The new EYFS expectations make it clear that safeguarding is about more than compliance. We must build cultures where safeguarding concerns are recognised, connected and acted upon every day…
Of late, early years education has changed a lot when it comes to safeguarding. It’s not just about paperwork or finishing training any more.
Ofsted’s new EYFS expectations focus on building an authentic culture of safeguarding, where everyone feels ready and able to act together when needed.
Although these may look like minor updates, they indicate that safeguarding is much more than a single task; it should act like a smoke alarm rather than a fire extinguisher, using an ever-present alert system to identify issues before they become emergencies.
Recent events in the sector have brought safeguarding back into the national spotlight. Following the arrest last year of nursery worker Vincent Chan for abusing children in his care, public trust has been deeply shaken.
Headlines in national newspapers like “Men shouldn’t be allowed to work in nurseries” have sparked intense debate, some of which is unhelpful and could undo years of progress in workforce diversity.
The issue isn’t one of gender, but the fact that when systems fail, warning signs are missed, safeguarding concerns are not connected, or staff don’t feel safe to speak up.
As with serious case reviews, analysing failures enables strategic improvement, ensuring robust systems in which staff are empowered to connect the dots and promptly address safeguarding concerns.
That’s why Ofsted’s new focus is so important.
The recent EYFS reforms set out clearer rules for safer recruitment, whistleblowing, and responding quickly to safeguarding concerns:
At On the Button, we see that settings do best when safeguarding is part of daily work, not just something for inspections.
We often remind teams, “It could happen here.” This isn’t meant to scare anyone; it’s about being prepared.
Sadly, people who harm others can be charming and fit in easily. They might even be trusted colleagues. That’s why it’s important to pay attention to small concerns. Staff should feel confident reporting anything that feels wrong before it becomes a bigger problem.
Using digital solutions can save time each day compared to traditional methods. This time saved can be redirected towards more critical tasks, enhancing the overall effectiveness of safeguarding measures.
Systems are not just for collecting data; they help protect people and support teams. Paper logs, separate spreadsheets, and relying on memory are no longer enough.
When safeguarding information is on paper or spread across emails, essential details can be missed. Digital platforms let staff record and share concerns immediately, connect related issues, and maintain clear records for accountability.
Take the example of a setting we work with, Little Learners (not the real name): “Staff are logging more than ever before,” the DSL shared.
“Instead of leaving the room or finding a form, they do it there and then. It’s easier. Everything’s in one place.”
Another manager added: “We monitor things more efficiently and accurately. It saves a huge amount of time compared to all the paperwork. And we feel more confident responding to external services when needed.”
These changes aren’t just about paperwork; they help shape a better culture.
The EYFS update also requires clearer whistleblowing processes. Every staff member needs to know when and how to speak up, and to trust that the system will support them.
This is especially important if the safeguarding concerns involve colleagues. If whistleblowing feels risky or unclear, staff might not speak up.
Senior teams now need to ensure everyone feels safe raising safeguarding concerns without fear of punishment.
Complaints from families should also be considered potential safeguarding issues. If a parent asks about a bruise or a concerning interaction, it shouldn’t be dismissed. It needs to be regarded as part of the whole picture.
“We feel this pain on all fronts,” one safeguarding lead at On the Button commented in response to recent events. “Kudos to the person who whistle-blew. But how did this go on for so long? Systems should encourage professional curiosity and make it easy to report anything that doesn’t feel right, about anyone.”
In the end, making safeguarding part of daily life starts with leaders. They need to talk about it openly, not just in training but also in meetings and handovers.
Leaders should ask questions, encourage staff to reflect, and show that raising safeguarding concerns is a positive thing.
A setting’s safeguarding culture depends on what leaders do each day. When managers show they are attentive, open, and follow through, staff are likely to do the same.
It also helps to take time to reflect. Ask yourself: What’s working? What’s missing? What can we improve? With the right tools and mindset, settings can move from reacting to problems to preventing them.
When children are safer, staff are more confident, and everyone knows what to do, the pressure eases, and good decisions follow.
This reduces stress and leads to better decisions. But it takes effort to make this happen. Safeguarding isn’t about ticking boxes. It’s about showing, every day, that we care enough to act.
1 Log safeguarding concerns in real time – empower staff to record even low-level worries immediately; avoid delays that bury important flags.
2 Unite safeguarding, complaints & wellbeing records – collate welfare notes, parent complaints, staff observations and incident reports in one system to spot emerging patterns.
3 Strengthen safer recruitment and reference-checking – ensure references are gathered before employment, document follow-ups on any concerns, and track all checks clearly.
4 Normalise whistleblowing and low-level concern logging – make it easy and safe for staff (or volunteers) to raise anything that feels “off”, including safeguarding concerns about colleagues.
5 Leadership engagement and reflection – make safeguarding a regular topic in team meetings and handovers, review logs collectively, and ask: “Are systems working? What needs improving?”
Catherine Lyon is an Early Years consultant (On The Button & Spark Early Years).
