Strategic Plan
2013 - 2016
“Helping create confident children”
NCN Strategic Plan 2013 – 2016
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY
2. INTRODUCTION
2
4
2.1
Aim
4
2.2
Our Philosophy
4
2.3
Vision
4
2.4
Mission
4
2.5
Who are we?
4
3. CURRENT SERVICES
5
3.1
NCN Services
5
3.2
NCN Statistics
5
4. MARKET ANALYSIS
4.1
5
Overview
5
5. IMPACT ON NCN
6
5.1
Changes to Services
6
5.2
Demand for Child Care
6
5.3
Changes to Technology
7
6. CONSIDERATIONS FOR NCN
7. STRATEGIC GOALS 2013 – 2016
7.1
What will NCN look like in 2016?
7.2
Key Strategic Goals
7
9
9
10
8. RESOURCE MANAGEMENT COMMITMENT
11
8.1
Financial Management
11
8.2
Projected Budget 2013 –2016
11
8.3
Facilities Management 2013 –2016
12
9. MARKETING
12
9.1
Overview:
12
9.2
Marketing links to Strategic Goals
13
9.3
Marketing Objectives
13
9.4
Marketing Plan Overview
13
10.
11.
ANNEX A HISTORY OF NCN
ANNEX B MARKET INDICATORS
14
16
11.1
Tasmanian Social Indicators
16
11.2
Tasmanian Economic Indicators
16
11.3
Tasmanian Child Care Indicators
17
11.4
Tasmanian Census Data 2011 - SNAPSHOT
18
11.5
National Child Care Indicators
19
12.
13.
14.
15.
16.
ANNEX C SWOT ANALYSIS
ANNEX D 2013 - 2016 ACTION PLAN
ANNEX E 2013 - 2016 PROPOSED BUDGET PLAN
ANNEX F 2013 - 2016 PROPOSED INVESTMENT PROGRAM
ANNEX G NCN’S CHARTER
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25
31
32
33
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NCN Strategic Plan 2013 – 2016
1.
EXECUTIVE SUMMARY
Northern Children’s Network Inc (NCN) achieved the majority of its strategic goals, as
outlined in NCN’s 2008 -13 Strategic Plan, by 2011. NCN’s Board undertook a strategic
review of the organisation’s business and future direction. This process commenced in
November 2011 and has been an ongoing process of review and refinement. The aim of the
2013-16 Strategic Plan is to provide the direction and goals for NCN during the next three
years. It will not only provide a strategic direction but be the guide for our operations and
service focus. Our organisation has been through a period of significant change since 2006
which has been both challenging and exciting. During the last three years, we have
increased the number of long day care (LDC) centres from 2 to now 8. We have purchased a
property at Summerhill which included an established family day care (FDC) business. This
property is currently leased as a continuing FDC service. We have expanded our Family Day
Care reach to now include our Hobart based, Southern Childcare Services (SCS) which
commenced operation in early 2011. SCS has grown quite quickly during the last two years
from initially 10 educators to now 38.
Our staff numbers have increased from 38 (2006) to now 100 (March 2013). These numbers
include full time, part time and casual staff. Our second Enterprise Agreement has been
ratified by the Fair Work Commission (late May 2013) after an extensive consultative review
during 2012. We are still the largest provider of family day care services in Tasmania and
have established a visible profile in the market place. 2012 saw the introduction of the new
National Quality Framework (NQF) for child care which includes the Early Years Learning
Framework (EYLF) and new National Quality Standards (NQS). Also, new Work Health and
Safety legislation came into effect from 1 January 2013. Economic conditions currently
facing Tasmania and into the immediate future will be quite challenging. NCN is currently
consolidating its new services with the view of returning our budget to surplus. NCN is
facing challenges on a number of levels. However; we have put in solid foundations to meet
them.
NCN has achieved this solid foundation by growth in the number of services we now
operate. We have the potential to generate improving revenues when the Tasmanian
economy begins to improve. However, our services are more than just businesses and we
needed to ensure the focus on child care is not lost. In light of this, NCN has moved to
adopt a philosophy based on “helping create confident children”. This means we will be
guided in our decision making by what will best fit our child care philosophy.
What will we look like in 2016?
NCN will continue to be a significant community based Child Care provider in Tasmania.
NCN will be a state wide organisation consisting of Long Day Care Centres, multiple Outside
School Hours Care programs and state wide Home Based Care Educators servicing various
communities. Our people will be positively engaged and our leaders will be fully supported
in providing the appropriate opportunities for the communities we serve in helping create
confident children.
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NCN will undertake continual improvement as it has always done. The areas that will be our
focus include:
 Refining and reinforcing our systems and processes to more effectively support
our expanded services.
 Building our financial assets.
 Continuing to be considered an “employer of choice” through positive staff
engagement and development as well as our leaders being supported in
developing their skills and potential.
 Endeavouring to expand our OSHC programs, particularly in Southern Tasmania.
 Maintaining our current child care services and growing them when the
appropriate opportunities arise.
 Maintain and build the links with the various communities where our services are
located.
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2.
INTRODUCTION
2.1
Aim
The aim of this Strategic Plan is to provide the direction and focus for Northern Children’s
Network Inc (NCN) for the next three years (1 July 2013 – 30 June 2016).
2.2
Our Philosophy
NCN’s philosophy is based on ‘helping create confident children’. This means we have a
role in helping families, our educators and communities ensure that the children in our care
have the opportunities to build the skills, knowledge and values to help them in their future.
The following “statements of values” reflect the underlying principles upon which NCN has
based the development of its strategic plan as well as its approach in its provision of services
and operational matters.
Child Care Services
“We provide child care services in response to community needs.”
Highly skilled and committed workforce
“We provide an environment for Board members, Employees and Educators to
maximise their contribution and job satisfaction.”
Strong Leadership
“We provide leadership in child care services to benefit our community.”
Community Partnership
“We provide opportunities for the Community to become involved in child care
services.”
2.3
Vision
Our Vision is to be recognised as a leader in the provision of a variety of child care services
in Tasmania.
2.4
Mission
We provide a network of community based care and learning that focuses on empowering
children in a fun and safe environments.
2.5
Who are we?
Northern Children’s Network Inc has been providing quality care for children from birth to
13 years of age in the Northern Tasmania since 1975. We are a ‘not for profit’ organisation
governed by a skills based Board of volunteer community members. We offer families a
range of child care options including family day care, in home care, long day care, after
school and vacation care. Northern Children’s Network Inc commenced in Northern
Tasmania with the establishment of Launceston Family Day Care Scheme in November,
1975. An overview of NCN’s history is attached as Annex A.
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3.
CURRENT SERVICES
3.1
NCN Services
We offer families a range of child care services throughout Tasmania:
I.
Family Day Care – State wide.
II.
In Home Care – State wide.
III.
