We bought a
zoo daycare in 2004.
We are currently licensed to serve 96 children, with more than that enrolled due to part-time preschool classes and before/after school programs. We employ between fifteen and twenty-five people, depending how many are full or part-time.
With all those people, nine classrooms, five bathrooms, two workrooms, two playgrounds, two entryways, an office, and a kitchen, little things go wrong all the time. A very partial listing from over the years includes: 3 broken aquariums(the fish were all saved!), a half dozen broken windowpanes, 3 employees’ keys broken off in the door locks, and numerous plumber visits to retrieve UFO’s (Unidentified Flush-able Objects)from our pipes.(The latest was a yellow marker. $200.) We have worn out more vacuums and toasters in ten years than I will have owned in a lifetime, if I life to 100.
At home we occasionally need to repair or replace larger appliances and fixtures. At our center, fifteen sinks, nine toilets, four furnaces, four air conditioners, three full-sized refrigerators, two freezers, two hot-water heaters, along with office and playground equipment, greatly increase our odds that something needs work. Monthly, if not weekly. Though not a handy-man to tackle the big repairs, much of my husband’s “free time” goes to the many smaller repairs, painting, snow removal, etc.
I had worked many years for this business as a preschool teacher, then as administrator. We knew some of what we were getting into. In 2004, we were sure we had weighed all the possible scenarios that would complicate the venture.
Two of the biggest unexpected challenges we have faced:
1)Several years ago,our state suddenly increased minimum wage well ahead of the federal rate, with a built in annual increase. (This thwarted our desire to see most of our employees working well above minimum wage.) We are in a small town market that will not support what businesses in Ohio’s larger cities are charging to cover this increased expense.
2)The “Great Recession” hit some of our neediest families the hardest, as temp workers and new hires were often the first let go by their companies. Almost every family felt the crunch, with fewer work hours and lowered salaries if not with lay-offs. There was less need for childcare and preschool during 2009, and slow growth as jobs returned to our area in 2010. An unusual result of this recession was an increase in the number of people offering childcare in our state, our area included. Though we are back towards “normal” we have never returned fully to our numbers prior to 2009.
Surprise expenses have come in many forms, such as the city breaking a gas line when working on our road ($3,000 to redo our gas line to meet new regulations after the break) and the Federal government requiring all new cribs in 2013 to meet new safety standards ($2500).
Less surprising are the increases in food costs, shipping costs, energy costs, all those things that keep the cost of living going up for everyone. Educating staff, paying for more highly educated staff, providing educational materials and toys, all add to the expense of providing quality care for the children.
We are a business that provides care. Our challenge is to provide quality care at a fair price for our families, while making a fair income to cover our costs and pay our staff.
These are the nitty-gritty (boring!) details of our life as child care business owners. They tell such a small part of our story. Motives, plot-twists, and seeing God at work – that’s what I like in a good story. I’ll share some of that next time.