write an executive summary for this report that makes an effective appeal to the audience, but first, think through the important issues posted by this assignment. obviously, the executive summary will summarize the main points of the report, but you have the power to add facts from the and rewrite sentences so you are making an argument for the center. this executive summary need statistics from the report that can be shown in tables, charts or graphs.

Background Assume you work for a small printing company called Printers Ink, which is a major employer a small town. The company is family-run business with 35 employees, twelve with children. More than half of the employees have worked for the company for more than five years, and the employees form a tight-knit workforce, with social bonds that extend out from the workplace into the community. The recent closure of the local WeeTots Day Care Center has affected more than ten employees at Printers Ink, leaving them suddenly without daycare. Because of the closure, absenteeism is on the rise, and for some employees, the lack of adequate local daycare is causing stress in the home and workplace. Hoping to address this situation, the company is exploring the option of creating an on-site da care center for its employees. A feasibility report has been written (please see report below), but you have been asked to create an executive summary version of the report. The task is especially important to you, because you have two pre-school-age children-Sharon, age 3, an Billy, age 5-and the closure of WeeTots has left you scrambling to find day care for your kids. You want the report to be read, but more than this, you want the owners and managers to pa attention to the problem. For you, this writing assignment is personal, and stakes are quite high. Feasibility Report Establishing an On-site Day Care Center at Printers Ink Introduction With the closure of WeeTots Day Care Center on January 30, 2019, child care capacity in the area has been reduced 20%. Fifteen children of Printers Ink employees were directly affected by the closure. Several employees have been unsuccessful in securing alternative day care; absenteeism among these employees has increased about 10% since the closing of WeeTots. One employee has requested an extended leave of absence. Although these factors have not directly affected production and profits to date, increased absenteeism and additional requests for leave will Although child care isn't the company's responsibility, we cannot afford to lose employees or to have high absenteeism. Perhaps we can help our employees by establishing an on-site day care center. I have reviewed the legal, educational, and physical needs of establishing and maintaining a day care center and present herein the basic information relevant to establishing an on-site day care center at Printers Ink. This information will help us determine the feasibility of establishing such a center. This report contains sections on the potential clientele, housing and facilities, and operating budget of this proposed day care center. If we decide to create the center, this report will help us make decisions about cliental, staffing, facility, and equipment needs. Potential clientele [To facilitate discussion, I am limiting discussion for reasons that will become clear later in the report-to 2- to 4-year-olds.] The 35 on-site employees have a total of 43 children; 25 of those children are 5 or under. Of the 35 on-site employees, 28 (80%) responded to the survey. Among the responders, 12 employees (with a total of 14 children in the 2- to 4-year range) said they would use an on-site day care center if available. This is only a preliminary poll and does not represent commitments on the part of those claiming they would or would not use the center. Complications, of course, arise from the fact that the number of potential clientele (children of the appropriate age) will fluctuate. I believe, however, that we can reasonably predict a range of potential clientele for successive years based on our knowledge of the number of children of appropriate age. Preregistration would help with making these predictions. Related complications arise from the regulations concerning mixing of age groups, staff/child ratios, and maximum enrollments. Space and Facility Requirements Recommended space specifications vary somewhat and are based on numbers and ages of children involved. Typically, minimum requirements for 3- to 5-year-olds are 35 to 50 square feet per child inside and 60 to 75 square feet of space per child outside. Because younger children often require cribs, feeding tables, and diaper changing areas, 2-year-olds require additional inside space. To meet minimum requirements for a mixed group of 2- to 4-year-olds, 16 to 20 in number, we would require a minimum indoor space of 1,000 square feet and a minimum outdoor space of 1,500 square feet. Regulations for lavatory and toilet facilities are intended to ensure adequate sanitation facilities and are based on overall enrollment. For example, a child care center with an enrollment between 11 and 25 requires a minimum of two lavatories and two toilet facilities. Urinals may constitute 25% of the required toilets in day care centers with restrooms shared by both genders and 50% of the required toilets in boy's restrooms in day care centers with gender- specific restrooms. Infants and toddlers wearing diapers require changing tables and additional lavatories. Operating Budget Liabilities For day care centers, salaries can comprise 80% of the budget. At this stage of the planning, can only provide general estimates for budgeting: $133,000 in salaries and $21,200 in supplies and equipment for a minimum budget of $154,200. Whatever maintenance, utility, and cleaning expenses the center incurs would be on top of that minimum budget. Two factors will make it possible for us to run our day care center on a smaller than average budget. The fact that the facilities are combined with the company's buildings reduces costs: Maintenance and janitorial services can be subsumed into the company maintenance and janitorial budget, as can utilities, phone, and bookkeeping: further, no rent will be required. The second factor is the workshare program, which will provide some staffing for the center. Assets Although Pil will not be a for-profit day care center, tuition, application fees, and the like will provide us some income. Typical tuition runs from $6,000 to $8,000. We may choose, however, not to charge typical tuition and fees because Pll will be for Printers Ink employees. Additionally, we may want to offer some discounts for various considerations (e.g., workshare employees who spend part of the day in the center; families who have more than one child in PIU). Conclusion In conclusion, my research into establishing an on-site day care center at Printers Ink indicates that although additional investigation is needed, establishing such a center is feasible. I recommend that we compose a formal proposal for the board of directors