After School Care – Beaconsfield, Bicheno, Campbell Town, Launceston,
Queenstown and Triabunna.
IV.
Vacation Care –
Beaconsfield, Bicheno, Campbell Town, Launceston, Queenstown
and Triabunna.
V.
Long Day Care – Beaconsfield, Bicheno, Campbell Town, Flinders Island,
Queenstown, Scottsdale, St Marys and Triabunna.
Our services are Approved Services under the Education and Care Services National Law and
Regulations. These are administered under the auspices of the Tasmanian Department of
Education – Education and Care Unit (ECU). The ECU is the Regulatory Authority in
Tasmania. All of our services are subject to assessment under the National Quality
Standards excepting for In Home Care.
3.2
NCN Statistics
NCN’s current situation is as follows:
1
Our Main Office business hours are 9.00 am – 5.00 pm.
2
NCN’s staff (100 employees) is predominately a mixture of permanent part time and
casual employees.
3
We have 275 educators.
4
We have 2000 families in all services.
5
We have 3500 children in care.
Our effective full time spaces (EFT) in Family Day Care have ranged between 375 - 400
during the last twelve months (this includes our FDC service, Southern Childcare Services)
whereas In Home Care has ranged from 40 to 60 EFTs.
The increased investment in marketing during the last six years has resulted in a higher
profile of NCN in the community resulting in a greater number of enquiries.
4.
MARKET ANALYSIS
4.1
Overview
Child care has become a major part of many family budgets during the last six years. The
changing aspirations, expectations and economic conditions for families in Australia today
have seen a continuing upward trend of females participating in the workforce. This has led
to the increasing need for child care arrangements to support families. In Tasmania child
care, both formal and informal, is used to support families in both making ends meet as well
as achieving different lifestyle outcomes. Child care has continued to be a ‘hot topic’ in the
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national media whether it is issues of availability, affordability or quality. Child Care is now
a mainstream issue for Australia today.
Child care is increasingly seen as a necessity for any family. Almost half of working parents
(46 per cent) with pre-school children have children in child care for more than eight hours
per day with a further 38 per cent between seven-eight hours per day. Almost a quarter of
parents (24 per cent) have children in care five days per week and 43 per cent have children
in care three days (the most consistent number of days to have a child in care). 44 per cent
of parents start their children in care when they are seven-12 months old. As such, the
availability and affordability will continue to be an ongoing issue for the nation. A detailed
Market Analysis is attached as Annex B.
At a local level, a ‘SWOT’ (Strengths, Weaknesses, Opportunities and Threats) Analysis was
undertaken by the NCN Board, CEO and Executive Team during 2011. The SWOT Analysis is
attached as Annex C. The impact on NCN Services is outlined in Section 5.
5.
IMPACT ON NCN
5.1
Changes to Services
Our organisation has been through a period of significant change since 2006 due to both
Government policy changes as well as NCN exploring strategic opportunities. Significantly,
during the last two to three years we have increased the number of long day care (LDC)
centres from 2 to now 8. We have purchased a property at Summerhill which included an
established family day care (FDC) business. This property is currently leased as a continuing
FDC service. We have expanded our Family Day Care reach to now include our Hobart
based, Southern Childcare Services (SCS) which commenced operation in early 2011. SCS
has grown quite dramatically during the last two years from initially 10 educators to now 38.
We are also offering After School Care and Vacation Care from a number of our Long Day
Care centres in addition to our Amy Road facilities.
5.2
Demand for Child Care
Child care is likely to remain a major item in many family budgets as well as being an
important aspect balancing family and working life. Many single and two parent families are
working to meet budget and aspirational needs. Also, parents on a variety of
unemployment benefits are facing policy changes requiring them to return to paid work
sooner than in previous years. This has seen a marked increase in sole parents seeking work
and child care. The availability of affordable child care remains a contentious and
problematic issue. NCN will need to be mindful of providing appropriate services that are
both affordable but also sustainable. Although FDC has not seen a marked increase in
demand for its type of service, there have been increases in the demand for Outside School
Hours Care (OSHC) services, particularly for After School Care (ASC) and Vacation Care (VAC)
programs. The OSHC sector has become a competitive area in child care. This has seen an
increase during the last five years in the number of child care services offering OSHC.
Although there had been a growing number of After School Care services operating from
local Primary Schools; this is still a contentious area due to the viability of such operations as
well as the impact of the current poor economic conditions.
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Child care options for rural and remote communities throughout Tasmania remains a
challenge. NCN has in the last few years been able to address the provision of child care in
these communities by being creative, patient and persistent in its approach. NCN has been
able to establish a network of rural and regional long day care centres in eight locations
predominantly in the northern half of the state. An increase in the number of such long day
care centres operated by NCN in the future will need to address criteria as determined by
the NCN Board as well as addressing our “statement of values”. Although the demand for
child care has fallen somewhat with the eroding business conditions in Tasmania, there will
still be a need for such services as the economy begins to recover.
NCN will need to continue to promote its unique position as a community based, not for
profit, multi service provider which offers parents a range of child care options.
Importantly, the adoption of our philosophy “helping create confident children” will help
focus our services in our strategic direction, operations and marketing. NCN has major
competitors including Lady Gowrie, a major community based child care service, Good Start
Centres, Early Discovery and other progressive Family Day Care Schemes.
5.3
Changes to Technology
During the last seven years there has been a rapid increase in the use and variety of
computer technology. This has seen our parents become more attuned to the latest
technological trends and quickly adopt new forms of information gathering and sharing.
The rise of “I phones” “Android” devices, Facebook and the like has seen a move to a
greater use of computer based technology in accessing both information and services
related to child care. More and more parents are using this ‘new technology’ to obtain
information about child care services. Child care services will need to be highly responsive
and adaptable to cater for and capture this growing trend. NCN has developed a website, a
Facebook page as well as an ‘App’. The continual content upgrade for these computer
based platforms will become important in the next two to three years and beyond. NCN is
continuing to develop its ‘app’ to help meet the new demands of the parent demographic.
We are finding that our parents are more confident in using the latest computer / mobile
phone innovations than in previous years and are usually voracious users of technology. In
addition, the constant changes and upgrade of the Federal Government’s Child Care
Management System (CCMS) will see our services embrace more and more the use of
electronic data recording and retrieval systems.
6.
CONSIDERATIONS FOR NCN
To meet the changing trends, NCN will need to ensure its sources of revenue are stable and
provide sufficient support for our services. NCN has diversified its revenue streams during
the last seven years in the following ways:
1) The addition of six long day care centres in the last two years
2) The continued leasing of office space at our Amy Road, Newstead office
3) The purchase of a residential property in Summerhill which is leased as a Family Day
Care service.
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4) The expansion our Family Day Care services to now include Southern Childcare Services
(SCS) servicing southern Tasmania.
