Workforce planning in ECEC: from compliance requirement to strategic advantage

With workforce pressures continuing across early childhood education and care (ECEC), a structured approach to workforce planning is emerging as a critical leadership tool, not simply an administrative exercise.

The Queensland Government’s Guide to Workforce Planning for Early Childhood Education and Care services, published in January 2026, provides a clear three-phase framework to help approved providers, centre managers and leadership teams anticipate workforce risk, strengthen capability and align staffing strategy with long-term service goals .

For services operating under the Education and Care Services National Law and Regulations, and working to meet the National Quality Standard (NQS), particularly Quality Area 4, Staffing arrangements, workforce planning is directly linked to compliance, quality and sustainability.

Many services are already undertaking elements of workforce planning, recruitment, professional development, performance reviews, but without a structured, documented framework.

The guide distinguishes between day-to-day staffing management and workforce planning.

Daily activities focus on rosters, leave coverage and ratio management. Workforce planning, by contrast, forecasts future supply and demand, identifies capability gaps and designs targeted strategies to ensure services have the right educators, with the right qualifications, at the right time .

This proactive approach reduces the stress associated with unplanned turnover, enrolment growth and compliance risk.

Effective workforce planning begins with clarity.

The guide recommends aligning workforce strategy with service philosophy, community context, enrolment projections and legislative requirements.

This includes developing:

• a current workforce profile, qualifications, tenure, working arrangements and skill mix
• a future workforce profile, capabilities and roles required to meet strategic and regulatory goals
• an understanding of external pressures, including labour shortages and funding settings.

Structured conversations with educators about career aspirations, study plans and leadership pathways form part of the first phase. These discussions strengthen succession planning and support NQS Standard 4.2,  Professionalism.

Once the current and future profiles are mapped, leadership teams can conduct a gap analysis.

Key questions include:

• Will current staffing numbers meet future legislative requirements?
• Are there sufficient qualified educators to fill anticipated leadership roles?
• What risks arise if gaps are not addressed?
• Are there skills that will no longer be required? 

The guide outlines five broad strategy categories:

• attraction 
• retention
• development
• succession planning
• wellbeing

Rather than implementing multiple initiatives simultaneously, services are advised to assess each strategy against feasibility, impact and urgency. This structured prioritisation can support governance oversight and responsible financial management.

Wellbeing is positioned as a central retention strategy. Supporting educator health and engagement is directly linked to continuity for children and improved service culture.

A workforce plan must be measurable and reviewed regularly to remain effective.

The guide emphasises:

• documenting actions and responsibilities
• establishing review cycles
• defining evaluation processes
• monitoring progress against workforce goals

Embedding review mechanisms ensures the plan evolves alongside enrolment patterns, staffing trends and regulatory expectations.

To translate the guide into action, services may implement the following structured tools.

Conduct an annual audit documenting:

• qualification levels against regulatory requirements
• employment status (full-time, part-time, casual)
• years of service and succession risk
• professional development history
• leadership capability pipeline.

This strengthens oversight and supports Approved Provider governance responsibilities.

Develop projections for the next two to four years, considering:

• enrolment growth
• extended leave or retirement
• local labour market conditions
• potential regulatory change.

Embed biannual performance and aspiration discussions covering:

• professional goals
• leadership interest
• further study pathways
• wellbeing and workload
• succession planning.

These conversations support retention and foster a culture of professional collaboration under NQS Standard 4.2.

Document:

• review frequency, for example, every six months
• responsible leadership role
• measurable indicators such as turnover rates, study completion and internal promotions
• reporting mechanisms to governance bodies

Without clear review processes, workforce plans risk becoming static documents rather than active leadership tools.

Workforce planning supports more than compliance.

When embedded effectively, it can strengthen:

• continuity of care for children
• educator engagement and retention
• leadership succession pathways
• financial sustainability
• service reputation as an employer of choice 
• reduce turnover

As workforce shortages, demographic shifts and regulatory reform continue to shape the ECEC landscape, strategic workforce planning represents a proactive response, positioning services to lead with confidence rather than react under pressure.

Access the full Guide to Workforce Planning for Early Childhood Education and Care services here.