Daisy Daycare

A Message from Lord Pickles and Lord Blunkett, followed by Daisy Daycare's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Daisy Daycare is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles
Our welcoming environment
Playing and learning
Founded in 2012, Daisy Daycare is an innovative daycare
and family intervention centre based in Belfast. Daisy
Daycare’s services include a family intervention centre,
inclusive daycare and assistance for children with additional
needs, autism and developmental delay. They possess an
inclusive ethos that instructs staff to offer highly tailored care
to each child, while staff are specially trained in taking an in
depth look at a child’s future emotional, physical and academic
development. Manager Angela Nesbitt discusses their unique
approach to early years care, while explaining how their
engagement with the Incredible Years programme has been of
particular benefit to the children and families they serve.
Our goal is to provide children with Autism, ADHD or behavioural difficulties an
all-encompassing, evidence-based package of support, education and care. This
programme includes sensory stimulation, daycare and advocacy, which is provided
alongside assistance to parents and family members. In order to deliver these
services, we have assembled a dedicated team that is motivated and nurturing,
and who cherish the uniqueness of each and every child. We expanded our service
in 2018 and began offering more services for children with special needs by
enhancing our capabilities. The training we undertook allows us to help children
with Autism and provide them with a more advanced and comprehensive service.
We also care for children with low key behavioural difficulties, those who struggle
making friends or expressing themselves and children with anxiety issues.
»Chief Executive: AngelaNesbitt
»Founded in 2012
»Based in Belfast
»Services: Daycare facility,
extended to include a family
intervention centre, inclusive
daycare and assistance for
children with additional needs,
autism and developmental
»No. of employees: 19
Daisy Daycare
Highlighting best practice
Inclusive ethos and unique
Inclusion is at the centre of our
approach and ensuring that children
feel acceptance, regardless of their
development or educational level,
is vital for their future. While the
education of a child is crucial to our
provision, emotional and psychological
development is given plenty of focus,
as it often overlooked by otherfacilities.
In order to help our children achieve
the best possible results and progress,
we have studied and trained with an
evidence-based programme called
Incredible Years. This not only entails
support for the child, but we also train
the parents so that they can continue to
contribute to their child’s development
at home. We are now the first daycare
facility in Northern Ireland to provide
a service specific to autism and I have
become an accredited peer coach in
Incredible Years. This unique approach
involves providing training on-site to
ensure we can deliver our services to
the highest standards. The coaching
is all aimed at their development
across a range of non-academic topics,
including attention span, information
retention, emotional stability and child
directed issues. The coaching is highly
personalised, and our staff are taught
to speak to the children in a specific
way that helps them guide them
through the process in a way that is
understandable tothem.
Growing service
Daisy Daycare has undergone rapid
growth in just six years and we now
have 70 children registered and the
capability to work with 45 children
per day, while our doors open at
7:30am each morning and close at
6pm. A number of the children we
care for require care five-days-a-
week, however, as a result of funding
difficulties,there needs to be an
increase in funding from the local
authority, if all the children that require
specialist daycare are able to receive it.
Our skills and specialist training
allow the children to develop quickly
under our tutelage and we have
been selected by the local trust to
take children on the child protection
register and whose families require
Experiencing a new
Our skills and
training allow
the children to
develop quickly
under our
tutelage and
we have been
selected by the
local trust to
take children
on the child
register and
whose families
require support
and respite
support and respite. The quality of
our coaching and the emphasis on
holistic development, rather than
just educational, has caused many
parents to refer us to their friends and
colleagues. Our positive marketing
campaign, that clearly articulates the
effectiveness of our unique approach,
has also been a key factor behind
Challenges in the care sector
On a personal level, sustaining our
success is our key challenge for
the future. We receive some direct
payments, however, a substantial
portion of our children come to us
as a result of local authority referral.
Therefore, in order for us to maintain
our growth, we need to receive
greater financial support from the
local authorities. The training we put
our staff through and our physical
environment mean providing the level
of care we do is expensive. We want
to charge less for our services, so we
become more accessible to our local
and wider community, but with care
funding frozen it is unlikely we will be
able to achieve this.
The government needs to show the
care sector that they are on our side
and offer more support to parents.
It is not always evident that the
government understand the worth of
the care sector and this has resulted
in financial difficulties for much of the
sector. Instead of being viewed as a
burden, they need to understand that
we provide a vital foundation to the
development of a child, academically
and emotionally. We can offer vital,
early intervention, that can help
prevent the onset of a number of
issues in later life.
The government should begin listening
to the stakeholders, who understand
the practical implementation of care
services. If daycare can be appreciated
more widely and treated as a valuable
facet to the education of a child, that
is built on expertise and evidence-
based approaches, educational
standards across the country will be
improved. To move forward we need
greater recognition for our services,
while this will allow more parents
to understand the value of early
The government
should begin
listening to the
who understand
the practical
of care
We encourage daily

This article was sponsored by Daisy Daycare. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Kwasi Kwarteng.

Rt Hon Kwasi Kwarteng's Foreword For The Parliamentary Review

By Rt Hon Kwasi Kwarteng

This year’s Parliamentary Review reflects on a tumultuous and extraordinary year, globally and nationally. As well as being an MP, I am a keen student of history, and I am conscious that 2020 would mark the end of an era. It will be remembered as the year in which we concluded Brexit negotiations and finally left the European Union. Above all, it will be remembered as the year of Covid-19.

In our fight against the pandemic, I am delighted that our vaccination programme is beginning to turn the tide – and I pay tribute to the British businesses, scientists and all those who have helped us to achieve this. But the virus has dealt enormous damage, and we now have a duty to rebuild our economy.

We must ensure that businesses are protected. We have made more than £350 billion available to that end, with grants, business rates relief and our furlough scheme supporting more than 11 million people and jobs in every corner of the country, maintaining livelihoods while easing the pressure on employers. The next step is to work with business to build back better and greener, putting the net zero carbon challenge at the heart of our recovery. This is a complex undertaking, but one which I hope will be recognised as a once in a lifetime opportunity.

Through the prime minister’s ten point plan for a green industrial revolution, we can level up every region of the UK, supporting 250,000 green jobs while we accelerate our progress towards net zero carbon emissions.

With our commitment to raise R&D spending to 2.4% of GDP and the creation of the Advanced Research & Invention Agency, we are empowering our fantastic researchers to take on groundbreaking research, delivering funding with flexibility and speed. With this approach, innovators will be able to work with our traditional industrial heartlands to explore new technologies, and design and manufacture the products on which the future will be built – ready for export around the globe.

And I believe trade will flourish. We are a leading nation in the fight against climate change. As the host of COP26 this year, we have an incredible opportunity to market our low-carbon products and expertise. Our departure from the EU gives us the chance to be a champion of truly global free trade; we have already signed trade deals with more than 60 countries around the world.

As we turn the page and leave 2020 behind, I am excited about the new chapter which Britain is now writing for itself, and for the opportunities which lie ahead of us.
Rt Hon Kwasi Kwarteng
Secretary of State for Business, Energy and Industrial Strategy