Business Plan, 16 pages (4000 words)

Bambi childcare business plan

The Calgary Bambi Childcare is a full-service child care/development facility that cares for toddlers from age three months to six years. The Bambi Childcare will be concentrating on the upper end of the market: double-income professional parents.

These personally ambitious parents are typically eager in terms of their children’s development and will be willing to pay to have their children attend the best facilities. Through specialized training of the staff and innovative learning systems, The Bambi Childcare is cutting edge in terms of child development. . 1 Mission The Bambi Childcare mission is to provide top level child care and to enhance learning and development in children. By doing so, they expect the children will grow up to be independent and responsible individuals who respect themselves and are respectful and considerate of others; who have self-confidence to face the many challenges in life; and who will use their curiosity and creativity to experience life. 2.

0COMPANY SUMMARY The Bambi Childcare was opened in 1973 to meet the daycare needs of the community for working parents. It is located in Calgary, AB, and offers child care services for kids between the ages of three months and six years. The Bambi Childcare offers services from 6 a. m. to 7 p. m.

The children will be exposed to a wide range of activities including arts and crafts, socialization, large group activities, and general learning. The company has expended to Airdrie. The facility is called Stepping Stones Children Centre. At Stepping Stones Children Centre, children learn through structured and incidental opportunities. They are also in the process of opening a new Bambi Childcare facility in the NW, Calgary. 3.

0SERVICES The Bambi Childcare offers an upper-end child care facility for toddlers age three months to six years. Their hours are a bit wider rage than normal business hours to accommodate the working parents, the target customer. The two income families have children, yet both parents work. The Bambi Childcare is an innovative solution that acts as virtual parents, expending the children’s skills during the day. This is not a baby sitter facility.

The children are engaged throughout the day, learning new skills and reinforcing already acquired ones. 4. 0 MARKET ANALYSIS SUMMARY The Bambi Childcare offers child care/development form age of three months to six years. The Bambi Childcare targets double income professional families who, because of work obligations, do not have the time during the day to care for their child. It targets families that are interested in something more than simple baby-sitting facilities, they would like the children to be nrolled in a program that offers development of many different skills including: socialization skills, arts and crafts, reading, numbers, etc. Parents who are professionals, who are ambitious by nature themselves, are typically eager for their children to move ahead and are willing to pay for the best development care services for their children.

5. 1 Market Segmentation The Bambi Childcare is targeting one specific customer group, the middle to upper class, two income professional families. This group of families have both parents working, not allowing them time to raise their child during the day. This group has the money for child care, and are willing to spend a little extra to get a higher level of care. This customer segment has already begun teaching its child advanced concepts like reading, singing, socialization, etc. Bambi Childcare will continue to develop the children’s skills.

This customer group is typically made up of two professional parents. This would explain why the parents 1) have the money for more sophisticated child care, and 2) are ambitious in terms of their children’s learning and development. 5. 2 Target Market Segment StrategyBambi Childcare intends to concentrate on the double income working professional families because they are the segment that can most willingly afford day care, are the ones who need day care because of their work obligations, appreciate the advanced learning and development Bambi Childcare has to offer, and lastly are a growing segment of our society. With both parents working, this segment needs some sort of provisions for the care of their child. Having both parents as professionals, they are ambitious with the development of their child and are willing to pay to get the best program for their prodigy.

As Canada continues to be a society of people working long hours, there will always be the need for child care. The trend of longer work weeks is increasing and this drives Bambi Childcare’s business. 5. 3 Competition There are many different competitors in the child care space. Bambi Childcare only detail the direct, or reasonably direct competitors, and will not detail the countless of other service providers that offer some sort of child care option.

Bambi Childcare is located in Oakridge, Calgary and has three competitors, Tiny Hands Big Hearts Dayhome, Learn and Grow Dayhome and Preferred Child Care. However, only Preferred Child Care offers same services that Bambi Childcare offers. 5. 0 STRATEGY AND IMPLEMENTATION Bambi Childcare is targeting a very specialize place in child care. With this in mind, Bambi Childcare must then carefully communicate its services if the company is to be supported by this target segment.

