Starting point and focus for improvement

At the beginning of the program, the long daycare service worked with Semann, Slattery & Associates to complete a gap and needs analysis and identified financial management as a key area for improvement.

The primary goal was to develop a structured budgeting and forecasting system that included monthly tracking, financial trend analysis, and clear accountability measures.

With support from their consultant at Semann, Slattery & Associates, practical tools and processes were created to enable more consistent and structured financial oversight.

Changes in practice

Through multiple face-to-face meetings and ongoing guided support from their consultant at Semann, Slattery & Associates, service leaders implemented a structured budgeting system and supporting financial documentation. They worked through budget line items, clarified financial expectations, and developed clearer monitoring processes.

Over time, budgeting shifted from an informal activity to a routine, documented process supported by practical tools and templates. Service leaders reported that the consultant’s support helped translate financial concepts into practical steps and strengthened their confidence in managing financial processes.

Outcomes and impact

By the end of the support period, the new budgeting tool was in regular use. Service leaders reported improved understanding of financial management and greater confidence in decision-making.

Sustainability and next steps

The budgeting system and supporting documents provide a strong foundation for ongoing financial oversight. Leaders reported having clearer processes for monitoring performance and aligning financial decisions with longer-term planning.

The service has established a more structured and sustainable approach to financial governance that can continue to evolve.

Starting point and focus for improvement

At the beginning of the program, the community preschool worked with Semann, Slattery & Associates to complete a gap and needs analysis. This identified opportunities to strengthen strategic and business planning and modernise administrative systems.

Service leaders wanted clearer long-term direction, a better understanding of risks to service viability, and more efficient, digitally supported administration. Two priority focus areas were selected: strengthening strategic planning and risk management and improving the use of digital systems in administration.

Changes in practice

Through structured planning sessions with their consultant from Semann, Slattery & Associates, service leaders worked with governance representatives (eg. the Board or management) and staff to clarify priorities, risks and future direction. This resulted in a more deliberate and structured approach to decision-making.

At the same time, administrative processes were reviewed and updated. Several key procedures were transitioned to digital formats, and technology systems were improved to support more efficient administration. Staff began using digital tools more consistently, streamlining processes for both the service and families.

Outcomes and impact

By the end of the support period, the service had developed a strategic plan and risk assessment framework, with most planned actions implemented. Administrative and digital improvements were fully embedded, resulting in clearer governance processes, more efficient operations and stronger staff engagement.

Service leaders reported noted significant improvements in planning capability, administrative efficiency and long-term sustainability.

Progress was supported by strong engagement from service leaders and the structured timeframe of the program, which allowed changes to be implemented and refined alongside daily operations. The focus on digital systems provided practical benefits for both staff and families.

Sustainability and next steps

The strategic planning framework, risk processes and updated administrative systems provide a strong foundation for continued improvement. Service leaders report that new practices are now part of everyday operations, particularly in governance, planning and digital administration.

The service is well positioned to continue refining its strategic priorities, monitor risks and build on digital efficiencies to support long-term sustainability.

Starting point and focus for improvement

At the beginning of the program, the community preschool worked with Semann, Slattery & Associatesto identify areas where tailored, specialist support would help build on existing strengths. The service was seeking higher-level input rather than foundational guidance.

Two priority focus areas were selected: strengthening stakeholder engagement through a model professional learning framework and developing an operational manual to support current and future leadership and administrative roles.

Changes in practice

With support from consultants at Community Early Learning Australia (CELA), service leaders developed a professional learning framework designed to involve educators, families and the broader community. This provided a clear structure for ongoing development and engagement.

In parallel, the service created an operational manual documenting key procedures and expectations. Administrative and engagement processes were streamlined, supporting more consistent and intentional stakeholder communication. Leaders described the consultant’s support as appropriately advanced and responsive to their starting point.

Outcomes and impact

By the end of the support period, the service reported measurable improvements across governance, operations and planning. Administrative processes became more efficient, digital confidence increased, and stakeholder engagement practices were strengthened.

Leaders also reported that new planning and operational approaches becoming part of everyday practice.

Access to specialist expertise through CELA, allowed support to be matched to the service’s capability level. The tailored design ensured the work was relevant and built on existing strengths.

Sustainability and next steps

The professional learning framework and operational manual provide a clear foundation for ongoing improvement and continuity as roles change. Engagement practices and administrative processes are now documented and embedded into routine operations.

While long-term outcomes will continue to evolve, the service reports that program-related changes are already influencing day-to-day practice, supporting continued refinement and sustainability beyond the formal support period.