Growing up in a country town, community was everything to us. Our family was close by and growing up in a close-knit family of four siblings created the foundation for me to find a career in which I could give back. My parents worked hard to provide us with the best and focused on quality education, with the emphasis that knowledge is power. This laid the foundation for my passion for quality education.

Why childcare?

After high school I started a Certificate 3 traineeship in a small childcare centre in North West Sydney. I experienced many highs and quite a few lows surrounding the role and the importance and purpose our sector has in the community.

And your experience?

It spans across multiple models of children's services. I have been able to extend my knowledge in Out of School Hours Care, long day care in the private sector and not-for-profit, preschools and operational support. I have been in management roles for six years. My role as a Preschool Operational Support Officer was probably the most rewarding and reinvigorated my passion for stand alone, not for profit services. Being able to go into community preschools who are essentially the hub of their community and assist their management committees and staff to remain viable in an industry that often undergoes many changes that have direct impact on individual services and their sustainability was incredible. My roles have been diverse and some gave me the autonomy to make a difference within the services and the overall community. My past positions had their own challenges and were stepping stones to my current role.

What led you to the Hunter Early Childhood Centre?

I moved to the Hunter in 2016 with my partner, who is based at Williamtown RAAF Base. Shortly after we started our own family with our beautiful boy, Chase. At this time I was questioning whether I would return to my career or move onto something different. However, we experienced an absolute life changing year when Clae, my partner, suffered a brain aneurysm. Afterwards, when I found the role with Hunter Region Working Women's Group who support women, with an incredible vision and set of values that are in line with my own, as an organisation I knew this is where I would belong.

When did HECC open?

HECC was formed in 1976, originally in the group room of Hunter Women's Centre, as The Hunter Women's Child Care Service. Governed by the Hunter Region Working Women's Group, it was established to supply much needed childcare to working women in the Hunter. The centre then moved over to our purpose built centre next door in Industrial Drive, Mayfield, in 2003 and was named 'Six Hats Early Childhood Centre'. In March we changed our name to 'Hunter Early Childhood Centre. We operate Monday to Friday and cater for 6 weeks-6 years.

What changes are afoot?

In the time I have worked here at HECC, we have implemented a full, nutritional menu for all children, introduction of flexible childcare options for families who don't need standard, inflexible childcare and a free supported playgroup. Moving forward, we have so many exciting ideas we would like to implement to diversify how we currently operate both within HECC but also Hunter Women's Centre to support women and families.

The childcare sector has undergone dramatic change. What are its biggest challenges?

Increased expectations placed on the services and educators and the inconsistency of our government funding. Our sector faces a lot of uncertainty from time to time with government changes and introduction of new schemes. Childcare is a lot more than meets the eye. So much goes on behind the scenes to operate a quality service. In recent years we have seen changes to the subsidy system which had placed added pressure on services, the over-saturation of childcare which puts the older services at risk.

How hard is it for them to compete with private centres?

It's really difficult and it all comes down to money and budget constraints. Private services usually have financial backing where as a NFP service doesn't. Whatever revenue we make goes back into the centre, no-one profits from the income that comes in from fees or funding, it all goes back into the service to fund our programs and facilities. When you team this pressure up with the addition of an oversupply of new childcare centres within the catchment area, it makes it tough.

How does a NFP remain competitive?

We need to be 'different'. For us, this was implementing a full menu that is budget friendly for families and that we can support within our operational structure so that our costs don't increase and we have had to diversify how we operate as a whole. We now have flexible childcare to be more competitive.

What drives you?

Equal access. I don't believe quality childcare needs to break the bank. Families should be able to access it no matter their personal circumstances. We are all so aware of the importance of the first 5 years of life and how these years lay foundations for later learning and development.