Module 1 - Part 2 - Information Gathering

Knowing the environment you are working in and the direction of potential shifts will help you understand potential risks associated with your expansion project.  Your information gathering should identify both internal and external factors that influence your organization or a particular project. Before writing a strategic plan you need to determine:

  • if your organization is financially stable enough and organizationally prepared to take on an expansion project,
  • the external factors at play and how they impact your plan.

Financial Stability

Demonstrating that your organization has  well grounded financial practices and  is financially ready to take on an expansion project is an important consideration for any current or potential funders. 

In terms of financial stability – together with your Board ask yourself: 

  • Do you have a healthy balance sheet and a balanced budget?  
  • Do you have more revenues than expenses? 
  • Do you have adequate financial reserves? (3 to 6 months is typical)
  • Are the funding sources that you have for operations secure and dependable?

 

Capacity and skill to manage a project

Part of the information gathering within your organization will include determining how an expansion project will be managed, including the role of the board and Executive Director/designate in decision making. 

Some things to consider when determining how the project will be managed include:

  • Determine what internal structure will work best within your organization to lead and guide the project through to completion.
  • Do you have the proper employee in place to act as Project Lead?
  • Do you need to go externally to hire a project lead (like B2C2)?
  • Decide who and under what conditions decisions are made and create policy to support them.
  • Ensure that the project doesn’t negatively impact your current programs.

Canadian government context

The way that licensed child care in Canada is funded has dramatically shifted with the introduction of the Canada-wide Early Learning and Child Care (CWELCC) system. Each province and territory (excluding Quebec) have agreements and action plans in place for how CWELCC will be rolled out to the year 2026. Families will pay on average $10/day by 2026.

Ontario government context

In Ontario, unlike other provinces and territories, the government designates local governments as the Service System Manager (SSM) for early years and child care services and flows funding to them, who then direct it to service providers.

The Ministry of Education has provided each SSM with “directed growth” targets as and targets for non-profit spaces created. 

Local government context

There are 47 SSM’s in Ontario who play a central role in the planning, funding, administration and operation within each of their service areas. They are required to engage in system-wide planning and setting strategic priorities for the coming years. How each SSM plans to meet their provincially directed growth targets and non-profit proportions will be embedded in their plans.

As a non-profit child care organization, your relationship with the SSM is of utmost importance. Not only are they your key funder, they also decide if you will get CWELCC funding or any other available funding for any kind of expansion. Therefore the information included in their service system plan and alignment with your organization’s concept will be key to your decision about your expansion plans. 

Activity 1: Watch a video about PESTLE analyses

A PESTLE analysis studies the key external factors (Political, Economic, Sociological, Technological, Legal and Environmental) that influence an organisation.

A thumbnail of the PESTLE analysis template document

Activity 2: PESTLE analysis template

A PESTLE analysis studies the key external factors (Political, Economic, Sociological, Technological, Legal and Environmental) that influence an organisation.

Thumbnail of activity document

Activity 2: See an Example of A “Landscape Summary”

In some cases child care centres don’t need a full PESTLE Analysis. This is an example of the types and level of information used before briefing the board of directors and creating a strategic plan.

Module 1 Progress
Amount Completed 40%

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