1. 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)

2. 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

3. 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)

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

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

6. 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!

7. 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?

8. The perfect Plan…

9. 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

10. 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?

12. 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

13. 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

14. 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)

15. Monitoring
Monitor what matters!

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

17. Reporting

18. ??? Questions ???