The early learning sector is grappling with significant challenges, particularly around workforce distribution and educator retention. In this conversation with Chris Omeissah, Managing Director of QuickCare, we delve into the pressing issues affecting providers and explore potential solutions. From staff shortages to regional disparities and innovative strategies for retention, Chris sheds light on how the sector can navigate these hurdles.

What’s the most pressing issue in the early learning sector right now?

The main challenge we’re addressing at QuickCare is the workforce shortage in the sector, which presents a twofold problem. Many organisations struggle to fill their roles with qualified educators in their area, and there is a significant disparity in the distribution of early learning educators across the country.

For example, regions with vacancies often face a shortage of available educators. This imbalance has a ripple effect; when centres cannot adequately staff their teams, they are unable to offer places to families, creating further challenges. At QuickCare, our mission goes beyond simply filling these roles. We are committed to providing educators who uphold high-quality standards, and we are unapologetically rigorous in our selection process. Our ultimate goal is to enhance the educational experience for children and their families.

Do you think services need to be more proactive in staffing efforts?

Absolutely. Services must be proactive, especially given the legislated ratios in Australia that dictate the number of educators per child. Without the right staffing levels, centres can’t remain operational.

However, this isn’t just about meeting numbers. Center managers tell us that they don’t want to hire “warm bodies” just to meet the requirements. They’re looking for skilled educators who can provide consistent, high-quality care and education. This dual focus—compliance and quality—creates immense pressure on managers and HR teams.

Why are some areas more affected by staffing shortages than others?

While I don’t have all the answers, there are observable patterns. Take regional towns, for example. We know from our clients located in regional coastal towns, where the population fluctuates due to tourism, the lack of stable employment often pushes young people to move away for university or work, leaving fewer local professionals to fill roles like educators.

This issue isn’t unique to one region—it’s widespread across many rural areas. Attracting professionals back to these communities is a major challenge, and it requires more than just effort from ECEC providers. We need collaboration among governments, educational institutions, and local organisations to create a sustainable pipeline of talent.

How can collaboration help solve these challenges?

Collaboration is crucial. This goes beyond the early learning sector and involves broader community initiatives. For example, corporate social responsibility programs, government support, and innovative partnerships can all play a role in attracting educators to under-resourced areas.

One idea is to take cues from the health and police sectors. In these industries, graduates often complete placements in high-need areas before choosing their long-term location. A similar model could work for ECEC, with placements in regional or rural areas as part of the training process. This would not only address immediate staffing shortages but also expose educators to diverse communities and opportunities.

What role does transportation play in workforce distribution?

Transportation is a surprisingly significant issue, even in urban areas. For instance, some Sydney centres struggle to attract casual educators because they’re not within walking distance of public transport.

One potential solution is forming partnerships with community transport organisations. These groups could coordinate shuttles between transport hubs and centres, making it easier for educators to access their workplaces. We recently discussed this idea with a community transport organiser in northern New South Wales, exploring ways to connect educators with underserved areas.

What impact does the staffing shortage have on families?

The shortage has serious implications for families. Without enough educators, centres can’t offer places, which directly affects parents—particularly women—who are unable to return to work due to a lack of capacity at services availability.

There’s a clear link between the availability of early learning places and the presence of qualified educators. Solving one problem helps address the other, but it requires innovation and collaboration.

How can centres retain their educators?

Retention is critical in a sector where staffing is already limited, making it essential for centres to prioritise retaining quality educators. This involves offering professional development opportunities, as educators value the chance to grow in their roles through training and clear career pathways.

Providing diverse experiences is equally important; centres with multiple locations can enable educators to gain varied experiences and advance within the organisation. Even single-centre providers can focus on creating well-rounded experiences for their team members by exposing them to different roles and responsibilities. These efforts help keep educators engaged, motivated, and committed to their work.

Are there signs of improvement in the sector?

I’m hopeful. The recent government pay rise for educators has brought positive attention to the profession, making it more attractive for graduates. Competitive pay is a strong motivator, and this change could help draw more people into the industry.

Additionally, there’s significant room for innovation in the sector, from technology to operations. I believe these advancements, combined with government and provider initiatives, will bring about meaningful improvements in the coming years.

What’s your longterm outlook for the sector?

I see a lot of potential for positive change. The challenges are undeniable, but the sector is ripe for innovation, collaboration, and growth. If we can continue to attract talent, implement creative solutions, and invest in our educators, I believe we’ll create a stronger, more sustainable early learning environment for children, families, and educators alike.

We loved speaking to Chris. If you or someone you know has a story to share, we’d love to have a discussion. Let us know via the website, Facebook or LinkedIn.