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Method to balance the Proposed Budget />
Annual Inspection
One of the methods employed to balance the budget is to calculate the revenue realized from children based on the current child/daycare ratio 8:1. The paper adjusts the entire child/daycare ratio to 8:1 as being revealed in the appendix 2. To adjust child/daycare ratio to 8:1, the paper divides the number of children by employee. The adjustment is necessary because the ratio for child/childcare in appendix 1 is unrealistic. For example, in March, in the appendix 1, the number of children is 146 while the number of daycare is 25. Thus, the ratio of child/employee in March will be 5.84:1. This ratio is unrealistic since it is impossible to get human with total number of 5.84. To make the data statistical significant, the paper adjusts 5.84 to a whole number. Based on the adjustment child/childcare ratio, the paper is able to increase yearly revenue realized from child payment from $454,000 to $737,280.
Another method used to alter the budget to achieve balanced budget is by negotiating the increase of the union contribution from $1 per day to $1.50 per day. With this technique, the paper is able to increase the union contribution from $31,780 to $47,670 (See Appendix 2).
Additionally, the paper increases the monthly payment that parent pay for a child from $200 to $240. The adjustment increases revenue realised from child payment from $454,000 to $737, 280. Changes in the budget will provide the yearly budget surplus of $59,498 for the Northville Day Care Center FY 2012-13 (See Table 1, Appendix 1 and 2).
Summary of changed in the Budget FY 2012/2013 ($U.S.)
Before Changes in the Budget
After Changes in the Budget
Total Yearly Revenue
599,780
898,950
Total Expenditure
764772
839,452
Yearly Gap
(164,992)
59,498
List of Reference
Hallway (2000). Daycare come to Northville. Evans School of Public Affair. USA.
Appendix 1: Northville Day Care Center FY 2012-13 Budget ($U.S.)
January
February
March
April
May
June
July
August
September
October
November
December
Yearly Total
# of Employees
20
22
25
27
30
32
33
35
37
39
41
43
# of Children
2,270
Revenue
Fees/Child
24,000
26,400
29,200
32,200
35,600
37,400
39,400
41,400
43,600
45,800
48,200
50,800
454,000
Union contribution $1.00/day
1,680
1,848
2,044
2,254
2,492
2,618
2,758
2,898
3,052
3,206
3,374
3,556
31,780
Start Up Grant
7,500
7,500
7,500
7,500
7,500
7,500
7,500
7,500
7,500
7,500
7,500
7,500
90,000
Facility subsidy
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
24,000
Total Revenue
35,180
37,748
40,744
43,954
47,592
49,518
51,658
53,798
56,152
58,506
61,074
63,856
599,780
Expenditures
Salary
Director
(600)
(600)
(600)
(600)
(600)
(600)
(600)
(600)
(600)
(600)
(600)
(600)
(7,200)
Admin/Secretary
(325)
(325)
(325)
(325)
(325)
(325)
(325)
(325)
(325)
(325)
(325)
(325)
(3,900)
FT Daycare
(20,800)
(22,880)
(26,000)
(28,080)
(31,200)
(33,280)
(34,320)
(36,400)
(38,480)
(40,560)
(42,640)
(44,720)
(399,360)
Sub-total
(21,725)
(23,805)
(26,925)
(29,005)
(32,125)
(34,205)
(35,245)
(37,325)
(39,405)
(41,485)
(43,565)
(45,645)
(410,460)
Benefits
Social Security
(1,553)
(1,702)
(1,925)
(2,074)
(2,297)
(2,446)
(2,520)
(2,669)
(2,817)
(2,966)
(3,115)
(3,264)
(29,348)
Unemployment/Disability
(1,738)
(1,904)
(2,154)
(2,320)
(2,570)
(2,736)
(2,820)
(2,986)
(3,152)
(3,319)
(3,485)
(3,652)
(32,837)
Health Insurance
(1,230)
(1,350)
(1,530)
(1,650)
(1,830)
(1,950)
(2,010)
(2,130)
(2,250)
(2,370)
(2,490)
(2,610)
(23,400)
Pension
(1,304)
(1,428)
(1,616)
(1,740)
(1,928)
(2,052)
(2,115)
(2,240)
(2,364)
(2,489)
(2,614)
(2,739)
(24,628)
Sub-total
(5,825)
(6,385)
(7,225)
(7,785)
(8,624)
(9,184)
(9,464)
(10,024)
(10,584)
(11,144)
(11,704)
(12,264)
(110,212)
Total Personnel
(27,550)
(30,190)
(34,150)
(36,790)
(40,749)
(43,389)
(44,709)
(47,349)
(49,989)
(52,629)
(55,269)
