example business plan for early childhood education

How to Write a Business Plan for Daycare and Preschool

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Writing a daycare or preschool business plan is a big task, but due diligence and hard work will help you understand what you’ll need to launch and run a daycare or preschool successfully.

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What do daycare investors want?

Your local government will have rules and regulations you’ll need to follow as a small business owner and childcare provider. Start by reviewing the childcare licensing guidelines for your state and city. Once you’re clear on licensing guidelines, you’re ready to start writing your childcare business plan.

The purpose of a business plan is to help secure funding. You’ll likely need financing to launch your preschool or daycare, especially if you want to avoid the monthly repayment of a loan.

Investors provide businesses with money in exchange for partial ownership. As a result, they expect a larger return on their initial investment. Because many investors work in business, they prefer to invest in an established company.

Most investors look for:

Industry background and experience

Financial performance and promise.

Investors want to make money. Therefore, they are more inclined to work with experienced entrepreneurs and business owners to guarantee a return on their investment.

This might sound discouraging for those with little experience or without a business management background, but the opportunity doesn’t end there. You could consider bringing on a partner with a business background. Additionally, many investors act as a source of business advice.

You need to demonstrate that your business will make money. Investors will likely want to see signs of business growth before they give you money.

Additionally, investors will want to know about your financial stability. Questions an investor might ask are:

What do you plan to do with the money?
Has your business been up or down in recent years?
Is your company losing money? Are there signs of growth for the future?
How do you plan to repay your investment?

Of course, every investor is different, so they’ll consider various factors. While experience and financial promise are at the top of the list for most investors, they might also look for uniqueness, business readiness, an effective business model, and more.

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Writing a daycare business plan

We’ve discussed licensing and investors. Now, you’re ready to begin the framework of your business plan for daycares and preschools. Here’s what you’ll need to get started:

Business description

Needs assessment, insurance policies, operating policies and procedures, marketing strategy.

Start with the basics: what does your daycare do? Detailing the service you’re offering will help you create a clear business plan. Next, you might want to write some goals or even a mission statement outlining your purpose and motivation.

Start by looking at general daycare or preschool industry trends, then narrow your scope to the preschools or daycares in your local area. Next, you’ll need to figure out who your target customers are and confirm that there is a need for a business like yours in your community.

Are there a lot of young families in your neighborhood? Are you located somewhere convenient for commuting parents? Does your business offer a specific service that your competitors don’t, like early check-in or extended hours?

Also, check out the competition. Research the existing daycare or preschool options in your community. Look at current preschool or daycare business plan samples. What makes your daycare or preschool unique?

Developing detailed budgets will help you run your small business. You’ll need to compare your current cash flow and expenditures to determine whether you’ll make a profit.

Build a budget for unexpected costs. For example, how many children do you need to serve to be able to pay your bills and stay afloat? Child Care Aware of America offers some terrific budgeting resources for this process.

Depending on the type and size of your preschool, you’ll need insurance policies of several different types, including liability, property, workers’ compensation, and business insurance. Check the licensing requirements for guidance in building this part of your preschool business plan.

Create a comprehensive handbook for families and staff that includes you center's policies and procedures. For instance, you'll need to develop an emergency plan , daycare sick policy , and other safety protocols according to your local childcare licensing requirements.

Your staff handbook will be a helpful resource your employees can reference and include all your employment policies including work and pay schedules, benefits, and information about professional growth and development. You can also include information on your center's philosophy and curriculum, classroom procedures, and expectations for working with children and families.

Your marketing strategy is the key to attracting customers. Decide what type of advertising you will use in front of potential customers. For example, list your school in local directories and participate in parenting and kid-friendly community events. Run a social media campaign focusing on your target population.

Another big part of childcare business marketing is differentiating yourself from other preschools. These days adopting daycare software is a surefire way to attract families with young children. A tool like brightwheel's center management feature will streamline your center's admission process, record keeping, and reporting, saving you up to 20 hours per month.

You can also use brightwheel for recording and tracking daily events and activities, and sending real-time updates to families throughout the day. It also offers secure, digital check-in/check-out and a paperless billing system. This is a great way to keep your families looped in on daily activities and handle all of your administrative tasks in one place.

Your business is ready!

Writing a business plan can be stressful, but it doesn’t have to be. Once you secure the proper licensing, use the information in this article to guide you through creating a solid daycare business plan that drives investors and financing to your business.

These are just the basics to get you started. For further information, the U.S. Small Business Administration’s website has detailed instructions on creating each necessary part of a successful business plan.

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Child Care Business Plan Template

Written by Dave Lavinsky

Download our Ultimate Child Care Business Plan Template here >

What is a Child Care Business Plan?

Why You Need a Business Plan for a Child Care Business

If you’re looking to start a child care business or grow your existing one you need a business plan. A business plan will help you raise funding, if needed, and plan out the growth of your child care in order to improve your chances of success. Your child care center business plan is a living document that should be updated annually as your company grows and changes.

Source of Funding for Child Care Businesses

With regards to funding, the main sources of funding for a child care business are bank loans and angel investors. With regards to bank loans, banks will want to review your business plan and gain confidence that you will be able to repay your loan and interest. To acquire this confidence, the loan officer will not only want to confirm that your financials are reasonable. But they will want to see a professional plan. Such a plan will give them the confidence that you can successfully and professionally operate a business.

The second most common form of funding for a child care is angel investors. Angel investors are wealthy individuals who will write you a check. They will either take equity in return for their funding, or, like a bank, they will give you a loan. Venture capitalists will not fund a child care business.

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Executive Summary

Your executive summary provides an introduction to your business plan, but it is normally the last section you write because it provides a summary of each key section of your plan.

The goal of your Executive Summary is to quickly engage the reader. Explain to them the type of child care business you are operating and the status; for example, are you a startup, do you have a child care that you would like to grow, or are you operating a chain of child care businesses.

Next, provide an overview of each of the subsequent sections of your plan. For example, give a brief overview of the child care industry. Discuss the type of child care you are operating. Detail your direct competitors. Give an overview of your target customers. Provide a snapshot of your marketing plan. Identify the key members of your team. And offer an overview of your financial plan.

Company Analysis

In your company analysis, you will detail the type of child care business you are operating.

For example, you might operate one of the following types:

Home-Based Child Care: this type of child care business operates out of your home and typically has one or two caregivers on staff.
Child Care Center: a child care center operates out of a commercial building. It typically has multiple staff and caregivers and can serve many, many children.
Pre-School Child Care: a child care business that primarily serves preschoolers
School-Age Child Care: a child care business that primarily serves school-age children.

In addition to explaining the type of child care you operate, the Company Analysis section of your business plan needs to provide background on the business.

Include answers to question such as:

When and why did you start the business?
What milestones have you achieved to date? Milestones could include sales goals you’ve reached, new program offerings, etc.
Your legal structure. Are you incorporated as an S-Corp? An LLC? A sole proprietorship? Explain your legal structure here.

Industry Analysis

In your industry analysis, you need to provide an overview of the child care business.

While this may seem unnecessary, it serves multiple purposes.

First, researching the child care industry educates you. It helps you understand the market in which you are operating.

Secondly, market research can improve your strategy particularly if your research identifies market trends. For example, if there was a trend towards child care that includes transportation, it would be helpful to ensure your plan calls for such a service.

The third reason for market research is to prove to readers that you are an expert in your industry. By conducting the research and presenting it in your plan, you achieve just that.

The following questions should be answered in the industry analysis section of your child care center business plan:

How big is the child care business (in dollars)?
Is the market declining or increasing?
Who are the key competitors in the local or national market?
What trends are affecting the child care industry?
What is the industry’s growth forecast over the next 5 – 10 years?
What is the relevant market size? That is, how big is the potential market for your child care. You can extrapolate such as figure by assessing the size of the market in the entire country and then applying that figure to your local population.

Customer Analysis

The customer analysis section of your child care center business plan must detail the customers you serve and/or expect to serve.

The following are examples of customer segments: soccer moms, young families, baby boomers caring for grandchildren, etc.

Try to break out your target customers in terms of their demographic and psychographic profiles. With regards to demographics, include a discussion of the ages, genders, locations and income levels of the customers you seek to serve. Because most child care businesses primarily serve customers living in their same city or town, such demographic information is easy to find on government websites.

Psychographic profiles explain the wants and needs of your target customers. The more you can understand and define these needs, the better you will do in attracting and retaining your customers.

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Competitive Analysis

Your competitive analysis should identify the indirect and direct competitors your business faces and then focus on the latter.

Direct competitors are other child care businesses.

Indirect competitors are other options that customers have that aren’t direct competitors. This includes keeping children at home and/or after school programs among others.

With regards to direct competition, you want to detail the other child care businesses with which you compete. Most likely, your direct competitors will be child care businesses located very close to your location.

For each such competitor, provide an overview of their businesses and document their strengths and weaknesses. Unless you once worked at your competitors’ businesses, it will be impossible to know everything about them. But you should be able to find out key things about them such as:

What types of customers do they serve?
What child care services do they offer?
What times are they open?
What is their pricing (premium, low, etc.)?
What are they good at?
What are their weaknesses?

With regards to the last two questions, think about your answers from the customers’ perspective.

The final part of your competitive analysis section is to document your areas of competitive advantage. For example:

Will you provide superior child care services?
Will you provide child care services that your competitors don’t offer?
Will you offer better pricing?

Marketing Plan

Traditionally, a marketing plan includes the four P’s: Product, Price, Place, and Promotion. For a child care business plan, your marketing plan should include the following:

Product : in the product section you should reiterate the type of child care that you documented in your Company Analysis. Then, detail the specific services you will be offering. For example, will you over technology or exercise classes to the children?

Price : Document the prices you will offer and how they compare to your competitors. Essentially in the product and price sub-sections of your marketing plan, you are presenting the menu items you offer and their prices.

Place : Place refers to the location of your child care. Document your location and mention how the location will impact your success. For example, is your child care located next to a heavily populated office building, or gym, etc. Discuss how your location might provide a steady stream of customers.

Promotions : the final part of your child care marketing plan is the promotions section. Here you will document how you will drive customers to your location(s). The following are some promotional methods you might consider:

Social media marketing
Reaching out to local bloggers (particularly “mommy” bloggers) and websites
Local radio advertising
Banner ads at local venues

Operations Plan

While the earlier sections of your business plan explained your goals, your operations plan describes how you will meet them. Your operations plan should have two distinct sections as follows.

Everyday short-term processes include all of the tasks involved in running your child care such as discussions with prospective new customers, procuring supplies, keeping the child care center, etc.

Management Team

To demonstrate your child care’s ability to succeed as a business, a strong management team is essential. Highlight your key players’ backgrounds, emphasizing those skills and experiences that prove their ability to grow a company.

Ideally you and/or your team members have direct experience in the child care business. If so, highlight this experience and expertise. But also highlight any experience that you think will help your business succeed.

If your team is lacking, consider assembling an advisory board. An advisory board would include 2 to 8 individuals who would act like mentors to your business. They would help answer questions and provide strategic guidance. If needed, look for advisory board members with experience in child care businesses and/or successfully running retail and small businesses.

Financial Plan

Your financial plan should include your 5-year financial statement broken out both monthly or quarterly for the first year and then annually. Your financial statements include your income statement, balance sheet and cash flow statements.

Income Statement : an income statement is more commonly called a Profit and Loss statement or P&L. It shows your revenues and then subtracts your costs to show whether you turned a profit or not.

In developing your income statement, you need to devise assumptions. For example, will you serve 10 children per day or 50? And will sales grow by 2% or 10% per year? As you can imagine, your choice of assumptions will greatly impact the financial forecasts for your business. As much as possible, conduct research to try to root your assumptions in reality.

Cash Flow Statement : Your cash flow statement will help determine how much money you need to start or grow your business, and make sure you never run out of money. What most entrepreneurs and business owners don’t realize is that you can turn a profit but run out of money and go bankrupt. For example, let’s say a company approached you with a massive $100,000 child care contract, that would cost you $50,000 to fulfill. Well, in most cases, you would have to pay that $50,000 now for employee salaries, etc. But let’s say the company didn’t pay you for 180 days. During that 180 day period, you could run out of money.

In developing your Income Statement and Balance Sheets be sure to include several of the key costs needed in starting or growing a child care center:

Child care center build-out including design fees, construction, etc.
Cost of fixtures like tables, chairs, couches, etc.
Cost of equipment used like computers and televisions
Payroll or salaries paid to staff
Business insurance
Taxes and permits
Legal expenses

Attach your full financial projections in the appendix of your plan along with any supporting documents that make your plan more compelling. For example, you might include your child care center design blueprint or location lease.

Putting together a business plan for your child care is a worthwhile endeavor. If you follow the template above, by the time you are done, you will truly be an expert. You will really understand the child care business, your competition and your customers. You will have developed a marketing plan and will really understand what it takes to launch and grow a successful child care.

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Child Care Business Plan

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The Toddler Warehouse

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">, opportunity.

The education of our children needs to start earlier and earlier. The school system is failing. Those who can hire private teachers and tutors to help with their children’s education should.

The Toddler Warehouse is a full-service child care/development facility that cares for toddlers from age three to five. The Toddler Warehouse will be concentrating on the upper end of the market: double-income professional parents. These personally ambitious parents are typically eager in terms of their children’s development and will be willing to pay to have their children attend the best facilities.

The Toddler Warehouse will be offering child care/development for toddlers age three to five. The Toddler Warehouse will be targeting double income professional families who, because of work obligations, do not have the time during the day to care for their child. The Toddler Warehouse will be targeting families that are interested in something more than simple baby-sitting facilities, they would like the children to be enrolled in a program that offers development of many different skills including: socialization skills, arts and crafts, large muscle group workouts, reading, numbers, etc. Parents who are professionals, who are ambitious by nature themselves, are typically eager for their children to move ahead and are willing to pay for the best development care services for their children.

Competition

The Toddler Warehouse will be competing in the child care industry. This industry is fairly broad and populated, there are companies at all levels, from the basic baby sitter services, to competitors of The Toddler Warehouse. There are service providers that offer standard business hours as well as services that offer night and evening hours. There are scheduled services and no reservation drop off services. Price, quality, and gut feeling drives a lot of parental choices. The Toddler Warehouse believes the secret to success is to 1) concentrate on only a portion of the market, and 2) choose a portion of the market that is growing.

The Toddler Warehouse’s mission is to provide top level child care. We exist to attract and maintain customers. When we adhere to this maxim, everything else will fall into place. Our services will exceed the expectations of our customers.

Expectations

We will be profitable in the first year. By year 3 we will be able to hire more general help which focuses on care since we are all set for teachers

Financial Highlights by Year

Financing needed.

Matt will invest $85,000

Problem & Solution

Problem worth solving.

The education of our children needs to start earlier and earlier. The school system is failing. Those who can hire private teachers and tutors to help with their children’s education should.

Our Solution

Target Market

Market size & segments.

The Toddler Warehouse is targeting one specific customer group, the middle to upper class, two income professional family. This group of families have both parents working, not allowing them time to raise their child during the day. This group has the money for child care, and are willing to spend a little extra to get a higher level of care.

This customer segment has already begun teaching it’s child advanced concepts like reading, singing, socialization, etc. The Toddler Warehouse will continue to develop the children’s skills.

This customer group is typically made up of two professional parents. This would explain why the parents 1) have the money for more sophisticated child care, and 2) are ambitious in terms of their children’s learning and development.

Current Alternatives

There are many different competitors in the child care space. The Toddler Warehouse will only detail the direct, or reasonably direct competitors, and will not detail the myriad of other service providers that offer some sort of child care option. The direct competitors are:

Established, often franchised, child care centers. These are typically larger facilities that offer care to a wide range of ages. The number of children serviced is usually quite large. The child care is adequate, although somewhat impersonal by virtue of its large size.
Small, home based child care. These competitors are people that have a child care facility based out of their house. The quality of these ranges considerably, some are great, some are sub par.
Medium sized companies. These are typically independently owned facilities. Some of theses will handle a wide range of ages, others will specialize with a specific age group.

Our Advantages

The Toddler Warehouse’s competitive edge is two-fold:

Specialized training – The facility can only be as good as the teachers and assistants. With this in mind, The Toddler Warehouse has a specialized training program that all teachers and assistants are put through so they are proficient at teaching the specific programs that The Toddler Warehouse has developed for toddlers age three to five. The employees are put through an intensive week long course and only after they pass the intensive training will they be allowed to work with the children.
Innovative learning programs – Typical learning programs for toddlers this age focus on specific traits and only work on one trait/ skill at once. While this is successful in reinforcing the skill, it is often very difficult for the child to appreciate the interrelationships of the different skills. Consequently, the child can learn the skill, but has difficulty applying the skill when faced with multiple stimuli. When the child is unsure of what to do because of the multiple stimuli and these several skills that they have learned independently, the child tends to shut down out of confusion. Matt’s Master’s thesis was based on Intertwined Learning Systems that teaches skills not in isolation from each other, but taught together. Matt’s research strongly supports the assertion that when the skills are taught together, just as you would expect to encounter them in real life, the children are able to assimilate the new task into their skill set much quicker.

Keys to Success

Our keys to success are:

To create a service based operation whose primary goal is to exceed customer’s expectations.
The utilization of The Toddler Warehouse by at least 40 different families in the first eight months.
To increase the number of client’s served by 20% each year.
To develop a sustainable, profitable, start-up business.

Marketing & Sales

Marketing plan.

The Toddler Warehouse intends to concentrate on the double income working professional families because they are the segment that can most readily afford day care, are the ones who need day care because of their work obligations, appreciate the advanced learning and development The Toddler Warehouse has to offer, and lastly are a growing segment of our society.

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As America continues to be a society of people working long hours, there will always be the need for child care. The trend of longer work weeks is increasing and this drives The Toddler Warehouse’s business.

The Toddler Warehouse’s sales strategy will be targeting double income working professional families. These families have the money to spend on child care and these parents are much more likely to appreciate the advanced learning systems taught at The Toddler Warehouse based on Matt’s thesis.

The sales strategy will be based on a communication effort to explain the virtues of the program and how time at The Toddler Warehouse can speed up the children’s development considerably. In addition to one on one explanations of the program and its merits, the prospective parents will be given tours of the facilities. The tour of the facility will serve two purposes:

The tour will be used as a way to impress the prospect of the facilities that The Toddler Warehouse has. These facilities were custom designed to achieve very specific educational goals and The Toddler Warehouse is immensely proud of the facilities.
The tours typically occur during the day and this becomes a perfect opportunity for the potential customer to view the care as it is occurring. This will serve to build a trust bond between The Toddler Warehouse and the parent who naturally is cautious about leaving the child with strangers to have the child cared for and taught the entire day.

In essence, The Toddler Warehouse is letting the facilities and teacher/student interactions speak for themselves. Because of the high level of service, this is entirely possible.

Locations & Facilities

The Toddler Warehouse, soon to be located in Salem, OR, will offer child care services for kids between the ages of three and five. The Toddler Warehouse will offer services from 6 a.m. to 7 p.m. The children will be exposed to a wide range of activities including arts and crafts, socialization, large muscle group activities, and general learning. The Toddler Warehouse will be priced out of some people’s budget, but will offer a low student to teacher ratio and well trained staff. The Toddler Warehouse will be located in a recently purchased and converted home that now is solely a child care center.

Equipment & Tools

The Toddler Warehouse offers Salem an upper-end child care facility for toddlers age three to five. The Toddler Warehouse offers a low teacher to student ratio, custom facilities, and innovative learning programs. The Toddler Warehouse hours will be a bit wider rage than normal business hours to accommodate the working parents, the target customer.

The two income families have children, yet both parents work. The Toddler Warehouse is an innovative solution that acts as virtual parents, broadening the children’s skills during the day. This is not a baby sitter facility. The children are engaged throughout the day, learning new skills and reinforcing already acquired ones.

Milestones & Metrics

Milestones table, key metrics.

Key metrics are:

The # of families paying fees to breakeven
increase the # families paying fees by 20% year over year
training teachers and assistants
keep on top of the educational tools

Ownership & Structure

The Toddler Warehouse will be an Oregon Corporation, founded and owned by Matt Ernal.

Management Team

Matt Ernal, the founder and owner of The Toddler Warehouse will be running the daily operations. Matt got his undergraduate degree in English from the University of Oregon. Upon graduation, Matt was unsure of what he wanted to do so he travelled to Indonesia and taught English for three years. For the first year, Matt lived with a local family. In exchange for room and board, Matt cared for the family’s two children. Although he had never done any child care before, Matt found this very satisfying.

Upon returning to the US, Matt was contemplating pursuing something with teaching. His experience in Indonesia was quite positive, both the English classes and caring for the young children. Ultimately, it was the experience with the young children that led Matt to consider a career teaching young children. Matt entered Western Oregon University’s nationally recognized Master of Education Program to pursue toddler development. After graduation, Matt was confident of his abilities and decided that he would appreciate the autonomy of running his own business. He purchased a house for the facility has been working hard on this project ever since

Personnel Table

Financial plan investor-ready personnel plan .">, key assumptions.

Our key assumptions:

Kids need to have a place that caters to the way they learn
Kids need somewhere that teaches them life skills
Education starts at a very young age
Parents need somewhere safe and nurturing to leave children while they finish their workday.

Revenue by Month

Expenses by month, net profit (or loss) by year, use of funds.

The Toddler Warehouse’s start-up costs include:

Legal: $1,000
Stationery etc: $100
Brochures: $350
Art supplies: $150
Kitchen supplies: $200
Cleaning supplies: $100
Medicine kits: $100
Matts and pillows: $150

Total $ 2150

Sources of Funds

Our founder will invest $85,000 to get the operation up and running.

Projected Profit & Loss

Projected balance sheet, projected cash flow statement.

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How to create a childcare or daycare business plan

example business plan for early childhood education

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Keeping a group of toddlers occupied and writing a strong business plan may be very different tasks, but both take patience, time, and coordinating a few moving pieces.

You bring the child care skills, this guide will help out with the other one, outlining the five key areas to include in an effective child care business plan.

