For heads of school
Test family demand, program leadership, staffing, supervision, local requirements, and the operating budget. A new program should not depend on undocumented work by already stretched staff. Set conditions for approval and a review point before enrolling families.
This month’s action: Name the unmet launch gate that deserves attention first.
Start with the family need
Before-school care, after-school care, and summer programming can address different needs. Ask families about ages, schedules, frequency, transportation, and the price they could consider. A general expression of interest does not establish demand for the precise program the school can operate.
Write the problem the proposed program would solve and its connection to mission. Then distinguish surveyed interest from actual commitments. A school may discover demand for a few afternoons rather than every weekday, or for several summer weeks rather than an entire season. That information should shape the proposal before staffing or facility commitments are made.
Model the operating reality
Identify an accountable leader and the staff, supervision, space, pickup process, supplies, and administrative work required. Include coverage for breaks and absences rather than assuming the same person can handle every responsibility. Build conservative participation scenarios and identify what changes when enrollment or attendance differs from expectations.
Confirm applicable licensing, local approvals, insurance, and safeguarding requirements with the appropriate agencies and qualified advisors. Requirements depend on location and program characteristics; this article does not supply a universal ratio or compliance checklist. Use those verified requirements in the plan before authorizing opening.
Use launch gates and a review date
Create clear conditions for proceeding: verified readiness, adequate staffing, an approved budget, workable demand, and family information that accurately describes the service. If one condition is unmet, delay or revise the program. Opening first and correcting later can expose the school to responsibilities it has not prepared to carry.
A limited pilot may help leadership learn, but it still requires the appropriate safeguards and approvals. Review actual participation, staffing coverage, family feedback, and operating costs against the plan. Expansion should follow evidence and capacity rather than the attraction of unused space.
Heads of school: monthly action worksheet
Use this template in your next leadership meeting. Add your school’s evidence, responsible person, and review date. The page can be printed or saved as a PDF using your browser.
| Step | Work to record | Responsible person / next date |
|---|---|---|
| Your role | Test family demand, program leadership, staffing, supervision, local requirements, and the operating budget. A new program should not depend on undocumented work by already stretched staff. Set conditions for approval and a review point before enrolling families. | Clarify responsibility |
| This month’s action | Name the unmet launch gate that deserves attention first. | Choose a date |
| Evidence to review | Can we sustain the proposed service with the capacity we actually have? | Record what is known and missing |
| Next conversation | Bring the evidence and any decision beyond your role to the appropriate person. | Arrange follow-up |
One question to put into practice
Can we sustain the proposed service with the capacity we actually have?
Continue in Solomon
An original Arete briefing adapted from the linked field notes. Guidance must be interpreted in the school’s context by its responsible leaders and qualified advisors.
Explore daycare and extended-care advisory →