As we come to the end of 2024, I’m struck by how it feels as though so much has changed – and yet, nothing has. The roll-out of increased funded childcare hours in theory represents a growing recognition of the importance of early education. But in reality, the policy is largely aimed at encouraging more parents back into the workforce, and carries the same challenges of the previous policy.
For working families, the funded expansion is transformative. Yet, for providers, the challenges remain. Although there has been some increase in funding, providers are expected to absorb the impact of rising wage costs, the upcoming changes to National Insurance and other pressures without clarity that rates will keep pace with the real costs of delivery. Meanwhile, recruitment and retention issues persist, leaving providers to continue investing in people, resources and infrastructure without the assurance that policymakers understand or will address the true cost of delivery.
Despite promises, little progress has been made through official initiatives. It’s often down to individual providers, tirelessly working to retain their best people, and to geography, which plays an outsized role in recruitment success. The initiative to address ‘childcare deserts’ by introducing school-based nurseries is also problematic. Four classroom walls are considered sufficient, but many of us feel uneasy at the thought of our youngest children in schools. If the SEND crisis has taught us anything, it’s that schools are struggling to support children who don’t conform neatly.
At least we’ve seen some honesty from the Government about the state of the SEND system, with plans for a full review. This commitment to addressing systemic issues comes alongside other developments, such as Ofsted’s Big Listen. The results may lead to change, although cynics say it could just lead to tweaks.
So here we are at the end of a year marked by major policy announcements, yet much remains unchanged. We’re witnessing a mix of progress and stagnation, with no easy solutions in sight.
As we look to 2025, I remain hopeful yet realistic. In this climate of change where little actually changes, we must look within ourselves, our teams, our organisations and our sector for the answers and progress we want to see. Our role is to be both advocates and caregivers – pushing for what’s right, while nurturing the children and families we serve.