From financial projections to local business marketing strategies , here are the most important sections of a successful daycare business plan.

1. Executive summary

Your childcare business plan will be as functional to your business as a shelf stocked with Curious George. Not only is it an essential document if you’re raising funds for your business, but it’s also a helpful way to organize your thoughts and plans for yourself and to share them with employees.

Start every business plan with a summary to hook whoever’s reading it to learn more about your company and your proposal. Think of it a little like a sales pitch for your business and a preview of everything you lay out inside. Be sure to include:

Contact information – Include your name, number, address, email, and any other relevant contact information so potential partners know how to get in touch.

Business concept – Whether a one-person babysitting service or a 24/7 child care facility, include key details of your business, including staff size, services, a summary of general operations, and the required operating licenses you have or plan to get.

Business structure – List owners, partners, managers, and employees, and explain the structure of your business and how it will run. This should also include your target demographic and basic marketing plans.

Mission – Share your reason for starting a childcare business. For Matt and Anne Evers , owners of the Primrose School of Atascocita in Kingwood, TX, their business is personal: “Since both of our children attend the school it is very easy for us to ask ourselves when making daily decisions, ‘What’s the best choice for the child? What will result in the best outcome for [them]?’”

Keep the executive summary to one or two pages. You’ll have the space to dive deeper into the details of your childcare business in the following sections.

2. Location details

Child care is a local business, which means location, community needs, and demographics are all key in planning your grand opening.

Your business location will likely fall into one of two categories of childcare businesses:

Inside your home – Operating within your home can mean less overhead costs, fewer rental expenses, and more flexibility. To comply with local and state safety regulations, you may be required to renovate or change portions of your home.

Outside your home – Factor in rent, utilities, and any necessary repairs to the property. Whether renting in a residential neighborhood or purchasing a commercial property, summarize your general knowledge of the building and neighborhood, plus why you plan to operate there in this section.

Since your location is important to your childcare business, include insurance costs, relevant zoning laws, neighborhood information, and applicable details on kitchen and bathroom facilities.

3. Financial layout

An effective business plan will share both a compelling narrative for your idea and the steps you’ll take to make it a success. Your financial planning section should be well-researched with estimates for costs, the funding you’re seeking, and projected growth over the next three or more years. While this section is necessary for investors and partners, it will also give you a working plan to help your childcare business run smoothly and make a profit.

When fleshing out the financial section of your business plan, include details like:

Tax plan – Share your business’s legal structure — commonly C or S corporation, general or limited partnership, sole proprietor, or limited liability company — to plan for taxes.

Insurance – Assess risk, liability, protection, and coverage options to ensure you’ve covered all the necessary bases.

Budget – Include both costs and projected profit for your child care business accounting for personnel, equipment, supplies, professional fees, and other expenses. Include monthly and annual budgets, as well as a cash-flow forecast.

Detail your plans for fluctuations, which is common for childcare businesses. Take it from Danielle Burns, director of Lil’ Red Barn Academy in Washington whose business experienced an influx of children in the summer of 2021, despite the summer typically being a slower time.

If you run into questions with the financial section of your business plan, consider tapping an accountant for help, especially if they have advised other local businesses in your area.

4. Marketing plan

It’s almost time to spread the word about your services. Building a marketing plan as a neighborhood business is more than catchy slogans and photos of cute kids. In this section, show your understanding of your local market and how your business will support it.

When developing your marketing plan, include:

Market analysis – Summarize the state of childcare in your area: Will you be one of five daycares on the block, or are you opening up within a community that’s lacking in childcare options? Consider neighborhood trends, your competition, and the average cost of child care in your neighborhood. Include information on your target clientele and how you’ll meet their needs to show your business’s potential.

Business niche – Whether you’re focused on a specific age group or specializing in evening care, explain where you fit into the overall childcare industry and how any unique services will distinguish you from the competition.

The 5 P’s: Price, product, promotion, place, and people – You’ll want to make sure you’re offering the right prices and products to the right people in the most effective way possible. Analyze market and demographic data for marketing or advertising plans for your childcare business to reach the right clients for your business.

Start with a free business page on Nextdoor . Set one up for your local business in minutes to instantly unlock a following of your most valuable customers: neighbors. Show up in local searches when neighbors look for childcare options near them, share updates as you open and grow, and build trust in your business with recommendations.

5. Daily operations

The details of your day-to-day operations are just as important as the big picture ideas and long-term goals you’re setting. Use this section for the details of your services, including information on:

Personnel – List your team along with the goals and responsibilities of each of their roles. Share details of your hiring practices and staff policies, from sick leave to the termination process.

Structure – Include a schedule for what a typical day at your daycare looks like highlighting what makes your business unique: lunch or nutrition plans, classes and other organized activities, playtime, exercise, and storytime.

Parental policies – The two most important details with parents are how you plan to keep them informed, and what your policies are. Pick-up and drop-off requirements, what happens if they’re late for pick-up, behavioral issues — build an action plan to set expectations when they first enroll their children.

Emergency plans – Include fire escape plans, medical protocol, and other possible contingency plans as part of your daily operational details.

Build a community with Nextdoor

The building blocks of a successful childcare service start with a comprehensive business plan. From there, your business will rely on your local community and how you’re able to meet the needs of the families in your neighborhood to thrive.

With one in three U.S. households on Nextdoor , neighbors use the app every day to get things done, connect with everyone and everything nearby, and pass along local recommendations. With 50,000 shared each week, make the next recommendation for your child care services with a free business page and a plan to reach local families who need them.

How To Write a Business Plan for Early Childhood Education in 9 Steps: Checklist

By alex ryzhkov, resources on early childhood education.

Financial Model
Business Plan
Value Proposition
One-Page Business Plan
SWOT Analysis
Business Model
Marketing Plan

Are you passionate about early childhood education and considering starting your own business? Look no further than the private preschool model, which is widely popular and in high demand in the United States. According to the latest statistics, the early childhood education industry has been experiencing significant growth, with an annual revenue of over $13 billion.

To successfully start your own early childhood education business, it's crucial to develop a solid business plan. This nine-step checklist will guide you through the process, ensuring that you cover all the essential aspects

Research the early childhood education industry and market
Define your target market
Conduct a competitive analysis
Determine the legal and regulatory requirements
Identify and secure funding sources
Create a detailed financial plan and projections
Develop a curriculum and educational philosophy
Design a marketing and branding strategy
Assemble a qualified team of staff members and educators

By following these steps and putting in the necessary time and effort, you can lay a strong foundation for your business and ensure its success in the highly competitive early childhood education industry.

Research The Early Childhood Education Industry And Market

Before starting a business in early childhood education, it is essential to thoroughly research the industry and market. This step will provide a strong foundation for the development of your business plan. Here are some key aspects to consider during your research:

Demand and Market Trends: Analyze the current demand for early childhood education in your target area. Consider demographic factors such as population growth, the number of families with young children, and the potential need for additional childcare services. Stay updated on the latest market trends to identify emerging opportunities or challenges.
Local Competition: Identify and study existing early childhood education providers in your area. Take note of their offerings, pricing structure, reputation, and customer base. Assess their strengths and weaknesses to find a unique positioning for your business.
Industry Regulations: Familiarize yourself with the local, state, and federal regulations governing early childhood education. Understand the licensing and certification requirements to ensure compliance and avoid any legal issues. This step is crucial to protect the welfare and safety of the children in your care.
Customer Needs and Preferences: Gain insights into the expectations and preferences of parents and guardians in your target market. Conduct surveys, interviews, or focus groups to understand their priorities when it comes to early childhood education. This information will help you tailor your services to meet their needs.
Industry Associations and Resources: Join industry associations and networks related to early childhood education. These platforms can provide valuable resources, educational opportunities, and networking events that can enhance your knowledge and professional growth. Stay connected with industry professionals to stay updated on best practices and emerging trends.

Tips for Researching the Early Childhood Education Industry and Market:

Utilize online research tools and databases to gather information on market trends and industry statistics.
Read industry publications, reports, and blogs to stay informed about new developments and best practices.
Attend conferences, seminars, and workshops related to early childhood education to expand your knowledge.
Consider conducting a SWOT analysis (strengths, weaknesses, opportunities, and threats) to assess the competitive landscape and identify potential gaps in the market.
Make use of surveys or questionnaires to gather feedback from parents, teachers, and other stakeholders in the early childhood education industry.

By thoroughly researching the early childhood education industry and market, you will gain valuable insights that will inform your business plan and set you on the path to success. This step will lay the groundwork for strategic decision-making and help you position your business effectively in the competitive landscape.

Define Your Target Market

Before starting a business in early childhood education, it is crucial to clearly define your target market. Identifying your target market will help you tailor your programs, services, and marketing efforts to meet the specific needs and preferences of your customer base.

To define your target market, consider the following:

Age Group: Determine the age range of children you wish to serve in your early childhood education business. Will you focus on toddlers, preschoolers, or a combination of both?
Geographic Location: Define the geographic area in which you plan to operate. Will you target families in a particular neighborhood, city, or region?
Demographics: Consider the demographics of your target market, such as income levels, family structure, and cultural background. This information will help you tailor your programs and services to meet their specific needs.
Parent Preferences: Conduct market research or surveys to understand what parents in your target market value in an early childhood education program. This could include factors such as curriculum, teaching methods, class sizes, and additional services.

Tips for Defining Your Target Market:

Conduct market research to gather insights about the early childhood education landscape in your area.
Attend local community events or meetings to network with parents and gain an understanding of their needs and preferences.
Consider collaborating with local organizations or schools to gather data on the target market's demographics and preferences.
Regularly review and analyze customer feedback to stay updated on any shifts in the market or changing customer needs.

Defining your target market will guide your decision-making process in other aspects of your business plan, such as curriculum development, pricing strategies, and marketing efforts. It is important to continuously evaluate and adapt your target market definition as your business evolves.

Conduct A Competitive Analysis

When starting a business in the early childhood education industry, it is crucial to conduct a competitive analysis to understand the market landscape and identify your strengths and areas for improvement. This analysis will help you determine how to position your business effectively and stand out from the competition.

1. Identify your competitors: Begin by researching and identifying other private preschools in your area. Look for schools that cater to a similar target market and offer similar programs and services. Make a list of these competitors.

2. Research their offerings and pricing: Once you have your list of competitors, delve deeper into their offerings and pricing. Determine the different programs and services they provide, including any specialized programs or additional services such as extended care or enrichment programs. Analyze their pricing structure to gain insights into the market rates.

3. Analyze their curriculum and educational philosophy: Examine the curriculum and educational philosophy of your competitors. Look for any unique approaches they have in delivering early childhood education and identify areas where you can differentiate your own curriculum.

4. Evaluate their marketing and branding strategies: Consider the marketing and branding strategies employed by your competitors. Look at their websites, social media presence, and advertising efforts. Assess the effectiveness of their strategies and identify any gaps or opportunities for improvement.

Visit the websites and social media pages of your competitors to gather information and insights.
Attend open houses or visit their establishments to observe the physical environment and interactions with staff and students.
Connect with parents or families who have experience with your competitors to gather feedback and understand their strengths and weaknesses.

5. Determine your unique selling proposition: Based on your analysis of the competition, identify your unique selling proposition (USP). Determine what sets your business apart and how you can leverage those differentiators to attract families and stand out in the market.

6. Identify opportunities for improvement: Use your competitive analysis to identify areas where you can improve upon the offerings of your competitors. This could involve enhancing your curriculum, expanding your services, or implementing innovative teaching methodologies.

7. Stay up to date: Remember that the early childhood education industry is constantly evolving. Stay up to date with the latest trends, research, and best practices to ensure your business remains competitive in the long run.

By conducting a thorough competitive analysis, you will gain important insights into the market and be better equipped to position your early childhood education business for success.

Determine The Legal And Regulatory Requirements

When starting a business in early childhood education, it is crucial to comply with the legal and regulatory requirements set forth by the governing authorities. Adhering to these requirements will ensure that your business operates legally and can maintain the safety and well-being of the children in your care.

To determine the specific legal and regulatory requirements for your early childhood education business, you will need to conduct thorough research and consult with local and state licensing agencies. These requirements may vary depending on your location, so it is important to stay informed about the specific rules and regulations applicable to your area.

Here are some key areas to consider when determining the legal and regulatory requirements for your early childhood education business:

Licensing: Determine whether you need to obtain a license to operate a preschool or daycare center in your state. Research the specific requirements and procedures for obtaining a license, including any necessary inspections or certifications.
Health and Safety Regulations: Familiarize yourself with the health and safety regulations that govern early childhood education facilities. This may include guidelines for staff-to-child ratios, first aid and emergency preparedness, sanitation practices, and facility safety measures.
Employment Laws: Understand the employment laws that apply to your business, including minimum wage, overtime, breaks, and employee classifications. Ensure that you are familiar with the requirements for background checks and employee qualifications in the early childhood education field.
Insurance: Explore the insurance options available to protect your business, staff, and the children in your care. Consider liability insurance, workers' compensation insurance, and property insurance to mitigate potential risks and liabilities.
Record Keeping: Establish proper record-keeping practices to meet legal requirements. This may include maintaining accurate attendance records, medical records, emergency contact information, and documentation of employee training and qualifications.
Consult with an attorney or business advisor who specializes in early childhood education to ensure that you are fully compliant with all legal and regulatory requirements.
Stay updated on any changes or updates to the regulations in your area to ensure ongoing compliance.
Consider joining industry associations or organizations that can provide guidance and resources related to legal and regulatory compliance in early childhood education.

Identify And Secure Funding Sources

When starting a business in early childhood education, securing funding is essential to cover initial expenses and ensure the smooth operation of your preschool. Here are some crucial steps to help you identify and secure funding sources:

1. Determine your financial needs: Before seeking funding, assess your financial requirements. Calculate the amount needed to cover startup costs, such as classroom materials, equipment, rent, and staff salaries. Additionally, consider ongoing expenses such as utilities, insurance, and marketing.
2. Explore personal savings and investments: Your personal savings can be a potential source of funding. Consider how much you can contribute to the business. Additionally, explore the possibility of attracting investors who are interested in early childhood education.
3. Research grants and funding opportunities: Many organizations and government agencies offer grants and funding specifically for early childhood education initiatives. Research local, state, and federal resources that are available to support new preschools, and make a note of application deadlines and requirements.
4. Approach lenders and financial institutions: Banks and credit unions provide loans and other financing options for small businesses. Prepare a comprehensive business plan, including your financial projections, and present it to potential lenders. Keep in mind that securing a loan may require collateral or personal guarantees.
5. Consider crowdfunding and community support: Crowdfunding platforms can be an effective way to raise funds for your preschool. Create a compelling campaign highlighting the unique aspects of your business and target parents, educators, and community members who might be interested in supporting early childhood education.
Research local, state, and federal grants to maximize funding opportunities.
Ensure your business plan clearly demonstrates the potential return on investment.
Prepare a compelling pitch when approaching potential investors or lenders.
Consider the involvement of community members and parents to enhance the chances of securing funding.

By following these steps and exploring various funding sources, you can secure the necessary resources to establish and grow your early childhood education business. Remember to continuously review and update your financial plan as your preschool progresses to ensure financial stability and sustainability.

Create A Detailed Financial Plan And Projections

When starting a business, creating a detailed financial plan and projections is essential to ensure its long-term success. This step involves analyzing and estimating the costs, revenue, and expenses associated with running an early childhood education program. Here are some important aspects to consider:

Start-up costs: Determine the initial expenses required to set up your private preschool, such as leasing or purchasing a facility, purchasing equipment and supplies, hiring staff, and obtaining necessary licenses and permits.
Operating expenses: Estimate the ongoing costs of running your preschool, including rent or mortgage payments, utilities, insurance, staff salaries, curriculum materials, and any additional services or programs you plan to offer.
Revenue sources: Identify your primary sources of revenue, such as monthly or annual tuition fees, enrollment deposits, and fees for extended care or enrichment programs. Consider factors like anticipated enrollment numbers, pricing structure, and payment policies.
Financial projections: Use historical industry data, market research, and your own estimates to create financial projections for the first few years. This should include expected revenue, expenses, and cash flow. Also, consider potential contingencies and plan for financial sustainability.
Consult professionals: If you are unsure about financial planning or projections, seek guidance from an accountant or financial advisor with experience in the early childhood education industry. They can provide valuable insights and help ensure accuracy in your financial planning.
Consider different scenarios: While preparing financial projections, create best-case, worst-case, and realistic scenarios to assess the potential risks and rewards of your business. This will help you make informed decisions and prepare for various outcomes.
Monitor and adjust: Regularly review your financial plan and projections as you progress with your business. Analyze actual financial performance against projected numbers, identify any deviations, and make necessary adjustments to maintain financial stability and growth.

By creating a detailed financial plan and projections, you gain a deeper understanding of the financial aspects of your early childhood education business. It helps you make informed decisions, secure funding, and set realistic goals for future growth and success.

Develop A Curriculum And Educational Philosophy

Developing a curriculum and educational philosophy is a crucial step in creating a successful early childhood education business. This process involves designing a framework for the learning experiences and activities that will take place at your preschool, as well as defining the educational principles and values that will guide your teaching methods and approach.

The curriculum should be based on recognized early childhood education standards and best practices. It should provide a comprehensive range of activities and experiences that promote the holistic development of young children, including their social, emotional, cognitive, and physical growth. The curriculum should also be tailored to the specific age group you will be serving, taking into account their developmental needs and abilities.

Here are some tips for developing a curriculum and educational philosophy:

Research and familiarize yourself with different educational philosophies, such as Montessori, Reggio Emilia, and Waldorf, to determine which approach aligns with your vision and values.
Consider incorporating play-based learning into your curriculum, as it is a proven method for engaging and stimulating young children's development.
Collaborate with other early childhood educators and professionals to gather insights and ideas for curriculum design.
Ensure that your curriculum includes a balance of individual, small group, and large group activities to cater to different learning styles and promote socialization.
Regularly assess and evaluate the effectiveness of your curriculum by observing children's learning outcomes and adapting accordingly.

Additionally, your educational philosophy should outline your core beliefs and values regarding early childhood education. This philosophy will serve as a guiding principle for your teaching methods and approaches, and will help communicate your unique value proposition to parents and families. It should address key aspects such as your views on child development, the importance of nurturing social-emotional skills, and your commitment to fostering a safe and inclusive learning environment.

Ultimately, developing a curriculum and educational philosophy requires thoughtful consideration and research. By creating a well-designed and comprehensive curriculum that aligns with your educational philosophy, you will be better equipped to provide high-quality early childhood education and meet the needs and expectations of your target market.

Design a Marketing and Branding Strategy

Creating a strong marketing and branding strategy is essential for attracting families and establishing a reputable presence in the early childhood education industry. By effectively promoting your private preschool, you can attract potential students and gain a competitive advantage in the market.

When designing your marketing and branding strategy, consider the following:

Identify your unique selling proposition (USP): Determine what sets your preschool apart from others and highlight these key differentiators. It could be your curriculum, experienced staff, specialized programs, or facilities. Understanding your USP will help you position your preschool effectively in your marketing materials.
Develop a comprehensive marketing plan: Outline various marketing channels and strategies you will use to reach your target market. This may include online advertising, social media marketing, local community outreach, open houses, and partnerships with local businesses or organizations.
Create a visually appealing brand identity: Establish a cohesive and visually appealing brand identity that reflects your preschool's values, mission, and educational philosophy. This includes designing a logo, choosing a color scheme, and creating marketing materials such as brochures, flyers, and a website.
Utilize online platforms effectively: Leverage the power of the internet by creating a user-friendly website and utilizing social media platforms. Regularly update your website with engaging and informative content, showcase testimonials and success stories from current and former parents, and promote special events or offers through your social media channels.
Nurture relationships with local communities: Forge partnerships with local businesses, community organizations, and other educational institutions. This can include participating in local events, organizing workshops or seminars, or offering daycare services during community events. Such collaborations can help increase awareness of your preschool and build trust within the community.

Tips for designing an effective marketing and branding strategy:

Conduct market research to understand the preferences and needs of your target market.
Utilize testimonials and success stories from satisfied parents to build credibility and trust.
Consider offering incentives, such as referral bonuses, to encourage current parents to promote your preschool within their networks.
Regularly review and update your marketing strategy to adapt to changes in the market or industry trends.
Invest in professional photography to showcase the facilities and activities at your preschool.

By following these steps and creating an effective marketing and branding strategy, you can attract families to your private preschool and establish a strong presence in the early childhood education industry.

Assemble A Qualified Team Of Staff Members And Educators

The success of your early childhood education business relies heavily on the expertise and dedication of your staff members and educators. Assembling a qualified team is crucial in providing high-quality care and education to young children. Here are some key steps to help you build a strong and competent team:

Evaluate the required qualifications: Determine the educational and experience requirements for staff members and educators within your state or locality. Familiarize yourself with the licensing regulations and seek candidates who meet or exceed these standards.
Advertise job openings: Utilize multiple platforms, such as online job boards, local newspapers, and educational institutions, to attract potential candidates. Craft clear job descriptions and highlight the qualifications and skills you are seeking.
Conduct thorough interviews and background checks: During the interview process, ask probing questions to assess candidates' knowledge, experience, and their alignment with your educational philosophy. Additionally, perform background checks, including criminal record checks and reference checks, to ensure the safety of children in your care.
Consider certifications and training opportunities: Look for staff members and educators who possess relevant certifications, such as CPR and first aid training. Additionally, provide ongoing professional development opportunities to enhance their skills and stay updated with the latest research and best practices in early childhood education.
Seek diversity and inclusivity: Aim for a team that reflects the diversity of the children and families you serve. Celebrating and embracing differences can enrich the learning environment and provide a more inclusive experience for all.
Create a supportive and nurturing work environment: Foster a positive work culture that encourages teamwork, collaboration, and open communication. Acknowledge and appreciate the efforts of your staff members and educators to cultivate job satisfaction and long-term commitment.
Network with local early childhood education organizations and attend relevant conferences or workshops to connect with potential candidates.
Consider having a trial period or observation session with prospective educators to assess their teaching style and their ability to engage with children.
Offer competitive compensation and benefits packages to attract and retain top talent in the field.
Encourage ongoing communication and feedback from your staff members to address any concerns and continuously improve the quality of your program.

