Step1: Define the central concept of the child development center.
- What services are going to be offered to the society?
- How the services will be created?
- Will the center have some distinctive services provided by the society or methods of creating services?
The policy board and the manager will together take these steps
Step2: Establish the goals that the center will pursue
The center’s objectives or goals will be based on the statement of the central concept. A goal is defined as a specific achievement to be attained at a future date. Ex: Within two years from the date, an infant care center will be in operation.
Goals must first state clearly what service the organization is chartered to perform. Organizations may have numerous goals on useful targets that are being pursued simultaneously.
Ex: A child development center may pursue two goals simultaneously
- Enroll 10% more minority children within 12 years age
- Increase employee benefits within one year
Step3: Develop planning assumptions and forecasts Example questions
- Do you know how many young children are there in the community?
- Do you know how many centers are there in our community and the extent of their services, costs, locations and other details?
- Are industries or labor unions becoming involved in children’s care?
- How many centers have been established recently or have gone out of business?
- Considering the ecosystem frame work what is the forecast of potential and present jobs for mothers of young children in your community?
- Is the region attracting new business? If so where are they locating?
- Is there an educational institution where parents of young children may be enrolling and thus need child care?
- Do single fathers need child care service?
- What is the community knowledge regarding early childhood programming?
- Should families prefer one philosophy over the other?
The questions are important in planning whether a center is a profit or nonprofit institution. Accurate forecasting is based on reasonable assumptions which must be done before other plans are made.
Step 4: Evaluating the center’s resources
Types of resource are financial, managerial, personnel, building, space and equipment. Based on the evaluation some programmes expansion may or may not be feasible. Ex: If we have someone who knows to manage an infant nursery if space is available, have cribs and other equipment, have adequate financial backing, then planning to add an infant care unit may be feasible. If one type of resource is absent, the project faces added difficulties.
Step 5: Develop alternatives
Alternatives or options must be present for real choices. One of the most important managerial tasks is to develop and maintain a climate that encourages the creativity of an individual staff member. A variety of alternatives may be suggested by creative staff, management or by combination of the two.
Step 6: Test alternatives against the resources, goals and central concepts of the center
During brain storming for alternatives some ideas may be put forward. Alternatives may be weighed in relation to the central concepts, resources and goals of the center. The timeliness of alternatives may be a consideration.
Ex: In time of economic prosperity expansion alternatives may be considered whereas during an economic downturn alternatives related to cutting back may be called for.
Step7: Deciding on a plan
When the facts are available to make a decision or a plan, clarifications of ideas need to be sorted out. Recognize each individual’s personal values and be open minded to what others say.
Step8: Implement the plan
Implementing the plan is the action stage and the exciting one. It involves organizing the material resources, staffing the project with qualified people and giving leadership as action moves ahead.
Step9: Evaluate the plan
Checking to note whether every step of the plan has been accomplished is an important aspect of evaluation. Evaluations are essential in every enterprise.
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