Letters to the Editor: Childminder-bashing must stop

The last few months have been very difficult for registered childminders, with some suggesting they are unable to meet the requirements of the Early Years Foundation Stage (NCMA retaliates against Ofsted childminder criticism).

The recent Ofsted annual report seems designed to provide the evidence that childminders are not “up to scratch”. It suggests that childminders are the only ones who need to improve in the early years sector. It is, in my opinion, verging on discriminatory.

This continuous barrage of negativity needs to stop, and consideration given to the significant advances made by childminders. Childminders have historically received less support from local authorities and, due to hours worked, struggled to attend training, cross-sector meetings and conferences.

Despite these barriers, the majority of childminders exceed the minimum requirements of EYFS and excel in providing opportunities for children. Childminder inspection reports frequently highlight strengths in the care provided and the enjoyment and achievement of children.

I find it ironic that the govern­ment is proposing making changes to the regulation of childminders before any data is available from inspections under the revised EYFS. I think more childminders will receive higher grades now the focus is on children’s progress rather than documentation.

Penny Webb, registered childminder


Trustees vital in charity mergers
Many charities are considering mergers in order to provide more and better cost-effective services on behalf of statutory agencies (Youth charities urged to seek more collaboration to avoid closures).

To achieve a successful merger, the board of trustees must take the lead, something that does not come easy to a group of non-executive directors who may only meet a few times each year. It is hard for senior executives to drive a process that may lead them and their colleagues to redundancy.

Boards, and in particular the chair of the trustees, must commit additional time and energy to take responsibility and drive a merger process. While I doubt they will be able to override a chief executive who is strongly resistant, even the most compliant CEO will struggle to make objective decisions without effective, strategic and strong guidance from their board.

Pete Brayne, chief executive, Guildford YMCA