By carefully selecting and assembling a qualified team of staff members and educators, you can ensure that your early childhood education business provides a nurturing and enriching experience for young children and their families.

In conclusion, writing a business plan for early childhood education requires careful research and planning. By following these 9 steps checklist, you will be well-prepared to launch a successful private preschool. Remember to thoroughly understand the industry, define your target market, analyze the competition, adhere to legal requirements, secure funding, create a solid financial plan, develop a curriculum, design a marketing strategy, and assemble a qualified team. With a comprehensive business plan in hand, you can confidently move forward in providing quality education and care for young children.

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Child Care Director Resources How to Make a Preschool Business Plan

How to Make a Preschool Business Plan

11th August 2020

An important early step for starting any new business is to make your business plan. Starting a preschool is no different! What expenses do you need to take into consideration? How can you think about setting your pricing? What ages should you take? What hours should you operate? Here’s how to think through each of these decisions to form your preschool business plan.

Preschool Business Plan Basics: Wonderschool’s Iron Triangle of ECE Finance

Before you think through specific business decisions you’ll need to make, it’s important to understand what you’re striving for. Meet the iron triangle. For a preschool business to be financially stable, the iron triangle must be met:

Full enrollment: ensure that all of your spaces are full.
Full fee collection: ensure that you are collecting all of your tuition and on time.
Revenue covers real cost-per-child: you need to ensure you are priced in such a way that your revenue is truly covering the cost of caring for each child.

Important Business-Related Decisions You’ll Need to Make

Type of license: Most states have at least two options for in-home child care licenses . Often there’s a “small” license and a “large” license, with a large license allowing you to have more children. If you’re just getting started you’ll have to choose which type of license you want. There are usually different requirements for each. For example, in California, to obtain a large license for up to 14 children, your home must meet certain fire safety requirements like number of exits and you need to have previous experience working in a licensed child care program.

One thing to keep in mind is that just because you have a license for a certain number of children, does not mean that you need to fill all of those spots. If you qualify for a larger license, you can get it and still only serve 6-8 children if you so choose.

Regardless of what you choose to do, you’ll want to make sure you understand the details of your particular license. How many children can you have at one time? What ratio of staff to children are you required to maintain?

Hours of operation: Do you plan to run a full day program? Or a half-day program? Will you operate a more “normal” school day schedule and offer before and after care for an extra fee?

Families need all sorts of care options. Think about your immediate community when thinking about your hours of operation. If you have a lot of stay at home parents, a part-day program might be perfect. If you have a lot of dual-earning parents who commute a long distance to get to their workplaces, you might need to offer extended hours.

Keep in mind that what you decide on initially does not have to be set in stone. You can always change it later, if needed. You’ll know if you’re not offering a good match for what the families in your community need if you’re not getting much interest, or if families aren’t enrolling once they tour.

Schedules you’ll offer: Related to your hours of operation, you’ll need to think about what schedules you’ll make available. Will you allow parents to enroll part time? Or do you only want full time enrollments? If you have part time schedules available, what does that look like? Is it Monday, Wednesday, Friday? Or is it half days?

Keep in mind that you can charge a higher rate for part time spots because it can be very hard to fill the alternative spots, plus the added paperwork for you. That said, not everyone wants to offer part time care.

Ages you’ll enroll: Deciding who you’ll enroll will depend on your comfort and background. If you have a lot of experience caring for and educating a specific age group, that might be your starting point. Most in-home programs serve a variety of ages, so even if your experience is with preschoolers, you may want to consider branching out from that. If your goal is to fill up quickly, infant care might be your ideal starting place, because that is an age group that is in constant high demand.

The ages you enroll will also dictate what you can charge. Because of the lower ratios required for infant care, you can charge more for infants. Often programs have separate pricing for children under 2 and children over 2.

Meals or other things you’ll offer: Will you provide snacks or meals? Or will you ask parents to provide those every day? Will you hire a yoga teacher to come once a week? Will you provide diapers, or will parents provide diapers? These are all expenses you’ll need to account for in your tuition pricing. Remember that one part of the iron triangle is ensuring your pricing covers the actual cost of care per child. These expenses should be taken into account.

Your plan for hiring staff: You may not need to hire staff until your enrollments surpass a certain number. Determine what that number is for you– do you feel comfortable caring for three children alone, but not four? Decide at what point you’ll hire help, and how many hours you intend for them to work. Will you have a full time assistant? Or two part time assistants?

Decide on how many hours per week you will need to pay your staff, and then determine what you can afford to pay them. Researching on Indeed can be a great way to get a sense of pay scale for assistant teachers in your area. Keep in mind that paying a higher amount will likely yield more higher quality and more reliable candidates. If you’re priced too low you either won’t find anyone, or will have to deal with increased staff turnover.

Your vacation policy: You’ll want to think through your vacation policy, both for time you take off, and for time your families take off. Will parents need to pay while they’re on vacation? Or will you give them a discount? Will parents need to pay while you’re on vacation? Or will you give them a discount? There are pros and cons however you do it, but you’ll want to think this through and include your policy in your parent handbook so the expectations are set from the start. However you structure it, you deserve to get paid vacation, so if parents aren’t continuing to pay while you’re closed, you’ll want to make sure that gets added to your tuition calculations.

Use the Above Information to Determine Your Pricing

Pricing can be a bit of trial and error. Generally, it can be a good idea to price yourself a bit lower when you’re just getting started. Then, when you’re full, you can gradually increase your prices.

To determine your starting point, add up all of your anticipated monthly expenses. You’ll need to price yourself to make sure you cover those expenses, and also pay yourself. Keep in mind that as a business owner, you’ll be responsible for paying your own taxes. You can generally expect to pay 30% of your revenue to taxes.

Keeping it All Organized

Pricing might feel like a bit of a puzzle that needs to be fit together, and it should. You want to make sure your pricing reflects your real costs as a business owner. The final piece to your business plan is that you’ll want to make sure you figure out how you’re going to track all of your business expenses. This will make it easier when it comes time to pay taxes, but it will also help you keep an eye on the health of your business. There are a variety of tools available to purchase to track this stuff, or you can start out with your own spreadsheet or pen and paper system. Whatever works for you is fine, just set it up and use it. Sometimes our tendency with money is to bury our heads in the sand, but that won’t help you make informed decisions down the road.

Starting a new business always comes with a certain amount of risk. By thinking through all of the different facets of your child care business, you will better be able to mitigate that risk. It can be scary to stand up and say “this is what my time as an early educator and care provider is worth,” but your business plan should give you confidence to do just that. Good luck with your successful and sustainable child care business!

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Meredith Downing

Meredith Downing is the Curriculum Lead at Wonderschool, where she supports directors to build high-quality programs that help students grow and succeed.

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Home » Sample Business Plans » Education » School

How to Write a Preschool Business Plan [Sample Template]

Do you want to start a preschool and need to write a plan? If YES, here is a complete sample preschool business plan template & FREE feasibility report. There are various business ideas that you may want to start.

However there are some businesses that guarantee good returns on investment. Chief amongst it is the preschool business. One of the reasons why this business is good is the point that you are able to help mound lives whilst you are making good money.

Why Start a Preschool?

Running a preschool can be a very rewarding and profitable venture. An entrepreneur who is interested in children education and also having a business might find that opening a preschool would meet both desires. Before starting a preschool, one must be prepared by ensuring that they carefully plan out the venture from the beginning, by researching on local and state laws that govern pre – school education business.

What Does It Take to Start a Preschool Successfully?

There must also be planning as regards space, getting insurance, developing a curriculum, hiring additional staff, advertising and registration of children. A pre – school program is a business that requires that no details be overlooked.

The first thing that needs to be done before starting out is in contacting the local governing body of child care for relevant information regarding the opening of a preschool. When approaching the governing agency, ask to meet with the administrators, so as to discuss your business idea, and get information on how to become a licensed preschool program provider.

After gathering all the information that you would need including written literature, you would need to contact the local government as regards getting a license to start. Depending on the state you will be operating in, you might be required to register and pay a fee to obtain licensees.

You will also need to ensure that the property you intend to use as a facility is in an acceptable area from which the business can be started, even if it is a section of your own residence, this can be done by contacting the zoning department of your local government, and if the area you choose is not suitable, you will be advised on suitable areas.

After applying for a business license as required by the state and meeting any other special requirements needed in order to become a preschool, you should then consult with insurance agencies regarding the right coverage for your facility. Ensure you choose a plan that will adequately cover you, your clients, as well as your business.

Lastly, ensure that you prepare your location for safety inspections, while ensuring that your facility has emergency evacuation plan in place for any unforeseen circumstances or disasters. Also prepare a curriculum for your pre – school program.

You can either choose an established program from a particular publisher or choose various materials from several publishers, while not forgetting that you have an option of creating your own curriculum. Do not also forget to hire qualified staff after running background checks, and marketing your school.

A Sample Preschool Business Plan Template

1. industry overview.

The Preschool industry operators provide day care services for children under the ages of three and four to prepare them for kindergarten.

The dispersion of the preschool programs reflects in the geographic distribution of the children, which is also influenced by the cost and supply of pre – school programs, income and housing affordability patterns, labor, and child care subsidy policies. Also, varying state and local regulations and licensing requirements affect employment in this industry.

According to research and statistics, this industry generates $53 billion annually, and is projected to have an annual growth rate of 2.5% by 2016. The number of business in this industry amounts to 768,021, employing 1,664,311 people.

There are about 53,000 commercial facilities, plus about 21,000 facilities run by non-profit organizations. The industry is highly fragmented as the top 50 companies generate less than 20% of revenue for the entire industry.

Preschool programs became popular especially as more percentage of women in the workforce grew by nearly 71% in 2007. According to the Bureau of Labor Statistics (BLS), 28% of mothers with young children worked in 1975, which has more than doubled by 60% by 2013.

Over the same period, employees in the daycare industry increased by nearly 250%. The bureau also noted that investment in childcare by non-profit and government agencies, as well as new tax credits, also helped to fuel the industry’s growth.

According to the Child Care Aware group, about 11 million children under the ages of 5, spend an average of 35 hours a week in childcare. Infants in center-based care had an average annual cost that ranged from $5,496 in Mississippi to $16,549 in Massachusetts; 4 year olds had care in a center ranging from $4,515 in Tennessee to $12,320 in Massachusetts; with the quality of care and degree of regulation varying widely.

Also, childcare workers were seen to be paid the lowest wages in any professional field, $21,490 on average. However, the recovery of the economy is already impacting greatly on the preschool market.

Parents and especially mothers are going back to work, thereby causing the demand for preschools and preschool services to grow. This means that disposable income will increase which will let parents especially women put more resources towards child care like the high value early educational programs.

Even though this might seem like a saturated field, it isn’t, as there is always a constant demand for parents to prepare their children for proper schooling. The incentives in venturing into or starting a pre – school are having an impact on toddlers who are struggling academically and getting them engaged so that their parents will carry out their businesses or other activities.

2. Executive Summary

Future Stars® Pre – School is a standard and well – equipped pre – school that will be located in a well – populated residential estate in Ashville – North Carolina, united states of America. We are a preschool that provide day care services for children under the ages of three and four to prepare them for kindergarten.

Aside from the fact that we will operate a preschool center, we will also engage in home tutoring – we will go to the homes of our students as demanded by their parents.

Future Stars® Preschool is a client-focused and result driven preschool that provides day care services and broad-based learning approaches and experience at an affordable fee that won’t in any way put a hole in the pocket of our clients (parents).

We will offer a standard and professional pre – school daycare and teaching services designed for toddlers in a highly secured, neat and conducive learning environment. We will ensure that we work hard to meet and surpass all our parents’ expectations and educational goals whenever they enroll their kids in our pre – school.

At Future Stars® Preschool, our kids’ and their parents’ overall best interest would always come first, and everything we do is guided by our values and professional ethics.

We will ensure that we hire professional educationist and care – giver who are well trained to handle kids that are of pre – school age in various kids development learning areas who are well experienced and passionate in imparting knowledge to toddlers at various learning ladder (potty training, rhymes, walking, dancing and talking et al).

Future Stars® Preschool will at all times demonstrate her commitment to sustainability, both individually and as an educational organization, by actively participating in our communities and integrating sustainable business practices wherever possible.

We will ensure that we hold ourselves accountable to the highest standards by meeting our clients’ (parents) needs precisely and completely. We will cultivate a working environment that provides a human, sustainable approach to earning a living, and living in our world, for our partners, employees and for our students.

Our overall business goal is to position Future Stars® Pre – School to become the leading Pre – School brand in the educational industry in the whole of Ashville – North Carolina, and also to be amongst the top 50 pre – schools in the united states of America within the first 10 years of operations.

This might look too tall a dream but we are optimistic that this will surely come to pass because we have done our research and feasibility studies and we are enthusiastic and confident that Ashville – North Carolina is the right place to launch our pre – school; they have the right demographic composition that can support and sustain our business model.

Future Stars® Preschool is founded by Mrs. Clara Jake – MacPherson. She has a Degree in Education with bias in children education and she has well over 16 years of experience in the educational industry in the United States of America. She will be bringing in her wealth of experience to help build Future Stars® Pre – School to enviable heights.

3. Our Products and Services

The Future Stars® Preschool is going to offer daycare services within the scope of the education board in the United States of America. Our intention of starting our pre – school is to soundly prepare toddlers who are under the ages of three and four for kindergarten and of course to make profits from the education industry and we will do all that is permitted by the law in the US to achieve our aim and business goal.

Our service offerings are listed below;

Provide daycare services for children under the ages of three and four to prepare them for kindergarten.
Running a Standard and licensed Daycare Center
Offering Home Tutor Services for toddlers as requested by their parents
Retailing of Kids Educational Books and Materials

4. Our Mission and Vision Statement

Our vision is to build a highly competitive pre – school / daycare center that will become the number one choice for parents in the whole of Ashville – North Carolina.
Our vision reflects our values: integrity, service, excellence and teamwork.
Our mission is to provide professional, safe and conducive daycare and learning environment to toddlers.
Our overall business goal is to position our tutorial college to become the leading pre -school brand in the educational industry in the whole of Ashville – North Carolina, and also to be amongst the top 50 preschools / daycare center in the United States of America within the first 10 years of operations.

Our Business Structure

Future Stars® Pre – School will build a solid business structure that can support the growth of our pre – school. We will ensure that we hire competent hands to help us build the business of our dream. The fact that we want to become the leading pre – school / daycare brand in the educational industry in the whole of Ashville – North Carolina makes it highly necessary to deliberately build a well – structured business from the onset.

At Future Stars® Preschool we will ensure that we hire people that are qualified, hardworking, creative, customer centric and are ready to work to help us build a prosperous business that will benefit all the stake holders (the owners, workforce, and customers).

As a matter of fact, profit-sharing arrangement will be made available to all our long serving senior staff members and it will be based on their performance for a period of five years or more as agreed by the board of trustees of the company. In view of the above, we have decided to hire qualified and competent hands to occupy the following positions;

Head of The Pre – School (Daycare) / School Coordinator

School Administrator

Tutors for Various Learning Areas
Nannies / Caregivers / Aux Nurse

Marketing and Sales Executive

Accountant / Bursar

Client Service Executive / Front Desk Officer
Security Officer

5. Job Roles and Responsibilities

Head of the Pre – School / School Coordinator:

Responsible for providing direction for the pre – school / daycare center
Creating, communicating, and implementing the organization’s vision, mission, and overall direction – i.e. leading the development and implementation of the overall organization’s strategy.
Responsible for handling high profile clients and deals
Responsible for fixing fees and signing business deals (partnership)
Responsible for signing checks and documents on behalf of the tutorial college
Coordinates all arms of the pre – school
Evaluates the success of the pre – school / daycare center
Reports to the board of the pre – school / daycare center
Responsible for overseeing the smooth running of HR and administrative tasks for the pre – school
Design job descriptions with KPI to drive performance management for all staff members
Regularly hold meetings with key stakeholders (parents and member of the school board) to review the effectiveness of the schools’ Policies, Procedures and Processes
Maintains office supplies by checking stocks; placing and expediting orders; evaluating new products.
Ensures operation of equipment by completing preventive maintenance requirements; calling for repairs.
Defining job positions for recruitment and managing interviewing process
Carries out staff induction for new team members
Responsible for training, evaluation and assessment of employees
Responsible for arranging travel, meetings and appointments
Updates job knowledge by participating in educational opportunities; reading professional publications; maintaining personal networks; participating in professional organizations.
Oversee the smooth running of the daily activities of the tutorial college.

Tutors for Various Learning Areas for Toddlers

Effectively teach subject / subjects as assigned by the school coordinator
Access the progress of kids under their care
Ensure that kids participate in learning activities such as potty trainings, rhymes and dancing et al
Contributes his / her quota towards growing the pre – school
Receives complaints from parents and channel it to the appropriate quarters
Handle any other duty as assigned by the school coordinator.

Nannies / Caregivers / Aux Nurses

Responsible for changing diapers for kids and cleaning them up when they messed up themselves
Responsible for feeding toddlers
Ensures that toddlers sleep as at when due and help calm them when they are crying
Goes the extra mile to ensure that toddles are comfortable and well taken care of.
Contributes his / her quota towards growing the pre – school / daycare center
Handles any other duty as assigned by the school coordinator.
Identifies, prioritizes, and reaches out to new parents, and business opportunities et al
Identifies development opportunities; follows up on development leads and contacts; participates in the structuring and financing of projects; assures the completion of development projects.
Writing winning proposal documents, negotiate fees and rates in line with organizations’ policy
Responsible for handling business research, market surveys and feasibility studies for clients
Responsible for supervising implementation, advocate for the customer’s needs, and communicate with clients
Develops, executes and evaluate new plans for expanding increase sales
Document all customer contact and information
Represents the company in strategic meetings
Help increase sales and growth for the company
Responsible for preparing financial reports, budgets, and financial statements for the organization
Provides managements with financial analyses, development budgets, and accounting reports; analyzes financial feasibility for the most complex proposed projects; conducts market research to forecast trends and business conditions.
Responsible for financial forecasting and risks analysis.
Performs cash management, general ledger accounting, and financial reporting for one or more properties.
Responsible for developing and managing financial systems and policies
Responsible for administering payrolls
Ensuring compliance with taxation legislation
Handles all financial transactions for the tutorial college
Serves as internal auditor for the tutorial college

Client Service Executive

Welcomes toddlers and their parents by greeting them in person or on the telephone; answering or directing inquiries.
Ensures that all contacts with parents (e-mail, walk-In center, SMS or phone) provides them with a personalized customer service experience of the highest level
Through interaction with parents on the phone, uses every opportunity to build their interest in the school’s products and services
Manages administrative duties assigned by the school coordinator in an effective and timely manner
Consistently stays abreast of any new information on the schools’ products, promotional campaigns etc. to ensure accurate and helpful information is supplied to students when they make enquiries
Receives parcels / documents for the Pre – school
Handles any other duties as assigned by the school authority
Maintain a clean daycare facility by sweeping, vacuuming, dusting, cleaning of glass doors and windows, etc. if required.
Ensures that toiletries and supplies don’t run out of stock
Responsible for handling laundry

Security Officers

Ensure that the daycare facility is secured at all time
Control traffic and organize parking
Give security tips to staff members from time to time
Patrols around the building on a 24 hours basis
Submit security reports weekly
Any other duty as assigned by the school coordinator.

6. SWOT Analysis

Future Stars® Pre – School engaged the services of a core professional in the area of business consulting and structuring to assist our pre – school in building a well – structured educational business that can favorably compete in the highly competitive education industry.

Part of what the team of business consultant did was to work with the management of our organization in conducting a SWOT analysis for Future Stars® Pre – School. Here is a summary from the result of the SWOT analysis that was conducted on behalf of The Future Stars® Pre – School;

Our core strength lies in the power of our team; our workforce. We have a team that has the right passion and drive for taking care of toddlers, a team with excellent qualifications and experience in daycare / pre – school education. We are well positioned in a community with the right demographic composition and we know we will attract loads of parents who would want to enroll their kids from the first day we open our doors for daycare services.

As a new pre – school / daycare center in Ashville – North Carolina, it might take some time for our organization to break into the market and gain acceptance in the already saturated pre – school / education industry; that is perhaps our major weakness. Also we might not have the required money to pump into advertising and promoting our brand the way we would want to.

Opportunities:

The opportunities in the pre – school / education industry is massive considering the number of parents who would want their kids under school age to be in safe place and to get them prepared for kindergarten. As a standard, safe and highly comfortable daycare center, we are ready to take advantage of any opportunity that comes our way.

Every business faces a threats or challenges at any part of the life cycle of the business. These threats can be external or internal. This shows the importance of a business plan, because most threats or challenges are to be anticipated and plans put in place to cushion what effect they might bring to the pre – school.

Some of the threats that we are likely going to face as a pre – school operating in the United States of America are unfavorable government policies that might affect daycare centers, the arrival of a competitor within our location of operations and global economic downturn which usually affects spending / purchasing power. There is hardly anything we can do as regards these threats other than to be optimistic that things will continue to work for our good.

7. MARKET ANALYSIS

Market Trends

The trend in the pre – school / daycare center line of business is that the keys to attracting parents to enroll their wards is the safety, cleanliness, location and of course the overall comfort of their toddlers.

The trend in the daycare center industry is such that players in this industry can now comfortably start their daycare business in an business district; a place where it is easier for working class parents to take advantage of their launch breaks and even tea breaks to dash down to breast – feed and cuddle their children before dashing back to work.

The demand for pre – schools is driven by the fact that most parents work or are engaged in businesses that takes them away from their kids that are under school age and one of the options left is to enroll such kid in a daycare center.

The economic downturn hasn’t really affected this industry, especially in countries that believe in the efficacy of early education. The areas you would need to spend heavily on is in ensuring that your school is up to standard, is the facility, your advertisements, and insurance.