These new services mean that NCN will need to focus on the following:
a.
Ensuring that our diversified revenue streams continue which means:
i) The continued leasing of Amy Road office space and Summerhill property where
possible.
ii) Supporting the growth in FDC educator numbers state wide which has become
possible due to SCS.
b.
c.
iii) Maintenance and development of community support for our LDC services.
The marketplace for Child Care services is now very competitive. In some ways
parents are spoilt for choice although costs are relatively similar across a range of
child care services. Marketing of NCN is paramount to retain and grow market share.
Innovation in the services we provide should also be considered, particularly in FDC.
From our Strategic Planning Workshop, the following ideas were provided:
1) Protect and continue to grow the Northern FDC.
2) Strongly grow the NCN share FDC market in the South.
3) Determine viability of establishing a FDC presence in North West.
4) Explore the opportunity to partner or develop a sponsorship with a range of
organisations.
5) Strategically investigate opportunities for LDC which align with our Charter (see
Annex G)
6) Maintain and grow our OSHC services.
7) Investigate opportunities for Early Learning centres in Launceston.
8) Investigate opportunities for 24/7 care in Launceston Expansion of FDC to twenty
four hours a day / seven days a week. This will require NCN to recruit educators
who are suitable and willing to offer care on such a basis.
d.
9) Pursue a new partnership with Association of Children with Disabilities to pilot a
new program for children with special needs. If successful pursue the program
across relevant NCN Service Delivery Areas.
10) Expand our partnership with other relevant organisations/ bodies caring for
children with special care needs.
11) Expand and continue the partnership arrangement with UTAS – to develop NCN
as a centre of excellence for creativity.
The use of an electronic administrative system as well as the implementation of the
CCMS has required NCN to invest in its computing infrastructure. This has seen our
services move to be more electronic and less reliant on manual based systems.
However, we will still need to pursue more technological innovation in the future.
The upgrade of our server during late 2012 has helped NCN in this journey. We will
need to factor into our budgets funding for ongoing upgrades of our computer
hardware and software resources.
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e.
We will require ongoing maintenance and further development of our facilities,
particularly our Outside School Hours Care area to accommodate continued growth
in ASC / VAC. In addition, funding for the maintenance and upgrade of all our
facilities must be considered, especially as our Amy Road building is over 50 years
old.
7.
STRATEGIC GOALS 2013 – 2016
7.1
What will NCN look like in 2016?
NCN will still be recognised as a leader in the provision of a variety of child care services in
Tasmania. NCN will be a state wide organisation consisting of Long Day Care Centres,
multiple Outside School Hours Care programs and state wide Home Based Care Educators
servicing various communities. Our people will be positively engaged and our leaders will
be fully supported in providing the appropriate opportunities for the communities we serve
in helping create confident children. In summary, NCN will:
 Continue to be a significant community based Child Care provider in Tasmania.
 Continue to provide child care services state wide.
 Establish OSHC programs in Southern Tasmania.
 Refine and reinforce its systems and processes to more effectively support its
expanded services.
 Continue to be considered an “employer of choice” through positive staff
engagement and development as well as our leaders being supported in
developing their skills and potential.
 Build its financial assets.
 Maintain our current child care services and growing them when the appropriate
opportunities exist.
 Maintain and build the links with the various communities where our services are
located.
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7.2
Key Strategic Goals
Our “statements of values”, as listed previously (see page 4) reflect the underlying principles
upon which NCN has based the development of its strategic plan as well as its approach in
determining its strategic goals. Each Goal is informed by these values. Our Key Strategic
Goals for the next three years are:
Goal 1 Our People
1. Manage the successful succession planning within the organisation.
2. Identify and develop our leaders within the organisation.
3. Encourage a culture of learning and professional development across our services
and make opportunities available for all staff to reflect NCN’s commitment to its
people in regards to (but not limited to) the NQF requirements.
Goal 2 Our Systems and Processes
1. Our Operational and Administrative systems, policies and processes will be refined,
reviewed and updated, using a continuous improvement approach. The following
will be completed:
1.1
New staff policies and procedures will be developed to support our people as
well as help NCN maintain Employer of Choice status.
1.2
Review of staff policies and procedures to reflect the implementation of the
new Work Health and Safety legislation.
1.3
Review of all operational policies and procedures to ensure they reflect
current legislation and practice including NQF Requirements and related
regulation across all service delivery areas.
2. Develop a formal Strategic and Organisational Risk Management process including
documentation, reporting and mitigation. This will include a Corporate Risk Register.
3. A continuous improvement approach is adopted in the provision of services to our
educators.
4. Development of Customer Care Charter.
Goal 3
1.
2.
3.
Our Services
We will protect and continue to grow our Northern FDC.
We will grow our share of the FDC market in the South (strongly).
We will maintain and grow OSHC services, particularly in the south, as long as they
align with our “Statement of Values”.
4. We will explore the opportunity to partner or develop a sponsorship with a range of
organisations.
5. We will strategically investigate opportunities for child care services as long as they
align with our “Statement of Values”.
6. We will investigate the viability of buying versus leasing premises in Hobart when the
current lease expires.
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Goal 4 Our Communities
1. We will expand and continue the partnership arrangement with UTAS – to develop
NCN as a centre of excellence for creativity and sustainability.
2. We will expand our partnership with other relevant organisations/ bodies caring and
advocating for children.
7. We will expand our partnership with communities.
Goal 5 Our Technology
1. We will review the use of IT across the organisation to improve communications and
effective working practices, as well as ensuring NCN keeps pace with demographic
and technological changes.
2. We will investigate ways of improving use of automation of our processes.
3. We will investigate the development of an intranet.
NCN will implement and monitor these goals by using a number of supporting plans. These
plans include:
NCN’s 2013 – 2016 Action Plan attached as Annex D
NCN’s 2013 - 2016 Proposed Budget Plan attached as Annex E
NCN’s 2013 - 2016 Proposed Investment Program attached as Annex F.
NCN’s 2013 - 2016 Marketing Plan which will be produced separately.
The above annexes plus NCN’s Marketing Plan will form the basis for implementing,
monitoring and reviewing this Strategic Plan. It is important that our plans are regularly
reviewed and goals measured to ensure long term success for NCN.
8.
RESOURCE MANAGEMENT COMMITMENT
8.1
Financial Management
NCN will maintain its commitment to transparent and economic financial management in all
its business operations. NCN operates on the understanding that responsible financial and
resource management is necessary across all of our activities. To help NCN achieve its
strategic goals, it will implement a systematic, transparent budget planning system that will
include budget submissions from each service. In addition, NCN will implement a consistent
mechanism for annual fee reviews. NCN currently reviews all fees and are usually increased
by at least the CPI figure each year.
