OSHC ENROLMENT & BUSINESS GROWTH
Increase OSHC enrolments and make better use of your service
HCPA helps OSHC providers understand family demand, strengthen enrolment pathways and plan growth around the capacity of their school-age care service.

Growing an OSHC service is not simply about reaching more families. The strongest opportunities often sit within the school community you already serve, particularly where families need reliable before-school, after-school or vacation care.
The commercial opportunity also depends on how well the service uses its existing capacity. Attendance patterns, staffing, available space and the school arrangement can all determine whether the next step is more enrolments, a different session mix or expansion.
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HCPA helps you pursue new clients, services and expansion opportunities while keeping regulatory requirements, operational capacity and commercial goals aligned as the business grows.

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16,000+ Businesses are growing faster
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$2.1B+

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16,000+ Businesses are growing faster
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Where is the potential to grow OSHC enrolments?
OSHC is already a major part of Australia’s approved child care market. In the June quarter of 2026, 571,580 children attended Outside School Hours Care, representing 41% of children using approved care.
For an individual provider, however, the more useful question is where unmet demand exists within the school or community it already serves.
The strongest growth opportunities usually come from matching the educator network more closely with where, when and how families actually need care.
Increase enrolments within the existing school community
Families already attending the school are the most immediate potential market.
Look at which families and year levels currently use the service, where awareness is low and whether parents understand the before-school, after-school and vacation-care options available.
Respond to the sessions families actually need
Growth may come from improving utilisation of an existing session rather than simply increasing total enrolments.
Compare attendance across mornings, afternoons, weekdays and school holidays to identify where demand is strongest and where places are consistently underused.
Build stronger school and family pathways
The relationship with the school can influence how visible the service is to new and existing families.
Clear school communication, a straightforward enrolment pathway and positive family experiences can make the service easier for parents to discover and use.
Turn family demand into stronger OSHC utilisation
A stronger OSHC growth strategy can help your service work towards:
increasing attendance in existing sessions
improving enquiry-to-enrolment conversion
making better use of approved capacity
increasing vacation-care uptake where demand exists
aligning staffing more closely with attendance
strengthening school and family relationships
HCPA can help identify whether the strongest opportunity is filling unused places, changing the service offer or preparing for a larger stage of growth.
Is your OSHC service ready for more enrolments?
Are existing sessions making good use of available places?
Is there evidence of unmet demand within the school?
Can staffing and rosters support additional children?
Does the school agreement provide enough usable space?
Can enrolment and family communication systems handle more volume?
Will additional enrolments improve the commercial performance of the service once staffing costs are included?

How HCPA supports sustainable OSHC growth
Growing an OSHC service means balancing family demand with approved capacity, workforce and the practical limits of the school environment.
The right strategy will look different for a service with empty morning places than one that is already full most afternoons.
Identify where enrolment capacity is being lost
HCPA can review enrolment and attendance patterns, approved capacity, family demand and the current service offer to identify where there may be unrealised potential.
Shape the service around family demand
This may involve improving an underused session, assessing vacation-care demand or making the enrolment pathway easier for families.
Prepare operations for the next stage
HCPA can review staffing, premises use and service systems before higher enrolments or expansion put additional pressure on the operation.
How HCPA builds your OSHC growth plan
Assess your current position
Review enrolments, attendance patterns, capacity, staffing, school arrangements and current service performance.
Identify the strongest growth opportunities
Determine whether the opportunity sits in existing sessions, vacation care, greater capacity or another location.
Build the enrolment strategy
Develop a practical plan around family demand, school communication, enrolment pathways and the service offer.
Measure what improves utilisation
Implement the changes and track whether they lead to stronger attendance, conversion and use of available places.
What does stronger OSHC growth look like?
For established OSHC providers, growth is not simply generating more enquiries. It is making better use of the existing school community and service capacity before taking on unnecessary expansion.
The Australian Government’s 3 Day Guarantee may also increase access to subsidised care. Since 5 January 2026, all CCS-eligible families can access at least 72 hours of subsidised care per fortnight, including OSHC, although this does not guarantee a place with a provider.
HCPA can help your service work towards:
stronger attendance in existing sessions
better use of approved capacity
higher conversion of family enquiries
viable vacation-care opportunities
staffing that reflects demand
readiness for capacity or site expansion
The aim is to get more from the service you already operate before adding unnecessary complexity.
Frequently asked questions about growing an OSHC service
How can an OSHC provider increase enrolments among families already attending the school?
Start by identifying which families are not using the service and why.
Low uptake may reflect limited awareness, inconvenient sessions, enrolment friction or families not understanding what care is available.
School communication channels can be particularly useful because they reach families already connected to the service’s immediate market.
When is an OSHC service ready to expand into vacation care, increase capacity or operate at another school?
Expansion makes more sense once there is evidence of sustained demand and the existing service has stable staffing and operating systems.
Review attendance, waiting lists, enquiries, staffing capacity and the performance of current sessions before deciding which form of expansion makes sense.
What OSHC performance measures should we track before spending more on marketing?
Start with attendance by session, approved-place utilisation, enquiry-to-enrolment conversion, waiting lists and staffing requirements.
These measures help distinguish a genuine demand problem from an issue with session structure, capacity or the enrolment process.
What could be limiting OSHC enrolments?
Low attendance does not automatically mean the service needs more advertising.
The issue may be awareness, session availability, pricing, family experience, enrolment friction or the service not matching the care families actually need.
Identify the constraint before increasing marketing spend.
Should an OSHC service add vacation care?
Only where there is sufficient family demand and the operational model works.
Vacation care can require different staffing, programming and access to school facilities from a short before-school or after-school session.
Check likely attendance, holiday access and workforce availability first.
Can staffing and wage costs limit OSHC growth?
Yes.
Additional children can require another educator or different rostering, which means enrolment growth does not always translate directly into stronger margins.
This is why attendance and staffing costs should be modelled together rather than setting enrolment targets in isolation. Staffing and wage planning were specifically identified as areas OSHC operators can underestimate.
Does the 3 Day Guarantee create an opportunity for OSHC providers?
Potentially.
The policy gives all CCS-eligible families at least 72 hours of subsidised care per fortnight and expressly includes before-school, after-school and vacation care.
It may make care more accessible for some families, but services still need available places and a model that meets local demand.
What should an OSHC provider consider before expanding to another school?
A second school should be treated as a new service opportunity, not simply another source of enrolments.
Assess local demand, the school agreement, management capacity, staffing and whether the operating systems from the existing service can be replicated.
ACECQA confirms that service approvals relate to the individual site or premises, so another school generally requires its own service approval.
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