8. Our Target Market

As a standard preschool / daycare center, Future Stars® Pre – School offers a wide range of pre – school services hence we are well trained and equipped to services a wide range of kids are different growth level irrespective of any challenges et al.

Our target market as a preschool / daycare center cuts across parents with kids under school age of different class and people from all walks of life.

We are coming into the pre – school / education industry with a business concept that will enable us work with the toddlers at different learning stages. Below is a list of the parents / toddlers that we have specifically design our pre – school services for;

Working class parents with toddlers under school age
Parents with toddlers under school age who run their own business and are too busy to take care of their wards during business hours

Our Competitive Advantage

This field is a highly intense one because of the level of quality service offerings by the pre – schools, who are more pressured to deliver better services. Due to this pressure, there is a jostling amongst the different pre – schools to get more parents to enroll their toddlers in their daycare center, thereby increasing their earnings as well.

We are quite aware that to be highly competitive in the preschool / education industry means that you should be able to deliver consistent quality service, parents should be able to experience remarkable difference and improvement in their toddlers and you should be able to meet the expectations of the educational governing board in the United States of America.

Our competitive advantage lies in the power of our team; our workforce. We have a team that has the right passion and drive for taking care of toddlers, a team with excellent qualifications and experience in daycare / preschool education. We are well positioned in a community with the right demographic composition and we know we will attract loads of parents who would want to enroll their kids from the first day we open our doors for daycare services.

Lastly, all our employees will be well taken care of, and their welfare package will be among the best within our category (startups pre – school / daycare center in the United States) in the industry meaning that they will be more than willing to build the business with us and help deliver our set goals and achieve all our business aims and objectives.

9. SALES AND MARKETING STRATEGY

Sources of Income

Future Stars® Preschool is established with the aim of maximizing profits in the preschool / education industry and we are going to go all the way to ensure that we do all it takes to attract parents on a regular basis. Future Stars® Preschool will generate income by offering the following services;

10. Sales Forecast

One thing is certain; there would always be parents who may want their kids under school age to be in safe place and to get them prepared for kindergarten. As a standard, safe and highly comfortable daycare center, we are ready to take advantage of any opportunity that comes our way.

We are well positioned to take on the available market in Ashville – North Carolina and we are quite optimistic that we will meet our set target of generating enough income / profits from the first six month of operations and grow the pre – school and our student base.

We have been able to critically examine the preschool / daycare center market and we have analyzed our chances in the industry and we have been able to come up with the following sales forecast. The sales projection is based on information gathered on the field and some assumptions that are peculiar to similar startups in Ashville – North Carolina.

Below is the sales projection for Future Stars® Pre – School, it is based on the location of our daycare center and of course the wide range of pre – school services that we will be offering;

First Year-: $75,000
Second Year-: $150,000
Third Year-: $350,000

N.B : This projection is done based on what is obtainable in the industry and with the assumption that there won’t be any major economic meltdown and natural disasters within the period stated above. So, there won’t be any major competitor offering same additional services as we do within same location. Please note that the above projection might be lower and at the same time it might be higher.

Marketing Strategy and Sales Strategy

We are mindful of the fact that there is stiffer competition amongst pre – schools / daycare centers in the United States of America hence we have been able to hire some of the best marketing experts to handle our sales and marketing.

Our sales and marketing team will be recruited base on their vast experience in the industry and they will be trained on a regular basis so as to be well equipped to meet their targets and the overall goal of Future Stars® Pre – School. We want to build a standard and first – class pre – school / daycare center that will leverage on word of mouth advertisement from satisfied parents

Our goal is to grow our preschool to become one of the top 50 pre – schools / daycare center in the United States of America which is why we have mapped out strategy that will help us take advantage of the available market and grow to become a major force to reckon with not only in Ashville – North Carolina but also in other cities in the United States of America.

Future Stars® Pre – School is set to make use of the following marketing and sales strategies to attract clients;

Introduce our pre – school / daycare center by sending introductory letters alongside our brochure to parents / household and key stake holders in Ashville – North Carolina.
Print out fliers and business cards and strategically drop them in religious centers, libraries and public facilities.
Use friends and family to spread word about your pre – school / daycare center
Post information about our pre – school / daycare center on bulletin boards in places like churches, maternity clinics, parks, libraries, and local coffee shops et al
Place a small or classified advertisement in the newspaper, or local publication about our pre – school / daycare center
Leverage on referral networks such as agencies that will help match parents with toddlers under school age with our pre – school/ daycare center.
Join relevant association or body that will enable you network and meet others in same industry.
Advertising online by using an advertising platform such as Google Adwords, that will allow us place text advertisements alongside on websites with related contents, and along results from search engines.
Advertise our pre – school in relevant educational magazines, newspapers, TV stations, and radio station.
Attend relevant educational expos, seminars, and business fairs et al
Engage direct marketing approach
Encourage word of mouth marketing from loyal and satisfied parents

11. Publicity and Advertising Strategy

We have been able to work with our brand and publicity consultants to help us map out publicity and advertising strategies that will help us walk our way into the heart of our target market. We are set to become the number one choice for both parents and students in the whole of Ashville – North Carolina which is why we have made provisions for effective publicity and advertisement of our pre – school / daycare center.

Below are the platforms we intend to leverage on to promote and advertise Future Stars® Pre – School;

Place adverts on both print (community based newspapers and magazines) and electronic media platforms
Sponsor relevant community based events / programs
Leverage on the internet and social media platforms like; Instagram, Facebook , twitter, YouTube, Google + et al to promote our brand
Install our Bill Boards on strategic locations all around Ashville – North Carolina.
Engage in road show from time to time in targeted neighborhoods
Distribute our fliers and handbills in target areas
Contact corporate organizations by calling them up and informing them of our pre – school / daycare center, and the advantage we over the others.
Passing general information via our social media handles like twitter, Facebook, Google hangouts etc.
Ensure that all our staff members wear our branded shirts and all our vehicles are well branded with our schools’ logo et al.

12. Our Pricing Strategy

Generally for pre – school and daycare services flat fees on a weekly or monthly basis is what is obtainable. As a result of this, Future Stars® Pre – School will charge our parents who enrolled their toddlers in our daycare center flat fees except for few occasions where there will be need for us to charge special students on hourly basis.

At Future Stars® Pre – School we will keep our fees below the average market rate for all of our students by keeping our overhead low and by collecting payment in advance. In addition, we will also offer special discounted rates to all our students at regular intervals.

We are aware that there are some kids that would need special assistance, we will offer flat rate for such services that will be tailored to take care of such kids’ needs.

Payment Options

At Future Stars® Pre – School, our payment policy will be all inclusive because we are quite aware that different people prefer different payment options as it suits them. Here are the payment options that we will make available to our clients;

Payment by via bank transfer
Payment via online bank transfer
Payment via check
Payment via bank draft
Payment via mobile money
Payment with cash

In view of the above, we have chosen banking platforms that will help us achieve our plans with little or no itches.

13. Startup Expenditure (Budget)

In setting up a pre – school business, the amount or cost will depend on the approach and scale you want to undertake. If you intend to go big by renting a place, then you would need a higher amount of capital as you would need to ensure that your employees are well taken care of, and that your pre – school’s environment is conducive enough to keep kids.

This means that the start-up can either be low or high depending on your goals, vision and aspirations for your business. The materials and equipment that will be used are nearly the same cost everywhere, and any difference in prices would be minimal and can be overlooked.

As for the detailed cost analysis for starting a pre – school business; it might differ in other countries due to the value of their money. However, this is what it would cost us in the United of America;

Business incorporating fees in the United States of America will cost – $750.
The budget for Liability insurance, permits and license will cost – $3,500
Acquiring a facility / property that will accommodate the number of kids that we want to take care of for at least 6 months (Re – Construction of the facility inclusive) will cost – $35,000.
Equipping the office (computers, printers, projectors, markers, pens and pencils, furniture, telephones, filing cabinets, and electronics) will cost – $10,000
The budget for paying staff members and utility bills for at least 3 months – $70,000
The budget for start – up inventories (toiletries, toys, cots, and mats et al) – $2,500
Launching an official Website will cost – $500
Additional Expenditure such as Business cards, Signage, Adverts and Promotions will cost – $5,000

Going by the report from the market research and feasibility studies conducted, we will need about two hundred and fifty thousand (250,000) U.S. dollars to successfully set – up a medium scale but standard and well equipped pre – school / daycare center in the United States of America.

Generating Funding / Startup Capital for Future Stars® Pre – School

Future Stars® Pre – School is a private business that will be owned by Mrs. Clara Jake – McPherson and family. They are the sole financial of the business which is why they decided to restrict the sourcing of the start – up capital for the business to just three major sources.

These are the areas we intend generating our start – up capital;

Generate part of the start – up capital from personal savings and sale of his stocks
Generate part of the start – up capital from friends and other extended family members
Generate a larger chunk of the startup capital from the bank (loan facility).

N.B: We have been able to generate about $100,000 (Personal savings $85,000 and soft loan from family members $15,000) and we are at the final stages of obtaining a loan facility of $150,000 from our bank. All the papers and document has been duly signed and submitted, the loan has been approved and any moment from now our account will be credited.

14. Sustainability and Expansion Strategy

It is easier for businesses to survive when they have steady flow of business deals / customers patronizing their products and services. We are aware of this which is why we have decided to offer a wide range of tutorial services and other related services to high school students, students with disabilities and elderly students (adult education).

We know that if we continue to deliver excellent daycare services, there will be steady flow of income for the organization. Our key sustainability and expansion strategy is to ensure that we only hire competent and selfless staff members, create a conducive working environment and employee benefits for our staff members.

In the nearest future, we will explore the options of either selling out franchise or expanding our scope beyond Ashville – North Carolina to other major cities in the United States of America. We know that if we implement our business strategies, we will achieve our business goals and objectives in record time.

Check List / Milestone

Business Name Availability Check:>Completed
Business Incorporation: Completed
Opening of Corporate Bank Accounts various banks in the United States: Completed
Opening Online Payment Platforms: Completed
Application and Obtaining Tax Payer’s ID: In Progress
Application for business license and permit: Completed
Purchase of All form of Insurance for the Business: Completed
Conducting Feasibility Studies: Completed
Generating part of the start – up capital from the founders: Completed
Writing of Business Plan: Completed
Drafting of Employee’s Handbook: Completed
Drafting of Contract Documents: In Progress
Design of The Pre – Schools’ Logo: Completed
Graphic Designs and Printing of Packaging Marketing / Promotional Materials: Completed
Recruitment of employees: In Progress
Purchase of the Needed furniture, office equipment, electronic appliances and facility facelift: In progress
Creating Official Website for the Pre – School: In Progress
Creating Awareness for the pre – school in Ashville – North Carolina: In Progress
Health and Safety and Fire Safety Arrangement: In Progress
Establishing business relationship with vendors and key players in the education industry: In Progress

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Preschool Business Plan [Sample Template]

By: Author Tony Martins Ajaero

Home » Business Plans » Education Sector » Schooling

Preschool industry operators provide daycare services for children under the ages of three and four to prepare them for kindergarten.

The dispersion of the preschool programs reflects in the geographic distribution of the children, which is also influenced by the cost and supply of preschool programs, income and housing affordability patterns, labor, and child care subsidy policies.

Also, varying state and local regulations and licensing requirements affect employment in this industry. Preschools are under the Early Childhood Learning Centers Industry and the market size, measured by revenue of the Early Childhood Learning Centers industry is $10.7bn in 2023. The industry is expected to increase by 4.6% in 2023.

Steps on How to Write a Preschool Business Plan

Executive summary.

Auntie Lavendar® Preschool, Inc. is a standard and well–equipped preschool that will be located in a well-populated residential estate in Ashville – North Carolina, USA. We provide daycare services for children under the ages of three and four to prepare them for kindergarten.

Aside from the fact that we will operate a preschool center, we will also propvide in-home tutoring – we will go to the homes of our students as demanded by their parents. Donald Derrick is the founder and CEO of Auntie Lavendar® Preschool, Inc.

Company Profile

A. our products and services.

Auntie Lavendar® Preschool, Inc. will provide a wide range of services that revolves around providing daycare services for children under the ages of three and four to prepare them for kindergarten. Our services are designed to give early childhood education to kids under the age of 4 and also help provide relief to parents when they need to be away from their kids for a period of time.

b. Nature of the Business

Auntie Lavendar® Preschool, Inc. will operate the business to consumer business model (B2C).

c. The Industry

Auntie Lavendar® Preschool, Inc. will operate under the Early Childhood Learning Centers Industry.

d. Mission Statement

Our mission is to provide safe and secured daycare facility and services geared towards educating and taking care of kids of a certain age. We are all out to prepare kids for kindergarten.

e. Vision Statement

Our vision of establishing our preschool is to grow the business to be amongst the top three preschools in the whole of the United States of America.

f. Our Tagline (Slogan)

Auntie Lavendar® Preschool, Inc. – Rasing and Educating Golden Kids!

g. Legal Structure of the Business (LLC, C Corp, S Corp, LLP)

Auntie Lavendar® Preschool, Inc. will be formed as a Limited Liability Company (LLC). The reason why we are forming an LLC is to protect our personal assets by limiting the liability to the resources of the business itself. The LLC will protect our CEOs’ personal assets from claims against the business, including lawsuits.

h. Our Organizational Structure

Head of Preschool (President)
Preschool Administrator
Account Officer
Early Childhood Educators
Front Desk Officer
Cleaners and Nannies
Security Guards

i. Ownership/Shareholder Structure and Board Members

Sophia Lavendar (Owner and Chairman/Chief Executive Officer) 51 Percent Shares
Solomon Lavendar (Board Member) 19 Percent Shares
Adrain Lavendar (Board Member) 10 Percent Shares
Larry Brad (Board Member) 10 Percent Shares
Lauren Williams (Board Member and Secretary) 10 Percent Shares.

SWOT Analysis

A. strength.

Ideal Location for preschool business
Highly Experienced and Qualified Employees and Management
Highly Secured and Clean Facility
Highly structured programs aimed at giving kids early childhood education and to prepare them for kindergarten.

b. Weakness

Financial Limitations
Operating from a leased facility (restriction to fully modify the facility to suit our style and taste)
Inability to retain our highly experienced and qualified employees longer than we want

c. Opportunities

Growth in per capita disposable income influences demand for early childhood learning centers. Households with higher disposable income are more likely to be able to afford higher-quality child care and, thus, will be more likely to demand higher-cost services. Per capita disposable income is expected to increase in the coming year, presenting an opportunity to the industry.

i. How Big is the Industry?

The early childhood learning industry is indeed a big industry. The market size of the is projected to be over $10.7 billion in 2023.

ii. Is the Industry Growing or Declining?

Available statistics point to the fact that the industry is presently not growing and revenue for the industry has been adjusted from an increase to a decline.

Please note that from 2022 the revenue of the industry is anticipated to start growing as the economy recovers and COVID-19 (coronavirus) cases subsequently drop in line with the nationwide vaccination rollout. As a matter of fact, available data shows that the industry is projected to grow by 4.6 percent in 2023 recovering from a decline of -3.8 between 2017 and 2022.

iii. What are the Future Trends in the Industry

The early childhood learning centers industry is changing, and players in the industry are improvising. No doubt, technology, kids-friendly legislature and customized software will change the landscape of the industry going forward.

iv. Are There Existing Niches in the Industry? If YES, List them

No, there are no niche ideas when it comes to preschool line of business.

v. Can You Sell a Franchise of your Business in the Future?

Auntie Lavendar® Preschool, Inc. has the plans to sell franchise in the nearest future and we will target major cities with a growing numbers of parents in the United States of America.

Lack of support from stakeholders and the government
Unfavorable government policy and regulations.
Community resistance (May not want such facility to be located in their community)
Liability problems
Arrival of competitors within our market space.

i. Who are the Major Competitors?

The Episcopal School
Pacific Northern Academy (PNA)
Westside Neighborhood School
Lowell School
East Linn Christian Academy
Cambridge-Ellis School
Saint Ann’s
The Children’s School.
Germantown Friends School
Beyond ABCs
Mary Institute and Saint Louis Country Day School
Avenues World School
National Child Research Center
Wetherby-Pembridge School
University of Chicago Laboratory Schools
Greenhill School
Presidio Knolls
Ecole Bilingue de Berkeley
Gems World Academy
Bank Street School.

ii. Is There a Franchise for Preschool?

Yes, there are franchise opportunities for preschool and here are some of them;

Genius Kids (Initial investment: from $122,000)
KLA Schools (Initial investment: from $1,100,000)
Adventure Kids Playcare (Initial investment: from $385,000)
Primrose Schools (Initial investment: $652,000)
Discovery Point (Initial investment: from $405,570)
Lightbridge Academy (Initial investment: from $581,000)
Building Kidz School (Initial investment: from $214,000)
KidsPark (Initial investment: from $261,000)
Montessori Kids Universe (Initial investment: from $424,000)
The Goddard School (Initial investment: from $698,000)
Kiddie Academy (Initial investment: from $400,000)
The Learning Experience Academy of Early Education (Initial investment: from $544,000).

iii. Are There Policies, Regulations or Zoning Laws Affecting Preschools?

Yes, there are county or state regulations and zoning laws for preschools, and players in this industry are expected to work with the existing regulations governing such business in the county or state where their business is domiciled.

For example, the designated area for children’s activities should contain a minimum of forty-two square feet of usable floor space per child. A usable floor space of fifty square feet per child is preferred. However, you may be subject to local permits depending on how you plan to operate your preschool.

Marketing Plan

A. who is your target audience.

i. Age Range

We will admit children between the ages of 2 and 4 years old.

ii. Level of Educational

We don’t have any restrictions on the level of education of those we will admit their kids to our preschool.

iii. Income Level

We don’t have any cap on the income level of those we will admit their kids in our preschool.

iv. Ethnicity

There is no restriction when it comes to ethnicity of the people we are looking forward to admit their kids in our preschool.

v. Language

There is no restriction when it comes to the language spoken by the people we are looking forward to admitting their kids to our preschool, however, we will prefer people who speak the English language.

vi. Geographical Location

Any parent from any geographical location will be welcome to enroll their kids in our preschool.

vii. Lifestyle

Auntie Lavendar® Preschool, Inc. will not restrict any parent from accessing our facility and services based on their lifestyle, culture or race.

b. Advertising and Promotion Strategies

Host Themed Events That Catch The Attention of Parents.
Tap Into Text Marketing.
Use FOMO to Run Photo Promotions.
Share Your Events in Local Groups and Pages.
Turn Your Social Media Channels Into a Resource
Develop Your Business Directory Profiles
Build Relationships With Other Parent Associations in our Area

i. Traditional Marketing Strategies

Marketing through Direct Mail.
Print Media Marketing – Newspapers & Magazines.
Broadcast Marketing -Television & Radio Channels.
OOH Marketing – Public Transits like Buses and Trains, Billboards, Street shows, and Cabs.
Leverage on direct sales, direct mail (postcards, brochures, letters, fliers), referral (also known as word-of-mouth marketing).

ii. Digital Marketing Strategies

Social Media Marketing Platforms.
Influencer Marketing.
Email Marketing.
Content Marketing.
Search Engine Optimization (SEO) Marketing.
Affiliate Marketing.
Mobile Marketing.

iii. Social Media Marketing Plan

Start using chatbots.
Create a personalized experience for our clients.
Create an efficient content marketing strategy.
Create a community for young parents and intending parents.
Gear up our profiles with a diverse content strategy.
Use brand advocates.
Create profiles on the relevant social media channels.
Run cross-channel campaigns.

c. Pricing Strategy

When working out our pricing strategy, Auntie Lavendar® Preschool, Inc. will make sure it covers profits, insurance, premium, license, and economy or value and full package. In all our pricing strategy will reflect;

Cost-Based Pricing
Value-Based Pricing
Competition-Based Pricing.

Sales and Distribution Plan

A. sales channels.

Our channel sales strategy will involve using partners and third parties—such as referral partners, affiliate partners, parent clubs, and clinics to help refer parents to us.

Auntie Lavendar® Preschool, Inc. will also leverage the 4 Ps of marketing which are place, price, product, and promotion. By carefully integrating these marketing strategies into a marketing mix, we can have a visible, in-demand service that is competitively priced and promoted.

b. Inventory Strategy

The fact that we will need toiletries, change of beddings, supplies and food per time means that Auntie Lavendar® Preschool, Inc. will operate an inventory strategy that is based on a day-to-day methodology for ordering, maintaining and processing items in our warehouse. We will develop our strategy with the same thoroughness and attention to detail as we would if we were creating an overall strategy for the business.

c. Payment Options for Customers

Here are the payment options that Auntie Lavendar® Preschool, Inc. will make available to her donors and contributors;

Payment via bank transfer
Payment with cash
Payment via credit cards
Payment via online bank transfer
Payment via check
Payment via mobile money transfer

d. Return Policy, Incentives and Guarantees

At Auntie Lavendar® Preschool, Inc., we offer services, and the nature of the services we offer does not accommodate return policy, but we will guarantee parents that their kids will get the best of early childhood learning and education.

e. Customer Support Strategy

Our customer support strategy will involve seeking customer’s feedback. This will help us provide excellent customer service to all our customers, it will help us to first understand their needs, experiences, and pain points. We will work with an effective CRM software to be able to achieve our aim of surpassing our customer’s need.

On a regular basis, we will work towards strengthening our Customer Service Team and also Leverage Multi-Channel Servicing as part of our customer support strategy.

Operational Plan

We plan to expand our revenue by 45 percent in the second year and the plan will include a marketing, sales and operations component. The operations component of the plan would include attracting more customers and additional service offerings that will enable the organization to boost our service offerings and support revenue growth.

a. What Happens During a Typical Day at a Preschool?