8.2
Projected Budget 2013 –2016
NCN will maintain a conservative approach to its budget process and will ensure that all
services will only continued to be offered if viable and within our guiding principles. As
previously stated, NCN will implement a systematic, transparent budget planning system
that will include budget submissions from each service. In addition, NCN will implement a
consistent mechanism for annual fee reviews based upon at least the CPI figure each year.
The fee increases will be communicated to all stakeholders, preferably before the Federal
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Budget delivered in mid May. NCN’s 2013 - 2016 Projected Budgets is attached as Annex E
and provides a conservative estimate of revenues and expenditure for the next three years.
8.3
Facilities Management 2013 –2016
NCN will need to maintain and, at times, upgrade its service facilities which include the
following:
NCN Amy Road Facilities at Newstead which is over 50 years old.
Our Long Day Care Centres.
Our property at Hardwicke Street, Summerhill.
Maintenance and continual upgrade of our buildings will be crucial to ensure the ongoing
attractiveness and quality of NCN services.
To achieve this objective, NCN should establish a ‘Facilities Fund’ or similar as a provision for
the maintenance and upgrade of its facilities. Provision within NCN’s Annual Budget could
be made for an amount to be earmarked for such a fund. The facilities maintenance and
upgrade plan is included in the 2013 - 2016 Proposed Investment Program attached as
Annex F.
9.
MARKETING
9.1
Overview:
Marketing as a percentage of total revenue has been as follows:
 FY 2005 – 2006 a total of 1.55%
 FY 2006 – 2007 a total of 3.25%
 FY 2007 – 2008 a total of 4.1%
 FY 2008 – 2009 a total of 4.5%
 FY 2009 – 2010 a total of 4.31%
 FY 2010 – 2011 a total of 2.58%
 FY 2011 – 2012 a total of 1.48%
 FY 2012 – 2013 a total of 1.36%
For marketing to be successful, most industry experts suggest at least an investment
between 5% to 10% investment of total revenue be committed to marketing to help an
organisation meet its strategic goals and grow the business it would be prudent that a range
of 3.5% to 5% of our gross revenue per financial year be invested in NCN’s Marketing Plan.
This range would equate to approximately $97,000 to $115,000 p.a. over the next three
years. However, given the current economic conditions within Tasmania and its impact on
our current and future budgets, it is more likely that we will be investing in the range of
$25,000 to $45,000 per year in Marketing. This means that NCN would have to be
innovative and creative to achieve most ‘bang for its buck’ in marketing.
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9.2
Marketing links to Strategic Goals
Our marketing goals are linked to NCN strategic goals as follows:
a.
Utilising computer based applications including web site / social media and emerging
technologies.
b.
Maintain and grow NCN’s profile would complement NCN’s aim of promoting our
state wide services.
c.
The expansion of our services state wide would also expand our “brand” recognition.
d.
Leave branding as “NCN” due to the investment that has already been committed.
9.3
Marketing Objectives
The objectives for NCN marketing include:
a. Maintaining NCN’s profile throughout Tasmania.
b. Building our community links and recognition within the areas we provide child care
services.
c. Promotion of our services to families.
d. Improving the knowledge and awareness of Family Day Care and In Home Care
throughout the community.
e. Recruitment of educators for both Family Day Care and In Home Care to meet identified
areas of need.
9.4
Marketing Plan Overview
A separate Marketing Plan will be prepared to support NCN’s Strategic Plan. The NCN
Marketing Plan will guide the direction and investment of NCN’s marketing funds to ensure
that NCN’s strategic goals will be supported.
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10. ANNEX A History of NCN
NCN Timeline
November, 1975 - Northern Children’s Network Inc, commenced in Northern
Tasmania with the establishment of Launceston Family Day Care Scheme.
In 1979, the Northern Suburbs Family Day Care Scheme commenced at the
Ravenswood Health Centre.
In 1983, the Northern Country Scheme was established in 1983 with Child and Family
Services taking initial sponsorship. The then Beaconsfield Council was successfully
approached regarding sponsorship and the Scheme office relocated to Riverside in
April 1987.
During 1987 to 1988 the Northern Suburbs Scheme was struggling financially and an
approach was made to Northern Country Scheme regarding amalgamation. This
proposal was supported and, in December 1989, these two schemes merged to
create Northern Family Day Care Scheme.
For the next eight years, the two schemes, Launceston and Northern, provided
service coverage for the Northern region – Launceston, covering the city and some
suburban areas and Northern covering the northern suburbs and outlying rural
areas. The Launceston Scheme moved offices several times, finally moving into
Talbot Road, South Launceston in 1994.
During December 1997 with the emergence of Local Government amalgamations,
the issue of Northern Scheme’s future was debated. Merger discussions were
entered into with Launceston Family Day Care. The two schemes amalgamated in
May 1998 to create a new scheme. Family Day Care Northern Tasmania
Incorporated was established and ex Northern staff transferred to the Launceston
Family Day Care premises in Talbot Road.
2001 saw the expansion of Family Day Care Northern Tasmania, which included the
sponsorship of In Home Care Northern Tasmania and the completion and opening of
the Scottsdale Child Care Centre.
January 2002 saw the organisation finally purchase the 50 year old ex St Giles
building in Amy Road, Newstead.
During 2002, the organisation developed their services further by taking on
sponsorship of Lilydale After School and Amy Road After School and Vacation Care
programs.
16th October 2002, the Amy Road building was officially opened as well as the
launching of “Northern Children’s Network Inc” (NCN), the organisation’s new name.
During mid 2003, Launceston South and Amy Road Outside School Hours Care
services combined and operated from our premises at Amy Road, Newstead.
September 2005 saw NCN begin sponsorship of the St Mary’s Child Care Centre.
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May 2006, the Australian Government changed the funding for both Family Day Care
and Outside School Hours Care services basing it on actual rather than allocated
spaces. In addition, the regional boundaries that existed for both forms of care were
removed.
2008, Vacation Care was trialled at Bicheno as part of NCN’s partnership with the
Bicheno Child care Committee.
March 2010, a family day care service was provided from a renovated residence at
16 Lodi Court, Bicheno. This model quickly moved to a long day care service.
April 2010, NCN was successful in its tender to operate the Beaconsfield Early
Learning and Child Care Service.
June 2010 – Launch of the Tasmanian Home Based Care Network. This led to
interest from southern based Family Day Care educators in establishing a new Family
day care service. Approached by Flinders Island Council to operate Furneaux Child
Care Centre. Approaches from other occasional care services to support them after
federal Government had ceased their funding.
October 2010 – NCN transitioned the Furneaux Child Care Centre (Flinders Island)
from occasional care to Long Day Care.
December 2010 – NCN established Southern Childcare Services (SCS), a new family
day care service for southern Tasmania.
January 2011 – opening of both SCS and Beaconsfield Early Learning and Child Care
Service.
January 2012 – NCN is approached to operate Spring Bay Child Care Centre located
at Triabunna.