What will be communicated are their competitive advantages: specialized training of the staff and innovative learning programs. If the targeted parent hears and understands these advantages, they will more likely be willing to switch to Bambi Childcare service. In addition, they will be using tours of the facilities to sell its services. Tours in the industry are pretty standard. Most parents want to see a facility before they will send their kids there. Bambi Childcare facility is good that it speaks for itself.

Therefore, it will be a priority to get the parents to view the facility. 5. 1Sales Strategy Bambi Childcare sales strategy will be targeting double income working professional families. These families have the money to spend on child care and these parents are much more likely to appreciate the advanced learning systems taught at Bambi Childcare. The sales strategy will be based on a communication effort to explain the qualities of the program and how time at Bambi Childcare can speed up the children’s development considerably.

In addition to one on one explanation of the program and its qualities, the prospective parents will be given tours of the facilities. The tour of the facility will serve two purposes: 1. The tour will be used as a way to impress the prospect of the facilities that Bambi Childcare has. The facility was custom designed to achieve very specific educational goals and they are immensely proud of the facilities. . The tours typically occur during the day and this becomes a perfect opportunity for the potential customer to view the care as it is occurring.

This will serve to build a trust bond between Bambi Childcare and the parent who naturally is cautious about leaving the child with strangers to have the child cared for and taught the entire day. In essence, Bambi Childcare is letting the facilities and teacher/student interactions speak for themselves. Because of the high level of service, this is entirely possible. 6. 0 HUMAN RESOURCE PLAN The operations will be handled in the following way: Leslie Smith will be handling the day-to-day operations of the center.

Her responsibilities will include hiring and supervising employees, communicating with parents, handling all issues that arise, taking payments from parents, handling late payments, and overseeing overall operations. Joanne Johnson will be responsible for working with the accountant to insure accurate financials. She will also handle accounts payables and running all the monthly financial statements. All financial records will be kept at Bambi Childcare so all owners will have access to the financial operations. We are planning to use ProCare Management Software as the technological support for our daily and financial operations.

Aylana Talic will provide advisory assistance in overseeing the overall operations for the center. She will monitor all financial and operations reports to monitor the progress and areas of concern for Bambi Childcare. The hours of the center will be from 6: 00 A. M. to 7: 00 P. M.

Aylana Talic, as the director of the center, will supervise three other full-time employees. These employees will earn $12. 00 per hour for up to 40 hours per week. In addition, it will be necessary to have at least 4 part-time employees at $10. 00 per hour. Each part-time employee will work 20-25 hours per week.

For safety and quality of care, the center will be staffed with two employees at all times. During peak hours it may be necessary to have as many as six employees on site. Employee benefits such as health insurance and retirement are not offered at this time. All employees are required to receive training in child development. The training will be provided by Mount Royal University and employees will be sent to specific training for their areas of need.

In addition, Leslie Smith must attend training programs that assists managers in understanding the operational policies and how these policies impact the profitability of the center, the wages for staff and overall quality of childcare services. When a new employee needs to be hired, Leslie Smith will be responsible for the hiring process. Initially a review of the budget with Aylana Talic will occur to determine the available funds for the position. She will post the job, gather applications and resumes, and interview the applicants. Before a new employee is hired, Ms.

Smith will notify Aylana Talic of the intent to hire and the wage for the new employee. The employment status of the new hire will also be contingent on a completed background check. The owner’s approval for the filling of the position will be required for employment. Primary Caregivers The Primary Caregivers plan and implement the curriculum and assess the needs of children in his/her care throughout the day. He/she will show competence in caring for and educating young children and will have the ability to communicate effectively with parents.

In addition to an associate’s degree in early childhood development, Primary Caregivers will have at least two years experience working in a childcare setting. * For children ages 3 months to 2 years, there will be 1 primary caregiver for every 4 children. * For children ages 2 years to 3 years, there will be 1 primary caregiver for every 8 children. * For children ages 3 to 4 years, there will be 1 primary caregiver for every 10 children. * For children ages 4 to 6 years, there will be 1 primary caregiver for every 12 children.

