1. Strategic Plan For Wonderland Day Care Center Judith Rease Mackey

2. Introduction A strategic plan must be developed for Wonderland in order for the business to succeed in a financially depressed economy. The plan needs to address how Wonderland will complete its mission of providing high quality affordable day care service to the communities they service.

3. Background Wonderland Child Care Center which offers full-year, full-day child care services and tutoring services is located in Detroit, Michigan. The centers are licensed by the Department of Human Services. Standards and are consistently maintained to meet the requirements of the licensing agency. Orientation is given to parents upon admittance of their child or children into the center. This enables parents to be advised of policies of the center and of activities for their child(ren) while in attendance. All Staff and volunteers are required to submit the following: DHS Child Abuse and Neglect Central Registry check and Michigan State Police Criminal Record check. The schools are for-profit institutions grossing close to $500,000.00 in 2007.

4. Long Term Objective The LTO is to grow both in terms of capacity (number families served) and in terms of the extent to which their services impact the lives of the families they serve.

5. Five Year Vision Statement The five year vision statement involves sustainability – to effectively address barriers to the business’s continued existence as a valuable resource for quality and affordable childcare in the communities served.

6. Mission The mission of Wonderland is to provide high quality affordable day care service to the communities they service.

7. Values Wonderland’s approach to childcare involves going beyond the scope of the typical childcare business by serving as an extension of the entire family and offering additional support services to working parents (many of whom are single).

8. Internal Analysis Wonderland’s weakness that stems from the remote environment is the trend for franchised day care centers. The larger franchises can pay higher salaries to directors. This affects the firm’s success in acquiring qualified professional staff. As a result, the owners often have to micro manage the business to provide better quality service. There are opportunities and grants in the private sector to improve the quality of staff.

9. External Analysis Contending Forces In the day care industry, the threat of losing market share to relatives who can be paid through state funds to care for the children of the current parent base is serious. Based on this particular threat, there is an increased need to educate parents on the benefits of using a licensed child care center instead of allowing relatives to care for the children and receive funds from the state in order to cut child care costs. Most of the relatives providing care for single mothers are grandmothers. A grandmother’s care, compared to out of home care, fairs well. It is mostly unpaid and considered a preferred alternative for child care by single mothers. However, children living in a single parent home often need the exposure and interaction with other children and devoted caregivers. Many times, single parents and grandmothers cannot afford to provide field trips or the social or developmental exposure that underserved children desperately need.

10. Con. External Analysis Political In the day care business in Detroit, arguably the most important piece of legislation that enhances child care is the No Child Left Behind Act of 2001 (NCLB). According to the U.S. Department of Education, “NCLB is a number of federal programs aimed at improving the performance of primary and secondary schools through accountability by states and school districts, as well as providing parents more flexibility in choosing which schools their children will attend,” (ED.GOV, 2008). Additionally, it promoted an increased focus on reading and writing. In addition, NCLB provides increased state funds for day care centers through Work-First Programs. The programs are designed to assist parents with child care while they are working or in school.

11. Con. External Analysis Social Factors Ninety-five percent of the families at Wonderland are headed by single parents. Wonderland addresses the variety of quality of life issues for single parent families. Wonderland understands that the care of children is greatly dependent on the education, income, and family structure of the parent. Single parenting is strongly associated with an increased risk of a number of negative social, behavioral and emotional outcomes for children. However, if the family’s support network of friends and extended family members is strong, children from single parent households will do well.

12. Grand Strategy Product Development Product development involves the substantial modification of existing products or the creation of new but related products that can be marketed to current customers through established Product development involves the substantial modification of existing products or the creation of new but related products that can be marketed to current customers through established positive experience with the firm's initial offering.

13. Implementation Plan Wonderland’s long-term goals of sustainability and growth can be realized with the guidance provided by the First Children Finances Fund (FCF) program. More specifically, the many resources offered by the Fund (if Wonderland is chosen to participate) will serve to build the capacity of Wonderland through the exposure to industry proven best practices and other resources.

14. Critical Success Ultimately the critical success will include more children served, better quality of services and increased parental involvement.

15. Post-implementation assessment One measurement that can be used to determine the success of the strategic plan is Wonderland’s partnership with other organizations to provide a full spectrum of Head Start services for children between the ages of three and five years. Such services include the use of the High Scope curriculum, which facilitates children’s learning through direct, hands-on experiences with people, objects, events, and ideas. Wonderland also offers a tutoring program during the summer. It is a 10-week summer camp where children are provided intensive reading and mathematics support using PLATO, which is an effective, research-based program for children from 5 to 12 years old. Higher tests scores and increased high school graduation rates can measure the success of their plan.

16. Conclusion In order for Wonderland to improve as a provider of high quality child care in a depressed economy, it must participate in the FCF program and align with other organizations to increase its exposure to industry proven best practices and other resources.