February 2012 – Bicheno ‘Little Penguins’ Child Care service moves from Lodi Court
to the purpose built child care centre on Bicheno Primary School grounds. Official
opening of the Centre was on 1 June 2012.
April 2012 – NCN submits a tender for the operation of the Campbell Town Child
Care Centre located on the grounds of Campbell Town District High School. NCN was
successful in its tender.
July 2012- Spring Bay Child Care Centre commences operation under the auspices of
NCN.
October 2012 –Campbell Town Child Care Centre commences operations and is
officially opened in November 2012.
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11. ANNEX B Market Indicators
Many of Tasmania’s social, economic and environmental indicators have changed over the
past few years, few improving, while others have followed previously predicted trends.
Potentially, the most significant indicator for future regional development initiatives comes
from the fact that Tasmania’s population is ageing faster than the national average.
A selection of relevant information and indicators are represented statistically below from
data collected by the ABS and other sources.
Tasmania’s population is now 495,354 people in Tasmania - 51 per cent of them
female (ABS 2011).
Nearly 60% of the Tasmanian population lives outside of the capital city.
The Southern Region makes up approximately 48% of the population.
Approximately 28% of the total population lives in Northern Tasmania.
Tasmania is characterised by a number of small towns and islands (including King &
Flinders Island) with communities of less than 5,000 people. There are five local
government areas of less than 5,000.
Tasmania is the most decentralised state in Australia.
11.1 Tasmanian Social Indicators
The Tasmanian demographic and social context includes a changing population through
relocation of people to and from the mainland, an ageing population, as well as relatively
low income and employment levels.
Tasmania social conditions are characterised by:
A substantial increase in the proportion of over 65s and over 85s in the population
over the past decade, (43% of Tasmanian electors are aged 50 years and older).
A significant reduction in the proportion of under 15 year olds over the past decade.
Low levels of education attainment - approximately 43.9% of the workforce have not
completed year 12- compared with the national average of 33.5%. While both of
these figures are 2% lower than in 2004, Tasmania has not improved against the
national average
11.2 Tasmanian Economic Indicators
Tasmania’s economy does appear to have slowed quite significantly during late 2011 / early
2012. Sectors such as manufacturing and agriculture (which together account for a larger
share of economic activity in Tasmania than any other state) have been adversely impacted
by the strong Australian dollar and other factors. In addition, business investment in
Tasmania slowed during 2011 and business confidence is low.
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Tasmania economic indicators include:
A rise in the unemployment rate above the 7% mark since late 2012. Tasmania’s
trend jobless rate is the highest in the nation at 7.2% and is 21.3% above its decade
average.
A low workforce participation rate.
The median household weekly income in Tasmania was $948, compared with $1234
nationally.
While the Australian median weekly income increased by $207 since the 2006
Census, the Tasmanian median household weekly income increased by $147.
The individual median weekly income was $499 in Tasmania in 2011, up $101 since
2006, and $577 nationally, up $111 since 2006.
As indicated in the latest CommSec “State of the State” April 2013
“Tasmania remains locked at the bottom of the Australian economic performance
table. Tasmania lags all other economies on seven of the eight indicators and is
second weakest on the other indicator. A joint effort is required from the Federal and
State governments to lift the performance of the economy.” [CommSec “State of the State”
April 2013 pg 2]
Of concern for the Tasmanian economy is the annual population growth which is 0.11 % and
is at its weakest level in over 11 years and is 87% below the decade average rate of 0.80%.
[CommSec “State of the State” April 2013 pg 5] CommSec report has painted a somewhat bleak
outlook for the Tasmanian economy. In its ‘Implications and outlook’ section it states:
“For the bottom grouping of states – Tasmania and South Australia – joint action by
the Federal Government and individual state governments will probably be necessary
to lift economic momentum and overall performance. Without concerted action to
boost economic activity, the risk is that a widening gap emerges between the
strongest and weakest regions, entrenching problems over the medium and longer
term.” [CommSec “State of the State” April 2013 pg 6]
11.3 Tasmanian Child Care Indicators
Child Care in Tasmania had been provided as long day care, family day care and occasional
care for children aged birth to 5 years and outside school hours care for children aged 5
years to 12 years. The following table indicates that informal care is used more often than
formal care by parents in Tasmania.
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1307.6 Tasmanian State and Regional Indicators, March 2008
TABLE 7. CHILD CARE, by Type of Care, 2005
Children aged 0-12 years
Number ('000)
%
Children who used child care
Children who didn't use child care
33.3
48.7
40.6
59.4
Type of care
Formal care
Before and/or after school care
Long day care centre
Family day care centre
Occasional care centre
Other formal care
Children who used formal care
2.4
7.5
3.8
1.8
–
15.0
2.9
9.1
4.6
2.2
–
18.3
Informal care
Grandparent
Brother/sister
Other relative
Other person
Children who used informal care
16.2
0.7
5.2
3.6
24.1
19.8
0.8
6.3
4.4
29.4
Children who used formal care only
Children who used informal care only
Children who used both formal and informal care
9.2
18.2
5.8
11.2
22.3
7.1
All children aged 0-12 years
82.0
100.0
Source: Child Care, Australia, 2005 (cat. no. 4402.0)
© Commonwealth of Australia 2008
11.4 Tasmanian Census Data 2011 - SNAPSHOT
There were 495,354 people in Tasmania - 51 per cent of them female - according to a
snapshot of the 2011 Census figures, released by the Australian Bureau of Statistics
this morning.
There are 254,679 women and 242,675 men registered on Census night in Tasmania
- with a median age of 40. Tasmania's population at the last Census in 2006 was
476,482.
There are 134,193 families, with an average of 1.8 children.
There are 232,370 private dwellings, with an average of 2.4 people living in each
household. The medium weekly household income is $948. The median monthly
mortgage payment is $1300, while the median weekly rent is $200.
19,626 or 4 per cent of the population - identify as Aboriginal and Torres Strait
Islander.
51.2 per cent of the population is 40 years of age and up.
31.6 per cent is aged 24 years and under.
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47.5 per cent of Tasmanians are married (of people aged 15 years and over). That's
down from 49.2 per cent in 2006. 3.3 per cent are separated, 9.9 per cent are
divorced (up from 9.3 per cent in 2006), while 32.8 per cent are listed as never
married, up from 31.3 per cent in 2006.
83.6 per cent - or 414,261 - Tasmanians listed Australia as their country of birth.
The most common responses for religion in Tasmania were No Religion 28.6 per
cent, Anglican 26 per cent, Catholic 17.9 per cent, Uniting Church 4.8 per cent and
Presbyterian and Reformed 2.4 per cent.
Median weekly family income in Tasmania was $1203, compared with $1481
nationally.
