V2

The owners are a family that has invested in childcare; originally, the owners’ daughters worked at the centre, but now they do not. Being a family-owned centre means that we are able to meet the local needs of our community. The service has existed for 35 years, and many of the parents of the children attending our centre once attended themselves when they were young. Ours is a for-profit centre, so we do need to generate a profit to pay our owners for their investment in our early learning service. Alternatively, you may want to consider cutting this line entirely as you cover this point in the next couple of sentences. As centre director, I have a huge amount of autonomy. I am aware that this is not always the case in all centres. The owners are retired and spend much of their time travelling. The business generates a certain amount of profit, which is provided to the owners as their income. I receive a bonus for meeting certain key performance indicators (KPIs). These include areas such as profit, attendance, assessment and rating outcomes (our centre is exceeding the NQS), and staff satisfaction scores based on an annual survey by the owners. So, in regard to governance, I’d say that apart from the profit sharing, I lead and manage all governance requirements. This is not easy, and I do spend many hours working at the centre. As a private service, we pay an organisation – the Australian Child Care Alliance – to provide management/consultation/advice and support. This organisation helps with lots of things, such as putting the legislation or government requirements into everyday language. I won’t lie, it is a huge amount of work reading all the things I need to and then thinking about how I will implement them. It can also be very lonely – it's just me. But then, I feel like I am in control and the centre is working well.