ECMS
service reach

  • Kindergarten
  • Family day care
  • Long day care
  • 3+ activity groups
  • Integrated early years hub

Australia

ECMS influences Policy Makers on a national scale, advocating for the rights of thousands of Australian children and families.

Victoria

ECMS represents the interests of Victorian families and educators to State Government, shaping the future of early childhood services.

Melbourne

ECMS partners with 20 local governments to deliver inclusive, high quality early childhood services in close to 80 locations.

4522

children enrolled in our kindergarten programs

1260

children enrolled in our long day care services

435

children enrolled in our family day care services

60

kindergartens

11

long day care centres

20

municipalities

Reflecting on 2014

A message from
Bernie Nott, our CEO

 

A message from Joanne
Murray, our Board Chair

Our future prosperity

Our strategic
goals for
2011-2015

Leadership

  • To provide leadership in shaping the future.

    1. Partner with government in planning for increased access and participation in early childhood education
    2. Extend and grow services in response to community needs
    3. Advocate for policy and service development for and on behalf of children and families
    4. Forge partnerships that extend and compliment outcomes for parents and communities
  • How will we know if we are successful?

    • We are recognised as a leader and champion of early childhood education
    • Parents and community partners see an organisation that listens, responds and speaks up
    • We are a valued and trusted partner contributing to well-planned services

Inclusion

  • To provide inclusive services that enrich lives and build community.

    1. Provide opportunities for parent leadership and inclusion in our services
    2. Strengthen our early intervention and ability to respond to children and families with complex needs
    3. Provide access to resources and information to affirm and support parents in their role
  • How will we know if we are successful?

    • Parents feel enriched and empowered as a result of their involvement in their child’s early education
    • The community sees a service that is inclusive and responsive to need
    • Parents have a sense of belonging and inclusion and they feel connected to the community

Quality and responsiveness

  • To deliver quality family-centred services responding to community needs.

      1. Provide quality, safe and family-centred early childhood education and care
      2. Lead services and communities in embedding the national early childhood reforms
      3. Listen to feedback, trial new ideas and take up opportunities to innovate and integrate services
      4. Draw on our service wisdom and practice to inform policy, service development and continuous improvement
      5. Forge partnerships that enhance outcomes for children and families
  • How will we know if we are successful?

    • Children in our services are safe and they are learning in an environment that encourages joy and curiosity, which optimises their development
    • Parents and communities see services that are continually evolving and striving for improvement

People and team

  • To build a committed, professional team in an inclusive learning culture.

    1. Attract, develop and retain an engaged and committed team of professional educators and carers
    2. Develop a community of leaders empowered to respond to local needs
    3. Ensure the optimal use of our human resources to maximise outcomes for children, families and communities
    4. Foster an inclusive culture of learning and continuous improvement
  • How will we know if we are successful?

    • We are an employer of choice where people are engaged and continually learning
    • Our educators and carers are recognised and affirmed as leaders in their communities

Resources and sustainability

  • To optimise the sustainable use of the resources we are entrusted with.

    1. Work with local communities to optimise the sustainable use of community assets
    2. Establish trustworthy and efficient business processes and systems
    3. Be accountable and transparent in management of the resources we are entrusted with
  • How will we know if we are successful?

    • We are a trusted partner and service provider with an eye to tomorrow

Delivering our goals in 2014

The following case studies demonstrate how we have achieved our strategic goals in 2014.

Delivering our goals in 2014:

Leadership

Delivering our goals in 2014:

Inclusion

Delivering our goals in 2014:

Quality and responsiveness

Delivering our goals in 2014:

People
and team

Delivering our goals in 2014:

Resources and
sustainability

Our board

The governing Board of ECMS is made up of an incredibly diverse, experienced, passionate and professional group of people. They care deeply about the opportunities that young children have to be their best – they volunteer their time to contribute to the ECMS community and govern our organisation from the perspective of our members.

Treasurer’s report for 2014

The summarised accounts presented with this report are for the financial year 1 January 2014 to 31 December 2014.

Overall, ECMS recorded a surplus of $310,398 for the year to 31 December 2014 compared to a surplus of $651,403 for the year to 31 December 2013.

The investment portfolio yielded a $130,299 net return for the year ended 31 December 2014. For the previous year end 31 December 2013 the investment portfolio yielded a positive net return of $175,270.

The operational result for the year to 31 December 2014 was a surplus of $180,099. The result was below budgeted expectations and is reflective of a number of factors, including; targeted investment in service improvements, new service development, continued expansion of the kindergarten portfolio, higher staffing costs impacted by an unanticipated sector-wide retrospective staff wages claim and the establishment of a regional service leadership structure to strengthen our response to local communities. For the previous year 31 December 2013 the operational result was a surplus of $476,133.

Statement of Financial Position

Total Equity in the ECMS Statement of Financial Position as at 31 December 2013 is $4,927,964 which is up $310,398 on the position at 31 December 2013 of $4,617,566 reflecting the impact of the surplus result for 2014.

Across the ECMS kindergartens our operational performance improved significantly while our network of services continued to expand. Kindergarten enrolments were slightly higher than expected with the addition of new services offsetting shifting demographics and the consequential reduced demand within the Northern and Southern Regions. Overall, ECMS long day care centres experienced continued healthy demand in 2014 (89.95%) compared to 2013 (89.03%). A small number of centres experienced a decline and required targeted service improvement which resulted in an overall loss in this area. ECMS also continues to manage a fine balance between the costs of continued quality reforms with ensuring services remain affordable for families.

