Casterbridge Nurseries has expanded steadily since it bought the five-strong Dolphin Nurseries chain five years ago (see box, page 9). The organisation now owns 26 nurseries in the south-east of England.
The nursery group has on average opened or bought five nurseries a year following its inception in 2004, but with the recession kicking in 2009 has been its quietest 12 months so far. The group's only new nursery opening was in Weybridge, Surrey in September.
Operations director Nick Orrin says, 'The recession has affected our ability to grow, but in terms of the existing business there has been no impact. Some parents have reduced their reliance on childcare because they have no longer have a job or are working reduced hours, but that has been balanced by other parents returning to the workforce and needing childcare. The net effect has been no negative side-effects.'
Despite the economic climate, Casterbridge plans to continue growing. 'It all depends on when we find the right acquisition or site,' explains Mr Orrin. 'We look for sites in reasonably affluent areas that are in a prime location, such as near to a train station or a busy commuter route. We are focusing on expanding in the south-east.
'We have a combination of buying and building nurseries. A recent acquisition was Inglewood House, near Reading, which has 187 places and a training centre and is rated as outstanding. If another good opportunity like that came up then we would be delighted to buy it. Whereas Wembley, which we opened last year, was a new build and Weybridge was a conversion, so it's a balance.'
On average, Casterbridge nurseries have 90 places. The group looks to acquire settings with 90 to 110 as optimum, but there is some flexibility and it does own some nurseries with 50 to 60 places, which Mr Orrin says also do well.
De-branding
Casterbridge deliberately 'de-brands' its nurseries. The three nursery chains that the company has purchased have all had the individual nurseries renamed so that they are regarded as individual settings. The staff are consulted on the new names and help to choose uniforms so that they have an ownership of their workplace. 'We regard ourselves as a group, rather than a chain,' says Mr Orrin.
'The Casterbridge ownership is in the background as a guarantee of the provision, but the local name and reputation is at the forefront. We believe that some parents like to look for locally owned nurseries and that is the market that we strive for.'
Although nursery staff are fully aware that they are part of a large group 'behind the scenes', Mr Orrin says that the emphasis is on them working for the manager at their setting rather than the head office.
'We are proud of the fact that the nurseries reflect their local communities. We expect experienced managers to react to their immediate environment and look at how best to deliver improved standards. We trust them to know and understand their local market and are happy to trial new ideas and approaches,' he says.
But staff and parents also reap the benefits of being part of a bigger business. Members of staff have many training opportunities and more scope for career progression. 'We work hard to promote more able practitioners into managerial roles and have a good success rate.'
Mr Orrin believes that, 'In the current economic climate parents put more confidence in larger nursery groups because every nursery is supported as an on-going business proposition in which they can trust.
'Additionally, as a large group we can invest more in staff training and resources. This gives parents more confidence in the quality of care that we provide for their children.'
Each setting also operates a Parent Nursery Association to actively involve them in their child's nursery.
Challenges ahead
Over the next few years Mr Orrin foresees two key challenges for Casterbridge - recruitment and the changing dynamic of the childcare market. He has noted a change in pattern of childcare take-up with fewer parents wanting to put their child in daycare for five days a week. 'A lot more are using four-day places because parents are using flexible working. It gives us a challenge because it impacts on how we utilise the nursery,' he says.
He also highlights the perennial problem of a shortage of quality staff. He notes a lack of 'good quality staff at each level'. To combat this problem Casterbridge has an academy to train its own staff, with 125 learners taking their NVQ Levels 2 and 3.
The academy has had the added benefit of increasing staff retention over the past year. 'The academy has really helped to reduce turnover of staff because we are engaging with learners and they are staying with us,' says Mr Orrin. 'It gives them a feeling of loyalty. Staff feel valued and we celebrate their hard work.'
THE RISE OF CASTERBRIDGE
December 2004: Acquired Dolphin Nurseries, five settings
June 2005: Acquired Hatton Hill Nurseries, five settings
October 2005: Opened Caterham nursery
February 2006: Acquired Saplings, three settings
May 2006: Opened Banstead nursery
July 2006: Acquired Children's House, two settings
November 2006: Acquired Tassel Road nursery
February 2007: Acquired Sam Bell, two settings
October 2007: Acquired Starfish nursery
December 2007: Acquired Kings Hill nursery
April 2008: Acquired Inglewood nursery
May 2008: Acquired Richmond nursery
December 2008: Opened Wembley nursery
September 2009: Opened Weybridge nursery
CASTERBRIDGE'S VISION
- To work with a valued staff team so each child's potential can be fully realised.
- In delivering this principle we will become the most respected practitioners in the country.
Mission statement
- We will be the premium provider of daycare and education services to children.
- This care and education will be provided in child-centred facilities by a dedicated, motivated and well-trained management and staff team.
- We will work in partnership with parents to achieve standards consistently higher than those set by the regulatory bodies.
Values
- Respect individuality. We believe that all children have the right to be respected and valued as individuals in a stimulating, safe and secure environment.
- Listen. We respect and listen to our staff team, developing and valuing each as an individual.
- Committed. We believe that families are central to the wellbeing and development of the individual child and we are committed to them.
- Work together. We value and encourage the involvement of other agencies and the wider community in the care and development of each child.
- Invest. We invest in suitable and well-maintained buildings and provide quality equipment in our learning environments.
- Integrity. We are honest, fair and ethical in everything we do and accept responsibility for our actions.
