Goals

Performance Indicators

1.1  To maximize staff retention rates by providing a challenging, fulfilling work environment for all staff.

PI.1    Turn-over rate for part-time positions is at 10% or less annually.

PI.2    85% of respondents rate their overall job satisfaction at 4 or above (i.e., Agree/ Strongly Agree, or Satisfied/Very Satisfied) on the annual Staff Satisfaction Survey.

1.2  As feasible, expand child care spaces where there is an increased demand for service.

PI.3    Each centre to be operating at a minimum of 85% capacity annually.

PI.4    An expansion analysis tool is created to assess opportunities for new centres or increased spaces at existing centres.

PI.5    If feasible, x % of new spaces created by 2012.

PI.6    Any new centre that opens will meet the following operating capacity targets:

1.3  Improve staff member’s ability to deliver a quality program by increasing awareness about user-friendly resources, developing new tools to assist in program delivery and by increasing the accessibility of quality trainings for staff.

PI.7    A 5% increase annually in the number of staff who qualify for the RTB platinum award for professional development (10 PD or 20 hours).

PI.8    Total # of respondents who complete the annual Parent Satisfaction Survey increases from 20 % to 50% by the end of year 5.

PI.9    85% of respondents rate Owl’s curriculum/program at 4 or above (i.e., Agree/ Strongly Agree, or Satisfied/Very Satisfied) on the annual Parent Satisfaction Survey.

PI. 10b  By the end of year 5, 50% of Owl’s full and part-time staff use planning time passes or take advantage of a discounted membership rate at the Creative Learning Station.

PI. 11b 50% of staff receive Platinum Recognition from the Region for completion of significant professional development hours.

PI. 12b  85% of staff report that they have enough resources and access to staff development opportunities to do their job well.

Goals

Performance Indicators

2.1  Develop and implement appropriate and acceptable revenue diversification strategies.

PI.10  Targeted percentages are set for each revenue stream and achieved by year 5 of this plan.

PI.11  At least two new revenue streams are created, with appropriate targets.

PI.12  Annual reserve targets are met or exceeded based on Owl's Accumulated Surplus & Reserve policy

2.2  Ensure Owl’s fee schedule is competitive and that we are effectively using our resources.

PI.13  By the end of year 5, Owl’s fee structure for each category is not less than 85 % of our most expensive competitor per an annual fee survey.

PI.14  The productivity ratio of revenue/wages is maintained between 1.40 and 1.60 on an annual basis.

Goals

Performance Indicators

3.1  Expand curriculum to embrace diversity and enhance inclusivity.

PI.15  A program audit is completed to determine the number and quality of activities that are implemented to enhance diversity or inclusivity.

PI.16  A strategy is developed to respond to any identified gaps in the curriculum.

PI.17  A minimum of 2 diversity/inclusivity workshops are conducted annually for staff at the Resource Centre.

3.2  Improve the school-age curriculum to make it relevant to today’s school-age children.

PI.18  A minimum of 5 current strengths and areas for improvement of the school-age curriculum are identified via a survey with school age children, their parents, teachers and external experts.

PI.19  An updated school-age curriculum is developed and school-age staff receive a minimum of 2 hours training on new components.

PI.20  The satisfaction rate of school-age children after a trial period of the new curriculum is at or above 75%.

Goals

Performance Indicators

3.3 Focus on best practice in early learning philosophy and curriculum.

PI.21  A review of early learning philosophies to identify best practices of each is completed.

PI.22   An evaluation of Owl’s curriculum programs (e.g., Second Step, French, etc.) is conducted to determine strengths and areas of improvement.

PI.23  A strategy is implemented to respond to any gaps in curriculum or philosophical changes.

Goals

Performance Indicators

4.1  Define, create, achieve commitment and implement an effective governance model for Owl.

PI.24  Acceptance and approval of a governance model which clearly defines the governance role and the operational role.

PI.25  The bylaws are updated to reflect the new governance model.

PI.26  A set of governance policies is developed, approved and implemented.

PI.27  An objective tool is developed to evaluate the effectiveness of the new governance model.

PI.28  85% of Board and SMT members agree that the new model is effective or very effective.

4.2  Define and create appropriate controls to ensure consistency and minimize risk and liability in the areas of finances, human resources, and program delivery.

PI.29  Review of internal controls for financial management is conducted to determine effectiveness. All controls are written and abided by all involved in financial management.

PI.30  An audit regarding the consistent implementation of policies and procedures is conducted at each centre.

PI.31  A strategy is developed and implemented to respond to any gaps in the implementation of policies and procedures.

4.3  Ensure organizational stability through active succession planning for leadership (Board, Committee Chairs, SMT and Supervisors) and administrative positions.

PI.32  Key positions for succession planning are identified.

PI.33  A strategy exists and is actively implemented to ensure knowledge transfer between the two individuals.

PI.34  A transition plan is created for each leadership and administrative position that identifies key job responsibilities that must be maintained during future transitions.