In our series showcasing the sector’s nursery managers, we find out about Suzanne Charlesworth, nursery operations director at Kamelia Kids Day Nursery & Beach School in Goring by Sea, West Sussex

What was your route to becoming a manager?

I was a finance operations manager for Debenhams, but when I had my second child, I decided working those hours was not for me. I did my Level 3 NVQ in childcare at night school and volunteered in my oldest daughter’s nursery. They then asked me to become a manager at one of their pre-schools. My Level 3 tutor suggested I move into teaching and assessing, and I went on to teach Level 2, 3 and 5 childcare qualifications at my local college and at university. When the government changed the qualification requirements and Level 3 students had to hold maths and English GCSEs, the number of students fell, and I decided to go back into nurseries. I managed one nursery in rural Sussex, moved on to another in Brighton and Hove, and I have now been managing Kamelia Kids in Goring by Sea for five years. My initial experience at Debenhams has given me a good foundation for managing a nursery, particularly on the finance, health and safety and HR aspects.

What is unique about your setting?

It’s a standalone, not-for-profit nursery, and our mission is about being inclusive and supporting all the children and the families as much as possible. Historically we have taken in many children with SEND and children under child protection services and that legacy has stayed with the nursery. The nursery owns a beach hut which it was able to buy at a good price. We have two supernumerary staff who take pre[1]school children to the beach hut twice a week and they spend the morning there. Both have had beach school training through Sussex Wildlife. With our younger children we might go to a nearer part of the beach. Once a year we hold a barbecue at the beach hut for staff and their families. We also emulate the beach school in the nursery – one of our gardens has a real boat, a mini beach hut, a sand pit, water tray and stones, so the children can continue their learning and play.

What is the impact of having charitable status on the nursery?

The difference for me as a manager is it is not about the profit. Of course, I still have budgets, but it is about what we can put back into the nursery. As a charity you can apply for trust funds, and we are privileged to have funding from Children in Need which allows me to employ two supernumerary special educational needs and disabilities coordinators. We also offer charity discretionary discounts for families that are struggling financially, and where we feel a child would benefit from additional sessions. I hadn’t worked in a charity before, so I had to learn some new skills. There is additional paperwork and different auditors become involved when you have charity status. I must produce a termly report for the trustees and there are lines of reporting if there are any issues or concerns.

What is the most challenging part of your role?

Knowing you can’t please everyone all the time, and balancing the needs of individuals – the staff, children and parents – with the needs of the nursery.

What is the best training you’ve been on?

My Open University degree. I went to university every six weeks, and the rest of the time was learning on my own. You must use your own initiative, be motivated and have self-discipline.

Which three people would you invite to a dinner party?

Ed Sheeran, because I love his music, he is a great performer on his own and doesn’t need anyone else to back him up. Sir David Attenborough, he would be a great conversationalist and could tell you anything about the world. And I love gardening, so I would invite Alan Titchmarsh.

What’s the one thing you would change about the early years sector?

Recognition by those in power of the vital importance of early years and how children are our future. There are over 200 new Labour MPs who might not know about the importance of early years, and I think getting them to recognise that is the starting point of change.

What three things would you take to a desert island?

Coffee – I must have three cups a day! Two in the morning and one in the afternoon. A hammock to be comfortable, and to make my hammock, an axe, which can also help with lots of other things.

What advice would you give your younger self?

Don’t be afraid to make mistakes, because making mistakes is part of learning and moving forward