Case study: Early years provision: expanding through a governor-led model

How two primary schools, each with a supportive governing body and local authority, used the School-based Nursery Capital Grant to create early years places.

St John's Church of England Primary School, Lancashire

As the only primary school in our area without a nursery, we wanted to make a change. We had the ambition to open one, but lacked the capital and suitable space. That changed when we secured the School-based Nursery Capital Grant, which allowed us to transform surplus space on our premises.

Opening in September 2025, it will offer 30 places for 3- and 4-year-olds. The governing body will be responsible for oversight and the headteacher will be accountable to them. We're offering a flexible model, from term-time only to 51-week provision, to meet the needs of our community.

Why we chose to expand

We were driven by a clear need. Other providers were oversubscribed and many families struggled to secure places. Our own numbers were also a factor – we envisage that the nursery will help strengthen our reception intake and support the long-term sustainability of the school.

We consulted our community through a Facebook survey, which received many responses from families expressing interest. We also engaged with the local authority's early years team and other schools with similar models. Their advice was invaluable, especially about choosing a governor-led model, which allowed us to avoid changing our published admission number.

Planning and set-up

The planning process was both exciting and intensive. We repurposed the space, making essential changes to the toilets and entry system.

We underestimated the time and cost involved in set-up, particularly the personnel needed to order furniture, arrange leases and manage logistics. The local authority was helpful in assisting us with this.

Staffing and recruitment

Staffing was a key focus – we were fortunate to have staff qualified in the early years foundation stage (EYFS) and keen to work full time in the nursery. We also recruited a teaching assistant with level 3 EYFS training and another working towards their qualification.

Marketing and enrolment

We promoted the nursery through local Facebook groups, as well as on banners and swing boards, and by word of mouth. An open day helped build excitement, and we've already had interest from families in our area. Our flexible offer and strong community ties have been key selling points.

Challenges and lessons learnt

Setting up a nursery is like launching a new business – it takes time to build up numbers and income. We learnt the importance of early consultation, budgeting for hidden costs and having a supportive governing body.

We're absolutely delighted to have received the School-based Nursery Capital Grant. This funding marks a significant step forward in expanding our early years provision, and we're confident that the hard work and dedication invested in preparing for our September opening will be more than worth it. The nursery will provide a nurturing and stimulating environment for our youngest learners, and we look forward to welcoming families into this exciting new chapter for our school.

Yohden Primary School, County Durham

We've always believed in giving children the best possible start. When the opportunity arose to open a nursery, we seized it, not just to meet local demand, but to support vulnerable families and help ensure children enter school on a more equal footing.

We've created 23 full-time places, from September 2025, for children aged 2, 3 and 4, offering both full- and half-day options. The nursery is governor-led, with the school's governing body overseeing provision. We repurposed a room at the front of the school, converting it into a vibrant early years space with a new external door, toilets and outdoor play areas.

Why we chose to expand

Our area had only one nursery, which was oversubscribed, and many families couldn't access early education. We wanted to offer extended hours for working parents and provide a stepping stone for children who might otherwise start reception without any prior nursery experience.

We prepared thoroughly, securing landlord consent, arranging builders and gathering quotes before even submitting our application. Community feedback confirmed the need and the grant enabled us to act on it.

Planning and set-up

We prioritised experienced staff to ensure a strong start. Our EYFS lead moved from reception to head up the nursery, supported by a skilled early years teaching assistant. Recruitment was smooth, thanks to our team's expertise and understanding of the local context.

We worked closely with the local authority to determine space requirements and curriculum planning. The training and support offered by DfE and the local authority were invaluable, and we accessed every available resource, from webinars to EYFS training brochures.

Marketing and enrolment

Marketing a nursery that doesn't yet exist is difficult. We used social media and shared progress photos to build interest. Word of mouth has been powerful and we're planning a launch event in September to boost visibility.

Challenges and lessons learnt

Preparation was key. Having the right people in place early made all the difference. We also learnt the importance of having a strong, supportive governing body – one that shares your vision and is willing to take bold steps. Selling the idea to governors and winning their support was a crucial part of our success.

Being well prepared, and engaging stakeholders and key members of staff, made the process run smoothly. We worked hard as a team to have in place what we needed to get up and running in what was a very ambitious timeframe. Now we can look forward to welcoming our nursery starters in September.

Our advice for others wishing to set up a governor-led nurseryStart early

Begin planning and consultation well in advance. Secure permissions, quotes and staffing plans before applying for funding.

Engage your governors

A supportive, knowledgeable governing body is essential. Share your vision and keep them informed.

Enthuse your community

Social media, local networks and word of mouth are powerful tools for gauging interest and promoting your offer.

Plan for the unexpected

Budget for hidden costs and allow time for delays. Treat it like launching a new business.

Tap into expertise

Speak to other schools, attend webinars and use local authority support wherever possible.