Primary Caregivers are responsible for: Reading and reviewing the Curriculum Guide and the Staff handbook. * Establishing learning objectives that are consistent with the Center’s philosophy. * Planning and executing a program that reflects the center’s philosophy and program * Including play, learning, the arts and nurturing as primary components in a curriculum. * Arranging an attractive bulletin board. * Preparing a written unit plan or project plan for review by the director.

* Preparing projects and activities that reinforce themes and extended learning. * Taking daily attendance. Working cooperatively with an assistant in developing and implementing a program. * Attending all staff meetings and in-service workshops. * Meeting on occasion with the director to review objectives, plans and evaluations.

* Planning an annual conference with a parent and filing a developmental checklist on children’s progress. * Planning at least one classroom event per semester for parents to share with their children. * Reviewing children’s records periodically; update as needed. * Being attentive to health, sanitation, nutrition and safety at all times. * Having materials in on time.

Dressing and conducting one’s self in a professional manner. * Recording information pertinent to a child’s development. * Recording accidents in an accident log. * Planning at least two field-trip events per semester. * Taking children to the library and the park as often as possible. * Maintaining a neat, orderly and attractive classroom.

* Requiring parents to sign children in and out of the center. * Reporting any unusual occurrences or behavioral changes in children. * Providing substitute teachers with activity plans and instructions. * Obtaining approval from the director for extended personal leave days. Maintaining the confidentiality of student records, conferences, and family matters at all times valuing and supporting each child and staff member without regard to race, religion or national origin. * Demonstrating leadership in training children to be respectful, responsible, kind, and well mannered.

Part-time Caregivers will assist and relieve the Primary Caregivers during the hours of 6: 00 to 9. 00 a. m. , 11 a. m.

to 2 p. m. , and 4: 00 to 7: 00 p. m. This will allow the Primary Caregivers an opportunity to break for lunch, attend meetings or prepare for daily activities. These positions will average 15-20 hours per week.

Part-time Caregivers will also be trained as substitutes to fill in as needed. Assistants are not responsible for a group of children but are responsible for maintaining harmony in a classroom; providing support for the teacher in charge; and for sharing in the care, safety, and healthy development of children in the group. Assistants will be given the opportunity to interact with children of all ages. Health of Personnel All employees must have a current physical on file, signed by a physician. All physicals must be updated every two years. All employees must have on file a current TB test stating that the employee is free of tuberculosis.

The TB test must be updated every two years. Sick employees will be encouraged to stay at home and will be replaced with a qualified substitute. Staff Screening All staff shall be of responsible character and suitable to meet the needs of children. The Center will ask employees if they have ever been convicted of a felony, a misdemeanour or if they have ever been involved in a substantiated child protective services case. They will also be required to sign documentation that they have not been placed on the central registry for substantiated abuse or neglect. Staff or volunteers will not be permitted in the Center if they have been convicted of child abuse or neglect or convicted of a felony involving the harm of threatening of children.

Employees will also be asked to sign an authorization allowing the Center to investigate past employment and request information from previous employers regarding work experience and qualifications. Staff Qualifications Primary Caregivers must have an associate’s degree in the field of early childhood education from an accredited college or university. If a degree is in a related field, an employee must have earned, or be in the process of earning, at least 12 credit hours in early childhood coursework that includes a course in curriculum and a course in the foundations of education. Primary Caregivers are required to show evidence of continued training in the field by attending at least one workshop per year. The workshop is to be approved by the Director. Primary Caregivers are required to attend all staff meetings.

Primary Caregivers are required to take a first-aid course every three years. Assistants must be eighteen years of age or older and must have at least one year’s experience working with children under supervised conditions, i. e. , volunteering in a camp, coaching, interning in a child care center, participating in a child development class, life guarding,’ or babysitting on a regular basis. An assistant must demonstrate skills and talents in the areas that interest young children or be willing to develop appropriate skills and talents.

