nsw family day care association inc strategic plan 2010 – 2013 since 1976
TRANSCRIPT
NSW Family Day Care Association Inc
Strategic Plan 2010 – 2013
Since 1976
ACRONYMSNSWFDCA New South Wales Family Day Care Association
FDC Family Day Care
IHC In-home Care
BOM Board of Management
CEO Chief Executive officer
PSSP Professional Support Service Provider
PEAK NSWFDCA ‘s Registered Training Organisation
Regional Rep Elected NSWFDCA Regional Representative
Convener State Committee Working Party Leader
E.C. Early Childhood
FDCA Family Day Care Australia
DEEWR Dept Education Employment & Workplace Relations
NCAC National Childcare Accreditation Council
S.C. State Committee
M.S. Member Services
RTO Registered Training Organisation
A leader in the provision of innovative professional services to family day care, in home care and the wider childcare sector
New South Wales Family Day Care is an Association that provides professional support to members and the childcare sector in the provision of quality childcare through advocacy, recognized professional training, information dissemination, mentoring and a supported servicing network.
VISION:
MISSION:
Our Values: In conducting our business the Association will;
•Act with integrity and in an ethical manner•Uphold transparency in governance and decision making•Respect the confidentiality of its members•Maintain honest and trustworthy relationships
In upholding values within the childcare sector, the Association will;•Continue to prioritise, improve and provide quality children’s services•Honour cultural diversity•Maintain its national and global outlook
In providing services to members the association will;•Consult on members needs and reflect these in system improvements•Fairly advocate on the interests of its members•Promote the profile of FDC
In relation to participation of its membership the association will;•Encourage inter scheme support and mentoring•Respect the contribution of membership•Provide opportunities for membership feedback
In relation to staff the association will;•Treat staff equitably and fairly in line with EEO and OH&S legislation•Provide appropriate direction and recognition for efforts•Provide opportunities for consultation on all relevant issues
Member
State Committee
BOM
Member Services PEAK
CEO
PSSP IHC
MEMBERS NSWFDCA ORGANISATIONAL CHART
Community
Community
Community
STRENGTHS WEAKNESSES
THREATS OPPORTUNITIES
Professional Membership Services
STRENGTHS
• New Premises• Appointment of CEO• Successful PSSP tender• Conference • Insurance choice for
members • Website
WEAKNESSES
• Regional cohesion• Regional Rep training• Unclear messages
about member benefits• Lack of sponsor
participation
NSWFDCA In-home Care
STRENGTHS• Promotion• Reputation• Transparency• Communication• Fully utilised
WEAKNESSES• Can’t grow• Stability of staff due to
future relocation• Limited staffing /human
resources• Ensuring compliance to
National Standards & Funding Agreement within a brokerage model
PEAK RTOSTRENGTHS• Budget out of deficit• Identified packages reviewed• Cert 111 skill set being taken up• Policies and procedures reviewed• Consolidation focus
WEAKNESSES• High turn over of managers• Reputation• Unreliable enrolment/payment
system to forecast income• Curriculum: reliant on one EC
qualified staff member.• Too many courses on scope• Commercial viability and retention of
trainers/HR compliance• Audit compliance• Membership consultation• Advertising/Marketing• Confusion re PEAK & PSSP roles• Business activities internal
relationships and understanding.
PSSPSTRENGTHS
• Relationship with Consortium of Key Organisations.
• Consultation & identification of sector training needs
• Collection & reporting of data• High level of customer participation• High attendance levels and demand
for courses• Attracting customers from other
service types• Staff commitment & outputs• Clearly articulated process in place
WEAKNESSES
• Advertising & marketing• Customer confusion with PSSP &
PEAK roles• Knowledge of & relationships with
PEAK & IHC.• Recruitment of trainers• Utilization and training of mentors
Major Goals
1. To support and meet the needs of our members and customers
2. To ensure our business activities operate effectively
3. To develop, extend and strengthen partnerships.
• Customers and membersCustomers and members• Internal Business ProcessesInternal Business Processes• Financial Financial • Learning & GrowthLearning & Growth• Risk Management/Governance/ComplianceRisk Management/Governance/Compliance
Balanced Score Card considerationsBalanced Score Card considerationsfor achieving each Major Goal.for achieving each Major Goal.
Key Result Areas (Objectives)
1. To grow and strengthen the membership structure and support services.
2. To deliver an effective communication & marketing strategy.
3. To grow & diversify our business activities and financial viability.
4. To enhance the professional development of relevant stakeholders.
1. To strengthen the membership structure and support services.
Strategy Who Timeframe KPI/Target Result
Review effectiveness of current regional structure
BOM Recommendations implemented
Conduct formal training sessions for regional representatives
M.S.. All new reps trained annually
Utilise skilled mentors to support schemes.
PSSP 5 mentors trained
Introduce succession planning for regional reps and BOM
M.S. No vacant positions
Assist to build relationships between member schemes by using mentors, mediator/MOUs/visits.
