Strategy and planning
Health and Communities

Navigating complexity to chart the future direction of a childcare organisation

An increasing range of government legislation and regulation, labour force reform and significant changes to market demand and supply are key challenges faced by the childcare sector. This case study outlines how Prominence helped a provider develop a strategy to address a range of growth opportunities and performance challenges.

Project background

Our client provides a range of childcare services from 140 locations to 20,000 plus families. As part of a larger non-profit community services organisation, strategic planning was influenced by a number of internal and external factors. Our brief was to consult widely to fully understand the changing environment and test stakeholder interest in new ideas and thinking.

Our approach

Prominence facilitated a 3 year strategic plan using a framework devised with the client’s Executive Team that reached 1000 staff in the consultation process. Elements of the approach included:

  • Early identification of strategic issues to explore and test in consultation
  • Analysis of business performance
  • Consultation via group sessions and individual interviews
  • Analysis of consultation and implications
  • Taking account of higher order organisational strategy and previous plans
  • Collaboratively shaping the Strategic Plan with the Executive Director
  • Creating a governance tool to guide management activity and Executive oversight
The following skills were critical to meet client objectives:
  • Consultation design, implementation and analysis
  • Financial and operational analysis
  • Interpretation of strategic implications of the consultation/analysis outcomes
  • Feedback presentation for staff engagement
  • Co-design of strategic plan
  • Client empathy and mentoring of executives during the process

The strategic planning process successfully navigated a number of operational and leadership constraints to chart a future strategy. The plan included consideration of “making it happen” tools and processes in key areas of structure, operations and human resources. The organisation was able to move quickly into implementation and empower the team to align their operational plans.