Centrely occupancy review worksheet
Centrely practical planning worksheet—not an industry benchmark or accounting model. Have the completed assumptions reviewed by the provider’s finance lead or accountant.
Use this with Guide 1. Enter the centre’s actual figures. Do not use the guide’s illustrative figures as a benchmark.
1. Capacity and forward occupancy
| Measure | Figure | Formula |
|---|---|---|
| Approved places | Service approval | |
| Currently usable places | Places that can be safely staffed and operated | |
| Usable child-days each week | Usable places × operating days | |
| Booked child-days today | Sum of permanent booked sessions | |
| Current occupancy on usable capacity | Booked child-days ÷ usable child-days | |
| Confirmed booked child-days in 4 weeks | Current bookings + accepted starts − confirmed departures/reductions | |
| Forward occupancy in 4 weeks | Confirmed booked child-days ÷ expected usable child-days | |
| Confirmed booked child-days in 12 weeks | Current bookings + accepted starts − confirmed departures/reductions | |
| Forward occupancy in 12 weeks | Confirmed booked child-days ÷ expected usable child-days |
2. Break-even occupancy
Define the inputs with the provider’s accountant or finance lead.
| Input | Amount |
|---|---|
| Average fee revenue per booked child-day | $ |
| Variable cost that increases with that booking | $ |
| Average contribution per booked child-day | $ |
| Weekly fixed and rostered costs not already deducted above | $ |
Calculate:
- Break-even booked child-days = weekly fixed and rostered costs ÷ average contribution per booked child-day
- Break-even occupancy = break-even booked child-days ÷ usable child-days
- Chosen operating buffer = ______ percentage points
- Internal occupancy target = break-even occupancy + buffer
Consistency check
- Labour is not deducted in both the contribution figure and the fixed/rostered-cost figure.
- Rooms that require the next educator shift are modelled separately.
- Fee discounts and direct variable costs are included consistently.
- The result has been reviewed by the provider’s finance lead or accountant.
3. Room-and-day map
| Room | Mon | Tue | Wed | Thu | Fri | Known change in 12 weeks |
|---|---|---|---|---|---|---|
| Nursery | ||||||
| Toddlers | ||||||
| Kindergarten |
4. Vacancy priority
| Room/day gap | Usable now? | Matching families | Publicly clear? | Cost clear? | Tour action works? | Owner |
|---|---|---|---|---|---|---|
Weekly questions
- Which places are genuinely usable now?
- Which room-and-day gaps sit below the internal target?
- Which starts, departures or transitions change the next 12 weeks?
- How many families match each exact gap?
- Can those families see fit, availability, estimated cost and a tour action?
- Who owns the next action?
This worksheet supports a discussion. It is not accounting advice or a substitute for a room-level financial model.