ALL Positive evaluation from supported schemes
Develop a Code of Conduct for members
M.S. Code of conduct introduced
Introduce buddy system for new regional reps
M.S. 3 Reps linked to buddy’s
2. To deliver an effective communication & marketing strategy in relation to NSWFDCA services and products.
Strategy Who Time frame
KPI/Target Result
Improve scheme sponsor relationships with Association
BOMCEO
25% contacted annually
Increase scheme and regional visits to promote services
ALL 10 visits p/a
Gather testimonials from scheme sponsors
BOM 5 gathered
Improve branding and product knowledge of business activities for all customers
CEO 5% increase in enrolments pa
Develop Membership and Business Activity brochures and distribute annually
CEO 100% distribution
Have specific regional notes disseminated to scheme sponsors and schemes
BOM 100% distribution
Contact and support all new managers within 4 weeks of commencement by various methods
PSSPR.REP
100% contacted
Business Activities to increase participation in regional, state meetings
ALL 33% of regions visited once pa
Use Trainers to market services. PSSPPEAK
5% increase in enrolments
3. To grow & diversify our business activities and financial viability.
STRATEGY WHO timeframe
KPI/TARGET RESULT
Continue consolidation of PEAK CEO Pass Audit
Consolidation and relocation of IHC IHCCEO
Relocation & staff appointed & trained
Grow IHC if places become available IHC Successful tender
Submit tenders to grow PEAK & PSSP ALL Successful tender
Capitalise on short coursesDevelop / revise / review courses
PEAKPSSP
2 new courses developed pa
Hire out training premises CEO 2 new clients
Develop training packages for IHC PSSP PEAKIHC
10 enrolled students
Seek out grant opportunities which will enhance FDC / IHC/ small business /women /cald /indigenous
CEO 1 grant p.a. submitted
Diversify into direct service delivery to assist member needs
CEO Feasibility study completed on one aspect eg CCMS
Develop partnerships to support innovative models(PIP, IHA)
CEO Representation on committees
3. To grow & diversify our business activities and financial viability cont’d.
Strategy WHO Timeframe
PKI/Target Result
Seek out Assoc sponsorship BOMCEO
1 new sponsor
Open up membership to Individual Associate members
S.C. 30 new assoc members
Develop stronger partnerships (e.g. DEEWR,FDCA and DHS, NCAC, and CCS)
ALL 2 meetings per annum
To progress the compliance and risk management environment in relation to all business activities.
BOMCEO
Compliance Matrix developed and checked annually
4. To enhance the professional development of relevant stakeholders.CEO/Staff, BOM, Trainers & members.
Strategy Who Timeframe
KPI/Target Result
CEO is supported, appraised and given professional development opportunities
BOMappoint
ee
Bi annual performance management meetings with president. Mentoring meetings bi monthly with independent person.
Staff are supported, appraised and given professional development opportunities
CEO Minimum annual performance management meetings
BOM governance manual developed and implemented
BOM Feb 2010
Manual operational
BOM undertakes governance training BOM Documentation/ certificate of Attendance
Offer orientation and or on training opportunities for all trainers.
PSSPPEAK
Trainer compliance register/matrix
Ensure all trainers have qualification one level above what they are training at
PSSPPEAK
Trainer Compliance Register/matrix
Trainers are reviewed and have professional development plans
PSSPPEAK
Trainer Compliance Register/matrix
Professional development allocation for all trainers in budgets
ALL Budget item expended
4. To enhance the professional development of relevant stakeholders.
Members/Sponsors continuedStrategy Who Time
frameKPI/Target Result
Members are offered access to mentoring or buddy programs
PSSP 20% take up of program
Annual conference meets professional development request s& needs of members
PSSP 80% positive Conference Evaluations
Specific one day training sessions offered for members as determined by needs analysis
M.S.CEO
1 per annum
Existing manuals are prioritized and updated in accordance with budget and needs analysis.
M.S.CEO
1 manual reviewed p.a.
Regional training opportunities increase PSSPPEAK
3 regional sessions pa
Carer induction package developed & train the trainer sessions completed
PSSPPEAK
5 new schemes utilising packages pa
Tools of the Trade package for managers to be developed
PEAK 1 Training sessions 2010
Recommendations• That each budget contains a strategic plan implementation /expenditure
component. • That the balance score card considerations be used when developing each
of the business activity plans.• That the KPI/Targets be used as Performance Indicators for Appraisals.• That the traffic light colour system be used with comments in the results
box• That the strategic plan be reviewed annually• Stronger emphasis be placed on strengthening & developing partnerships
in business plans to support Major Goal 3.• That each business activity review and then use their individual strength
and weaknesses chart to develop their own business plans. Their plans should support the Major Goals and Key Result Areas and any specifically identified strategies written identified in this plan.
• We need to have a strategy to support Key Result Area 3 and our recent partnership with FDCA.
1. Not Achieved Rationale & or
revised/corrective action
2. Partially Achieved Rationale & or
revised/corrective action
3 Fully Achieved Evaluation withrecommendation for future
RESULTS KEY: Traffic Lights