The facility is open for the day
The facility is cleaned and prepared for the day’s activities
Parents are welcome and their kids are received from them
Early childhood learning activities, as well as playing with kids to encourage mental and physical stimulation are carried out as required
Administrative works are done
Parents come to pick their kids and the facility is closed for the day.

b. Production Process

There is no production process when it comes to a preschool.

c. Service Procedure

There is no service procedure when it comes to a preschool.

d. The Supply Chain

Auntie Lavendar® Preschool, Inc. will rely on parent associations and other stakeholders in our city to refer parents to us. So also, we have been able to establish business relationship with wholesale supplies of beddings, toiletries, and other supplies.

e. Sources of Income

Auntie Lavendar® Preschool, Inc. make money from;

Providing daycare services for children under the ages of three and four to prepare them for kindergarten.
Offering home tutor services for toddlers as requested by their parents
Retailing early childhood learning materials.

Financial Plan

A. amount needed to start our preschool.

Auntie Lavendar® Preschool, Inc. would need an estimate of $250,000 to successfully set up our preschool in the United States of America. Please note that this amount includes the salaries of all our staff for the first month of operation and the renting of our operational facility.

b. What are the Cost Involved?

Business Registration Fees – $750.
Legal expenses for obtaining licenses and permits – $1,300.
Marketing, Branding and Promotions – $3,000.
Business Consultant Fee – $2,500.
Insurance – $5,400.
Rent/Lease – $120,000.
Other start-up expenses including, commercial satellite TV subscriptions, stationery ($500), and phone and utility deposits ($2,800).
Operational Cost (salaries of employees, payments of bills et al) – $30,000
start-up inventory – $15,000
Store Equipment (cash register, security, ventilation, signage) – $4,750
Furnishing and Equipping – $45,000
Website: $800
Opening party: $3,000
Miscellaneous: $2,000

c. Do You Need to Build a Facility? If YES, How Much Will It Cost?

Auntie Lavendar® Preschool, Inc. will not build a new facility for our preschool; we intend to start with a long-term lease and after 5 years, we will start the process of acquiring our own facility.

d. What are the Ongoing Expenses for Running a Preschool?

Cost of stocking up supplies such as toiletries, change of beddings, and other supplies
Utility bills (gas, internet, phone bills, signage and sewage et al)
Salaries of employees

e. What is the Average Salary of your Staff?

Head of Preschool (President) – $45,000 Per Annum
Preschool Administrator – $36,034 Per Annum
Account Officer – $35,000 Per Annum
Early Childhood Educators – $33,300 Per Annum
Front Desk Officer – $28,000 Per Annum
Cleaners and Nannies – $22,000 Per Annum
Security Guard – $22,000 Per Annum.

f. How Do You Get Funding to Start a Preschool?

Raising money from personal savings and sale of personal stocks and properties
Applying for a loan from your bank/banks
Pitching our business idea and applying for business grants and seed funding from the government, donor organizations, and angel investors
Source for soft loans from our family members and friends.

Financial Projection

A. how much should you charge for your service.

At Auntie Lavendar® Preschool, Inc. it is important to note that we will charge $4,460 to $13,158 per year ($372 to $1,100 monthly) on average, depending on the services involved.

b. Sales Forecast?

First Fiscal Year (FY1): $250,000
Second Fiscal Year (FY2): $350,000
Third Fiscal Year (FY3): $450,000

c. Estimated Profit You Will Make a Year?

First Fiscal Year (FY1): (65 percent)
Second Fiscal Year (FY2): (45 percent)
Third Fiscal Year (FY3): (50 percent)

d. Profit Margin of a Preschool Product/Service

Auntie Lavendar® Preschool, Inc. will work towards achieving between 25 percent to 45 percent.

Growth Plan

A. how do you intend to grow and expand by opening more retail outlets/offices or selling a franchise.

Auntie Lavendar® Preschool, Inc. will grow our preschool by first opening other outlets in key cities in the United States of America within the first five years of establishing the business and then will start selling franchise from the sixth year.

b. Where do you intend to expand to and why?

Auntie Lavendar® Preschool, Inc. plans to expand to Dallas – Texas, New York City – New York, Sumter – Florida and then to Liliano – Texas, Lancaster – Virginia, Alcona – Michigan, Los Angeles – California and Catron New Mexico.

The reasons we intend to expand to these locations is the fact that available statistics show that the cities listed above have the highest number of people with kids below the age of 5 in the United States.

The founder of Auntie Lavendar® Preschool, Inc. plans to exit the business via family succession. We have placed structures and processes in place that will help us achieve our plan of successfully transferring the business from one family member to another and from one generation to another without hitches.

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How to Build a Childcare Business Plan

A step-by-step guide for childcare with tips and a detailed outline to help entrepreneurs start their childcare business.

What Is Childcare and Why Should I Start One
Types of Childcare Providers
Essential Steps Before Starting Your Childcare Business
Develop Your Buyer Personas
Decision Journey Map Definitions
Determine Your Competitors
How to Start Your Childcare Business
Conduct an Opportunity Analysis

Problem and Solution

Execution Plan

Strategic Alliances

Financial Forecasts
Consider Various Funding Sources

Form Your Childcare Business

How to Gain Enrolment at Your Childcare
Find the Right Childcare CRM Software to Manage Enrolment with Less Work

Check Out the Tips and Tricks

Changing parent expectations have created an environment where the old way of managing the parent experience from initial enquiry through family retention doesn’t work anymore. It’s inconvenient, time-consuming, and full of obstacles that cause families to choose another childcare centre altogether.

Childcare organisations that make the parent experience digital and convenient will grow enrolment, increase retention, and remain competitive in the childcare market. In this guide, you'll view the key takeaways from our research and provided recommendations to help you grow your business by optimising the parent experience .

What is childcare and why should I start one?

According to Forbes , childcare businesses were projected to have some of the fastest employment growth of all industries through 2020. Starting a childcare is a great opportunity for aspiring business owners who have a passion for early childhood education and child development.

‘Childcare’ is an umbrella term for various options (such as Montessori, preschool, and many more) where parents and guardians drop their children off and leave them in your care to...

Socialise with other children in their age group
Learn basic fundamentals for future academic success
Reach important developmental milestones

Is starting a childcare business worth it?

Starting a childcare business or franchise is profitable, emotionally rewarding, and sustainable – the need for committed childcare entrepreneurs has never been greater.

As of 2021, there were 13,370 childcare centres in Australia. The growing popularity of childcare centres comes from the demand. Parents will always need a form of care for their kids. Plus, there’s a necessity, especially beyond COVID-19, to socialise children in an environment that fosters development.

LineLeader starting a childcare business

Types of Childcare Providers

Family Daycare
Relative care
Preschool (only)
Independently-owned daycare
Childcare Groups
Before & After School/Vacation Care

The difference between individual centres and childcare groups.

An independently-owned daycare often has an individual owner, a centre director, and possibly a few other administrative staff members – along with teachers, cooks, bus drivers, etc. The owner is typically an individual who puts their own money and savings into opening the centre, so all business rights (name, branding, etc.) belong to them.

Alternatively, a childcare group falls under a corporate brand who has acquired centres in multiple locations and either re-branding or keeping the current brand (to grow their portfolio). This type of business is usually controlled by a group of employees in a head office or headquarters facility.

The centre directors, cooks, educators and teachers are then recruited by the childcare group itself and distributed to different locations to maintain similar or exactly the same policies, values and learning program. Ultimately each location is owned and operated by the larger corporate group.

Essential steps before starting your childcare business

1) conduct market research.

When it comes to starting your childcare centre, relying on assumptions about your customers and competitors leads to wasted time, money, and effort. In contrast, businesses that conduct regular market research improve customer retention and are 76% more likely to see an increase in revenue.

Market research is a data collection process that evaluates both consumer behaviour, competitor habits, and industry trends to determine the viability of your centre and build a foundation for future business operations.

Prepare for success upfront by conducting thorough market research to understand your competition, improve communication with your target audience, and identify new market opportunities. This research should result in actual data that you can use to drive your business and marketing strategies as you launch your centre.

There are a variety of tools available to help you conduct market research - all from the comfort of your own office. Gone are the days of hiring team members with clipboards to approach consumers face-to-face. Survey Monkey, Typeform, Google Forms all offer digital market research tools to help guide you through the process of understanding your audience, your competitors, and your industry.

2) Determine Your Target Market

A market segment is a group of consumers that could potentially enrol at your childcare centre. First, identify your market segments and determine how big each segment is.

Be careful not to fall into the trap of defining your market as “everyone in your community.” This often leads to a ‘spray and pray’ approach to your marketing and as we know, a message for everyone really speaks to no one. When you generalise your advertising in favour of not isolating a potential consumer, you aren’t able to effectively communicate with your ideal customers – forgetting to recognise how your family entertainment centre can appeal to them and their needs.

A classic example is a shoe manufacturer. While it would be tempting for a shoe company to say that their target market is anyone who has feet, realistically they need to target a specific segment of the market in order to be successful. If they sell adult athletic shoes, they should be building their message to target athletes or individuals who enjoy staying active and exercising. Likewise, if you offer programs for children aged 6 months to 4 years old, you should prioritise advertising towards young adults in their 20’s and 30’s.

A common strategy when identifying target markets is to use the TAM, SAM, and SOM approach to look at market sizes from a top-down approach as well as a bottom-up approach.

Target Market Terms

TAM: Your Total Available or Addressable Market

This should include everyone you wish to reach.

Example: Your entire local community.

SAM: Your Segmented Addressable Market or Served Available Market

This is a portion of the TAM you will specifically target because they align with your offerings.

Example: Families with young children.

SOM: Your Share of the Market

This is the group of your SAM that you will realistically reach—particularly in the first few years of your centre’s opening, as you may expand and grow your service over time.

Example: Families with young children who make at least $65,000 each year in household income.

For childcare organisations with multiple brands, schools, or programs - increasing revenue and keeping families happy is vital for growth. Your Millennial parents need a uniform, high-quality experience, regardless of location.

Standardising business processes has a significant impact on time savings, costs, and most notably on quality. In fact, standardisation improves quality by 61.9%, on average. Create consistent enrolment processes across all your locations to ensure every family has a great experience and a positive association with your brand – leading to higher conversion success and profitability.

To achieve consistency, your marketing approach and advertising material must follow all your corporate brand guidelines. Your organisation should have a lead management system that supports your childcare staff as they guide families through the decision-making journey while also ensuring each location is delivering a consistent parent experience.

3) Develop Your Buyer Personas

Before you begin writing your marketing plan, make sure you’ve defined your market and buyer personas. Without a deep understanding of who you’re speaking to, a marketing plan will have little value.

Audience personas allow you to dive even deeper into your target market and help you understand more than just who your customer is. These identities inform you how to communicate with your customers in a way that relates to their pain points and needs.

When you understand your customer’s motivations, you can uniquely address their concerns and questions in your marketing materials - leading to increased tours, enrolments, and revenue.

Start by listing out the various kinds of programs and classes you’d like to offer at your centre.

Then, determine who the primary decision-maker and who the primary influencers might be in each scenario.

Primary decision-maker : typically the individual(s) taking financial responsibility and remitting payment at your centre.

Primary influencer : also crucial in the purchasing process as they often have the ability to sway decision-makers.

For example, imagine you’re promoting availability for Holiday program at your centre. In this instance, the primary decision-maker might be the parent(s) or guardian(s) whereas the primary influencer would likely be the child who’s deciding what kind of activities they want to do this Summer.

Audience Overview

List the audiences, personas, or segments that you want your centre’s marketing and messaging efforts to reach.

Select one audience from above and describe it to the best of your knowledge. Go beyond the traditional persona to consider motivations & behaviour.

Identify the key stages in your audience’s enrolment journey from beginning to end, knowing there may be multi-dimensional steps within a stage. Complete the table for each journey at the individual stages from the specific audience’s point of view.

Decision Journey Map Definitions

Stage : This refers to each stage of the enrolment journey - awareness, consideration, action, and advocacy.

Awareness : This is when a family is first learning of your centre and your brand. They are researching multiple childcare centres and eventually send an inquiry to tour your facility or learn more.

Consideration : During this stage, a family is touring your centre and may be deciding between you and 1-2 other providers. Tip: Proactively equip your staff with key talking points so they can highlight your unique centre features.

Action : This is when a parent decides to enrol their child for care, pay fees, and is either placed on your waitlist or already enrolled.

Advocacy : After a successful, happy experience, this parent or guardian has become an advocate for your business. They’re telling friends and family about your centre. This is vital for your word-of-mouth marketing strategy.

Emotion : Identify what the persona is feeling at each stage of the customer’s journey. They may be anxious, curious, excited, or satisfied at various points. Put yourself in their shoes.

Key Actions : What actions would a consumer take at each stage? For example, during the awareness stage, they may see your ad on Facebook, look you up on Google, or visit your website. In a consideration stage, they may call your centre to get more information, look at your services online, or read reviews.

Questions : What questions is the consumer asking in each stage? These are the questions you need to be answering for them in your advertising and marketing efforts.

Determine your competitors.

Competitive research helps you understand why customers choose your centre over other alternative care options. This information provides you with insight about how your competition is marketing their services and over time, this can help you improve your own marketing campaigns and business offerings.

Look up similar childcare centres in your area, see what programs they offer, the type of facilities, their capacity, and curriculum. Then, highlight the features that make your centre stand out. Showcase your selling points in all marketing and advertising efforts. Get started with these key questions...

Who are my direct competitors and what services do they offer?

For example, other childcare centres, family daycare or school pre-schools.

Who are my indirect competitors?

For example, other childcare offerings that may lure potential families away such as relative care and babysitters, at home programs, etc.

What does my competitions pricing look like?

Do they offer promotional pricing or cheaper daily rates, what do they do best, what areas do they lack in, how to start your childcare business., construct a business plan.

A good business plan will guide you through each stage of starting and managing your childcare organisation- including how to structure, run, and grow your new business.

There’s no correct or incorrect way to write your business plan. What’s most important is that you identify your business objectives and use this document as a roadmap for how to achieve these goals.

A strong business plan can help you recruit business investors, gain funding, or find new partners. Prospective investors want to feel confident they’ll see a return on their investment and your centre’s business plan is the perfect tool to assure potentials that working with you — or investing in your business— is a smart and profitable decision.

Write an Executive Summary

Although this section is the first thing people will read, it’s advised that you write it last, once you know the details of your business inside and out. At this stage, you will be able to articulate your business more clearly and summarise all the information in a succinct, concise manner.

Ideally, your executive summary will be able to act as a stand-alone document that covers the key highlights of your detailed business plan. In fact, it’s common for investors or loan providers to ask for just the executive summary when they start evaluating your business. If they like what they see in the executive summary, they’ll often follow up with a request for a complete plan, a pitch presentation, and more in-depth financials.

As your executive summary is such a critical component of your business plan, you’ll want to make sure that it’s as clear and concise as possible. Cover only the essential components of your daycare, ensuring your executive summary is one to two pages maximum. This section is intended to be a quick read that hooks your potential investors’ interest and excites them to learn more.

The executive summary is a tell-all first paragraph that details...

The city and state of your centre (you can decide on the exact location later)
A potential open date
A projected enrolment count (number of children you can enrol)
Programs you plan to offer
Ages you hope to serve
A quick financial summary (based on grants, funding, and potential revenue from projected enrolments)

This may seem like a lot of information upfront, but it’s simply a high-level overview of your plan.

Conduct an Opportunity Analysis

The opportunity section of your business plan includes information about:

The problem that you’re solving within your community
Your programs and classrooms
Who you plan to market your centre(s) to
hHw your daycare facility fits into the existing competitive landscape

This portion of your business plan is also important for outlining what distinguishes your childcare centre from your direct and indirect competitors as well as how you may continue to expand and grow your centre in the future.

Use your previous competitive research to determine your daycare business’s competitive advantage and position. Analyse potential strengths, weaknesses, opportunities, and threats.

Describe the problem that you are solving for your customers. Childcare centres are need-oriented, meaning your consumers have tangible pain points that you must resolve to be successful.

So, what is the primary pain point for them? Maybe it’s that busy, working parents need a caring, safe place for their child during the day, or perhaps families are seeking after-school care options for their elementary-aged children, or maybe parents need 24-hour childcare options when they’re traveling or working odd hours.

Now, assess how they are solving their problems currently and where there’s room for improvement. If there's only one childcare centre in your community and it has no open seats, you could be the solution. Or maybe there are lots of existing care providers in your city but they’re expensive or have rigid pickup and drop-off times that working parents have trouble meeting. Or perhaps there aren’t any existing childcare businesses within a reasonable driving distance of where you’d like to place yours.

Defining the problem you are solving for your customers is by far the most critical element of your business plan and is crucial for your daycare business’ success. If you can’t pinpoint a problem that your potential customers have, then you might not have a viable business concept.

To ensure that you are solving a real problem, try conducting your own survey with potential customers to get a better understanding of their needs and validate that they have the problem you assume they have. Then, take the next step and pitch your potential solution to their problem.

Do they agree that it’s a good fit or does it seem to fall flat? See how to come up with a strategic plan for your business.

Write an Execution Plan

The importance of an execution plan.

The execution chapter outlines how you’re actually going to make your childcare centre work . You’l l address your marketing and enrolment plans, operations, success metrics, and any key milestones that you expect to achieve.

Execution Plan: Marketing and Sales

The marketing and sales plan section of your business plan details how you propose to reach your target market segments, how you plan on converting those target markets, what your pricing model looks like, and what partnerships you may need to make your centre a success.

Your Positioning Statement

Once you understand your audience, the first part of your marketing and sales plan is your positioning statement. Refer back to your value proposition to create a simple, straightforward sentiment, explaining where your company sits within the competitive landscape and what differentiates your venue from the alternatives that a customer might consider. This statement should be written for an investor or loan provider, rather than for your customer.

For example, a positioning statement for a 24-hour childcare centre in Sydney, New South Wales may look like this:

“For the Sydney-based family who is seeking childcare around the clock, Jenny’s 24-Hour Childcare Centre is a safe option for young children with nutritional meals, best-in-industry sleeping arrangements, a clean outdoor play area, and highly trained care teachers and educators. Jenny’s 24-Hour Childcare Centre is the first centre of its kind within 10 km of the Sydney city centre and offers competitive pricing and competitive daily rates.”

Use this formula to develop a positioning statement for your centre:

Your Mission Statement

Your mission statement is a scaled-down version of your positioning statement. This should be just one-two sentences that are geared toward your target consumer and describe what your business plans to accomplish. This statement usually includes company core values that explain your childcare’s purpose and how you serve your audience.

For example, Busy Bees is a leading early childhood education provider with the mission of “ high quality childcare and exciting learning opportunities that give every child the best start in life .”

Pricing

Your positioning strategy will typically determine how you price your memberships and packages. There are some basic rules that you should follow when deciding on your price point:

Cost-plus pricing: For the most part, you should be charging your customers more than it costs you to host them at your centre to ensure your venue is profitable and is appealing to investors.

Market-based pricing: Look at what your competitors are charging and then price based on what your audience is expecting.

As part of your marketing plan, you may wish to collaborate with other organisations such as local camps, after-school programs, pediatricians, or even other childcare centres that don’t offer the same activities that you do.

This partnership should benefit both of you – it may help provide access to a target market segment for your venue while allowing your partner to offer a helpful recommendation to their customers. If you’ve already established an alliance, it’s important to detail that in your business plan.

The operations section is all about how your business works. This portion details the essential logistics such as staffing and sourcing and fulfilment. But remember, your goal is to keep your business plan as short as possible, so too much detail here could easily make your plan much too long.

Milestones and Metrics

It’s critical that you take the time to look forward and schedule the next critical steps for your business. Investors will want to see that you understand what needs to happen to make your plans a reality and that you are working on a realistic schedule.

Then, determine how you will measure the success of each milestone by listing out the key performance indicators and metrics needed to see progress. These will be the numbers you monitor on a regular basis to evaluate the trajectory of your business. For example, you may look at how many families tour your centre each week, how many children you enrol each month, or the amount of revenue you bring in per quarter.

Company and Management Summary

The structure of your staff and teams sets your daycare up for success. In a new childcare centre, there’s typically an owner, a centre director, staff members, an enrolment or marketing team, accounting/administration, teachers, assistants, cooks, bus drivers, and janitorial staff. For example, the average small daycare business has 8-10 fully licensed and/or certified early education teachers.

Financial Forecasts

A typical financial plan will have monthly sales and revenue forecasts for the first 12 months, and then annual projections for the remaining three to five years. Break your sales forecast down into several rows, focusing on just high-level buckets at this point.

Knowing how much your childcare will cost to open ahead of time can save you money, stress, and time. Childcare start-up expenses vary by size, enrolment capacity, and miscellaneous needs.

Keep in mind that you can save on staffing costs and cut down on overhead with technology that helps to streamline your centre’s operations. After all, 40% of Millennials prefer self-service over human contact when interacting with businesses.

It’s essential that you find ways to enable families to book tours and enrol online without ever having to make a phone call to the centre- reducing time spent on necessary-but-manual tasks for both your staff and inquiring families.

Finally, articulate your profits and losses based on the data from your sales forecast and your personnel plan plus a list of all your other ongoing expenses associated with running your childcare centre.

Step 1 : Average daily rate per child x your expected enrolments x 12 (annual revenue – assuming each family is still enrolled during the holiday periods).

Step 2 : Childcare businesses make around 16% profit from their overall revenue, after Childcare expenses. Multiply your number from step 1 by .16 to get your predicted profit.

Example : Let’s say you plan to charge families an average of $110 per day for childcare. With that, your goal is to enrol 60 students by the time your childcare centre opens. Multiply ($110 x5) 60 x 12 (annual revenue). This should come out to $396,000. Lastly, multiply your revenue of $396,000 by .16, which equals a net profit of $63,360 per year.

Consider various funding sources.

Depending on your situation, there’s both loan and grant funding in childcare. Between state tax credits, loans, and grants – there are financing options for a variety of situations.

Collect childcare grants for your business.

Often, startup costs for opening a childcare are high. Certain states and councils offer grants for new childcare businesses. There are several grant options, depending on your child and family details.

For example, companies and associations such as Australian Grants or Early Childhood Association Australia can help you with more information or support towards applying for these grants and funding.

All legitimate businesses, including childcare will need to apply for an ABN (Australian Business Number) that identifies your business to the government and the community.

