The TREE Strategic Plan
After almost 4 decades of an impactful and a strong showing, this strategic plan is heralding a new chapter in the life of TREE. In many ways, TREE has come of age. We have reached a point where TREE must walk the delicate balance of continuity and breaking new ground.
From our history, with all its positives and changing fortunes, we have so much to learn from; to sustain ourselves and to continue doing what do best. Yet, the beckoning future, with all the daunting challenges for the early childhood development sector in our country, holds countless opportunities committed organisations like TREE.
Inspired by our vision and focused on realising the mission ahead, TREE’s strategic plan is a great leap into the future. It is a gamechanger.
Factors Behind the TREE Strategy
The Plan for the Next Five Years
For the next five (years), from 2022 to 2026, TREE will focus all its energies and resources in consolidating the success of the past and moving with greater purpose towards the realisation of its vision. Our mission statement, has created the parameters within which our activities will fall, will inform what is and what is not our mandate and, in the end, it will help facilitate the broader strategic choices our board will make, as we go along.
From this strategic positioning, our management and staff will benefit from clarity of purpose and a clear-cut direction.
Through our actions, today as in tomorrow, we feel empowered to proclaim to ourselves, the beneficiaries of our commitment and toil, our countless stakeholders and the entire ECD sector; The FUTURE IS HERE, it is in our hands.
For the next 5 years, the following goals will be the backbone of TREE’s strategic plan.
Become the most influential Non-Profit Organisation, nationally.
Strategic Goal No.1
To build on the successes of past years to consolidate TREE’s national footprint and reach to become the most influential Non-Profit Organisation, nationally, on all matters of ECD Workforce Development, Policy, Advocacy, Research and Development and the Professionalisation of the sector.
- Full Capacity use of all the existing TREE campuses(3) at any one time in the year that will result in training at least 240 accredited NQF learners and 150 non-accredited learners through contact learning.
- To train at least 3000 learners, via E-Learning, on Level 4 ECD learnership for fee paying learners.
- To strengthen TREE’s qualifications prospective for the future boom in ECD workforce expansion and the developments in the professionalisation of the sector.
- To establish a footprint in the Gauteng Province in close proximity to the National Government and all other role-players in the Education Sector.
- Celebrate the 40th anniversary of TREE in 2024.
50% of operational budget from own revenue generation.
Strategic Goal No.2
To achieve financial sustainability that will enable TREE to fund, at least, 50% of its operational budget from own revenue generation whilst improving its funding model for sustained donor funding.
- To develop and implement a funding policy that supports TREE’s mission and discourages mission drift.
- To develop a paying-students policy for contact and E-Learning learners as a means to boost revenue generation.
- To increase TREE’s share from funding mechanism that are available with National Skills Fund, ETDP Seta and other state funding institutions.
Modern capable organisation with the requisite agility.
Strategic Goal No.3
To build TREE into modern capable organisation with the requisite agility that will enable it to achieve its historical mission whilst cementing its position as an ECD thought leader, in the country and beyond.
- To establish TREE as specialised preferred ECD Institution of learning nationally which offers a full bouquet of qualifications.
- Develop a human capital policy that will position TREE to attract, reward and retain the best of ECD practitioners nationally.
- Mobilise funds and drive an invest in appropriate (latest) technologies to enable E-Learning.
- To establish Research and Development capabilities to prop up the curriculum development work to give TREE head start for future prospects.
- To forge Research outcomes partnerships to bolster TREE’s knowledge management capacity to support policy and advocacy work.