This paper presents a five-year personal development plan for opening and successfully operating a day care center in Texas. The author outlines a vision grounded in both community service and entrepreneurial goals, followed by an honest self-assessment of internal skills — including financial resources, professional networks, and business acumen — alongside an analysis of favorable external opportunities such as rising birth rates, growing numbers of working mothers, and increased parental emphasis on early childhood education. The paper then identifies the goals, competencies, and strategies required to achieve success, organized around human resource management, marketing, and business administration practices.
My final years of college and my current work within the educational system have opened my eyes to several future possibilities. These ideas include becoming more involved in the lives of young community members by serving as their teacher, mentor, and liaison through the transition from childhood to young adulthood. One path would be to become a teacher directly. However, since I have no formal education or experience working with children and teenagers, I have decided instead to open such a facility and operate it from a business standpoint.
Because I believe that education begins well before the adolescent years, I am more focused on creating learning and socializing environments for young children. With this in mind, I plan to open, own, and successfully operate a day care center for children in the State of Texas. I have already begun moving in this direction by enrolling in the Texas Childcare Licensing Program and by speaking with a realtor to identify a suitable location. I intend to pursue the most effective strategies to ensure my future success, and those strategies are outlined in the sections that follow.
Two core motivations drove the idea of opening a day care center for children in Texas. First, I wanted to give back to the community that raised me and offer children increased opportunities for a better future. The second motivation was financial in nature: day care centers, when properly administered, can generate satisfying returns. At the end of the next five years, I envision myself as the owner and administrator of a successful kindergarten — one sought out by parents for the current and future benefits it offers their children.
In order for operations to deliver the desired results, two objective assessments are necessary. First, I need to identify the internal skills that will support me in opening and running the day care center. Second, I must identify the elements in the surrounding environment that will contribute to the business's success.
Because I am a careful spender, I have managed to save enough money to get started. I therefore have sufficient financial resources to begin operations. Depending on early results, I intend to draw future capital from the center's revenues or from a bank loan. I do not plan to issue stock or bring on a business partner.
Beyond financial resources, I have access to other valuable assets. Already working in the educational system, I have several acquaintances who can offer informed advice about working with children, and several have expressed interest in becoming employees at the new center. As a result, the recruiting, selecting, and hiring processes would be less costly than those of competing operations.
I also have easy access to potential customers — specifically, young parents in my family and immediate community. Because I have consistently demonstrated trustworthiness and competence, it should not be difficult to persuade them to enroll their children. If they are satisfied with the quality of services — which will be held to the highest standards — they may also refer new customers through word of mouth, a highly effective marketing tool.
While my lack of hands-on experience with young children could be viewed as a weakness, I do not see it that way. I plan to hire specialized personnel to work directly with the children while I focus exclusively on administrative operations. My years of business education and expertise will allow me to identify and capitalize on environmental opportunities, reduce the impact of threats, leverage the center's internal strengths, and minimize internal weaknesses. I am also skilled at organizing, delegating, and managing people fairly. Although I am not particularly outgoing, my ability to listen attentively and my commitment to quality will translate into better-served children and more satisfied parents.
I am a determined person with high attention to detail and a natural perfectionist streak. I have the ability to read people accurately, and — supported by rigorous selection methods — I am confident I will hire only the best employees. My strong commitment to my goals and the relationships I build will ensure that I give my best to support the healthy and happy development of every child in the center.
The primary opportunity in the external environment is the growing number of children who need early childhood education. Not only is the current demand substantial, but it will continue to grow as birth rates rise. For example, the average birth rate for the United States is 14.18 births per 1,000 individuals (Central Intelligence Agency, 2008), while the Texas average is 17.1 births per 1,000 individuals (National Center for Health Statistics, 2004).
The number of children requiring day care continues to increase each year — not only because of rising birth rates but also because of a powerful contemporary force: working mothers. As more young mothers choose to pursue careers and return to work shortly after giving birth, demand for quality day care services keeps rising.
"Specific goals and competencies for success"
"HR, marketing, and administration strategies outlined"
The strategic approach would be under constant supervision to ensure that it still corresponds to customer and environmental needs. When modifications occur, these will be integrated with the aid of new and better strategies. Change will be treated as an ongoing process that continuously responds to new demands, enabling the day care center to achieve the financial results and community outcomes set out in the five-year plan.
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