Why Ofsted's Increase in Unannounced Inspections Should Matter to Every Nursery Leader

By Zoe Duggan, Circle Early Years Consultancy

Safeguarding culture, Welfare Requirements Notices and a former inspector's perspective

The recent announcement that Ofsted will carry out an additional 3,000 unannounced inspections of early years settings each year has generated significant discussion across the sector.

The government's stated aim is clear: strengthen safeguarding, identify concerns earlier and take action more quickly where children may be at risk.

As a former Early Years Regulatory Inspector (EYRI), I understand why this decision has been made.

In many ways, unannounced inspections provide the most authentic picture of a setting. They allow inspectors to see practice as it really is, rather than a carefully prepared version of it.

Yet the announcement has also reignited a familiar anxiety among providers.

What happens if Ofsted identifies concerns?

What is a Welfare Requirements Notice?

And how can settings demonstrate a strong safeguarding culture rather than simply compliance?

These are questions that deserve careful consideration.

Why Unannounced Ofsted Inspections Matter

When I was inspecting, many of my visits were unannounced.

The purpose was never to catch providers out.

It was to understand the day-to-day experiences of children.

What happens when staff sickness occurs?

How are safeguarding decisions made under pressure?

Are children consistently supervised?

Do leaders really know what is happening across the provision?

Children attend settings every day, not just on inspection day.

For that reason, there is a strong argument that unannounced Ofsted inspections provide a more accurate reflection of children's lived experiences.

The reality is that most providers work incredibly hard. The vast majority arrive each morning determined to do the very best for children despite significant challenges including recruitment difficulties, increasing costs, rising expectations and workforce pressures.

However, safeguarding concerns rarely emerge overnight.

More often they develop gradually through small weaknesses that become normalised over time.

A missed check.

An assumption.

A conversation not recorded.

A concern not escalated.

A safeguarding culture is built through hundreds of daily decisions.

Safeguarding Is More Than Compliance

One of the most significant messages within recent inspection updates is that safeguarding and children's welfare continue to underpin every aspect of inspection activity.

Yet safeguarding is often misunderstood.

Many providers immediately think about policies, procedures and training certificates.

These things matter.

But safeguarding culture is something deeper.

A strong safeguarding culture exists when:

• Staff are professionally curious.
• Concerns are acted upon promptly.
• Leaders create psychological safety for staff to raise worries.
• Record keeping is accurate and timely.
• Recruitment processes are robust.
• Children are consistently prioritised in decision making.

Inspectors can usually identify the difference between a setting that has safeguarding paperwork and a setting that genuinely lives and breathes safeguarding.

The latter is visible in conversations, attitudes and professional behaviours long before a policy file is opened.

What Is a Welfare Requirements Notice (WRN)?

Few documents create more anxiety in early years than a Welfare Requirements Notice.

Unfortunately, there is also considerable misunderstanding about what a WRN actually means.

A Welfare Requirements Notice is issued when Ofsted identifies breaches of the safeguarding and welfare requirements that require improvement within a specified timescale.

Receiving a WRN does not automatically mean a setting is unsafe.

Nor does it necessarily mean closure.

What it does mean is that Ofsted has identified weaknesses significant enough to require formal action.

The challenge is that many providers receive a notice and immediately move into panic mode.

They focus on the notice itself rather than the underlying issue that led to it.

In my experience, the most effective response is to view a WRN as an opportunity for improvement rather than simply a regulatory sanction.

The question should not be:

"How do we satisfy Ofsted?"

The question should be:

"What systems, leadership decisions or cultural factors allowed this issue to occur in the first place?"

Unless those root causes are addressed, compliance improvements are unlikely to be sustained.

What Happens After a Welfare Requirements Notice Is Issued?

This is often where providers feel most vulnerable.

The WRN itself tells you what must improve, but it does not always explain how to achieve it.

For example:

• A requirement relating to supervision may actually be a staffing issue.
• A safeguarding concern may stem from ineffective leadership oversight.
• A recording concern may reflect wider weaknesses in staff confidence and professional knowledge.
• A deployment issue may be linked to ineffective routines and organisation.

The written notice identifies the symptom.

Leaders must identify the cause.

This is where many settings struggle.

Searches relating to Welfare Requirements Notices have increased in recent years as more providers seek to understand what happens after regulatory action is taken. Despite this, many nursery leaders report feeling isolated when a notice is issued.

Understanding not only what the notice says, but why it has been issued and how inspectors will evaluate improvements, is often critical to securing sustainable change.

The Challenge Ahead

While I support the principle of increased unannounced inspections, I also recognise the practical challenges.

When I left Ofsted, inspector capacity was already stretched.

Regions regularly supported one another to manage workloads and recruitment remained challenging.

The early years sector itself faces significant workforce pressures, with salaries that often fail to reflect the complexity and responsibility of the role.

Increasing inspection activity by thousands of visits each year represents a significant operational challenge.

The success of this policy will depend not only on the number of inspections carried out, but on ensuring inspections remain proportionate, consistent and focused on improving outcomes for children.

How Can Settings Prepare for Unannounced Ofsted Inspections?

The answer is surprisingly simple.

Stop preparing for inspection.

Start strengthening your safeguarding culture.

The strongest settings are not those that become "Ofsted ready" after receiving a phone call.

They are the settings that consistently prioritise children's safety, wellbeing and development every single day.

Leaders should focus on:

• Creating a culture of professional curiosity.
• Ensuring safeguarding procedures are understood, not just read.
• Maintaining robust recruitment and induction processes.
• Acting promptly when concerns arise.
• Keeping records accurate and up to date.
• Reflecting honestly on strengths and areas for development.
• Supporting staff to understand the rationale behind decisions.

Ironically, these are often the settings that have the least to fear from an unannounced visit.

Final Thoughts

The increase in unannounced inspections sends a clear message: safeguarding remains at the heart of early years provision.

Most providers welcome this.

Children deserve to be safe.

Parents deserve confidence.

Professionals deserve clarity.

However, inspection should never be viewed as the sole mechanism for improving safeguarding.

The most effective safeguarding cultures are built through strong leadership, reflective practice, professional curiosity and a willingness to address difficult issues before they become serious concerns.

As a former Early Years Regulatory Inspector, one of the areas I now support settings with most frequently is understanding and responding to Welfare Requirements Notices, safeguarding concerns and regulatory action.

Not because providers do not care.

But because many have never experienced the process before and need support to navigate it confidently.

Ultimately, the goal is not simply to satisfy Ofsted.

It is to create environments where children are consistently safe, valued and able to thrive.