St Michael’s nursery is based in the West Midlands and caters for around 40 pre-school children.
There are 14 members of staff, 13 of which were there before Albert took over. He’s brought in just one new person to take care of the finance side of things.
“It’s important to keep the continuity for the children,” Albert explains.
Albert was left with 42 children and no way of looking after them
The man knows what he is talking about having spent 16 years working with families and children in the Family Courts. Since its inception in 2001 he has worked for the Children and Family Court Advisory and Support Service or CAFCASS.
“I’d wanted to buy a nursery for some time,” he continues.
“I looked at all types of business in the childcare field. My background is in the family and legal sector. I am very interested in the well-being of children and families and wanted to do something in this sector.
Albert bought the children’s day nursery business in March 2006 after seeing it advertised on BusinessesForSale.com. While he takes an active role in the running of it, there is also a manager who runs the nursery on a day to day basis so that he can continue in his “day job”.
Teething problem
Almost immediately Albert was thrown in at the deep end when the previous owner’s registration ran out before his own started.
Registration is one of the four main regulatory functions that Ofsted carries out to ensure day-care providers and childminders meet the National Standards. (Ofsted is the inspectorate for children and learners in England.)
Albert says: “It was my expectation that the former owner would continue her registration with Ofsted until mine came through. However, unwittingly, she had terminated her own registration, which meant there was going to be a period where the nursery wasn’t licensed.”
This couldn’t have been more disastrous for the new business owner.
Ofsted pulled the nursery because of the situation, which left Albert with 42 children and no way of looking after them.
