the discussion…