Our Plans

Our Vision

Ross Circuit Preschool Strategic Plan 

Ross Circuit Preschool has been a successfully managed and functioning service for over 45 years however, for the preschool to remain viable and operational, the preschool must have a committed Board of Management. Without a Board of Management, the preschool would no longer be able to operate.


The association members who make up our Board of Management, make important decisions about our organisation’s strategic direction and activities.


The Board has developed a Strategic Plan for the future priorities and direction of Ross Circuit Preschool, recognising that all stakeholders need to be invested and have the following strategic goals.


·      Forward thinking and innovation through enhancing technology and communications and staff development.


·      Strong relationships with families, allied health professionals, the board, and staff by being responsive to our vision and values.


·      Maintenance of current services and facilities by investing in upgrades, refurbishments, and sustainability


·      Future viability through maintained competent financial management and sustainability


The Board believe that it is possible to have a thriving service both financially and sustainably while still have the children’s needs and wellbeing as the foremost of priorities.


Strategic Priority

1. Forward Thinking and Innovation

Strategic Priority Strategic Objectives Strategic Actions
1. Forward Thinking and Innovation Enhancing Communication and Technology
  • Update the website to become a first resource and a window to Ross Circuit Preschool for families seeking information
  • Upgrade smartboard, other classroom technologies and software for use in classrooms
  • Streamline efficient means of digital engagement and communication with families: i.e. social media, website, email and newsletters
Staff Development
  • Website design
  • System training for staff
  • Targeting professional development which aligns current research with centre practices and philosophy
  • Identify succession planning opportunities for staff to upskill, ensuring a continuum of expertise and knowledge is held within the centre
2. Strong Relationships Responsive to our Vision and Philosophy
  • Strive towards fair representation on the Ross Circuit Preschool board of parents, community and professional members
  • Continue to build collaborative partnerships with child and family nurses, allied health services and local schools to support positive transitions
  • Enhance the links between playgroup and Ross Circuit Preschool
  • Ensuring staff are supported to respond to local community needs
3. Maintenance of Current Service and Facilities Investing in Upgrades, Refurbishments and Sustainability
  • Improvement to internal structures
  • Investigating efficient energy and environmental sustainability options
  • Maintain strong relationship with Albury City Council
  • Liaise with all tiers of government and the wider community
Yard Masterplan
  • Stage 1 – Consult
  • Stage 2 – Design
  • Stage 3 – Implementation inline with any building refurbishments
4. Future Viability Ross Circuit Preschool will maintain economic viability and sustainability
  • Continued effective financial management and budgeting
  • Allocation of adequate resources to governance and management
  • Time allocation for continual policies and procedure reviews to reflect centre practice and regulatory requirements
  • Maintaining an ongoing relationship with professional management support services to improve outcomes for children

Strategic Objectives

Enhancing Communication and Technology

Strategic Actions

  • Update the website to become a first resource and a window to Ross Circuit Preschool for families seeking information
  • Upgrade smartboard, other classroom technologies and software for use in classrooms
  • Streamline efficient means of digital engagement and communication with families: i.e. social media, website, email and newsletters

Strategic Objectives

Staff Development

Strategic Actions

  • Website design
  • System training for staff
  • Targeting professional development which aligns current research with centre practices and philosophy
  • Identify succession planning opportunities for staff to upskill, ensuring a continuum of expertise and knowledge is held within the centre

Strategic Priority

2. Strong Relationships

Strategic Objectives

Responsive to our Vision and Philosophy

Strategic Actions

  • Strive towards fair representation on the Ross Circuit Preschool board of parents, community and professional members
  • Continue to build collaborative partnerships with child and family nurses, allied health services and local schools to support positive transitions
  • Enhance the links between playgroup and Ross Circuit Preschool
  • Ensuring staff are supported to respond to local community needs

Strategic Priority

3. Maintenance of Current Service and Facilities

Strategic Objectives

Investing in Upgrades, Refurbishments and Sustainability

Strategic Actions

  • Improvement to internal structures
  • Investigating efficient energy and environmental sustainability options
  • Maintain strong relationship with Albury City Council
  • Liaise with all tiers of government and the wider community

Strategic Objectives

Yard Masterplan

Strategic Actions

  • Stage 1 – Consult
  • Stage 2 – Design
  • Stage 3 – Implementation inline with any building refurbishments

Strategic Priority

4. Future Viability

Strategic Objectives

Ross Circuit Preschool will maintain economic viability and sustainability

Strategic Actions

  • Continued effective financial management and budgeting
  • Allocation of adequate resources to governance and management
  • Time allocation for continual policies and procedure reviews to reflect centre practice and regulatory requirements
  • Maintaining an ongoing relationship with professional management support services to improve outcomes for childrenContinued effective financial management and budgeting
  • Allocation of adequate resources to governance and management
  • Time allocation for continual policies and procedure reviews to reflect centre practice and regulatory requirements
  • Maintaining an ongoing relationship with professional management support services to improve outcomes for children
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