27.9 per cent cared for a child or children in the two weeks before the Census. 11.6
per cent said they provided unpaid assistance to a person with a disability while 19.5
per cent said they had performed voluntary work through or organisation or group in
the past 12 months.
42.1 per cent of families were without children. 39.7 per cent of 'couple families' had
children. 17 per cent were one parent families.
81.5 per cent of single parents were female. 18.5 per cent were male.
Nationally, more homes had four bedrooms or more (30.3 per cent) than in
Tasmania (21.1 per cent). 51.6 per cent of Tasmanian private dwellings were listed as
3 bedrooms.
30.7 per cent of Tasmanian households had an income of less than $600 gross per
week, compared with 38 per cent in 2006 and 23.7 per cent nationally.
Only 5.4 per cent of households said they earned more than $3000 gross a week,
compared with 11.2 per cent nationally.
11.5 National Child Care Indicators
USE OF CHILD CARE
1) In June 2011, 1.9 million children usually attended one or more types of child care,
according to the Australian Bureau of Statistics.
2) Of the 3.6 million children aged 12 years or younger, just over half (52%) usually
attended one or more types of child care
3) Of all children aged 12 years or younger, 864,300 (24%) were in formal care and 1.4
million (39%) were in informal care.
4) A quarter of all children (26%) were cared for by their grandparents, while 14%
attended long day care.
5) Children in one parent families (55%) were more likely to attend informal care than
children in couple families (35%).
6) Of those children who usually attended formal care, 40% (343,800) attended for less
than 10 hours per week, and 9% attended for 35 hours or more per week.
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For the majority of children (63%) in formal care, the usual cost was less than $80 per week.
A large majority of children (92% or 1.3 million) who usually attended informal care did so at
no cost. In addition, parents reported participating in a variety of informal learning activities
with their children. Parents were most likely to participate in reading activities, with 80% of
0–2 year olds and 96% of 3–8 year olds being involved in reading activities with their parents
in the reference week.
Usual formal and informal care
Around a quarter of all children (26%) were usually cared for by their grandparents, while
14% usually attended long day care, and 8% attended before and after school care. Family
Day Care was attended by 2%, while 1% attended occasional care.
Patterns of formal and informal care use varied by age (Graph 1). Under the age of 2 years,
22% of children usually attended formal care, while 36% usually attended informal care.
The highest level of overall care attendance was among 2 and 3 year olds, of whom 54%
usually attended formal care and 40% informal care. For school aged children (those aged 5
years and over), 14% usually attended formal care and 39% informal care.
Graph 1
Children who usually attended care, by type of care and age
Couple and one parent families
The proportion of children aged 0-12 years who usually attended any form of child care was
higher in one parent families (65%) than in couple families (49%). The proportion of children
attending formal care was the same in both family types (24%). In couple families, 35% of
children attended informal care, compared with 55% of children in one parent families. For
children in one parent families, non-resident parents were identified as the most common
source of care (29%).
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WORK AND CHILD CARE
Use of care by employed parents
Of children in couple families in which both parents were employed, 63% (1.1 million)
usually attended child care. Where one parent in a couple families was employed, 31% of
children (329,000) attended care and where neither parent was employed, 25% (43,800)
attended care. In one parent families where the parent was employed, 82% of children
(275,000) usually attended child care, compared with 49% (164,800) of those whose parent
was not employed.
Among the 1.8 million families with at least one employed parent, in 65% parents used
some form of work arrangement to allow them to care for their children. The most
commonly used arrangements were flexible working hours (43%), part-time work (32%) and
working from home (19%). In one parent families, 59% of employed fathers used flexible
working hours, compared with 29% in couple families. Among working mothers, similar
proportions in couple families and one parent families used flexible working hours (42%
compared with 45%) and part-time work (41% compared with 46%) to care for their
children.
HOURS AND COST OF CHILD CARE
Usual hours of care
For all children who usually attended any care, the mean time spent in care was 17 hours
per week. The median number of hours was 10 per week. Of those children who usually
attended formal care, 40% (343,800) attended for less than 10 hours per week while 9%
(74,600) attended 35 or more hours per week. Of those children who usually attended
informal care, 62% (876,500) attended for less than 10 hours per week.
Usual net cost of care
For the majority of children who usually attended formal care (63% or 544,500), the usual
net cost was less than $80 per week. Long day care costs were typically higher than for
other forms of care, with the median cost at $67 per week (Graph 2). A large majority of
children (92% or 1.3 million) who usually attended informal care did so at no cost.
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Graph 2
Children who usually attended formal care, median cost per week by type of
care
NEED FOR ADDITIONAL FORMAL CARE
Parents reported that additional formal care was currently required for 148,600 children. Of
these, 48% mainly required long day care, and 34% before or after school care. When
considering all types of additional formal care needs reported, the most common reason
parents currently required the care was for work related purposes (104,700 children). In the
majority of cases (68% or 100,500 children) one or two additional days a week of care was
required.
Australian Bureau of Statistics - 4402.0 - Childhood Education and Care, Australia, June 2011
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12. ANNEX C
SWOT ANALYSIS
Strengths
1.
2.
3.
4.
5.
6.
7.
People/Staff/Management:
CEO
Professional administration
Experienced and dedicated staff
Skills/knowledge
Multi skilled Board members
Trained workers
Culture:
Child focussed
Caring ethos
Not for profit
Open door policy/transparency
Fun from top down
Entrepreneurial
Trying to be creative
Proactivity
Open to change
Willing to give things a go
Foundation building with community –
additional need culture
Mission/vision
Services:
Variety of services
Complimentary services
Selection of services – follow age of child
State expanding
Registered audited care
Financial:
Commercial insight
Investment reserves
No liabilities or loans
Varied investments
Financial solvency
Branding:
Strong branding
Large organisation advertising
Reputation
35 years
Name in community
Relationships/partnerships:
Community focus
Government licensing and regulations
relationships
Contacts and networking in community
Community care/convenience
Community knowledge
Training body support
Artastic
Infrastructure/facilities:
Great premises
Good facilities
Weaknesses
1.
2.
3.
4.
5.
6.
People/Staff/Management:
Retaining quality staff
Succession CEO Chairperson
Part time nature of staff
Overload – more work than time
Unexpected change in management and staff
Increasing staff size
Lack of interest of educators in attending
training/functions
Ability to attract and keep educators
Meeting educators’ needs (relationship nurturing)
Relief educators pool – many tired educators
Decline in educators
Aging educators and staff
Gaps on board including gender balance
Two way communications
Board – links across the system (maybe??)
Culture:
Rural mind set – not open to change
Passions not made famous – articulated
Time management
Encompassing changes
Relationships between centres - geographical
State wide v regional centres
Services:
Cost to continue to provide same level of services
Service/Relationship – can be confusing in
community services
Decline in customer service enquiries
Decline in all services – FDC, LDC
Size of organisation
Financial:
Exposure to Government funding
Decline of EFTs
Budgeting process
Wages v child attendance
ISS v carer assistance – cost doesn’t cover wages
Compliance:
Government changes in regulations/policies
Changes with EYLF
increase of fees
Infrastructure:
Age of building
Maintenance of building
Systems - process/procedure documents
Car park access
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Threats
1.