During 2014, we saw continued growth in kindergarten and long day care, sustained growth in our development fund and further investment in service improvement to position ECMS for the future. We invested in capabilities to improve ongoing performance, including bringing our Information and Communication Technology resources in-house as well as developing a new regional structure to increase our community responsiveness. Additionally, we increased our focus and investment in advocacy work and representations to government at a critical time in the policy cycle. Looking to the future, we can proceed with confidence that there will be continued growth in our sector, certainty in funding of universal access to 15 hours of kindergarten and further investment in early childhood education and care as indicated in the Federal Government’s Families Package. As we develop our new five year Strategic Plan for 2016 to 2020, ECMS will continue to deliver high quality, accessible and inclusive early learning services that are both affordable and sustainable.

EXPAND FULL REPORT

Statement of Comprehensive Income for the year ended 31 December 2014

2014 2013
CURRENT ASSETS
Cash and cash equivalents 3,404,231 2,723,991
Trade and other receivables 875,146 495,538
Financial Assets 3,237,940 3,084,451
Other assets 381,077 314,733
Total current assets 7,898,394 6,618,713
NON-CURRENT ASSETS
Property, plant & equipment 1,360,147 1,056,827
Intangible assets 55,112 75,839
Total non-current assets 1,415,259 1,132,666
TOTAL ASSETS 9,313,653 7,751,379
CURRENT LIABILITIES
Trade and other payables 1,213,409 597,351
Interest-bearing liabilities 0 3,714
Employee benefits liabilities 2,123,476 1,628,087
Other liabilities 754,304 541,560
Total current liabilities 4,091,189 2,770,712
NON-CURRENT LIABILITIES
Interest-bearing liabilities 0 0
Employee benefits liabilities 294,500 363,101
Total non-current liabilities 294,500 363,101
TOTAL LIABILITIES 4,385,689 3,133,813
NET ASSETS 4,927,964 4,617,566
EQUITY
Reserves  3,067,713  2,955,836
Accumulated surplus/(deficit)  1,860,251  1,661,730
TOTAL EQUITY  4,927,964  4,617,566

Treasurer’s report for 2014

The summarised accounts presented with this report are for the financial year 1 January 2014 to 31 December 2014.

Overall, ECMS recorded a surplus of $310,398 for the year to 31 December 2014 compared to a surplus of $651,403 for the year to 31 December 2013.

EXPAND FULL REPORT

Auditor’s report for 2014

Independent Auditor’s Report to the members of Early Childhood Management Services Inc.
 

We have audited the accompanying financial report, being a special purpose financial report, of Early Childhood Management Services Inc, which comprises the statement of financial position as at 31 December 2014, the statement of profit or loss and comprehensive income, the statement of cash flows and the statement of changes in equity for the year then ended, notes comprising a summary of significant accounting policies and other explanatory information, and the statement by Members of the Board of Management as set out on pages 1 to 24.

EXPAND FULL REPORT

Auditor’s report for 2014

Independent Auditor’s Report to the members of Early Childhood Management Services Inc.
 

We have audited the accompanying financial report, being a special purpose financial report, of Early Childhood Management Services Inc, which comprises the statement of financial position as at 31 December 2014, the statement of profit or loss and comprehensive income, the statement of cash flows and the statement of changes in equity for the year then ended, notes comprising a summary of significant accounting policies and other explanatory information, and the statement by Members of the Board of Management as set out on pages 1 to 24.

Board of Management‘s Responsibility for the Financial Report

The Board of Management is responsible for the preparation and fair presentation of the financial report and have determined that the basis of preparation described in Note 3, is appropriate to meet the financial reporting requirements of the Associations Incorporation Reform Act (Vic) 2012 and is appropriate to meet the needs of the members. The Board of Management’s responsibility also includes such internal control as the Board of Management’s determine is necessary to enable the preparation and fair presentation of the financial report that is free from material misstatement, whether due to fraud or error.

EXPAND FULL REPORT

Statement of Financial Position at 31st December 2014

2014 2013
REVENUE
Childcare fees 15,773,758 13,361,523
Kindergarten fees 5,425,499 4,798,564
Family Day Care fees 1,069,458 1,108,068
Management fees 159,193 145,491
Consulting fees 0 0
Grants 11,993,015 9,953,864
Interest 74,390 84,666
Rent 0 0
Project income 224,790 145,281
Other Income 161,164 134,592
TOTAL REVENUE 34,881,267 29,732,049
Other Income 130,299 182,582
TOTAL INCOME 35,011,566 29,914,631
EXPENSES
Administration expenses 4,539,196 4,172,728
Depreciation and amortisation 380,278 262,236
Employee benefits expense 27,079,752 22,570,254
Occupancy expenses 2,557,952 2,118,819
Other expenses 143,820 137,701
Finance Costs 170 1,490
TOTAL EXPENSES 34,701,168 29,263,228
NET SURPLUS / (DEFICIT) 310,398 651,403

Acknowledgements

We would like to acknowledge each and every person who has played a part in shaping the future over the past year, including our dedicated team of educators, our support staff and our voluntary Board.

In particular, we would like to acknowledge our service partners, those in local and state government, the many committed parents and families who contribute in so many different and important ways to shaping the services of the future. ECMS could not achieve these results without the trusted partnerships of our service partners.

Additional thanks to all the families and staff members who contributed to the creation of this Annual Report.

Written by Angie Farrugia and Kate Jeremiah

Photography by Angie Basdekis

Design by Studio Ramp

Website build by Syneka Marketing

Connect with us

192 High Street (PO Box 182)

Northcote VIC 3070

Ph: (03) 8481 1100

Fax: (03) 9445 0346

ecms@ecms.org.au