(57,909)
(520,672)
Operations
Food
(7,200)
(7,920)
(8,760)
(9,660)
(10,680)
(11,220)
(11,820)
(12,420)
(13,080)
(13,740)
(14,460)
(15,240)
(136,200)
Supplies
(3,600)
(3,960)
(4,380)
(4,830)
(5,340)
(5,610)
(5,910)
(6,210)
(6,540)
(6,870)
(7,230)
(7,620)
(68,100)
Capital Equipment
(600)
(700)
(750)
(850)
(450)
(500)
(500)
(550)
(550)
(600)
(650)
(6,700)
Employee Training
(4,000)
(400)
(600)
(400)
(600)
(400)
(200)
(400)
(400)
(400)
(400)
(400)
(8,600)
Faculty Rental
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(24,000)
(42)
(42)
(42)
(42)
(42)
(42)
(42)
(42)
(42)
(42)
(42)
(42)
(500)
Sub-Total
(16,842)
(14,922)
(16,482)
(17,682)
(19,512)
(19,722)
(20,472)
(21,572)
(22,612)
(23,602)
(24,732)
(25,952)
(244,100)
Total Expenditures
(44,392)
(45,111)
(50,631)
(54,471)
(60,261)
(63,111)
(65,181)
(68,921)
(72,601)
(76,231)
(80,001)
(83,861)
(764,772)
Monthly gap
(9,212)
(7,363)
(9,887)
(10,517)
(12,669)
(13,593)
(13,523)
(15,123)
(16,449)
(17,725)
(18,927)
(20,005)
(164,992)
Appendix 2: NorthVille Daycare FY2012-2013 Balanced Budget
January
February
March
April
May
June
July
August
September
October
November
December
Yearly Total
# of Employees
20
22
25
27
30
32
33
35
37
39
41
43
# of Children
3,072
Revenue
Fees/Child
38,400
42,240
48,000
51,840
57,600
61,440
63,360
67,200
71,040
74,880
78,720
82,560
737,280
Union contribution $1.50/day
2,520
2,772
3,066
3,381
3,738
3,927
4,137
4,347
4,578
4,809
5,061
5,334
47,670
Start Up Grant
7,500
7,500
7,500
7,500
7,500
7,500
7,500
7,500
7,500
7,500
7,500
7,500
90,000
Facility subsidy
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
2,000
24,000
Total Revenue
50,420
54,512
60,566
64,721
70,838
74,867
76,997
81,047
85,118
89,189
93,281
97,394
898,950
Expenditures
Salary
Director
(600)
(600)
(600)
(600)
(600)
(600)
(600)
(600)
(600)
(600)
(600)
(600)
(7,200)
Admin/Secretary
(325)
(325)
(325)
(325)
(325)
(325)
(325)
(325)
(325)
(325)
(325)
(325)
(3,900)
FT Daycare
(20,800)
(22,880)
(26,000)
(28,080)
(31,200)
(33,280)
(34,320)
(36,400)
(38,480)
(40,560)
(42,640)
(44,720)
(399,360)
Sub-total
(21,725)
(23,805)
(26,925)
(29,005)
(32,125)
(34,205)
(35,245)
(37,325)
(39,405)
(41,485)
(43,565)
(45,645)
(410,460)
Benefits
Social Security
(1,553)
(1,702)
(1,925)
(2,074)
(2,297)
(2,446)
(2,520)
(2,669)
(2,817)
(2,966)
(3,115)
(3,264)
(29,348)
Unemployment/Disability
(1,738)
(1,904)
(2,154)
(2,320)
(2,570)
(2,736)
(2,820)
(2,986)
(3,152)
(3,319)
(3,485)
(3,652)
(32,837)
Health Insurance
(1,230)
(1,350)
(1,530)
(1,650)
(1,830)
(1,950)
(2,010)
(2,130)
(2,250)
(2,370)
(2,490)
(2,610)
(23,400)
Pension
(1,304)
(1,428)
(1,616)
(1,740)
(1,928)
(2,052)
(2,115)
(2,240)
(2,364)
(2,489)
(2,614)
(2,739)
(24,628)
Sub-total
(5,825)
(6,385)
(7,225)
(7,785)
(8,624)
(9,184)
(9,464)
(10,024)
(10,584)
(11,144)
(11,704)
(12,264)
(110,212)
Total Personnel
(27,550)
(30,190)
(34,150)
(36,790)
(40,749)
(43,389)
(44,709)
(47,349)
(49,989)
(52,629)
(55,269)
(57,909)
(520,672)
Operations
Food
(9,600)
(10,560)
(12,000)
(12,960)
(14,400)
(15,360)
(15,840)
(16,800)
(17,760)
(18,720)
(19,680)
(20,640)
(184,320)
Supplies
(4,800)
(5,280)
(6,000)
(6,480)
(7,200)
(7,680)
(7,920)
(8,400)
(8,880)
(9,360)
(9,840)
(10,320)
(92,160)
Capital Equipment
(800)
(1,200)
(800)
(1,200)
(800)
(400)
(800)
(800)
(800)
(800)
(800)
(9,200)
Employee Training
(4,000)
(400)
(600)
(400)
(600)
(400)
(200)
(400)
(400)
(400)
(400)
(400)
(8,600)
Faculty Rental
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(2,000)
(24,000)
Annual Inspection
(42)
(42)
(42)
(42)
(42)
(42)
(42)
(42)
(42)
(42)
(42)
(42)
(500)
Sub-Total
(20,442)
(19,082)
(21,842)
(22,682)
(25,442)
(26,282)
(26,402)
(28,442)
(29,882)
(31,322)
(32,762)
(34,202)
(318,780)
Total Expenditures
(47,992)
(49,271)
(55,991)
(59,471)
(66,191)
(69,671)
(71,111)
(75,791)
(79,871)
(83,951)
(88,031)
(92,111)
(839,452)
Monthly gap
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