2.
3.
4.
5.
6.
People & Staff:
Age of educators, staff and board
Burn out - staff/educators/board
Losing staff
Not having qualified staff to meet NQF
Change of CEO
Culture:
Conventional/point of difference
Once bitten twice shy – e.g. special needs
Limiting culture/compliancy
Services:
Schools taking on OSHC
Opposition in all service types
Competition
Spreading ourselves thin
Lapse in advertising strategies
Financial:
Government funding reliance
Compliance/Regulatory:
Litigation
Changing legislations
New OH&S – impact on educators
NQF
EYLF
External Economic Impacts:
Regional impacts – e.g. mine shut down
Decline in confidence in economy
Decline in employment
Decline in population/birth rate
General economy - GFC
Opportunities
1.
2.
3.
4.
5.
6.
People/Staff/Management
Career pathways for head office staff
Professional learning
Training for risk management
Team building exercises – away from workplace
Learning programs and events
Develop regional training hubs
Culture
Seek out best practices – other services
Go for more awards
Australia to come to us in a niche way e.g. Reggio
Emilio / Leadership in arts and learning
Social change in Queenstown
Begin to measure children’s happiness at NCN
Big events – cracker night
Services
Special needs – point of difference
An alternative to kinder – ELC (look at model)
Additional integration and linking of services
Leveraging on market position – rural and remote
24 hour LDC & FDC – north and south
Registered training educators – other organisations
Child educators -provide remotely (RTOS)
Pre-kinder care in schools
Alternative to nanny services
Support and opportunities for every service we offer
to consolidate and grow
Services to parents – educational toys, birthday
facilities / Parenting sessions – skills
Grandparents/family educators
Seek out OSHC growth possibilities
Finance/Marketing
Grants and funding for building upgrades
Employer sponsorship
Upgrade facilities – e.g. Scottsdale
Advertising in baby packs and at doctor surgeries
Marketing budgets for each service
Independent market research
Budget improvements
Growth in south
Financial investments
Take overs FDC
Other areas of care e.g. Aged care
Family and community centres
Grow nationally
Systems/IT
Support for IT upgrades
Accessibility ease - Training intranet
Revise policies
Create HR officer/arm/focus
Address remote access and cost
Childs charter
Strategic
Create a transition to NQF strategy
Point of difference – sustainable practice (the
environment as a mode)
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13. ANNEX D 2013 - 2016 Action Plan
Goal 1 Our People
OBJECTIVES
1.1
1.2
1.3
To manage the successful
succession planning
within the organisation.
To identify and develop
our leaders within the
organisation.
To encourage a culture of
learning and professional
development across our
services which include
opportunities available
for all staff to reflect
NCN’s commitment to its
people.
WHAT?
BY WHEN?
WHO BY?
REMARKS
1.1.1 New Board membership
Ongoing
Chairperson & Board
Undertaken when need arises and
identified by NCN Board
1.1.2 Clarify CEO’s position
November 2014
Current CEO & Board
Current CEO contract expires 31 Dec
14. Board to investigate options in
conjunction with CEO regarding CEO
position
1.1.3 Review of Executive Team
contracts
August 2013
CEO & Board
New Contracts linked to Strategic
Plan Goals
1.2.1 Seek Leadership
Development Proposals
June 13
CEO
Presented to NCN Board as part of
2013-14 Budget proposals
1.2.2 Implement Leadership
Development Program
Commencing during FY 13/14
CEO
Aim to implement program during
second half of Calendar Year 2013
1.2.3 Assess results from
Leadership Development
Program
1.3.1 Opportunities identified for
appropriate training and
professional development
3 to 6 months after program
CEO & Executive Team
Report findings to NCN Board.
Ongoing
CEO / Executive Team and staff as
part of Performance Appraisal
review
Learning and professional
development will focus on NQF
requirements but will include other
areas appropriate to the needs of
NCN.
1.3.2 Staff Survey is conducted
Completed by end of 2013
Suitable external consultant is
sourced to undertake the survey
Survey factored into 2013-14 Budget
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Goal 2 Our Systems and Processes
OBJECTIVES
2.1
2.2
2.3
2.4
To ensure that our
Operational and
Administrative systems,
policies and processes are
refined, reviewed and
updated, using a
continuous improvement
approach.
To develop a formal
Strategic and
Organisational Risk
Management process
including documentation,
reporting and mitigation.
To adopt a continuous
improvement approach in
the provision of services
to our educators.
To develop a Customer
Care Charter
WHAT?
BY WHEN?
WHO BY?
2.1.1 New staff policies and
procedures will be
developed to support our
people as well as help NCN
maintain Employer of Choice
status.
2.1.2 Review of staff policies and
procedures to reflect the
implementation of the new
Work Health and Safety
legislation.
2.1.3 Review of all operational
policies and procedures to
ensure they reflect current
legislation and practice
including NQF Requirements
and related regulation
across all service delivery
areas.
2.2.1 Develop NCN Risk
Management Register.
December 2013
CEO & HR Officer
December 2013
CEO & HR Officer
First review completed by
December 2013- then ongoing.
Ongoing – CEO & Staff
Initial Register by September 2013
Ongoing – CEO & NCN Board
2.3.1 Opportunities identified for
review and refinement of
service provision to
educators.
Ongoing
CEO / Executive Team
2.4.1 A Customer Charter
reflecting our values and
outlining our response to
our clients is developed and
implemented.
December 2013
CEO & Executive Team
REMARKS
This will be an ongoing process in
light of new HR policies and practices
Develop a Corporate Risk Register
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Goal 3 Our Services
OBJECTIVES
3.1 To protect and continue to
grow our Northern FDC.
3.2 To grow our share of the
FDC market in the South
(strongly)
3.3
To maintain and grow
OSHC services,
particularly in the south,
as long as they align with
our “Statement of Values”
WHAT?
BY WHEN?
WHO BY?
3.1.1 Create and support a more
concise definition of each
service and their value
within the NCN suite e.g.
Family Day Care Solutions
(Tas) FDCST
Ongoing
CEO & Executive Team
3.1.2 Promote the communication
and relationship with
educators
Ongoing
CEO & Executive Team
3.1.3 Support the management
team to promote/grow
communication and
relationship with educator
Ongoing
Board & CEO
3.2.1 Define the Southern market
and opportunities
August 2013
CEO / HBC Services Manager/ SCS
Manager
3.2. Understand SCS’s competitive
edge in the Southern
marketplace
August13
CEO / HBC Services Manager/ SCS
Manager
CEO
3.3.1 Review the program to
ensure it is, fun, safe,
attractive to
families/children
Ongoing
CEO / CBC Services Manager and
OSHC Team
REMARKS
Presented to NCN Board
Grow attendance of our main OSHC
program at Amy
Dec 2013
After School - 40
Vacation - 55
Dec 2014
After School – 45
Vacation – 60
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3.4
To explore the
opportunity to partner or
develop a sponsorship
with a range of
organisations.