Examples of areas that can enhance a program are sports, the arts, storytelling, music, dance, photography, embroidery, tutoring, cooking, and sculpturing. Assistants are required to attend all staff meetings. Verification Before presenting an applicant with a contract, the Executive Director will carefully check references. The reference check will include: 1) A verification of employment ) Specific information regarding competency, attitude, reliability, organizational skills, responsibility, and relationships with colleagues and parents 3) General health and physical stamina 4) Areas that may need improvement 5) Suitability for child care 6) Other information that might influence decision making A Pre-hire Visit Before hiring, the Program Director will arrange for an applicant to spend a morning in a classroom. He/she may be asked to share an activity with children such as a flannel board story, a group project, or a handmade game.

The Program Director or Primary Caregiver will observe the applicant in group experiences and during free-activity time when children are playing in groups. At the end of the session, the Director records his/her observations, noting reasons to hire or not to hire a candidate. Hiring Staff At the time an applicant is accepted for a position, he/she will be given a job description, a formal contract, and an employee handbook. The job description describes in detail the responsibilities of the employee, the expectations of the Center and the policies of the organization. The employee contract is a binding agreement between the Center and the employee that states the terms of employment, areas of responsibility and policies and procedures regarding employment and dismissal.

The employee handbook is a guide that clarifies policies, procedures and teaching responsibilities; it also contains health, safety and nutritional information. Orientation Training Before working with children, all new employees will be thoroughly oriented to the program and briefed on their responsibilities. The orientation session will provide an overview of the Center’s policies and procedures and acclimates a new employee to his/her surroundings. The employee will be carefully briefed about personnel requirements; routines; record keeping; training requirements; staff meetings; attendance procedures, methods and procedures for handling food, for administering medicine, for handling a sick child, for hand washing, for reporting accidents, for indoor and outdoor supervision, for ensuring a safe environment, for discipline, for emergencies, for reporting child abuse; program requirements; and specific job responsibilities (e. .

, preparing calendars and lesson plans, holding conferences, working with parents). In addition to the employee contract and job description, a new employee will receive written materials that clarify general policies and staff requirements, a curriculum guide and samples of units, lesson plans, calendars, conference report, etc. General Staff Meetings General staff meetings will be scheduled once a month at a time convenient to employees possibly around 6: 00 p. m. or directly after closing. Recruiting and Hiring Staff Pre-screeningThe Executive Director will screen an applicant before scheduling an office interview.

After a brief, initial screening, a candidate for employment will be scheduled for an interview and mailed an application form. Recruiting Staff The purpose of the interview will be to determine an applicant’s eligibility for employment and to assess individual strengths, talents and limitation. During this process, the Executive Director and Program Director will make observations about an applicant’s training, experience, suitability for the child care profession, knowledge of the field, unique features, and personnel attributes. Director will prepare an agenda and will preside over staff meetings. Items for discussion will include: * General progress reports * Center business * General topics of interest or concern * Health care services * Staff members will be asked to give reports on workshops or on a subject of interest Staff Evaluations Evaluations will be performed for all new staff members after a 90-day trial period. All staff members will be formally evaluated annually to measure progress, clarify objectives, and improve overall performance.

Informal evaluations will be done frequently by the Program Director to clarify situations, emphasize the good things that are happening in the classroom, make suggestions for improvements, etc. The Center will also use a self-evaluation process where each staff members will be asked to assess their own performance. 7. 0LOCATION/FACILITY PLAN The Calgary Bambi Childcare is located on 10503 Oakmoor Way S. W. Hours of operation will be Monday – Friday from 6: 00 a.