Find the Right Vendors

Choosing the right suppliers for your business is essential. If your vendors aren’t reliable or don’t deliver quality products, your new centre will struggle to attract families. As a childcare provider, you will likely need the following vendors at one point or another:

Electrician

Plumber

Food and Beverage Supplier

Educational Materials Supplier

Substitute Staffing Provider

Accountant

Cleaning & Maintenance

Childcare Management System (CMS)

Customer Relationship Management (CRM) Software

Digital Payments Provider

Online Forms Software

Research Your Vendors

Check their most current reviews and current list of clients.

Review Your Options

Don't settle for the first vendor you see, research and receive quotes from at least 3 vendors.

How to gain enrolment at your childcare.

The next step after successfully starting your daycare business is to grow your centre and gain enrolments.

Begin by building a string company culture, actively marketing your childcare centre, and finding the right childcare technology to optimise your enrolment process and save time.

Create a culture where staff want to work.

A childcare centre that stands out from the rest has happy staff members that want to work hard. Create a diverse employee culture that feels comfortable openly talking about situations. Provide support, patience, and room for growth.

Market your centre.

A childcare marketing strategy starts with an achievable goal. Do you want to fill your enrolment spots? Do you want to build a waitlist? Should you focus on scheduling more tours?

Choose an objective and measurable results – so you can track and analyse your marketing performance.

Market, promote, and advertise your childcare centre with...

Social media (especially Facebook – 83% of Millennials have a Facebook account).

Landing pages and contact forms on your website

Listing directories

Email and text marketing campaigns

Referrals

Digital advertisements

Flyers

Word of mouth marketing

Tip: Childcare software that automates the reports you need helps you to saves time and improve your return on investment (ROI).

For example, with a Source of Families report, you can see where your leads are coming from. It helps you enhance your marketing efforts and refine your spending. Invest in the channels that are popular and spend less on the ones that aren’t working to generate more high-quality leads.

Find the right childcare CRM software to manage enrolment with less work.

ChildcareCRM is revolutionary childcare software that automates lead capture, follow-up, scheduling tours, and reports. With digital enrolment forms – you and your staff will save hours of time. Plus, craft beautiful, personalised marketing campaigns to continually grow your business.

Further, marketing is the growth engine for every new childcare centre. But missed leads, slow response times, a complex parent experience, and lack of reporting make marketing difficult. Busy and overworked staff often don’t have time to complete every manual-but-necessary marketing activity, so opportunities are lost.

Get more from your marketing while saving educators and centre directors 10 hours every week with ChildcareCRM. Automate everything from lead capture to reporting—all from one place.

For Current Users

Visit our website to learn more.

For Interested Users

Schedule a demo to take the next step and effortlessly increase occupancy and gain enrolments from the get-go.

Get started With LineLeader.

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Capabilities

12 unique daycare business ideas you’ll love.

Looking for unique daycare business ideas that can help you supplement revenue from your existing child care program? Or maybe you’re passionate about working with kids and would love to start a child-centered business that doesn’t follow the typical child care center business model?

In this blog post, we’re sharing 12 of our favorite business ideas for expanding your existing child care operation or launching a new program from scratch.

Our 12 daycare business ideas all have two things in common. First, they all involve working with kids and providing valuable services that support their healthy development and early education. Second, each of these unique daycare business ideas can work as a stand-alone business model or an addition to your existing child care program.

We hope you’ll enjoy reading our list and putting some of these daycare ideas into action!

12 Daycare Business Ideas You’ll Love

Offer a child transportation service.

three young children smile while looking out of a school bus window

Parents spend hours of time shuttling their kids around every month – whether it’s to and from school, your child care center or their favorite after school programs. A child transportation service helps relieve that stress for parents, and saves them time.

If you’re currently operating a child care business, you could start by offering to pick kids up from school or their homes, transport them to your program, and return them at the end of the day. You’ll need a drivers license, a safe vehicle with insurance, car seats as needed, a pick-up schedule for parents, and a planned route for the morning (pick-up) and the afternoon (drop-off).

You could even offer a school bus service if there’s sufficient demand in your neighborhood.

Start an Overnight Care Program

Most child care centers are open during the day – typically from 7 a.m. until around 6 p.m – but what about parents who need child care overnight?

There are lots of reasons why parents would want overnight child care: maybe they want to pick up extra night shifts, or perhaps they travel for business. To meet the needs of these parents, you could even offer a weekend care program that extends your child care hours from Friday evening until Monday morning.

An overnight or weekend care program should provide 24-hour care services and a quiet space where kids can enjoy quality sleep.

Free Report

2023 child care industry trends report.

We conducted an email survey of more than 100,000 child care leaders and teachers. See what they had to say about the current state of the industry.

Start an Evening Care Program

With most child care centers closing by dinner time, many families don’t have reliable access to child care in the evenings – usually after 6 p.m. There’s a huge demand for child care services during this time, as parents may need to attend a work event or travel to a doctor’s appointment.

In some cases, parents just want to enjoy some free time without the kids.

If you’re already operating a child care center, you can start an evening care program by extending your hours until 10 or 11 p.m. on Friday, Saturday and Sunday evenings. If there’s enough demand in your area, you could even offer evening hours care during the week.

Offer Child Care for Travelers/Tourists

Parents take their kids on vacation, often for weeks at a time, but they may also want a break from child care duties so they can relax or visit attractions that may not be kid-friendly.

If you live in a tourist destination, or near a hotel, it might be worthwhile to start advertising child care services for travelers and tourists.

You might be able to form a cross-promotional partnership with a local hotel owner/operator, or even start running a child care operation from inside the hotel.

Start a Baby Clothing Line

Starting a baby clothing line is a great way to supplement your existing daycare business plan.

If you’re running a child care operation that offers infant care service, you’ve already got access to a quality audience for your products, space for retail sales and a child care brand you can integrate into your clothing designs. You could even sell your clothing line to a wider audience using digital channels like social media or an ecommerce website.

Curate and Sell Children’s Books & Educational Products

Engaged parents want to provide their kids with high-quality books, toys and educational products that help their kids grow and develop. As a trusted child care provider, you’re uniquely positioned to recommend books, activities and educational toys that can help each child hone their natural gifts and talents, or shore up areas of weakness.

If you’re the creative type, you could design and market your own educational toys and games, build an early childhood education app or publish a children’s book with the ideas and lessons you feel are most important for kids today.

Start an After School Tutoring Club

An after school tutoring club is a space where kids of all ages can gather to get help with homework, play age-appropriate educational games, or participate in learning challenges and activities.

Your tutoring club could include activities like trivia, word games and math puzzles that encourage kids to develop their general knowledge, vocabulary and teamworking skills. You could hire local high-school kids as tutors, or establish a program where older kids earn volunteer credit by providing free tutoring to younger kids who need extra help to succeed academically.

Offer a Private Sports Coaching Service

There are significant advantages to getting kids started with sports early in life. Early exposure and quality coaching in basketball, baseball, football or soccer can help kids develop a love of sports that leads to healthy lifestyle choices, better self esteem, positive community involvement, and job or educational opportunities.

Your ability to offer private sports coaching depends on your own skill or experience in a popular sport and the resources you have available. You’ll need access to the proper sporting equipment and facilities to ensure high-quality practice in a safe environment.

Expand Your Business into Party Rentals or Event Hosting

Pivoting into party rentals or event hosting is one of our favorite child care business ideas.

If you’re currently operating a child care business, you may know parents who love to throw their child an extravagant birthday party each year. You can get in on the action by offering to host children’s parties at your center, or purchasing extra child care toys and equipment that parents can rent for their child’s party.

Some popular rental items for kids parties could include:

An indoor or outdoor event space
An inflatable bouncy castle
A water gun collection
Outdoor lawn games
Carnival games
Child-friendly furniture
Decorations

Offer Swimming Lessons

If you love working with kids, are an expert-level swimmer and have access to a pool, you can combine your passions by offering swimming lessons to kids in your area.

Parents recognize swimming as a healthy lifestyle activity and a skill that could potentially save their child’s life in the future. Every kid should have the opportunity to learn basic aquatic skills like treading water, floating, kicking and rudimentary swim strokes that they could use in an emergency situation.

When you’ve got kids around water, safety has to be the number-one priority. Make sure you’ve got adequate supervision for the kids and be clear about the most important safety rules: no running near the pool and no horseplay.

Offer Music Lessons

Studies are conclusive that playing and experimenting with music accelerates brain development in young children. If you love music and want to work with kids, why not offer private music lessons or start a music-focused child care program for kids in your neighborhood?

Here’s why offering music lessons is a winning child care business idea:

Low Startup Costs – It’s easy to find cheap instruments (recorders, harmonicas, drums, etc.) for kids to start playing with.
Big Benefits – Kids develop counting, rhythm, abstract thought, musicianship and teamworking skills that can lead to extra credit toward their education, job opportunities and positive community involvement.
Easy to Market – Kids love to experiment with music, and the benefits of musical education are already well known, so you won’t have too much trouble convincing parents to register their kids.

Start Teaching Computers and Coding

We live in a digital world where some of the best and highest-paying jobs are in software development and IT – so how early should kids start learning to code?

The answer might just be “as early as possible.” Just like learning another language (e.g. Spanish, French, German), kids who start early in life will learn faster and get further than peers in their age cohort. We’ve seen coding programs targeting kids as young as six years old.

Developers have already created apps and software programs that introduce kids to coding with simple, pattern-based drag-and-drop exercises. Your business could provide the space, equipment, expert coaching, community support and unique opportunity for kids to get a head-start learning this vital skill that can prepare them for a successful future.

Grow Your Child Care Business with Procare Solutions

Are you excited about launching your daycare business idea, but worried about handling registrations, student attendance tracking , class schedules, payments and other program management details?

Procare is here to help, with trustworthy, modern and easy-to-use child care management software for your child care center or after school program . Our expertise in child care has helped us create easy solutions for child care billing , attendance tracking, staff management and program registration – everything you need to successfully run your program every day.

Ready to bring your daycare business idea to life with Procare?

Request a Demo

Talk with a friendly Procare expert to get a tailored child care solution for the unique needs of your business.

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Why Businesses Should See Early Childhood Development as a Smart Investment

Subscribe to the center for universal education bulletin, emily gustafsson-wright emily gustafsson-wright senior fellow - global economy and development , center for universal education @egwbrookings.

April 14, 2014

In an increasingly competitive global economy, both job-specific skills and “soft skills” such as resilience, teamwork and creativity, are fundamental. Research shows that the development of these skills begins during the first few years of childhood. Last week, the Center for Universal Education at Brookings (CUE), the Global Business Coalition for Education (GBC-Education), and Ready Nation/America’s Edge hosted a webinar on the business case for early childhood development. The webinar kicked-off a new partnership between CUE and GBC-Education—Business for Early Childhood Development (Biz4ECD). This partnership aims to raise awareness of the economic and social benefits of early childhood development (ECD) among the business community and accelerate the involvement of business in influencing developing-country ECD policies, programs and investments at the corporate, national and global levels. The webinar included an impressive lineup of speakers who presented evidence on why investing in ECD is important and how businesses can and are making a difference.

Dr. Paul Gertler, Li Ka Shing professor at the University of California, Berkeley, set the stage. He noted that only 40 percent of pregnant women have access to acceptable ante-natal care, and that 1 in 4 children in developing countries are stunted, conditions known to impair the cognitive development of children. Merely 17 percent of preschool age children are enrolled in early childhood education programs. Gertler then presented the scientific, economic and equity arguments for early childhood investment:

The scientific argument : the first 24 months of life are when the brain forms the most synapses. This is the most important time to stimulate and nourish brain development.
The economic argument : investing early yields a much higher return on investment than any other time in the life-cycle.
The equity argument : early investment levels the playing field and prevents the emergence of large inequalities (like the number of words spoken). As a result, poor children benefit the most from early childhood interventions.

Mr. Roy Bostock, vice chairman of Delta Airlines, presented a compelling business case for ECD investment. By 2020, two-thirds of jobs will require more than a high school diploma. In order to obtain a bachelor’s or master’s degree, students must of course first graduate from high school. Bostock cited evidence from the United States that shows the likelihood of graduating from high school increases fourfold if children read at grade level by third grade, while chances of reading at grade level are doubled if children start school ready to learn. Quality early childhood interventions are the key to preparing children who are ready to learn. Great strides have been made in the United States business community to support ECD. Almost every state in the country has active business roundtables and chambers supporting early childhood. Other ways that businesses serve as advocates for ECD include: sharing information with employees, contributing time, resources, and volunteers to local organizations, talking to the media, and communicating with elected and appointed officials and encouraging their local business organizations to develop formal positions and host events on the benefits of ECD programs. Finally, the business community can sponsor scholarship opportunities as well as support the development of tools for ECD teaching and training.

Mr. Stephan Turnipseed, president emeritus and executive director of strategic partnerships at LEGO Education , gave concrete examples of his organization’s commitment to ECD around the world. LEGO Education engages in ECD in three ways: philanthropy, corporate social responsibility (CSR) and public-private partnerships. For example, LEGO’s philanthropic work supports programs in East Africa, Ukraine and China through teacher education, project coordination, products and funding. Its CSR work includes supporting local schools near its plant in Connecticut. Finally, they are engaged in a public-private partnership, between LEGO A/S and Billund municipal government in Denmark, in which they conduct research on ECD, learning and creativity.

We concluded the seminar armed with solid scientific and program evidence and heartened by successful examples of business engagement in ECD. Rarely do the business, economic and equity arguments all point in the same direction as they do for ECD. Through our relationship with GBC-Education—Biz4ECD—we hope to catalyze the global business community to organize around advocating for ECD and to harness its power to make a difference in this often neglected area of public policy.

Early Childhood Education Global Education

Global Economy and Development

Center for Universal Education

Elyse Painter, Emily Gustafsson-Wright

January 5, 2024

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9:00 am - 10:00 am EST

Nariman Moustafa

October 20, 2023

Business Plan for Early Childhood Development

Business Plan of Early Childhood Development Center in Gilgit Balistan Glowing Pearl Education Center (GPEC) Prepared By: Muniba Islam (Registration No. 55093) Najumus Sehar (Registration No. 55226) Kanwal Gill (Registration No. 54468) Contents AKNOWLEGMENT3 EXECUTIVE SUMMARY4 INTERNAL RESOURCE ANALYSIS5 ?Resources5 ?Capabilities7 EXTERNAL ENVIRONMENT ANALYSIS8 1. 1. GENERAL ENVIRONMENT ANALYSIS8 a. Demographics8 b. Economic Segment9 c. Socio Culture Segment10 d. Environmental Segment18 1. 2. INDUSTRY ENVIRONMENT ANALYSIS19 . 3. C OMPETITOR E NVIRONMENT A NALYSIS28 AKNOWLEGMENT Firstly we would thank Allah for giving us the opportunity and the resources to be able to do something productive with our lives. Without His blessings we would not have been able to come as far as we have. Then our sincere thanks to SIR ADNAN ANWAR helping us throughout this report. His guidelines have been very useful for us in preparing this report. This report would not have been possible without his cooperation and continuous direction.

I would like to express my gratitude to my facilitator SIR ADNAN ANWAR whose continuous encouragement and support to solve the case. This report has enabled us to apply all that we studied in class and gave us the chance to enhance our knowledge. EXECUTIVE SUMMARY This project involves establishing a Montessori school in big cities of GILGAT BALISTAN, starting classes from early childhood development to Class I. The target market of this school is children, 0 – 6 years of age, belonging to the middle income group and also target working woman.

The school will provide quality education starting at the primary level charging an affordable fee. The school will practice advanced educational procedures – teaching an extensive curriculum and using modern teaching methodology in sync with international standards. Qualified and experienced faculty will be hired. The school will have sophisticated infrastructural facilities, spacious classrooms, and wide-ranging learning material from books to toys for a good educational experience.

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Schools with high reputation have a stringent admission selection process, for which, Montessori schools provide the necessary training. This has given rise to high demand for Montessori school systems that can prepare children for admission to reputable Primary schools. With the growing population and a limited number of schools, establishment of elementary schools has become a requirement for necessary educational training starting at an early age. The total project cost for setting up this school is estimated at Rs. ????? illion out of which the Capital Cost is estimated at Rs. 2. 0 million. The overall proposed capacity of the school is 300 students. Each class level from Early Childhood development (ECD) – Class I has two to four sections. The maximum number of enrollments per class is limited to 20 students from ECD till KG II and 30 students for class I. The proposed building will be acquired by own, covering an approximately area of building is 500 SQM to accommodate the proposed student strength. INTERNAL RESOURCE ANALYSIS * Resources Tangible Resources|

Reputation with universities * Good reputation with educational institutes and teachers training and management institutes for competent young graduates resources for cheap source of input Reputation with universities * Good reputation in educational industry| TRAINING RESOURCE| * Expertise in child growth and development * Skill in cognitive development * Knowledge of health safety and nutrition * Personal management| * Capabilities Functional Area| Resources| Capabilities| |

PROJECT FEASIBILITY| Montessori directors and educational professional / ECD required materials / Computer equipment and building| Business plan for early childhood development center and its impact on into children development center’s profitability| REQUIRED EDUCATIONAL STAFF | Montessori directors and educational professional / Innovative resources/ ECD required materials / Computer equipment’s| Art of translating business requirements into children development center for maximum customer/ parents satisfaction| MARKETING| Marketers| Promoting and marketing children development center and also promotes the teacher training program | TEACHER TRAINING PROGRAM| Training professionals| * Expertise in child growth and development * Skill in cognitive development * Knowledge of health safety and nutrition * Personal management * Financial management * Excellent Relationship with parents and children| EXTERNAL ENVIRONMENT ANALYSIS 2. 1. GENERAL ENVIRONMENT ANALYSIS a. Demographics Population by Age Groups ; Pakistan Projection (000s)| AGE GROUP 2005 2010 2015 2020 2025 2030 | TOTAL M+F 155,772 173,383 192,262 211,397 229,377 246,272| MALES 0? 4 9,562 11,886 12,429 12,711 12,350 12,062| 5? 9 10,047 9,287 11,631 12,205 12,513 12,180| 10? 4 10,130 9,936 9,210 11,554 12,133 12,446| 15? 19 9,897 10,047 9,878 9,161 11,503 12,084| 20? 24 7,885 9,767 9,958 9,801 9,089 11,428| 25? 29 6,240 7,729 9,655 9,859 9,706 9,001| 30? 34 5,077 6,099 7,627 9,555 9,763 9,617| 35? 39 4,460 4,957 6,008 7,536 ,459 9,673| 40? 44 4,042 4,349 4,869 5,919 7,440 9,354| 45? 49 3,465 3,926 4,249 4,770 5,812 7,320| 50? 54 2,796 3,331 3,795 4,120 4,637 5,664| 55? 59 2,035 2,633 3,155 3,609 3,932 4,440| 60? 64 1,543 1,854 2,416 2,911 3,346 3,662| 65? 9 1,199 1,341 1,625 2,133 2,587 2,992| 70? 74 841 973 1,100 1,346 1,782 2,179| 75+ 921 1,077 1,271 1,482 1,796 2,315| TOTAL 80,140 89,190 98,874 108,670 117,849 126,417| Source: World Bank's World Development Indicators (WDI) database| * Age structure * 0-14 years: 35. 4% (male 34,093,853/female 32,278,462) * 6. 5% population lies in the age group of 0-5yrs * 15-64 years: 60. % (male 58,401,016/female 54,671,873) * 65 years and over: 4. 2% (male 3,739,647/female 4,157,870) Interpretation: * 60% of population falls under age of 35 means large market of young people and approx. 36% teen-ager have niche market for childhood development center. * Males and females constitutes around 51%, 49 % of the population respectively. * Population is migration from rural areas to urban to seek better economic opportunities. * Population growth rate is 1. 57% per year. b. Economic Segment Interpretations: * Inflation is the major factor of weak economic condition of Pakistan * Due to high discount rate local investment has been educed to around 50% * Government borrowing from private sector has created the liquidity crunch in the financial sector * Employment status shows marginal changes i. e. decrease in the comparative profiles of employees and self-employed workers while increase in the case of employers. * Due to week investment in large sector SME sector is growing at rapid pace * GDP growth at around 2. 4 % due to devastating flood c. Socio Culture Segment Interpretations: * Pakistan is the 10th largest country in the world according to the size of the labor force * In 200809, the estimated labor force grew by 3. % * The growth in female labor force was greater than male labor force and consequently the increase in female employment was greater * The increase in self-employed persons as well as unpaid family workers indicates that activities at the household level are increasing * Population is migration from rural areas to urban to seek better economic opportunities * Pakistan is the most urbanized nation in South Asia making up 36% of its population, (2008) Urbanization rate is 3% (2005? 10). * Urban population in Pakistan will constitute 50% of the total. The rate of urbanization in Pakistan will continue to increases due to the past high growth rates. * More than 50% of urban population (2005) lived in eight urban areas: Karachi, Lahore, Faisalabad, Rawalpindi, Multan, Hyderabad, Gujranwala and Peshawar. Interpretations: * 2008? 9, the estimated labor force grew by 3. 7%. * The growth in female labor force was greater than male labor force and consequently the increase in female employment was greater Population of Major Cities of Pakistan| CITY| 1981| 1998| CAGR (%)| 2010| | | | | | | KARACHI| 9,339,023| 5,208,132| 3. 49| 13,386,730| | LAHORE| 5,143,495| 2,952,689| 3. 32| 7,214,954| | FAISALABAD| 2,008,861| 1,104,209| 3. 58| 2, 912,269| | RAWALPINDI| 1,409,768| 794,834| 3. 43| 2,013,876| | MULTAN| 1,197,384| 732,070| 2. 93| 1,610,180| | HYDERABAD| 1,166,894| 751,529| 2. 62| 1,521,231| | GUJRANWALA| 1,132,509| 600,993| 3. 79| 1,676,357| | PESHAWAR| 982,816| 566,248| 3. 29| 1,386,529| |

QUETTA| 565,137| 285,719| 4. 09| 871,643| | ISLAMABAD| 529,180| 204,364| 5. 7| 972,669| Interpretations: * In 1950, only 29. 8 % of people lived in urban areas whereas by 2020, an estimated 57% will live in c cities. * Karachi city’s population is growing at about 5% per year including an estimated 45,000 migrant workers coming to the city every month. * Urban expansion can be the key to continuing economic success * It will unfold opportunities for investment in many new markets for example, infrastructure, transportation, healthcare, education and character building. Table: Civilian Labor Force, Employed and Unemployed for Pakistan (in millions)| | 03-04| 05-06| 06-07| 07-08| 08-09| | Labor Force | 45. 5| 50. 05| 50. 33| 51. 78| 53. 72| | Employed | 42| 46. 95| 47. 65| 49. 09| 50. 79| | Unemployed | 3. 5| 3. 1| 2. 68| 2. 69| 2. 93| | Source: Various issues of Labor Force Survey Federal Bureau of Statistics| | Interpretations: * Unemployment rate is higher as compared to the last statistics. * The change is due to female than male and urban than rural unemployment rates. Interpretations: * Employment comprises all persons ten years of age and above who worked at least one hour during the reference period and were either “paid employed” or ”self-employed”. The labour force is growing and the growth in FY09 is greater than that in FY 08. Table : Employment Status by Sex (%) | 2007? 08| 2008? 09| | Total Male Female| Total Male Female| Employers| 0. 9| 1. 2| NA| 1. 2| 1. 5| 0. 1| Self employed| 34. 2| 39. 6| 12. 8| 33. 3| 38. 7| 13. 1| Unpaid family Helpers | 28. 9| 19. 7| 65. 0| 29. 7| 20. 2| 65. 0| Employees| 36. 0| 39. 5| 22. 2| 35. 8| 39. 6| 21. 8| Total| 100. 0| 100. 0| 100. 0| 100. 0| 100. 0| 100. 0| Interpretations: * 2008? 09 employees increased both in rural and urban setting. * Employers almost remained the same during 2007? 08 and 2008? 09. * Self-employment increased in 2008? 09.

