Since our Society commenced operating the ‘Family Day Care Development Service’, the Board of Directors realized the importance of having regular communication with relevant government departments, and it was necessary to attend monthly meetings with department officials. As Henry’s workplace was in Sydney downtown, he used his lunch hour every week to either meet with staff members or attend meetings with government officers. He was often seen munching his sandwiches while discussing business. Though it was quite rushed, the outcomes were fruitful.
There was a growing need for child care service in the Chinese community. Many Chinese families were unable to join playgroup activities because of language barriers. In May 1983, our Society started the first Chinese playgroup in a borrowed venue in Ultimo. The weekly gathering provided meaningful activities for many Chinese families.
At that time, only 3 part-time workers were employed by our Society. Apart from developing FDC services in different areas, they had to run the playgroup. The part-time staff members were having a full-time workload.
The Board understood that it was difficult to maintain the operation in the long run with such limited resources. However, as the referral service was a three-year pilot project, funding would not be reviewed until the end of the pilot period.
In late 1983, our Society reflected the difficult situation sternly and strongly to the Federal Government and made a submission pleading for additional funding. Regular communications and the success of the FDCDS built up the confidence of the Government on the ability of our Society in managing projects and services. Government officials found the young executives of our Society not only having capabilities but were also very determined and passionate about providing services to the community.
The Government realized the long-term benefits of the FDCDS project. It would be a waste if the project was not having adequate resources leading to termination. Under very exceptional circumstances, the Government approved extra funding to enable our Society to employ two extra staff members for FDCDS before the review at the end of the pilot period of the project.
In June 1984 the Federal Government’s Office of Child Care contacted our Society to inquire whether we would be willing to establish and operate child care centres in areas outside Surry Hills. The Board deliberated the matter and resolved that location was not a key factor. It would be more important to begin the provision of services to the community as early as possible.
In early August, our Society received an unexpected piece of good news from the Government department, “A private kindergarten in Campsie is for sale and the Government is willing to fund the Society to purchase it.”
The owner of this fully enrolled kindergarten did not want to continue running the business. It was located in a residential area with unit zoning, and developers would want to acquire it to build units on the land. There was a high demand for child care places at the time, as Campsie was a relatively economically disadvantaged area and child care places were lacking. If the kindergarten closed down for unit development, more families would not be able to find child care.
To ensure the community had child care services, the Government decided to intervene. However, the government could not run the service. It needed to find a capable community organization to run the service.
🤔It was a ‘pie’ falling from the sky! How would the Society decide in face of the sudden opportunity? Find out in the next article.