m. – 7: 00 p. m. Floor Plan Equipment Plan Infant Table – 1 $150 Chairs – 4$140 (@ $35ea) Climber- 1$450 Specialized toys$2000 – $3000Mats/cots – 2$150 (@ $75ea) Sheets – 8$80 (@ $10ea) Shelves – 2$600 (@$300ea) Stroller – 1$2000 Total$5570 Preschool Tables– 4$640 (@ $160ea) Chairs – 25$1000 (@ $40ea) Mats/cots – 20$1500 (@ $75ea) Sheets – 40$400 (@ $10ea) Water table$350 Sand table$350 Housekeeping Furniture(stove,$1000 sink, fridge, cupboard) Large Muscle Equipment$1000 (mats, riding toys, climbing apparatus’) Shelves – 7$2100 (@ $300ea) Misc. toys$3000 Total$11 340 School-Age Misc toys$1000 (to accommodate increase in enrollment) Tables – 7$1190 (@ $170ea) Chairs – 50$2250 (@ $45ea) Total$4440 Kitchen Fridge$1500Stove$500 Microwave$200 Washer/dryer$1000 Total$3200 Staff/Office Couch$300 Shelve$200 Table$100 Photocopier/fax$300 Filing cabinet$350 Total$1250 Grand Total$25, 800 8.

0INVENTORY MANAGEMENT PLAN It will be necessary for Ms. Smith to have the ability to make purchases for Bambi Childcare on a daily basis. Aylana Talic will provide advisory status for those purchases, but Ms. Smith will not need approval to make the above purchases. They will not make purchases that are not included in the approved budget.

To monitor our inventory levels we will use the Periodic Inventory Method. This method goes well with our service business. Our inventory will mostly consist of food, and will be purchased through Costco. 9. 0FINANCIAL PLAN The following sections will outline the important financial details. 9.