3.5
To strategically
investigate opportunities
for child care services as
long as they align with our
“Statement of Values”
3.6
To investigate the viability
of buying versus leasing
premises in Hobart when
the current lease expires.
3.4.1 Explore the opportunity to
partner or develop a
sponsorship with a range of
organisations. Exploring
opportunities and needs in
individual communities with
major employees/
Government Bodies e.g.
Aurora, mining groups,
Transend, Airports and
Federal Group
Ongoing
CEO & Executive Team
3.5.1 Investigate opportunities
that may arise during the
year
Ongoing
Board / CEO / Executive Team
3.5.2 Investigate growth areas i.e.
industrial estates, airports,
mining industry
July 2014
CEO & Executive Team
3.6.1 Investigate the viability of
buying v leasing premises in
Hobart six months prior to
lease renewal due Sep 2014
April 2014
CEO
Report opportunities to the NCN
Board.
Opportunities for LDC are identified
through
- due diligence
- viability in community
- commitment/sustainability and
support
- governance/rigour
- risk
- financial modelling
- contractual
Report options to NCN Board by May
2014
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Goal 4 Our Communities
OBJECTIVES
4.1 To expand and continue
the partnership
arrangement with UTAS so
as to develop NCN as a
centre of excellence for
creativity and sustainability
WHAT?
4.1.1 Continue, where possible,
the ‘Art Tastic’ Exhibition
being held in UTAS Galleries
4.1.2 Identify new ventures with
UTAS
4.1.3 Continue the development
of NCN becoming a centre of
excellence for creativity &
sustainability with UTAS
BY WHEN?
WHO BY?
REMARKS
Ongoing
CEO
Report progress to NCN Board
November 2013
CEO & Board
Report progress to NCN Board
Ongoing
CEO & Board
Report progress to NCN Board
4.2 To expand our partnership
with other relevant
organisations/ bodies
caring and advocating for
children.
4.1.2 Identify new partnership
ventures with appropriate
organisations
Ongoing
Board / CEO & Executive Team
Report progress to NCN Board
4.3
4.3.1 Opportunities identified for
partnerships with
appropriate community
groups and organisations
Ongoing
Board / CEO / Executive Team
Report progress to NCN Board
To expand our
partnership with
communities.
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Goal 5 Our Technology
OBJECTIVES
WHAT?
BY WHEN?
WHO BY?
REMARKS
5.1 To review the use of IT
across the organisation to
improve communications
and effective working
practices, as well as
ensuring NCN keeps pace
with demographic and
technological changes.
5.1.1 Review the use of IT across
the organisation to improve
communications and
effective working practices,
and ensuring keeping pace
with demographic and
technological changes, e.g.:
SKYPE
Intranet Usage (clients,
training, educators,
documents)
In field Devices (e.g.;
tablets/ phones etc)
NCN App
Social Media
April 2014
CEO & Executive Team
5.2 To investigate ways of
improving use of
automation of our
processes.
5.2.1 Review the use of IT across
the organisation to improve
administration procedures
and practices.
December 2014
CEO / Executive Team and staff
Presented to NCN Board as part of
2015-16 Budget proposals
December 2014
CEO / Executive Team and staff
Presented to NCN Board as part of
2015-16 Budget proposals
5.3 To investigate the
development of an intranet
5.3.1 Review the use of an intranet
across the organisation.
Suitable external consultant is
sourced to help
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NCN Strategic Plan 2013 – 2016
14. ANNEX E 2013 - 2016 Proposed Budget Plan
Budget
2012/2013
2013/2014
2014/2015
2015/2016
Total Income
$3,050,600
(estimate)
$3,291,400
(estimate)
$3,371,600
(estimate)
$3,391,000
(estimate)
Proposed
Expenditure
$3,040,000
(estimate)
$3,351,000
(estimate)
$3,370,000
(estimate)
$3,390,000
(estimate)
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NCN Strategic Plan 2013 – 2016
15. ANNEX F
AREA
Our Staff
2013 - 2016 Proposed Investment Program
2013/14
2014/15
$106,000: Implementation
$110,000: Implementation of
$116,000: Implementation of
of NCN Second Enterprise
Agreement. First Year
increase 3.3% - $88,000
increase in Wages
Second NCN Enterprise
Agreement. Second Year
increase 3%
Second NCN Enterprise Agreement.
Third Year increase 3%
Staff Training & Development
$20,000
Information
Technology
Vehicle
replacement
Long Day Care
Centres
Maintenance
Amy Road
Facilities
Maintenance
$92,000 increase in Wages
$90,000 increase in Wages
Staff Training &
Development $18,000
Marketing
2015/16
$25,000
Staff Training & Development
$24,000
$30,000
$35,000
$23,600: 8 new computers, $9,500: Software upgrades,
$9,500: Software upgrades,
recycle old - $13,600
$5,000
$5,000
Upgrade of Website &
refinement of NCN App
$10,000
3 new computers, recycle old
$4,500
3 new computers, recycle old
$4,500
$0
$26,000: Replace Mitsubishi
Wagon
$0
$3,000
$3,000
$3,000
$8,000: Ongoing
$9,500: Amy Road offices
$12,500: Amy Road offices
maintenance $3,000
upgrade - internal painting
$3,500
upgrade - carpet $6,500
Major maintenance items,
gutters, drains, drive way,
$5,000
Storage areas upgrade,$6,000
Storage areas upgrade,$6,000
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NCN Strategic Plan 2013 – 2016
16. ANNEX G NCN’s Charter
Northern Children’s Network Inc (NCN) is a community based, not for profit organisation
providing child care services throughout Tasmania. NCN is governed by a Board of
volunteer community members.
OUR VISION
Our vision is to be recognised as a leader in the provision of a variety of child
care services throughout Tasmania.
OUR MISSION
We provide a network of community based care and learning that focuses on
empowering children in fun and safe environments.
OUR PHILOSPHY
We are helping create confident children.
STATEMENT OF VALUES
These statements reflect the underlying principles upon which NCN has based the
development of its strategic plan and provision of services as well as its approach in
operational matters.
Child Care Services
“We provide child care services in response to community needs”.
Highly skilled and committed workforce
“We provide an environment for Board members, employees and educators to maximise
their contribution and job satisfaction”.
Strong Leadership
“We provide leadership in child care services to benefit our community”.
Community Partnership
“We provide opportunities for the community to become involved in child care services”.
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