Explains advantages of leasing child care center equipment to improve cash flow and conserve capital for other center needs. Discusses what equipment can be leased and lists key negotiating points for lease contracts. Gives information about Exchange Leasing, Inc. (NH)

Provides suggestions for the improvement of customer relations. Discusses 11 leadership traps. Describes a staff training technique designed to alert teachers to the dangers of labeling children. (RJC)

Presents the first in a series of articles on ways to secure the financing needed to make a child care business grow. Discusses the characteristics of the most common sources of funds for a for-profit child care business. (BB)

Describes how directors can plan and develop a written marketing plan which can increase enrollment at child care centers. Components of successful marketing plans include parent retention; program merchandising; staff and director training; sales promotions; networking; and enrichment programs/fundraising. (NH)

Discusses ways for a child care center director to make new families feel welcome, comparing this role to that of a dinner party host. Notes the importance of extending invitations, creating the right ambiance, facilitating introductions, and adding a personal touch. (JPB)

Examines issues and problems related to leave policies in day care centers. Offers recommendations on the formulation and implementation of vacation, sick, and personal leave, leave without pay, jury duty, military leave, and bereavement leave. (RWB)

Stresses the importance of positive public opinion and media coverage for the successful continuity of day care centers. Suggests a variety of alternatives for maximizing the longevity and galvanizing the impact of positive media attention and coverage. (RWB)

Advises directors of ways to include day care workers in the decision-making process. Enumerates benefits of using staff to help focus and direct changes in the day care center and discusses possible pitfalls in implementation of a collective decision-making approach to management. (NH)

Provides suggestions for day care center directors on a variety of topics, including letter writing, weekly planning, staff interviewing, and evaluation of personal success in management. (RWB)

Covers leasing of commercial space for child care centers, either as an enhancement to a developer's project or on a commercial basis in competition with other types of commercial development. Discusses different negotiating psychologies and key negotiating points to be used in each leasing situation. (NH)

Compares seven center management programs used for basic financial and data management tasks such as accounting, payroll and attendance records, and mailing lists. Describes three other specialized programs and gives guidelines for selecting the best software for a particular center. (NH)

Outlines guidelines for effective appraisal of day care center staff. Lists 11 questions for employers to ask themselves about their role in their employees' performance. Includes observations about performance evaluations from the management literature. (DR)

Presents guidelines a day care director can use to evaluate the need for a computer for his or her center. (Author/BB)

Describes the budgetary realities faced by a day care center director who is interested in improving quality of care, compensation of staff, and affordability to parents--the child care trilemma. Concludes by suggesting several short-term measures that might begin to address these issues. (DR)

Discusses steps child care directors should take to develop a written business plan which will provide well thought out goals and guidelines for business actions and decisions. Argues that every center needs a yearly business plan. (NH)