Professional Documents
Culture Documents
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ABSTRACT
A well-conceived and strategic managerial plan can provide stability and continuity for a
service (Kearns, 2007). This report aims to explore and discuss the different roles of
stakeholders within the child care and education sector. In addition to this, roles and
responsibilities of managerial members of community-based services will also be look at and
defined. The report also aims to provide an overview of Quality Area 2 of the National
Quality Framework (Childrens Health and Safety) and analyse the policy document of
Goodstart Early Learning centre in accordance to the legal requirements and regulations of
the National Quality Framework. Finally, the report will conclude with some
recommendations for the improvement of Goodstarts policy and how they can better meet
outcomes presented in the Early Years Learning Framework.
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INTRODUCTION
A services success can be largely attributed to its management, and the leadership qualities
of the members who run it. A well-conceived and strategic managerial plan can provide
stability and continuity for a service, particularly in a community-based service where the
turnover in the management committee members is annual (Kearns, 2007). Sciarra and
Dorsey (2002) highlight two main themes in defining management; 1. The involvement of
staff as well as of the leader, and 2. The essential element of change (p. 6). Child care and
education services must adhere to National Regulation and Legislation in order to operate
lawfully. One of the most important documents within the child care and education world, the
National Quality Standard (ACECQA), guides educators through many regulations and
legislation relevant to the sector. This report aims to look at the early childhood care and
education sector through the lenses of the leadership and management teams within child care
and education services, and how they integrate legislation, policy and regulations in their
service and their daily curricula. Firstly provided will be an overview of the roles and
responsibilities of key stakeholders in education and care services the Approved Provider,
Nominated Supervisor, and Educational Leader. Then, a brief view of community-based
leadership and management. Finally, an analysis of how this particular education and care
service addresses the legal requirements for Quality Area 2 Childrens Health and Safety, of
the National Quality Framework.
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Nominated Supervisor
The Nominated Supervisor is responsible for the basic matters of a service which strives to
offer quality education and care for children (Bryant & Gibbs, 2013). It is an ongoing
obligation that all services must have a Nominated Supervisor, and it is part of the Approved
Provider to nominate such as person. The Nominated Supervisor can be the Approved
Provider of that service given they have obtained a Supervisor Certificate, otherwise, another
consenting individual holding a Supervisor Certificate may be employed the fill the role. A
major responsibility of the Nominated Supervisor includes putting in place educational
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Within the management committee is a board of executive members including the president,
vice-president, secretary and treasurer, who are primarily responsible for providing leadership
and vision building to the service. These members may meet more frequently than once a
month as they have a more involved role in the day-to-day curriculum of the service
(Kennedy, 2004). In addition to this, members of the management committee need to ensure
that they are providing the necessary support to the director by providing clear and consistent
policies and guidelines (Bryant & Gibbs, 2013). By contrast, the Directors role is to make
sure that the services policies are implemented, make decisions about the day-to-day
operation of the service, and have a solid understanding about the limits and skills of all staff
to ensure the delegation of tasks is appropriate and effective. While both the management
committee and Director are involved in the running of a service, it should be made clear that
the Director does not employ members of the management committee, but rather carries out
decisions and directives made by the management committee (Bryant & Gibbs, 2013).
Overall, both the Director and management committee should ensure that the roles of
management are being properly carried out.
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Standard 2.1
Each childs health is promoted
to childrens wellbeing.
Children at Goodstart centres are
encouraged to be responsible for their
health and physical wellbeing by
educators who model and reinforce
health, nutrition and personal hygiene
practices. This aids in the
maintenance of high standards of
hygiene and limits the spread of
infectious diseases.
Goodstart follows the Early Years
Learning Framework when creating
and promoting opportunities for
Standard 2.2
Standard 2.3
Each child is protected
children.
Goodstart staff are expected to have
completed their child protection and
understand their legal and ethical
obligations to act in the face of child
protection.
Information in this table is taken from Goodstarts NQS2 Childrens Health and Safety Policy Statement, 2015
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Recommendations
While Goodstarts policy outlines a range of strategies and procedures to satisfy legal
requirements, there are some points which may have been overlooked in their policy
document for Quality Area 2. An improvement can be made in their approach of Standard 2.1
(Each childs health is promoted) by stating that the centre will provide religiously and
dietary sensitive foods to children in need of such. This can add to the centres strategies for
inclusive practices by ensuring that children who need special food due to religious or allergy
reasons feel like they belong. This therefore will meet the requirements Outcome 1 and 2 of
the EYLF (DEEWR, 2009). Another recommendation includes reassuring readers that the
centres evacuation and emergency procedures are clearly documented and visible to children
and staff at the centre, and that these procedures are regularly drilled to ensure smooth
emergency procedures in the unlikely event of a real emergency. A third suggestion involves
Child Protection; as well as being aware of potential harms and risks to the children, staff
members should also ensure that they do not unintentionally become the risk by working
under the influence of drugs or alcohol.
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REFERENCES
Workplace Relations
Kearns, K. (2007). Manage an organisation. In The business of childcare (pp. 1-77).
Sydney, Australia: Pearson.
Kennedy, G. (2004) I dont know what to do about our management committee. A
guide to establishing and maintaining effective management committees in early
childhood services. Childrens Services Management Series. Community Child Care
Co-operative Ltd.
Metcalfe, S. (2011) Education and Care Services National Regulations under the
Education and Care Services National Law. Ministerial Council for Education, Early
2012)
National Quality Standard Professional Learning Program (2012). e-Newsletter, No.
33, 2012.
NQS2 Childrens Health and Safety Policy Statement. Goodstart Early Learning, 2015
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Robbins, S., Bergman, R., Stagg, I., & Coulter, M. (2009). Introduction to
organisations and management. In Foundations of management (3rd ed., pp. 1-37).
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