How to Build a Strong Relationship Between Trustees and Managers in Early Years Settings

In early years and childcare settings, the relationship between trustees and managers is more than a governance matter—it’s the foundation that ensures children receive the best possible start in life. Trustees provide oversight and accountability, while managers oversee daily operations, staff, and family engagement.

When these two roles work in harmony, the result is not just smoother operations—it’s better outcomes for children.

1. Shared Purpose: Putting Children First

Both trustees and managers need to be united by a single priority: the wellbeing and development of the children. This shared purpose should shape every decision—whether it’s about finances, staffing, policies, or curriculum. When children are kept at the heart of discussions, even difficult conversations become easier to navigate.

Example: A trustee meeting about budgets may feel abstract, but if discussions are framed around how funding impacts healthy meals, outdoor play, or SEND support, it keeps the focus on children’s needs.

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2. Clarity of Roles and Responsibilities

Trustees are there to govern, not to manage the nursery or childcare setting. Their responsibilities include safeguarding oversight, financial accountability, and ensuring compliance with statutory requirements. Managers, meanwhile, take charge of day-to-day leadership, supporting staff, and ensuring high-quality practice in line with the Early Years Foundation Stage (EYFS).Clear boundaries help avoid misunderstandings, while mutual respect ensures each role is valued.

Example: Trustees might review the setting’s safeguarding policy, but it’s the manager who ensures staff follow safe arrival and collection procedures each day. Both roles are essential and complementary.

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3. Open and Honest Communication

Children’s needs can change quickly, and early years settings often face challenges around staffing, resources, and regulation. Trustees and managers should have open lines of communication to share updates, successes, and concerns. Practical ways to maintain this include:

• Regular reports from managers on children’s progress, safeguarding, and quality of provision.

• Trustees providing feedback in a supportive, constructive way.

• Informal conversations to strengthen trust and prevent small issues from escalating.

Example: A manager may highlight staff shortages affecting ratios. Trustees, when kept informed, can support by approving recruitment drives or reviewing pay structures. Together, this prevents short-term pressures from affecting children’s care.

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4. Building Trust Through Transparency

For a setting to run smoothly, managers must feel confident to share challenges—whether that’s recruitment difficulties, safeguarding concerns, or financial pressures. Trustees, in turn, should be transparent about governance expectations and supportive in their oversight. This transparency builds trust, ensuring that all decisions ultimately protect and benefit the children.

Example: If a child protection referral is made, the manager leads operationally, but trustees should be informed (appropriately and confidentially) to ensure safeguarding governance is fulfilled. Honest, timely communication builds mutual confidence.

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5. Respecting Boundaries, Encouraging Collaboration

In early years settings, trustees may be tempted to get involved in operational details, while managers may wish trustees would spend more time “on the ground.” The healthiest relationships balance this:

• Trustees stay strategic and supportive, asking the right questions about quality and compliance.

• Managers stay open and communicative, bringing real-life insights from the children, staff, and families.

Together, this balance ensures decisions are both practical and child-centred.

Example: Trustees don’t need to plan the daily routine or run circle time—but they might attend a stay-and-play session to see the impact of quality practice. Managers don’t expect trustees to handle staff appraisals—but value their guidance when shaping leadership development plans.

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6. Learning and Growing Together

The early years sector is dynamic, with frequent updates in policy, inspection frameworks, and safeguarding requirements. Trustees and managers should commit to joint learning—through training sessions, safeguarding updates, or strategy days. This shared growth strengthens their relationship and ensures children benefit from the most up-to-date practice.

Example: Both trustees and managers might attend a safeguarding refresher or Ofsted readiness workshop. This shared experience strengthens alignment and ensures everyone knows their role in keeping children safe and supporting staff.

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7. Celebrating Success

Amid all the responsibilities, it’s vital to pause and celebrate the successes—whether it’s a child achieving a milestone, staff completing training, or the setting receiving positive feedback from Ofsted or parents. Recognising achievements reminds everyone that their combined efforts are making a real difference in children’s lives.

Example: Trustees could join managers and staff for an end-of-term celebration, acknowledging how everyone’s effort—from governance to daily practice—has supported children’s learning and happiness.

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Final Thoughts

In early years and childcare settings, the relationship between trustees and managers is not just about governance and operations—it’s about creating the best environment for children to learn, play, and thrive. When trustees and managers communicate openly, respect each other’s roles, and keep children at the centre of every decision, they build a strong foundation for future generations.