This emphasizes the fact that in formalization of our sectors is taking place. * The increase in self-employed persons as well as unpaid family workers indicates that activities at the household level are increasing. * Employment status shows marginal changes i. e. decrease in the comparative profiles of employees and self? employed workers while increase in the case of employers Interpretations: * The self? employed males have decreased while female self-employed has increased. * The increase in self-employed persons as well as unpaid family workers indicates that activities at the household level are increasing * Employment status shows marginal changes i. e. ecrease in the comparative profiles of employees and self-employed workers while increase in the case of employers. Interpretations: * 45. 1% labour force is employed in agriculture. * 13. 6% labour force is employed in services. * 50% 0f population is residing in urban areas so emphasis will shift towards other sectors. Table: Employed labour force by sector sector| 2007-08| 2008-09| | total| male| female| total| male| female| Agriculture | 44. 6| 36. 9| 75. 0| 45. 1| 37. 3| 74. 0| Manufacturing | 13. 0| 13. 3| 11. 8| 13. 0| 13. 3| 11. 9| Construction| 6. 3| 7. 8| 0. 4| 6. 6| 8. 3| 0. 4| Transport| 5. 5| 6. 8| 0. 2| 5. 2| 6. 6| 0. 2| Services| 13. 7| 14. 4| 10. 6| 13. 66| 11. 1| 11. 6| Others| 2. 3| 2. 9| 0. 2| 0. 10| 2. 9| 0. 3|

Source: Labour Force Survey 2008-09 Federal Bureau of statistics Interpretations: * 11. 6% female and 11. 1% males are in services, which indicate as compared to males females are more in service sector. * 24. 4% females are working in other sectors. * The growth in female labor force was greater than male labor force and consequently the increase in female employment was greater Table: Employed-Pakistan and provinces Area/Province| Employed| | 2007-08| 2008-09| | Total| Male| Female| Total| Male| Female| Pakistan| 49. 09| 39. 06| 10. 03| 50. 79| 40. 04| 10. 75| Rural| 34. 48| 25. 79| 8. 69| 35. 54| 26. 46| 9. 09| Urban| 14. 1| 13. 27| 1. 34| 15. 25| 13. 59| 1. 66| Punjab| 28. 97| 22. 07| 6. 9| 29. 95| 22. 68| 7. 27| Sindh| 12. 26| 10. 43| 1. 83| 12. 72| 10. 67| 2. 05| KhyberPukhtoonkhua| 5. 73| 4. 65| 1. 08| 5. 97| 4. 77| 1. 2| Balochistan| 2. 13| 1. 91| 0. 22| 2. 15| 1. 92| 0. 23| Source: Labour Force Survey 2008-09| Interpretations: * This table gives a comparison between employment figures in FY 07-08 and 08-09 * The general trend is a rise in employment in both rural and urban areas, and in both genders * Higher rate of rise is registered in Punjab as compared to other provinces Table: Formal and Informal Sectors? Distribution of non?

Agriculture workers (%) Sector| 2007-08| 2008-09| | | | | Total| male| female| total| male| female| Total| 100| 100| 100| 100| 100| 100| Formal| 27. 2| 27. 2| 27. 4| 26. 7| 26. 6| 27. 6| Informal| 72. 8| 72. 2| 72. 6| 73. 3| 73. 4| 72. 4| Rural| 100| 100| 100| 100| 100| 100| Formal| 24. 9| 25. 9| 23. 2| 23. 8| 24| 22. 2| Informal| 75. 1| 74. 1| 76. 8| 76. 2| 76| 77. 8| urban| 100| 100| 100| 100| 100| 100| formal| 29. 5| 29. 2| 29. 4| 29. 4| 29. 1| 32. 8| Informal| 70. 5| 70. 8| 70. 6| 70. 9| 70. 9| 67. 2| Source: Labour Force Survey 2008? 09 Federal Bureau of Statistic | Interpretations: Large amount of in formalization is evident both in agricultural as well as non-agricultural sectors * In formalization is rising and that it is more pronounced in rural than urban areas. * According to gender, males are shifting from the formal sector so are females. d. Environmental Segment Interpretations: * Pakistan is at high risk of climatic vulnerability which results in heavy floods in the country and poses threat to agricultural sector 2. 2. INDUSTRY ENVIRONMENT ANALYSIS *Map may not be accurate or to scale . It is a mere representation Gilgit-Baltistan formerly known as the Northern Areas is the northernmost political entity within Pakistan. Gilgit-Baltistan covers an area of 72,971 km? (28,174 mi? ) and is highly mountainous . It has an estimated population approaching 1,000,000.

Its administrative center is the city of Gilgit (population 216,760) Gilgit Baltistan is administratively divided into two divisions which, in turn, are divided into seven districts Division| District| Area (km? )| Population (1998)| Headquarters| Baltistan| Ghanche| 9,400| 88,366| Khaplu| | Skardu| 18,000| 214,848| Skardu| Gilgit| Gilgit| 39,300| 383,324| Gilgit| | Diamir| 10,936| 131,925| Chilas| | Ghizar| 9,635| 120,218| Gahkuch| | Astore| 8,657| 71,666| Gorikot| | Hunza-Nagar| | | Aliabad, Sikandarabad| Gilgit-Baltistan totals| | | | | | 7 districts| 72,971| 970,347| Gilgit| DEMOGRAPHICS OF GILGIT BALTISTAN: * Population statistics for the research are based on the Gilgit Population Censes carried out in 1998, according to which total population of Gilgit is approximately, 0. million * 85% of the total population lives in rural areas. * Gilgit Baltistan is traditionally male dominated, with women working primarily in the home or in agriculture. * Average household size is approximately eight people. Characteristics | Gilgit Baltistan| National| Per capita Income | US $350 | US $1046 | Literacy rate| 38% | 56% | Population Doctor Ratio | 1:4100 | 1:1183 | Maternal Mortality Rate | 600/100000 | 272/100000 | Total Fertility Rate| 4. 6 children per woman | 3 children per woman | * The study reveals that the age structure of the population was typical of a society with a youthful population * . t shows a pyramidal age structure due to a large number of children less than 15 years of age * 52% of the population is in age group of 15-64 * Less than 4%were over 65 years of age. * About half of the total women population was in the reproductive age group15-49 years. This is a major reason for population growth. * Education turned out to be an important factor influencing individual’s attitude and approach on various aspects of life. Majority(77%) of married women in Gilgit Baltistan are not educated, * Despite this it is encouraging to note that a significant proportion (39%)of the women is engaged in gainful employment. CURRENT FERTILITY ASFR| Urban| Rural| All Areas| 5-19| 44. 5| 66. 2| 58. 2| 20-24| 171. 7| 219. 2| 201. 1| 25-29| 245. 7| 279. 5| 267. 1| 30-34| 181. 1| 218. 2| 204. 7| 35-39| 73. 2| 143. 1| 119. 4| (NIPS Quarterly Newsletter issue no 9, march 2010) * Total fertility rate in Gilgit Baltistan is 4. 6 children per woman,whereas fertility rate in rural (5. 1 children per woman) is higher as compared to urban areas( 3. 8 children per woman). Education level is the most conspicuous differentials in fertility. EDUCATION SECTOR SUMMARY We have selected the educational industry and analysis is as follows: Legend: Size of Industry Statistical Summary of Education Sector of Gilgit-Baltistan: Institutions|

District| Primary Schools| Middle Schools| High Schools| Colleges| | Boys| Girls | Co-Edu| Total| Boys| Girls | Co-Edu| Total| Boys| Girls | Co-Edu| Total| Boys| Girls | Co-Edu| Total| Gilgit| 58| 50| 119| 227| 35| 21| 9| 65| 27| 20| 0| 47| 4| 2| 0| 6| Ghizer| 44| 17| 118| 179| 7| 3| 8| 18| 13| 1| 3| 17| 1| 1| 0| 2| Diamer| 128| 18| 25| 171| 21| 0| 0| 21| 8| 1| 0| 9| 1| 0| 0| 1| Astore| 46| 21| 49| 116| 19| 11| 0| 30| 13| 2| 1| 16| 1| 0| 0| 1| Skardu| 187| 86| 118| 391| 50| 21| 7| 78| 20| 9| 3| 32| 3| 1| 0| 4| Ganche| 57| 30| 112| 199| 17| 11| 4| 32| 20| 3| 1| 24| 1| 0| 0| 1| Estimate: * In Pakistan especially in Gilgat Balistan have very competitive environment of educational industry. * Many of organization and NGOs are working on this industry.

Legend: Industry growth Estimate: * In Gilgat Balistan have chance for growth in educational industry. * Below 6 year education school are not available in Gilgat Balistan. Legend: Employment growth Teachers| District| Primary Schools| Middle Schools| High Schools| Colleges| Grand Total| | Male| Female| Total| Male| Female| Total| Male| Female| Total| Male| Female| Total| Male| Female| Total| Gilgit| 302| 432| 734| 252| 225| 477| 348| 127| 475| 87| 38| 125| 989| 822| 1811| Ghizer| 226| 245| 471| 122| 15| 137| 156| 10| 166| 15| 0| 15| 519| 270| 789| Diamer| 273| 37| 310| 168| 0| 168| 96| 11| 107| 21| 0| 21| 558| 48| 606| Astore| 192| 74| 266| 13| 44| 157| 112| 7| 119| 15| 0| 15| 432| 125| 557| Skardu| 564| 385| 949| 239| 99| 338| 108| 24| 132| 38| 22| 60| 949| 530| 1479| Ganche| 252| 148| 400| 155| 44| 199| 244| 21| 265| 15| 0| 15| 666| 213| 879| Total| 1809| 1321| 3130| 1049| 427| 1476| 1064| 200| 1264| 191| 60| 251| 4113| 2008| 6121| Emerging Trends in an Industry Trend| Trend Nature| Description| 1| Level of education| | 2| Required for best teacher| | 3| | | 4| | | Educational Statistics Gilgit-Baltistan Important information / Statistics Regarding the Education Sector of Gilgit-Baltistan| | Literacy Rate| Year| Male| Female| Both| | 1981| 24%| 3%| 15%| | 1998| 53%| 22%| 33%| | 2008 (Projected)| 57%| 27%| 43%| | | | | | | Teacher Student Ratio| Level| Institutions| Teaching Staff| Enrollment| Student Teacher Ratio| Govt.

Schools| 1672| 5870| 151508| 1:26| Govt. Colleges| 15| 251| 6233| 1:25| Total| 1687| 6121| 157741| 1:26| | | | | | District Wise Comparison (Government Vs Private)| District | Government| Private| | Institutions| Enrollment| Institutions| Enrollment| Gilgit| 345| 43188| 160| 21070| Ghizer| 216| 18458| 146| 23303| Diamer| 202| 16457| 11| 1213| Astore| 163| 12610| 29| 2729| Skardu| 505| 44588| 116| 18575| Ganche| 256| 22440| 70| 6882| Total| 1687| 157741| 532| 73772| | | | | | % age Govt. Vs Private| 76%| 68%| 24%| 32%| 1) Threats of New Entrants Threats in education sector: * Poverty – Cost of education * Low enrolment and high dropout * Gender inequities Lack of availability of well-resourced educational institutions * Geographical and cultural constraints * Lack of awareness about value of education * Reluctance of teachers to serve in hard areas * Lack of special education institutions Threats of New Entrants| Analysis| Barriers to Entry| | Economies of Scale| | Product Differentiation | | Capital Requirement| | Switching Cost| | Access to Distribution Channel| | Cost disadvantages independent of scale | | Government Policy| | Interpretation: * 73% has access to Primary Education * 27% are out of Schools age 5-9 Years * Dropout Rate is 9% at primary level * Projected literacy rate (64 Male, 38 Female )overall 51% * Student Teacher Ratio 1 : 23 5-9 Years Population( 92554 Male, 85942 Female) Total 178496 * 5-9 Years Enrolment ( 74638 Male, 55166 Female) Total 129804 * Children attending primary schools in Gilgit-Baltistan in 2009-10 is 73% where as 81% Boys and 64% Girls. 2) Bargaining power of Buyer 3) Bargaining power of Supplier 4) Intensity of rivalry among Competitors Intensity of rivalry among competitors| Analysis| Numerous or Equally Balanced Balance Competitors| | Fast Industry Growth| | High /low Fixed or Storage Cost| | Lack of Differentiation or Low Switching cost| | High Strategic Stakes | | High Exit Barriers| | 2. 3. C OMPETITOR E NVIRONMENT A NALYSIS

RESOURCE| * Management resources required to formulate organizational structure * SOP for school day to day business operations for creating exceptional value to parents or customers| Access to the Promotional Platform| * PR department to establish that requires people have exceptional PR with the exhibiting authorities, print and electronic media for promoting products on promotional channel| Tangible Resources| Additional Financial Resources | * Additional financial resources required with working capital requirement either from borrowing or investment from investor| 2. 1. S. W. O. T ANALYSIS 2. 1. Strengths: * Low student-teacher ratio * English as a medium of instruction * Affordable to income group Accessible location for Pakistan steel worker’s children * Well-trained and qualified teaching staff * Up-to-date and extensive curriculum * Well maintained order and discipline * Environment conducive to joyful learning * Adequate security measures * Availability of adequate and modern facilities * Contribution to societal development * Weakness: * Time required for gaining recognition in the society * Higher rental cost for accessible locations * Insufficient area for playing fields to practice sports such as cricket, hockey etc. * Opportunities: * Overall increase in demand, linked with the growing population. * Government incentives and policies conducive for private investment in * education sector Gap between number of school going age children and actual enrolments in schools * Growing general public awareness (especially in urban areas) about * importance of quality education * Limited access to affordable, quality education. * Minimal budget allocation by government to education sector * Limited number of government/public schools * Poor facilities in government schools * Threats: * New entrants can easily share the business * Difficulty in retaining qualified teachers * Revival of public/government schools in the future through effective * Government policies and regulations. Company Information 4. 1 Company Name

Glowing Pearl Education Center (GPEC) 4. 2 Company logo 4. 3 Company Vision The early Child Hood Development Centre will provide a broad, holistic early childhood education that follows the highest International standards of excellence. The Centre’s curriculum will be taught by competent early Childhood educators, is designed to help lay strong foundations for a child’s continuing education and growth 4. 4 Company Mission Our mission is to develop young men with active and creative minds, a sense of understanding and compassion for others, and the courage to act on their beliefs. We stress the total development of each child: spiritual, moral, ntellectual, social, emotional, and physical . Each child is an individual; that all children are creative; that all children need to succeed. Therefore, School respects the individual needs of children; fosters a caring and creative environment; and emphasizes the social, emotional, physical, intellectual development of each child. To provide a safe, caring, therapeutic environment where students with psychiatric, educational, and social challenges can best develop the skills and character necessary to rejoin their communities with success. The school will design programs and learning experiences that promote academic achievement and the personal and social growth of every student.

As a richly diverse community of learners that values all its Members School will provide a safe and productive learning environment in which students can communicate effectively, think critically, solve problems and are technologically literate through a variety of curricular and extra-curricular activities. Through a challenging course of study with high standards, students will become responsible learners who can not only work collaboratively, but also be accountable for their own academic and developmental progress. 4. 5 Short –term Objectives: Year| Objectives| April 2012- July 2012| * Advertising campaign at first level to introduce our brand GPEC (Glowing pearl educational center), your child glow as pearl in all among children. Aug 2012- Nov 2012| * By using current resources will establish school * Hiring of helping staff which are trained as Montessori trainer. | 4. 6 Long –term Objectives: Year| Objectives| Dec 2012- Dec 2015| * We would get 50% education market share in 3 years * More than 50% people of Gilgat Balistan should be aware of our brand GPEC. in 3 years * 50% people of Gilgat Balistan should be preference to our brand GPEC. in 3 years * We should at least 2 campus (one in Gilgat and other in Diyamer) of our brand GPEC to become market leader in 3 years| Jan 2016- Jan 2018| * We would open more campus other than Gilgat, we target the Khyber pakhtoon khowan which have more close nvironment and people life style etc * At least 5 campuses open in Khyber pakhtoon khowan during next 3 years. | 4. 7 Partner Profile: Muniba Islam| Expertise| | Academic Qualification| | Working Experience| | Working Experience History| | Najum-us-Sehar| Expertise| | Academic Qualification| | Working Experience| | Working Experience History| | Kanwal Gill| Expertise| | Academic Qualification| | Working Experience| | Working Experience History| | BUSINESS LEVEL STRATEGY 5. 1 Competitor product Detailed Analysis the product feature analysis before conducting the survey: Features| Competitor 1| Competitor 1| Substitute product| Our product| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 5. 2 Survey Questionnaire Summary

The survey is conducted among 100 peoples Around 73% Around 47% 67% of 33% of businesses uses paper based system 26% using SMS 7% of 20% CHARTS ; GRAPH MARKETING STRATEGY * Market Segmentation Segmentation Variable a) Geographic :City b) Demographic : working Woman, Income * There are two broad market-positioning options available to a Montessori School Based on the household income; the target market will be middle income group. * Based on the target market’s preference, the school will provide quality education at an affordable fee. * Irrespective of the education services, income based target market will play a crucial role in the overall positioning of the school. Any entrepreneur planning to open up a Montessori school should first decide upon the objective of the venture. Various options available in this regard may include: * To plan a Montessori school with emphasis on Daycare services. * To establish a school as a Preparatory School for other reputed Primary Level Schools. * To establish a Montessori School with incremental expansion of services into primary and high school level. * Based on income level, the school can position itself for any of the following three broad income groups; THE HIGH INCOME GROUP: The upper income group segment is quality and reputation conscious. Most parents of the children enrolled in these schools belong to the different section of the society i. e. elf-employed businessmen, high paid government or private sector executives. Existing schools in the category charge a fee ranging from Rs. 5,000--10,000 per month. These schools are characterized by large custom built campuses, swimming pools, indoor as well as outdoor physical activities areas, and furnished spacious classrooms with heaters and air conditioners. These schools offer well designed modern course work, and employ highly trained Montessori teachers. MIDDLE CLASS INCOME GROUP: Schools in this category normally charge a fee ranging from Rs. 1,500-5,000 per month. These schools cater to children of well-educated and professionally employed parents.

The important characteristics of these schools include well located school buildings that may be custom built or rented premises, modern course work adopted by other modern school systems, and comfortable class rooms with some provisions for playing area. LOW INCOME GROUP: The concept of Montessori education is not very old in this income bracket; however an increasing number of parents in this category have also now started sending their children to these schools. One of the major reasons is that most of the private schools at primary level now do not accept students directly in Class 1. This category of schools charges a monthly fee up to Rs. ,500. These schools have small buildings with little or no provisions for physical activities. KEY SUCCESS FACTOR: At a Montessori school level, teachers/attendants play a critical role in the success of learning process. Therefore, it is suggested that staff employed by the school should be highly educated and properly trained for Montessori education. Before starting education services, it is recommended that teacher training program should be imparted. In addition to the quality of teachers employed, the teacher student ratio should be kept at a well-researched optimum level. The education curriculum should be well researched and comprehensive.

In addition to paper course work, it is suggested that visual and other teaching tools should also be optimally used. Parents are conscious about the well being and safety of their children at schools, therefore, it is suggested that the school environment ensures security and should be free from any apparent hazards. The school should preferably not be located in a highly populated location or at a location with high traffic hazards . The area of the classrooms should be in line with the number of students in each classroom. Moreover, the classrooms should either be air-conditioned or at least well ventilated. Classrooms should also be well equipped with teaching as well as extracurricular activity aids.

Adequate provisions for physical, either indoor or outdoor or both facilities should be made available. Continuous teacher parent interaction should also be a regular feature of the school education system. Formal registration is required for the setup of new Montessori and elementary schools 6. 2 Market Targeting a) City Variable b) Working Woman REGULATIONS: Formal registration is required for the setup of new Montessori and elementary schools with the Executive District Officer (EDO) Education. The application is to be submitted on a prescribed form which can be obtained from the department along with Rs. 5,000 registration fee and Rs. 500 annual subscription.

