Peter Reynolds CEO, Early Childhood Council (May, 2012) Governance, Strategic Planning…. And the meaning of life! (all in 30 minutes!!) Peter Reynolds CEO, Early Childhood Council (May, 2012)

Two bits… Governance issues Strategic Planning What you need, what goes wrong, how to fix it Strategic Planning What it is, how to do it, how it adds value to your success

Governance What is it? authority, decision-making and accountability (Institute on Governance) The execution and enforcement of authority over the management of assets and the performance of functions within the centre (amended from the Information Systems Audit and Control Association)

What Governance isn’t… Governance isn’t management! Governance is the what…management is the how

What goes wrong? Little understanding of governance versus management Overlap/clash between governance and management

How to fix it The main outputs of a governance structure are: Clear description of roles Strategic plan Resources to enable strategic plan to be achieved Employment of a key manager All wrapped up in a set of governance policies!

Good Governance Checklist Do you have: A set of governance policies? Clear description of governance roles? Clear description of management roles? Strategic plan? A process for review and improvement?

The perfect Plan…

Strategic Planning What is Strategic Planning? A strategic plan describes the long-term (5 year) goals of your centre in the context of the environment in which you operate A document that guides your governance role A document that provides the overview for the centre manager and basis for their performance to be measured

Strategic Planning – how to do it Four simple questions: Where are we now? Where do we want to be? How will we get there? How will we know we’re on track?

Where are we now? SWOT Analysis Internal Environment Where do we want to be? How do we get there? How will we know we’re on track? SWOT Analysis Internal Environment External Environment Strengths Weaknesses Opportunities Threats An organisation’s resources and capabilities that can be used to develop a competitive advantage SWOT is a data presentation tool, not an analytical tool in its own right. To populate SWOT, you need to consider: Your own knowledge of the centre and of the environment in which it operates Input from your staff, suppliers, parents, etc Information from ERO reviews, Ministry audits, financial audits, etc Local council economic development information Information from the ECC etc The lack of strengths may be considered weaknesses Some strengths may also pose threats External factors in the market place that are able to be exploited External factors that pose risks to the business

Where do we want to be? Vision Values Mission Where are we now? Where do we want to be? How do we get there? How will we know we’re on track? Vision A compelling description of the centre once it has implemented the strategic plan. It should PULL customers to the organisation and PUSH employees/members to greatness Values The core priorities in the centre’s culture, including what drives employees’/members’ priorities and how they truly act in the centre Mission Defines the centre’s purpose and its core business in the context of its Values; describes how the Vision will be achieved

Strategy - Growth Ansoff Matrix1 Existing products New products Where are we now? Where do we want to be? How do we get there? How will we know we’re on track? Ansoff Matrix1 Existing products New products Existing markets Market penetration Product development New markets Market development diversification A lot of what goes on at this stage of the planning process is about focussing. Working out what is important, from other good ideas. Organic growth vs. Acquisition 1 H I Ansoff, Harvard Business Review (1957)

Monitoring Monitor what matters!

Monitor What Matters Pick a few KPIs Financial Strategic objectives Governance Must point to the strategic goal (Vision)

Reporting

??? Questions ???