before deciding on where to establish a club in terms of premises, you must check that you are planning to open in the right geographical area, where there is demand for your services. Conducting initial market research is an important step - skip it at your peril!
The national charity 4Children (see 'further information') gives new clubs advice on how to conduct market research. Also, your local Early Years Development and Childcare Partnership can help you research the facts and figures of childcare places currently offered and demanded, according to their data.
It is also helpful to distribute questionnaires to local families. Many clubs do this via the free 'pupil post' of appropriate schools. Be sure to plan specific questions carefully to gain the most valid answers. For instance, if you ask parents if they would be likely to use your club 'three times a week', you may get an unrealistic amount of 'yes' replies if you have not also mentioned how much this is likely to cost families. You can also take the opportunity to gain feedback on wider issues - for instance, what times would families want a club to open?
To analyse your research results meaningfully, you must be clear about the purpose of your club. If it will be a business, there must be sufficient scope to cover all costs and make a reasonable profit (new clubs generally make a loss at first, and eventually break even before achieving profitability). If the club will be a not-for-profit organisation, profit margins are not a consideration, but the club will still need to be financially viable, whether it derives its income from fees, grant funding, fundraising or a combination of all three.
Not only is market research sensible, it is often a condition of funding.
Many clubs, including my own, would not have been able to afford premises without a start-up grant. (We will look at funding later in the series.) Understandably, funding organisations do not want to waste precious money on a club that may be unsustainable in the long term. However, it is important to state that favourable market research cannot in itself guarantee viability.
PERFECT PREMISES
So, you've analysed your market research, and have identified the area in which your club is likely to thrive. The next step is to track down suitable premises within your target zone. The type of club you are planning to run is an important consideration now. Some clubs run as adventure playgrounds, for instance, so suitable land must be found. But most of the new clubs started each year are based in buildings, and so we will focus on finding appropriate bricks and mortar.
Compiling a shopping list of physical features that your club premises need will narrow the search of available property. But be prepared to make suitable alterations yourself or forfeit some desirable features if necessary. However, remember that premises must meet current registration requirements and comply with legislation. We will be looking specifically at the registration process next month, but broadly, most clubs need premises that:
* Are in close proximity to the school/s that the club will serve How close a club's premises are to schools has both practical and financial implications. If children are to be escorted to and from their school by playworkers, staffing costs must be calculated, and a safe route of passage will be needed. Extra playworkers may be required solely for escorting duties for a short period each day (in addition to the core staff who will work with the children at the play setting). Such staff can be difficult to both recruit and retain.
If children will be transported between the school and the club in vehicles, some of the playworkers recruited will have to be appropriately insured drivers, and maintaining safe vehicles will be paramount. Minibuses are used by many clubs, but they must be budgeted for carefully in terms of initial financial outlay, running costs, insurance, vehicle testing and maintenance. If a club is to serve more than one school, the logistics of collecting or dropping off children in different places at the same time must also be carefully considered. Staff cannot be in two places at once, and contingency plans are important for a reliable service.
* Have a safe, spacious indoor play area
Play space is not only crucial in regard to providing high-quality play opportunities; it governs how many children may be cared for at the play setting. For most clubs, the number of places filled is at the heart of sustainability.
Measuring potential premises is always essential. There should be room for a good layout, including an area for tables and chairs, plenty of clear floor space and a comfortable, soft area for relaxing. Good storage space is also advantageous.
Clubs also need premises that:
* Have a safe and secure outdoor play area where children can run around freely and engage in sports and games
* Have a hygienic kitchen area that is separate to the play space
* Have hygienic and sufficient toilet facilities
* Are accessible for all
* Are generally welcoming and well maintained
* Have sufficient parking for families dropping off and collecting children
* Are affordable.
RENTING PREMISES
The part-time nature of clubs means that few make enough money to be able to buy their own premises. To rent economically, it makes sense to hire a venue only when you will actually be using it, which means that the venue is likely to be rented out to others in between times. The perfect fit for clubs can be to rent space in a building that is already used by another children's organisation.
The Extended Schools Initiative means that many more clubs are opening in schools, as discussed in the first of our series ('Think About It,' Out of School, January 2006). Many pre-school buildings and youth clubs are also home to out-of-school clubs, as well as community centres and village halls.
There are additional benefits to renting premises already used by another children's group. For example:
* The building should already be made safe for children and may be registered by Ofsted, although specific registration by the new club is still necessary.
* On school premises, the problem of escorting children is likely to be minimised. It may also suit families to have their child's education and care needs met on the same premises. However, school premises often require close consideration when it comes to layout of the play environment. School halls can be vast and unwelcoming; classrooms may be formal and full of tables and chairs. To provide a quality play space and relaxing environment, school-based clubs may have to be prepared to move in soft furnishings and move out tables and chairs daily. At the end of each session clubs will probably have to return the rooms to the state they were found in.
* There are in-built networking opportunities, and it may be possible to share furniture and equipment, and to split costs such as maintenance and caretaking.
You can read more about the practicalities of sharing premises in 'Fair Shares' (Out of School, November 2005).
It is advisable to have premises agreements checked by a solicitor, and to be sure that registration will be granted before committing yourself to a contract.
Further information
4Children, www.4children.org.uk, or 020 7522 6974
Miranda Walker owns Playtime out-of-school club in Cullompton, Devon