Domestic rates apply on the utility bills if an institution is registered with the department. HUMAN RESOURCE MANAGMENT position| number| Monthly salary| Annual salary| Principal| 1| 20,000| 240,000| Teacher coordinator| 1| 12,000| 144,000| Activity teacher| 1| 10,000| 120,000| Computer teacher| 1| 12,000| 144,000| Teacher play ground| 6| 10,000| 720,000| Teacher KG1| 3| 10,000| 360,000| Teacher KG2| 2| 10,000| 240,000| Class1| 1| 10,000| 120,000| Class2| 1| 10,000| 120,000| Game teacher| 1| 12,000| 144,000| Accountant| 1| 12,000| 144,000| Student attendant| 5| 10,000| 600,000| Guard| 2| 8,000| 192,000| Peon| 1| 7,000| 84,000| cleaner| 2| 7,000| 168,000| Principal

The principal should be responsible for coordinating all the activities of the school including the hiring of teachers, developing liaison with the parents, maintaining and developing the brand name of the school for appropriate positioning, course design, admission tests and extracurricular activities. Teacher’s coordinator An experienced and trained Montessori school teacher is recommended for this post . The Coordinator would be assisting the principal in all school matters. He/she will be responsible for teachers’ attendance, their performance and evaluation. He/she has to collaborate with students, parents, staff and volunteers to ensure that group activities run effectively. Supervise and monitor the tutoring of students. Coordinate any special projects to increase coaching awareness among teachers including arranging guest speakers, visits and workshops. Accountant

The accountant will be responsible for book keeping and maintaining accounts, salaries, and other administrative expenditures. Teachers Experienced teachers or fresh graduates with a natural aptitude for teaching should be employed. A balanced mix of experienced and fresh teachers is recommended for efficient running of the school. Each teacher shall be given a class and held responsible for proper training, imparting knowledge, arranging co-curricular activities for the children and their performances in the examinations. Student Attendants The students in the elementary institutes are very young and may also need attendants or baby-sitters. One attendant will be requiring for every two classes. Librarian / Activity Teacher

One person is recommended for running the library and for activity room. Computer Teacher The person should be responsible for the introduction of information technology to the young students and for proper arrangement of students’ games and basic computer learning. EQUIPMENT REQUIRMENT: The details of the different equipment required for the project is given in the following table. EQUIPMENT| QUALITY| COST PER UNIT| TOTAL COST| Computers | 3| 25000| 75000| PRINTERS| 1| 10000| 10000| AIR CONDITIONS| 3| 40000| 160000| FAX MACHINE| 4| 12000| 12000| TELEPHONE SET| 1| 10000| 4000| UPS| 4| 7500| 22500| TOTAL EQUIPMENT| 16| | 283,500| LAND AND BUILDING: AREA REQUIRMENT:

For three hundred (300) students, 2. 5 canals of land comprising double story building would be sufficient. A purpose built building may also be purchased. The covered area should have 13 classrooms, one common room for teachers, one room for principal, one for teacher coordinator and one room for the administration staff. Appropriate numbers of washrooms are suggested for teachers, principal, children and administration staff. A big hall should be allocated with proper divisions for library/ entertainment room, and tools. Space Requirements| REQUIRED AREA| Class Rooms| 6000| Teachers Staff Room| 144| Library/Entertainment Room| 500| Admin Rooms| 575| Computer Class| 400|

Washrooms ; Kitchen| 270| Grounds| 6961| Total Covered Area Requirement| 14850| Market Segmentation and Targeting Graphical Representation . 6. 3 Positioning Perception Map: 6. 4 Product: Product Information: 6. 4. 1 Product Name We offer two different type of product of three different segments which are: 1. Child care system which target only one segment which are: a. Children Age between 0- 1. 5 years 2. Education development system which target on two segments which are: b. Children Age between 1. 5- 3. 5 years c. Children Age between 3. 5- 6. 5 years 6. 4. 2 Product Features 6. 5 Price Fixed cost = Rs. Variable cost = Rs. ariable Cost= 0 ( As once software is developed there is no additional overhead involved in licensing the software) No Licenses to be issued=70 Cost Per License Per Year= 764,700 /70= Rs 10,924. 29 Cost Per License Per Month=10,924. 29/12= Rs. 910. 36 Markup Profit Percentage = 10% Profit= 910. 36 * 10% =91. 04 Price Will be Charged= Cost Per License Per Month+ Profit=910. 36 + 91. 04=Rs. 1,001. 4 (approx. 6. 6 Promotional Strategy Promotion type| Detail | Advertisements in newspapers| | Company website| | Facebook | | | | 6. 7 Distribution Strategy ORGANIZATIONAL STRUCTURE Glowing Pearl Education Center organizational chart CVS Appendix I FOR QUESTION Appendix II FOR Budgeting

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Bachelor of Science

Early Childhood/Childhood Education

Become a teacher: help young children learn and grow.

Prepare to become a positive influence in the lives of early learners. In the early childhood/childhood education bachelor’s program at UAlbany, you’ll learn how to teach young children and elementary students by developing the core educational knowledge you need to become a teacher.

The coursework will support your intellectual curiosity while covering subjects such as child development, teaching methods, social and cultural contexts, reading instruction, instructional technology and more, equipping you with a comprehensive understanding of education practices.

You’ll also study curriculum, standards, assessments and teaching strategies, and apply what you learn through in-classroom experience and student teaching, from Birth to Grade 6.

With these experiences, you will be prepared to apply for the New York State teaching certification and lead your own class, ready to make a difference in today’s ever-changing, diverse classrooms.

Additional Program Information

Course Catalog | Program Contact: Joseph Jacobs | Transfer Students | Information for College of Saint Rose Students

Program of Study

Field Experiences
Career Outcomes
School of Education Home

Teacher Certification

This degree is a New York State approved pathway leading to initial certification in Early Childhood (Birth– Grade 2) and Childhood education (Grades 1–6).

By earning your BS in Early Childhood/Childhood Education at UAlbany you’ll gain the classroom-based knowledge and hands on experience you need for a successful career teaching young children or elementary students.

Your coursework will include topics for teaching, such as educational psychology, child development, early literacy instruction, STEM concepts, lesson planning, classroom management, as well as in-depth study of elementary subjects as part of the early childhood/childhood education concentration. You also gain innovative classroom experiences and graduate prepared to lead a class of young children.

Required Courses and Fieldwork

93 credits, including 30 credits in your chosen concentration and 18 credits of field experience and student teaching.

Core Courses

45 credits in the following topic areas:

Foundations of Education
Teaching as a Profession
Educational Psychology, Development and Assessment
Special Education
STEM Instruction
Social Studies
Instructional Methods and Curriculum Development

Concentration Courses

30 credits in elementary subjects, including a minimum of 15 credits at the upper division level:

English Language Arts
Mathematics
Arts and Sciences Electives

Fieldwork and Student Teaching

Our New York State approved program immerses you in classroom experiences, with 18 credits dedicated to field experiences and your student teaching placement in schools working with children from Birth through Grade 6.

Note : You must maintain a 2.85 GPA to remain in the major.

Field Experiences and Student Teaching

To fulfill the fieldwork requirements, you’ll spend two semesters in a range of school placements, with in-classroom time prior to your student teaching placement. Through these placements, you will experience a variety of communities—including in high-need schools—work with students across developmental levels and socioeconomic backgrounds, and engage with families and caregivers.

A faculty member with expertise in content and pedagogy will mentor you during these experiences to help ensure your time in your placements is productive and valuable.

With current teacher shortages creating a lot of opportunity in the field, earning your BS in Early Childhood/Childhood Education degree will set you up for a successful career in education. We will not only provide professional guidance and advice, we’ll also support you in finding a position after graduation.

If you wish to continue your studies at the graduate level, you'll find a wide range of carefully designed advanced degree programs at the UAlbany School of Education, including nationally ranked online programs, to help you earn your New York State Professional teaching certification and reach the next level in your professional pursuits.

A teacher working with a young student in classroom.

Learning objectives that UAlbany students are expected to attain through their course of study within their academic program.

Human Development

Graduates know the psychological, social and cultural facets of human development and learning across the lifespan. They understand the commonality as well as the diversity of patterns of human development.
Graduates critically assess social and cultural frameworks and the ways in which individuals, families and communities are situated within them.
Graduates recognize issues of equity and social justice as they impact human development.
Graduates think critically about developmental theories; research on issues of human development; recognize the characteristics of studies and publications that provide credible research findings; practice ethical behavior across academic, research and professional settings; apply theory to practice.
Graduates identify and understand the instructional implications of shifts in current standards.
Graduates apply the New York State Content Standards and National Content Specific Standards in their teaching (e.g. NCTM, NCSS, ILA classroom teacher standards, Next Generation Learning Standards).

Assessments

Graduates use assessments to identify, prevent and intervene when students experience difficulties to inform their instruction and decision making.
Graduates evaluate the affordances and constraints of a range of assessments (e.g. screening, formative, summative, informal, formal).
Graduates understand the importance of using various assessments to develop a comprehensive assessment plan/comprehensive portrait of learners and can convey this information to a range of stakeholders.

Materials, Resources, and Digital Technologies

Graduates know how to evaluate, select, and integrate relevant materials, resources, and digital technologies for classroom teaching and assessment that are inclusive of cultural and linguistic diversity.
Graduates know how to embed print and digital resources into authentic instruction that supports critical conversations, development and student inquiry.
Graduates foster learning environments where learners draw on multimodalities to create meaning, depending on purpose and audiences.
Graduates know how to create collaborative learning communities with students.
Graduates know how to teach for engagement and meaning-making and provide opportunities for student directed learning.
Graduates provide opportunities for learners to experience learning practices as intentional, purposeful and authentic.
Graduates engage in professional learning communities (PLCs) with sensitivity to a range of perspectives.

Development of Literacies

Graduates understand the historical, theoretical and evidence-based foundations of literacy (across the lifespan) including (but not limited to) components of print concepts, decoding, vocabulary, fluency, comprehension, viewing/representing and composition.
Graduates understand the reciprocal relationships among reading, writing, speaking and listening development.
Graduates use their knowledge of literacy development to identify a learner’s present level of performance.

Disciplinary Literacies/Knowledge Building

Graduates understand the historical, theoretical, and evidence-based foundations of literacy and the role of literacy in building disciplinary/conceptual knowledge across elementary school subjects (e.g., science, social studies, mathematics, ELA).
Graduates know how to support learners in accessing, developing, and communicating discipline specific/content area knowledge (or practices common across disciplines) including content knowledge, genre knowledge and vocabulary.
Graduates understand how to use literacy events to build conceptual knowledge over time with attention to material selection and assessment of knowledge and literacy development.

Responsive Teaching to Promote Strategic Learning

Graduates know how to plan a range of instructional approaches and practices to meet the needs of each learner (e.g. historical knowledge, vocabulary development, writing processes).
Graduates ensure students have equitable access to high quality, engaging and comprehensive instruction, curriculum and authentic learning.
Graduates know how to turn learners’ attention to using productive strategies.
Graduates know how to foster resilience and independence through engaging learners in meaningful practices.

Data Based Decision Making

Graduates collaborate with colleagues to analyze and collect data to construct/create a plan for classroom instruction.
Graduates assume that learning problems lie in instruction, rather than in the learner. Graduates then analyze teaching practices to identify areas of instructional improvement to respond to student needs.
Graduates critically consume and draw upon findings from published research studies to inform instructional planning and decision-making.

Learning as Sociocultural Practice

Graduates understand that learning practices occur across multiple contexts, not only schools, and for multiple purposes.
Graduates know how to build on students’ funds of knowledge (e.g. linguistic diversity; cultural, family and community resources) to inform instruction.

Critical Perspectives and Equity

Graduates know how to create teaching and learning contexts in which students value multiple perspectives in the service of equity and social justice.
Graduates know how to create contexts that promote civic engagement and inspire learners to take action in local and global communities.
Graduates create teaching and learning contexts in which students critically consume and produce media.
Graduates recognize and know the importance of intervening in educational inequities, including bias stemming from race, class, gender, language, ability and heterosexism.

Respectful Representation of Students, Families, Colleagues, and Communities

Graduates notice, name and build upon learner strengths and progress.
Graduates interact and engage with families and communities in ways that respect diverse life experiences.
Graduates foster respectful partnerships characterized by reciprocal relationships that support learners.
Graduates are self-reflexive about how their lived experiences and their identities shape their instructional practices and teaching philosophies.

Teaching All Learners

Graduates demonstrate knowledge of the causal factors and characteristics of the various disability categories defined under “child with disability” in the Individuals with Disabilities Education Act.
Graduates demonstrate working knowledge of the various, legally required components of an Individualized Educational Plan.
Graduates demonstrate knowledge of (a) patterns of human development and milestones typically achieved at different ages, and (b) risk factors that may prohibit or impede typical development and contribute to a student developing a disability.
Graduates demonstrate ability to effectively collaborate with colleagues, follow instructions and use problem solving skills in order to be an effective member of the instructional team.
Graduates demonstrate ability to practice ethical and professional standards of conduct, including the requirements of confidentiality.
Graduates show knowledge of and competency with technology that can assist the teaching and learning of students with disabilities.

What Makes The University at Albany Great

Living-Learning Communities

Live and take classes with other incoming freshmen who share your personal interests, passions or intended academic major.

Study Abroad

Become a global citizen: international experience is crucial to success in business, education, research, and public policy.

Undergraduate Research

Research, scholarship, and creative activities at the University at Albany is an option for all students, across all academic disciplines. You will be able to learn more about a specific academic field or career path all while building a long-lasting mentoring relationship with a faculty member or principal investigator.

Explore Minors

Build competency in a passion or strengthen your resume.

A minor consists of 18–24 graduation credits which must include a minimum of 9 graduation credits of advanced coursework at or above the 300 level. Most undergraduate degrees require completing a minor and it has to have a different title from your major.

Africana Studies
Anthropology
Art History
Atmospheric Science
Broadcast Meteorology
Chinese Studies
Cognitive Science
Communication
Computer Science
Creative Writing
Criminal Justice Studies
Cybersecurity
Documentary Studies
East Asian Studies
Educational Studies
Electrical and Computer Engineering
Electronics
Film Studies
Emergency Preparedness, Homeland Security and Cybersecurity
Forensic Science
Game Design and Development
Geographic Information Science
Globalization Studies
Informatics
Instrumental Performance
International Studies
Japanese Studies
Journalism (Fully Online Option)
Judaic Studies
Korean Studies
Latin American and Caribbean Studies
Law and Philosophy
Legal Studies
LGBTQ Studies
Library and Information Science
Linguistics
Machine Learning
Medical Anthropology
Musical Performance
Musical Theatre
Nanotechnology
Political Science
Pre-Education
Public Health
Public Policy
Religious Studies
Russian and Eastern European Studies
Social Welfare Studies
Sustainability
Theatrical Design/Technology
Urban Studies and Planning
U.S. Latino Studies
Vocal Performance
Women's, Gender and Sexuality Studies

COMMENTS

How to Write a Business Plan for Daycare and Preschool
Your business is ready! Writing a business plan can be stressful, but it doesn't have to be. Once you secure the proper licensing, use the information in this article to guide you through creating a solid daycare business plan that drives investors and financing to your business. These are just the basics to get you started.
Sample Daycare Business Plan
The leadership at TinySteps Playhouse is comprised of individuals with extensive experience in early childhood education and business management. Our team includes a Director with over a decade of experience in childcare management, an Educational Coordinator who specializes in curriculum development, and a Business Manager skilled in ...
Preschool Business Plan Template [Updated 2024]
Everyday short-term processes include all of the tasks involved in running your preschool business, including answering calls, placing preschoolers into programs, meeting with parents, planning and providing teaching sessions, billing and collecting revenue, etc. Long-term goals are the milestones you hope to achieve.
Child Care Business Plan Template [Updated 2024]
Child Care Business Plan Template. Written by Dave Lavinsky. Over the past 20+ years, we have helped over 5,000 entrepreneurs and business owners create business plans to start and grow their child care businesses. On this page, we will first give you some background information with regards to the importance of business planning.
Daycare Business Plan + Executive Summary w/ Examples
One daycare business plan example - a positioning statement for a 24-hour childcare center in Austin, Texas may look like this: ... For example, Cadence Education is a leading early childhood education provider with the mission of "providing parents with peace of mind by giving children an exceptional education every fun-filled day in a place ...
How to Write a Child Care Business Plan
The executive summary should include all the nitty-gritty details of your daycare such as the address, hours of operation, and the number of children it will serve. It should also include what sets you apart from other daycares. The executive summary sets the tone for the rest of the plan so the more information you include here, the better.
Developing a Business Plan for a Child Care Center
Business Plan Outline Cover Sheet (Sample provided at right) Table of Contents Section One: Executive Summary (one page or less) 1. Brief description of the child care business ... Programmatic success (e.g. National Association of the Education of Young Children accreditation or environmental rating scale assessments) 5. Future (two-year ...
PDF Developing a Business Plan for Your Child Care Center
Preparing a business plan forces you to think about all the things you need to plan and implement in order to start your business, expand your business, or achieve your program and organizational goals. The business plan also serves as your guide to operating your child care center. You should continually review your plan and compare your ...
Child Care Business Plan Example
To create a service based operation whose primary goal is to exceed customer's expectations. The utilization of The Toddler Warehouse by at least 40 different families in the first eight months. To increase the number of client's served by 20% each year. To develop a sustainable, profitable, start-up business.
How to create a childcare or daycare business plan
Set one up for your local business in minutes to instantly unlock a following of your most valuable customers: neighbors. Show up in local searches when neighbors look for childcare options near them, share updates as you open and grow, and build trust in your business with recommendations. 5. Daily operations.
Write a Winning Business Plan: Master Early Childhood Education in 9 Steps
To successfully start your own early childhood education business, it's crucial to develop a solid business plan. This nine-step checklist will guide you through the process, ensuring that you cover all the essential aspects. Research the early childhood education industry and market. Define your target market. Conduct a competitive analysis.
How to Make a Preschool Business Plan
Meet the iron triangle. For a preschool business to be financially stable, the iron triangle must be met: Full enrollment: ensure that all of your spaces are full. Full fee collection: ensure that you are collecting all of your tuition and on time. Revenue covers real cost-per-child: you need to ensure you are priced in such a way that your ...
The Ultimate Daycare Business Plan: Comprehensive Guide
Welcome to the world of early childhood education and development, where the use of technology is transforming the way childcare businesses… 6 min read · Aug 10, 2023 Emily Adams
How to Write a Business Plan for Your Daycare Center
A successful business plan needs information about the daycare center's policies and procedures. Policies and procedures are the foundation of a new business, and they are something you'll want parents to have a firm understanding of. To start with, think about developing a payment policy. This will entail things like how to handle late ...
Preschool Business Plan [Sample Template for 2022]
A Sample Preschool Business Plan Template. 1. Industry Overview. The Preschool industry operators provide day care services for children under the ages of three and four to prepare them for kindergarten. The dispersion of the preschool programs reflects in the geographic distribution of the children, which is also influenced by the cost and ...
Early Childhood Education Business Plan Template
Our comprehensive Early Childhood Education Business Plan Template serves as a meticulously crafted roadmap to success for aspiring education entrepreneurs. Designed to guide you through market analysis, financial projections, and more, this document ensures your venture thrives, providing exceptional care and education for young minds.
Preschool Business Plan [Sample Template]
Also, varying state and local regulations and licensing requirements affect employment in this industry. Preschools are under the Early Childhood Learning Centers Industry and the market size, measured by revenue of the Early Childhood Learning Centers industry is $10.7bn in 2023. The industry is expected to increase by 4.6% in 2023.
Childcare Business Plan
For example, the average small daycare business has 8-10 fully licensed and/or certified early education teachers. Financial Forecasts A typical financial plan will have monthly sales and revenue forecasts for the first 12 months, and then annual projections for the remaining three to five years.
12 Unique Daycare Business Ideas You'll Love
In this blog post, we're sharing 12 of our favorite business ideas for expanding your existing child care operation or launching a new program from scratch. Our 12 daycare business ideas all have two things in common. First, they all involve working with kids and providing valuable services that support their healthy development and early ...
Why Businesses Should See Early Childhood Development as a Smart
The economic argument: investing early yields a much higher return on investment than any other time in the life-cycle. The equity argument: early investment levels the playing field and prevents ...
PDF A Blueprint for Early Care and Education Quality ...
A Blueprint for Early Care and Education Quality Improvement Initiatives 1 A Blueprint for Early Care and Education Quality Improvement Initiatives Executive Summary As Quality Rating and Improvement Systems (QRIS) continue to launch and mature across states, questions emerge from stakeholders about how to design and implement effective quality
Business Plan for Early Childhood Development
0 million. The overall proposed capacity of the school is 300 students. Each class level from Early Childhood development (ECD) - Class I has two to four sections. The maximum number of enrollments per class is limited to 20 students from ECD till KG II and 30 students for class I. The proposed building will be acquired by own, covering an ...
BS Early Childhood/Childhood Education
By earning your BS in Early Childhood/Childhood Education at UAlbany you'll gain the classroom-based knowledge and hands on experience you need for a successful career teaching young children or elementary students. Your coursework will include topics for teaching, such as educational psychology, child development, early literacy instruction ...

How to Write a Business Plan for Daycare and Preschool

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How To Write a Business Plan for Early Childhood Education in 9 Steps: Checklist

Research The Early Childhood Education Industry And Market

Tips for Researching the Early Childhood Education Industry and Market:

Define Your Target Market

Tips for Defining Your Target Market:

Conduct A Competitive Analysis

Determine The Legal And Regulatory Requirements

Identify And Secure Funding Sources

Create A Detailed Financial Plan And Projections

Develop A Curriculum And Educational Philosophy

Here are some tips for developing a curriculum and educational philosophy:

Design a Marketing and Branding Strategy

Tips for designing an effective marketing and branding strategy:

Assemble A Qualified Team Of Staff Members And Educators

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How to Make a Preschool Business Plan

Preschool Business Plan Basics: Wonderschool’s Iron Triangle of ECE Finance