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Steps to building an administrative infrastructure to support quality

planning as “a disciplined effort to

produce fundamental decisions and

Preparing to
actions that shape and guide what an
organization is, what it does, and why
it does it.”

Evaluate Your Efforts of this kind are most effective

when they involve consistent and
open communication among staff,
members of the board of directors,

Child Care Center’s parents, and others who are invested

in the center. In this way, the a priori
directions that are chosen and the out-

Performance
comes that are anticipated are owned,
not just by the administrators, but also
by all those involved — staff, board,

D
and families.
by Cindy Ratekin and Gary Bess
Background Information
Needed

Directors of child care programs are increasingly realizing the value Before developing a thoroughly
of developing a comprehensive evaluation plan around which measurable evaluation plan for your
measurable objectives can be later assessed against performance. Just center, baseline information must be
as the annual budgeting process includes projections of anticipated collected from which predications can
be made. If you are a new organiza-
revenues and expenses, other measures can be established that allow
tion just starting out, you will likely
us to predict program and administrative activities for the coming draw on your personal experience or
year, to assess our performance relative to predetermined objectives, that of other programs. There are also
and to learn from our experience. administrative and program stan-

You may recall that in the 1970s and clearly stating where we wish to go Cindy Ratekin, Ph.D.,
1980s, planning was all-too-often and the resources that are needed to is a professor of
viewed as a fatalistic exercise. We get us there, we chart a course that child development
would look at where we were as an moves us in the direction that we at California State
organization and what was happening choose. The difference is that we have University, Chico.
around us; and, based on this informa- empowered ourselves to take charge
tion, we would conclude that we were of our organization’s future. We
likely to wind up in a particular situa- decide where we want to go, how we
Gary Bess, Ph.D.,
tion — either for our good or not. will get there, what we will need to
is a management
do along the way, and how we will
consultant for
Today, we can plan strategically. By care- know that we have arrived in either
non-profit
fully considering where we are as an India or the New World. This
organizations.
organization and the environment in approach assumes we can affect our
which we are operating, and also by future. Bryson (1995) defines strategic

Child Care Information Exchange 5/03 — 28

dards, such as those found in licensing There is no doubt that there is much census or enrollment, or staff burnout or
and accreditation, which provide guid- more to say about this center, but the absences), will be several of the specific
ance as to acceptable objectives. To mission statement is the starting place SWOT observations. Thus, as you begin
begin, we must have a clear idea as to from which all other commentary your planning, you will want to make
the purpose of our center; and second, begins. It’s the foundation on which you sure that the organization’s strengths
we must be able to un-defensively look will continue to build your organization are upheld, its weaknesses and threats
at our present situation. These are indis- (Ratekin & Bess, 1995). addressed, and opportunities pursued
pensable footings on which we assess (Barry, 1986).
our performance. The simple wisdom of With your mission clearly constructed
knowing that from whence you came is (for the moment), you next want to Though it is always helpful to have data
a precursor to knowing where you will assess what, within your organization, is to substantiate a particular concern or
go is part and parcel of this process. working and what, as yet, needs observation, felt issues are in many
addressing. A good tool is a SWOT ways just as relevant because they color
Every child care center should have a analysis (Strengths, Weaknesses, Oppor- our perspectives, dictate our activities,
mission statement (Kettner, et. al.). If tunities, and Threats), (Barry, 1986) and affect our morale. Before you move
the center is legally incorporated, it is whereby in the course of one hour or and begin implementing a strategic
generally part of its articles of incorpo- two, you sequentially ask the following course, however, it is essential that you
ration or bylaws. The mission state- questions: make sure that these impressions are
ment, which provides a sound bite indeed based on fact and not fantasy.
summary of the center’s purpose, was ■ What are your organization’s internal The quantifiable information that you
written at the time of its creation and and external strengths? need can come from within your center
possibly revised since then as part of a (e.g., daily census or revenues and
strategic planning process. Centers that ■ What are your organization’s internal expenditures), from local, regional,
are affiliated with a larger institution and external weaknesses? state, and federal data sources (e.g.,
such as a university may not have a population databases and planning
separate mission statement, but can ■ What opportunities are present studies such as by United Way or local
draw upon written promotional within your organization and in the universities), information solicited from
materials such as brochures and parent environment that surrounds you? your parents or staff (e.g., surveys or
manuals to convey the center’s primary focus group interviews developed and
purpose. ■ What threats exist — either internally administered by your organization), and
or externally — that could adversely other sources based on your specific line
With the child care center’s mission in affect your efforts? of investigation.
place, it is a good idea to periodically
meet with the staff, board, families, and As you see, the SWOT assesses both Collecting Current
others invested in the center’s success internal and external dynamics. This Program Information
— especially at the beginning of the is to say that your focus is divided
new program year — to reconsider your between organization issues, and com- Once you have a sense of your organi-
organization’s mission. Think of the munity and environmental issues. zation’s mission and the status of what
mission as a dynamic document; it Combined, they represent the full spec- is working well and what is not, you
grows and changes as you do. Word trum of issues that concern your child can begin to develop an annual evalua-
choices, their order and meaning, can be care center (Table 1). tion plan with measurable outcomes.
powerful indicators of who you are and
Sometimes we rely on outside standards
what you do. Thus, what you elect to Emerging from the SWOT process are or accreditation criteria (e.g., NAEYC,
include and not include are also impor- themes, a summarization of consistently Head Start, or Family Day Care) for the
tant. Here’s an example: stated observations or concerns said in purpose of assessing our progress. It is
different words by participants. The equally appropriate to set individual
To provide high quality, culturally enriched themes represent broad areas of admin- objectives based on your agency's prior
child care services and parenting education istrative and programmatic activity that year’s experience drawn from SWOT-
to families with children, two to five, who will be the basis of your coming year’s generated themes. For example, if last
reside in Anytown and surrounding com- workplan. Within each thematic con- year’s revenues were less than expenses
munities. struct (e.g., resource development, daily

