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, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP
45DAISY DAYCARE |
BEST PRACTICE REPRESENTATIVE 2019
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.
FACTS ABOUT
DAISY DAYCARE
»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
delay
»No. of employees: 19
Daisy Daycare
THE PARLIAMENTARY REVIEW
Highlighting best practice
46 | DAISY DAYCARE
Inclusive ethos and unique
approach
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
environment
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 support
and respite
47DAISY DAYCARE |
BEST PRACTICE REPRESENTATIVE 2019
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
ourgrowth.
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
yearsdevelopment.
The government
should begin
listening to the
stakeholders,
who understand
the practical
implementation
of care
services
We encourage daily
exploration

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 The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister