Transcript Slide 1

NSW Family Day Care Association Inc
Since 1976
Strategic Plan 2010 – 2013
ACRONYMS
NSWFDCA
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
VISION:
A leader in the provision of innovative professional services
to family day care, in home care and the wider childcare
sector
MISSION:
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.
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
NSWFDCA ORGANISATIONAL CHART
State
Committee
BOM
CEO
Member
Services
PSSP
IHC
Community
PEAK
Community
Community
Member
MEMBERS
STRENGTHS
WEAKNESSES
Professional development
Marketing of membership advantages
Regional membership consultative structure
Reputation with GOVT, Industry. Members and Peaks
Industry specific expertise
Communication to sponsors &new managers
Links to other industry groups
Governance/risk management /audit compliance
Advocacy
Erosion of regional representation & structure
Partnerships within the Early Childhood sector
Diversity of business activities
Succession Planning
Not proactive enough/supporting too late
Personnel (Board, staff)
Vulnerability of FDC reputation
Sharing and supporting philosophy
SWOT
THREATS
Other RTO’s
Unforeseen IHC changes & legislation
Changes to Legislation
Change of Government Policy
Change to Regulations
Employer/Employee issues in relation to PSSP &
PEAK trainers
Reputation (Inquest findings)
Working party participation and outputs
Visibility-what we offer
Financial viability
Ability to disseminate information
Competition between members
Sector confusion re PSSP & PEAK
OPPORTUNITIES
Strengthen communication links to all stakeholders
Develop and deliver a stronger marketing strategy
Grow membership
Strengthen membership relationships and support
Grow and diversify current Business Activities to
ensure ongoing Financial viability
Develop and strengthen Industry Partnerships
Professional Membership Services
STRENGTHS
WEAKNESSES
•
•
•
•
•
• Regional cohesion
• Regional Rep training
• Unclear messages
about member benefits
• Lack of sponsor
participation
New Premises
Appointment of CEO
Successful PSSP tender
Conference
Insurance choice for
members
• Website
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 RTO
STRENGTHS
• 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.
PSSP
STRENGTHS
WEAKNESSES
•
•
•
•
•
•
•
•
•
•
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
•
•
•
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.
Balanced Score Card considerations
for achieving each Major Goal.
•
•
•
•
•
Customers and members
Internal Business Processes
Financial
Learning & Growth
Risk Management/Governance/Compliance
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.
Time
frame
Strategy
Who
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
KPI/Target
Result
2. To deliver an effective communication & marketing strategy in relation to
NSWFDCA services and products.
Time
frame
Strategy
Who
KPI/Target
Improve scheme sponsor relationships
with Association
BOM
CEO
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
PSSP
R.REP
100% contacted
Business Activities to increase
participation in regional, state meetings
ALL
33% of regions
visited once pa
Use Trainers to market services.
PSSP
PEAK
5% increase in
enrolments
Result
3. To grow & diversify our business activities and financial viability.
time
frame
STRATEGY
WHO
KPI/TARGET
Continue consolidation of PEAK
CEO
Pass Audit
Consolidation and relocation of IHC
IHC
CEO
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 courses
Develop / revise / review courses
PEAK
PSSP
2 new courses
developed pa
Hire out training premises
CEO
2 new clients
Develop training packages for IHC
PSSP
PEAK
IHC
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
RESULT
3. To grow & diversify our business activities and financial viability cont’d.
Time
frame
Strategy
WHO
PKI/Target
Seek out Assoc sponsorship
BOM
CEO
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.
BOM
CEO
Compliance Matrix
developed and
checked annually
Result
4. To enhance the professional development of relevant stakeholders.
CEO/Staff, BOM, Trainers & members.
Time
frame
Strategy
Who
CEO is supported, appraised and given
professional development opportunities
BOM
appoint
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
BOM undertakes governance training
BOM
Documentation/
certificate of
Attendance
Offer orientation and or on training
opportunities for all trainers.
PSSP
PEAK
Trainer compliance
register/matrix
Ensure all trainers have qualification
one level above what they are training
at
PSSP
PEAK
Trainer Compliance
Register/matrix
Trainers are reviewed and have
professional development plans
PSSP
PEAK
Trainer Compliance
Register/matrix
Professional development allocation
for all trainers in budgets
ALL
Budget item
expended
Feb
2010
KPI/Target
Manual operational
Result
4. To enhance the professional development of relevant
stakeholders.
Members/Sponsors continued
Time
frame
Strategy
Who
KPI/Target
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
PSSP
PEAK
3 regional
sessions pa
Carer induction package developed &
train the trainer sessions completed
PSSP
PEAK
5 new schemes
utilising
packages pa
Tools of the Trade package for
managers to be developed
PEAK
1 Training
sessions 2010
Result
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.
RESULTS KEY: Traffic Lights
1. Not Achieved
Rationale & or
revised/corrective action
2. Partially Achieved
Rationale & or
revised/corrective action
3 Fully Achieved
Evaluation with
recommendation for future