Child Care Information Exchange 5/03 — 29

and an deficit occurred, this year your
Table 1
budget projects a balance between rev-
enues and expenses or excess revenues Situational Analysis
over expenses.
Strengths
Similarly, if you determine that your ■ Valuable service and programs
board of directors is not sufficiently ■ Stability of program, funding, staff
diversified, you may plan to alter its ■ Common shared values among staff and board
composition by adding persons with ■ Experienced staff
financial or legal backgrounds or par- ■ Good agency benefits
ents. You would thus project recruit- ■ Well respected director
ment onto the board an accountant or ■ Center administration receptive to change
attorney, or an increase in parent repre- ■ Balanced budget
sentation by a minimum of two addi-
tional parents. Regardless of context, Weaknesses
annual performance evaluations require ■ Decision making process is unclear
that you determine meaningful baseline ■ Fees inadequate to cover all costs
measures. ■ Higher than ideal staff to child ratios
■ Parking situation inadequate
We sometimes balk at the idea of creat-
■ Infrequent feedback on staff performance
ing an expectation that we may not be
able to meet. While certainly the
Opportunities
unknown is always a matter of some
■ Need for child care in the community
conjecture, remember, too, that exter-
■ Neighboring facility can be acquired for more space
nally derived performance standards
■ Young families moving to community
and accreditation criteria are also made-
■ Expansion of child care resources in the city’s general plan
up measures, based on the best thinking
■ Availability of Proposition 10 dollars for program improvement
of professionals in the field. Within your
organization, who knows better than
Threats
you do what is possible with hard work
■ Unlicensed providers in the community
and dedication?
■ Staff burnout
■ Declining local economy affects parents’ ability to pay tuition
Developing Performance ■ Low visibility may affect ability to maintain enrollment and raise donations
Measures ■ Negative image in community of recipients of state subsidized services,
including child care
To develop performance measures, the
following elements must be in place
(Brody, 1982): attainment of a specific level of determine whether change, improve-
performance) ment, or achievement has been pmet
■ Desired outcomes: The desired
anticipated change, improvement, or ■ Baseline data: Current information Here is an example of how this works:
standard of performance that the on the child care center in a quantifi- You have decided you want to increase
child care center intends to meet ably understandable form parent satisfaction among parents of
preschool children. Let’s proceed by fill-
■ Target population/grouping: The ■ Timeframe: The period during which ing in the matrix above (Table 2) based
target of change, improvement, or change, improvement, or comparison on the following questions and answers:
level of analysis that is to be affected against standard is made
■ What is your desired outcome? An
■ Desired change: The level of change ■ Measurement indicator: The method increase in parent satisfaction within
quantifiably determined (e.g., and specific measurement that your your child care program.
percentage of improvement or child care center will rely upon to

Child Care Information Exchange 5/03 — 30

■ Who exactly are you targeting (target
Table 2
population/grouping)? Parents who
Planning Matrix for Parent Satisfaction
have been with the program for two
months or more. Desired Target Population Desired Measurement
Outcome or Group Change Timeframe Indicator
■ What do you hope to see changed
Increase Parents in the 10% 12 months Pre- and post-test
(desired change)? An increase in
parent program for satisfaction
parent satisfaction by 10%.
satisfaction two months survey
or more comparisons
From what was the 10% projection
derived? It could be based on a compa-
rable survey that you did last year, or a
Table 3
survey to be given at the beginning of
the current year and again at the end, Planning Matrix for Fiscal Performance
where you compare results. In either Desired Target Population Desired Measurement
instance, you have a baseline on which to Outcome or Group Change Timeframe Indicator
assess your progress.
Increase Parents fees 15% 12 months Previous year’s
■ What is your timeframe? Twelve revenues revenues and
months. expenses

