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Our organisation is a large not-for-profit organisation, with more than 600 centres across Australia, that is governed by a board. The centre is part of a managed state (geographically allocated) with a state manager and other staff who provide expert services and support to centres. The CEO is the licensee of our service and holds the ultimate governance responsibilities. However, the everyday responsibilities fall to me. Our service is ‘centre-led’, meaning that even though our centre is part of a large organisation, I have input into the strategic plan, policy and procedure, but ultimately, decisions are made at the organisational level. The board handles areas such as risk and property management, as well as providing financial support and business guidance. I have more responsibility for the local leadership and management. This means that once the organisation’s strategic plan is developed with all our feedback and published, as the leader, I then think about how I can action the plan locally. Part of governance in our sector includes keeping up to date with legislation to ensure our service remains compliant with the vast number of regulations we need to follow, for instance, Education and Care Services National Regulations, workplace health and safety laws and privacy laws. I suppose we are lucky because this is taken care of for us, and we simply receive the updates and support to implement change if needed. As a leader/manager of the service, it’s my job to make sure that educators follow policy and procedure – that we stay compliant with the legislation to uphold our ‘duty of care’ responsibilities to the children, families, and to each other.