1Expansion Start-up Costs Required Start-Up Funds Estimated Monthly Expenses Column 1 Column 2 Column 3 Salary of Owner-Manager $8, 000 2 $16, 000 All Other Salaries and Wages $15, 000 2 $30, 000 Rent $4, 000 2 $8, 000Advertising $500 2 $1, 000 Delivery Expense/Transportation $500 2 $1, 000 Supplies $1, 000 2 $2, 000 Telephone, Fax, Internet Service$200 2 $400 Other Utilities $800 2 $1, 600 Insurance $200 2 $400 Taxes Including EmploymentInsurance $400 2 $800 Interest $500 2 $1, 000 Maintenance $300 2 $600 Legal and Other Professional Fees $1, 200 2 $2, 400 Miscellaneous $2, 000 2 $4, 000 Total Cash Requirements for Monthly Recurring Expenses: (A) $69, 200 Start-up Costs You Only Have to Pay OnceCash Required to Start Business Capital Costs Fixtures and Equipment$20, 000 Decorating and Remodelling$3, 000 Installation of Fixtures and Equipment$2, 000 Starting Inventory$2, 000 Soft Costs Deposits with Public Utilities$1, 000 Legal and Other Professional Fees$1, 200 Licenses and Permits$800 Advertising and Promotion for Opening$500 Accounts Receivable$2, 000 Cash$3, 000 Miscellaneous$1, 500 Total One-Time Cash Requirements: (B)$37, 000 Total Estimated Cash Required to Start Business: (A) + (B)$106, 200 9. 2Pro Forma Income Statement Year 1 Year 2Year 3Net Sales$986, 561$1, 035, 889$1, 087, 683 Cost of goods sold137, 033143, 885151, 079 Gross Profit$849, 527$892, 004$936, 604 Operating Expenses Rent87, 500 105, 000112, 000 Utilities25, 000 25, 75026, 523 Repairs and maintenance20, 833 22, 66023, 340 General taxes17, 500 21, 63022, 279 Telephone expense10, 000 10, 30010, 609 Salaries and wages289, 600298, 288307, 237 Insurance – general17, 333 18, 33418, 884 Insurance – health1, 800 1, 8001, 800 Permits and licenses1, 500 0 0Bank service charge1, 424 1, 4241, 424 Legal and accounting8, 000 4, 0004, 000 Depreciation85, 400 85, 40095, 400 Amortization3, 000 3, 0003, 000 Office expense9, 866 10, 35910, 877 Supplies58, 207 61, 11764, 173 Franchise fees49, 328 51, 79454, 384 Training2, 500 2, 5002, 500 Security and alarm expense280 280280 Bad checks1, 000 1, 0001, 000 Payroll taxes28, 960 29, 82930, 724 Sales tax expense20, 404 21, 424 22, 495Operating supplies19, 731 20, 71821, 754 Advertising39, 731 40, 718 41, 754 Entertainment, promotion and meals 400 0 0 Michigan single business tax 392 392 392 Interest expense 7, 312 8, 214 6, 309 Management fees 0 0 21, 754 Total Operating Expense $807, 001 $845, 931 $904, 890 Net Income $42, 526 $46, 073 $31, 714 9. 3Pro Forma Balance SheetYear 1 Year 2 Year 3 Current Assets Cash$154, 577$206, 196 $301, 580 Prepaid insurance 0 0 0 Prepaid taxes 0 0 0 Inventories 7, 500 7, 500 7, 500 Other 0 0 0 Total current assets 162, 077 213, 696 309, 080 Property, Plant and Equipment Furniture and fixtures 10, 000 10, 000 10, 000 Playground equipment 220, 000 260, 000 260, 000 Games 75, 000 85, 000 85, 000Leasehold improvements 30, 000 30, 000 30, 000 Office equipment 7, 000 7, 000 7, 000 Signs 15, 000 15, 000 15, 000 Computer equipment 20, 000 20, 000 20, 000 Kitchen equipment 50, 000 50, 000 50, 000 Total PPE 427, 000 477, 000 477, 000 Less: Accumulated Depreciation 85, 400 170, 800 266, 200 Total Property, Plant and Equipment 341, 600 306, 200 210, 800 Other Assets Franchise cost – net 27, 000 24, 000 21, 000 Total Assets$530, 677$543, 896 $540, 880Current Liabilities Accounts payable 0 0 0 Notes payable 0 0 0 Total Current Liabilities 0 0 0 Intermediate-term Debt 100, 151 79, 297 56, 566 Stockholder’s Equity Paid-in Capital 400, 000 400, 000 400, 000 Accumulated Adjustments Account Opening Balance 0 30, 526 64, 599 Net income 42, 526 46, 073 31, 714 Distributions 12, 000 12, 000 12, 000 Closing Balance 30, 526 64, 599 84, 314Total Stockholder’s Equity 430, 526 464, 599 484, 314 Total Liabilities and Stock Equity$530, 677$543, 896 $540, 880 9. 4Pro Forma Cash Flow Year 1 Year 2 Year 3 Cash Flow from Operations Net income $42, 526$46, 073 $31, 714 Depreciation 85, 400 85, 400 95, 400 Amortization 3, 000 3, 000 3, 000 Increase in current liabilities 0 0 0 Decrease in current assets 0 0 0 Net Cash Provided by Operations 130, 926134, 473 130, 114 Cash Flow from InvestmentsPurchase of equipment 0 50, 000 0 Addition to leasehold improvements 0 0 0 Net Cash Used by Investing Activities 0 50, 000 0 Cash Flows from Financing Activities Loan Proceeds 0 0 0 Repayment of Debt 14, 349 20, 854 22, 731 Distributions to shareholders 12, 000 12, 000 12, 000 Net Cash Provided by Financing Activities (26, 349)(32, 854) (34, 731) Net Increase (Deer) in cash 104, 577 51, 619 95, 384Cash at beginning of year 50, 000154, 577 206, 196 Cash at end of year $154, 577 $206, 196 $301, 58010. 0REFERENCES 1. Bambi Childcare.

“ About Bambi”. 20 July 2009 2. Bambi Childcare. “ Our Goals”. 20 July 2009 3. The Stepping Stones Children Center.

“ About”. 20 July 2009 4. Go daycare. Oakridge daycare listings. “ List of daycare centres near Oakridge”. 20 July 2009 ——————————————– [ 1 ].

Calgary Bambi Childcare, Our Goals [ 2 ]. Calgary Bambi Childcare, About Bambi [ 3 ]. The Stepping Stones Children Centre, About [ 4 ]. Go Day Care, Oakridge daycare listings

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