It is important to note that though we If you were to write this as a program Below is an example to help you opti-
generally operate in 12-month cycles, satisfaction objective, you would add mize your fiscal performance (Table 3).
there is nothing special about 12-month conjunctive prepositions (e.g., to, This focus is on increasing fees paid by
periods. It can be less or more — let it among, or by) and it would read: parents and you are proposing a 15%
be driven by your sense of how much increase. The strategy associated with
time is required to perform the inter- this objective may require raising fees,
To increase parent satisfaction among
vention. increasing enrollments, or a combina-
parents in the program for a minimum of
What is your measurement indicator? Pre- tion of the two. This is an important
two months by 10% in 12 months according
and post-test satisfaction survey com- strategic decision that you will need to
to pre- and post-test satisfaction survey
parisons. make in order to meet the following fis-
comparisons.

Table 4
Planning Matrix — Other Examples

Desired Target Population Desired Measurement

Example Outcome or Grouping Change Timeframe Indicator

Staff Decrease number of Child center staff 50% 6 Months Personnel attendance
Performance sick days records
Community Increase visibility Community residents 10% 12 months Inquiries stating that
Visbility they learned about
program from
promotional materials
Funding Decrease reliance Sponsoring agency 5% 12 months Previous year’s
on financial support revenues
Enrollment Stabilize enrollment Children enrolled in At current 6 months Previous year’s
the program levels records

Child Care Information Exchange 5/03 — 31

cal performance objective, again using the annual process of measuring your References
conjunctive propositions: and your organization’s performance.
For those of you who are compensated Barry, B. W. (1986). Strategic Planning
To increase revenues from parent fees by a by your board of directors based on the Workbook for Nonprofit Organizations.
minimum of 15% in 12 months according child care center’s program, this is one New York: Publishing Center for
to the previous year’s budget. way of setting up performance mea- Cultural Resources.
sures against which you will be evalu-
ated.
Here are a few more matrix-organized Brody, R. (1982). Problem Solving:
examples for staff performance, commu- Concepts and Methods for Community
We have presented a sequential three-
nity visibility, funding, and enrollment Organizations. New York: Human
part process to maximize your child
(Table 4): Service Press.
care center’s potential: (a) mission clari-
fication; (b) SWOT analysis; and (c) per-
Here are the fully stated objectives Bryson, J. (1995). Strategic planning for
formance measures. Mission clarifica-
based on Table 4: public and nonprofit organizations (rev.
tion involves all stakeholders and
■ Staff relations ed.). San Francisco: Jossey-Bass.
requires clear and precise communica-
Kettner, P. M., Moroney, R. M, & Martin,
tion. The mission statement itself is
To decrease number of sick days among staff L. L. (1999). Designing and Managing
dynamic in that it changes over time as
by 50% in 12 months according to person- Programs. Thousand Oaks, CA: Sage
words convey different meanings and
nel attendance records. Publications.
your program evolves.

Ratekin, C., & Bess, G. (1995). Where we

■ Community visibility The SWOT analysis is a snapshot of
are headed -— and why: A step-by-step
your organization. On the day that you
guide to strategic planning in center-
To increase visibility among the community are conducting the SWOT, you are
based child care. Early Education Journal,
by a minimum of 10% in 12 months accord- assessing your organization’s strengths,
23(1), 15-21.
ing to inquiries received by the center from weaknesses, opportunities, and threats.
parents stating they learned about the pro- From this process emerge themes that
gram from promotional materials. shape the last component — perfor-
■ Funding mance measures — that can encompass
programmatic as well as administrative
To decrease reliance on support from spon- concerns.
soring agency by 5% in 12 months accord-

✔it out:
ing to financial records of center and In addition, specific strategies have been
sponsoring agency. presented to help you develop opera-
tional and measurable objectives against
■ Enrollment which you can assess your organiza-
tion’s performance. The success of this Other related articles
To stabilize enrollment from children at cur- annual process is as good as the written by
rent levels in the next six months according organization’s commitment to seriously Cindy Ratekin
to the previous year's enrollment records. monitor performance based on a plan of
and
intervention that addresses the specific
objective. Gary Bess
Summary
can be found in an
This article has offered a provisional This can be an enriching and empower- extensive library —
tool for assessing your organization’s ing process that takes seriously the searchable by
overall performance, showing you how quality of care you strive to achieve and
keyword or subject
to combine programmatic and adminis- the administrative infrastructure you
trative concerns into one assessment for- know is required in order to offer child are available online:
mat. Just like budgeting is an annually care services. [Link]
expected occurrence, so is engaging in

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