Business plan for:
When you have filled in this business plan, you could use it:



For your own reference;
As part of a funding application; or
As a business plan for potential backers or partners
1
Aims
General guidance

What are your business’s aims?



Size, profit, market share, position and your own achievements.
How important it is for you to research and decide on your business’s needs when you set
it up, during its first year and during its first three years.
Once set up how important is it to continually review your position in the market.

Weigh up your likely profits from the business.

Look at ways to improve existing profits.

Decide if you need to do more research and planning to develop your business plan.

Work out your own budget for personal survival.
Complete the general business information on the page opposite and write a mission
statement:
Mission Statement
 A short description which should come from the answers to the following questions:




1
What are we here for? (Our Purpose)
Where do we see ourselves in X year’s time? (Our vision)
What do we stand for? (Our Values)
The mission statement should be prepared with staff so that everyone shares in the vision and
understands the core values.
Aims
Template created May 2009
2
Details about your business
Name of setting:
……………………………………………………………………………………….…..
Address:
……………………………………………………………………………………….…..
……………………………………………………………………………………….…..
Telephone:
…………………………………………………………………………………………...
Fax:
…………………………………………………………………………………………...
E-mail :
…………………………………………………………………………………………...
Date of opening:
……………………………………..
Type of setting:
…………………………………………………………………………………………...
Main Contact:
…………………………………………………………………………………………...
Address: (if different from above) ……………………………………………………………………………..
…………………………………………………………………………………………...
Telephone:
……………………………………………………………………………………………
Mission Statement
This is a short description of your short-term and long-term aims and focus
Opening periods
Weeks in a year
Days each week
Sessions per day
Hours in each session /
daily opening hours
Which schools does your setting serve?
2
Legal Status
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3
Are you:

A charity?

A sole trader?

A not-for-profit company?

A limited company?
(registration number: ……………………..)

A social enterprise or co-op?
(registration number: ……………………..)

School
(type: ……………………………………….)
(e.g. voluntary controlled)

Other (give details)?
(r
(registration number: ……………………..)
(tax number: ……………………………….)
(
registration number: ……………………..)
Appendix 1: Please supply evidence of your legal status (constitution, Memorandum of
Association etc).
Explain what type of legal status you have chosen and how it may affect/does affect your business,
regulatory and statutory requirements and working practices (financial, promotion, employment,
insurance etc).
Template created May 2009
4
If the group is a partnership, please list here names and addresses of all partners (use a separate
sheet if necessary).
First Partner
Name:
……………………………………………………………………………………….…
Address:
……………………………………………………………………………………….…
……………………………………………………………………………………….…
Telephone:
…………………………………
E-mail :
………………………………………………………………………………………….
Second Partner
Name:
……………………………………………………………………………………….…
Address:
……………………………………………………………………………………….…
Fax:
………………………………
……………………………………………………………………………………….…
Telephone:
…………………………………
E-mail :
………………………………………………………………………………………….………..
Fax:
………………………………
If the organisation is vested in trustees please list the names and addresses of the trustees who will
be entering into the Agreements (this should be at least 2).
First Trustee
Name:
……………………………………………………………………………………….…
Address:
……………………………………………………………………………………….…
……………………………………………………………………………………….…
Telephone:
…………………………………
E-mail :
………………………………………………………………………………………….
Second Trustee
Name:
……………………………………………………………………………………….…
Address:
……………………………………………………………………………………….…
Fax:
………………………………
……………………………………………………………………………………….…
Telephone:
…………………………………
E-mail :
….…………………………………………………………………………….………
3
Fax:
………………………………
Swot Analysis
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5
General Guidance
In order to complete the SWOT analysis you will need to think about and understand the
following:

What are you trying to achieve from your business, what you are going to put into it and what you
hope to get out of it.

How your previous and current experience, skills and abilities will help you run the business
successfully.

Take into account the views other people (e.g. family and customers) may have about your
business and the service you offer.

Use all relevant and available information to make judgements about the service you offer/plan to
offer.
What is SWOT?
SWOT is one of the most useful marketing tools, which helps in your analysis and planning.
STRENGTHS
Things that are good about your business that can be improved or built
on.
WEAKNESSES
Things that could let you down if they are not dealt with or resolved.
OPPORTUNITIES
Areas that have potential for development. Things that could improve
your scheme.
THREATS
The risk that could affect the success of your scheme. Things that
need to be prepared for, controlled or minimised.

You will find that the majority of your strengths and weaknesses will occur within your business
and will therefore be internal elements.

Opportunities and threats are usually elements that affect the business externally.
You are likely to find it easier to control the internal factors (Strengths and Weaknesses) than you will
the external factors (Opportunities and Threats), however you should be aware of as many external
factors as possible.
3
SWOT Analysis
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6
From your knowledge and research into your business/proposed business, could you identify the
strengths, weaknesses, opportunities and threats (SWOT) facing the business over the next three
years? This will give you a basis for the rest of the business plan, including the cash flow. For
example, if a strength is the quality of the service, how will you promote this? If holding on to staff is
going to be a weakness, what will this mean in terms of salaries and staff benefits? Do you know of
a new housing estate in your area that may create opportunities for your service? How are you
prepared for the threat of competition in your area from other childcare providers?
SWOT Analysis
4
Strengths
Weaknesses
Opportunities
Threats
Market research and promotion
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7
General Guidance
What is market research?
 Market research is a valuable tool and provides an insight into the market, its trends and its
customers.

Market research gives you the opportunity to see where your business fits into the overall market,
so that you can plan effectively and set realistic and achievable objectives.

Market Research should be done on an ongoing basis in order to keep up to date with changes
that may effect your business.
What can be achieved by conducting market research?
Understanding of your local area:
In the childcare sector there are several factors you need to be aware of. These include:



The number of children in your area eligible for your service.
The population trends in your area or the age range of children able to use your services.
The number of childcare providers in your area.
Although this may appear daunting, it’s not, as most of the statistical information you will need should
be readily available for you to access through the Early Years and Childcare Unit.
A chance to check out the competition:
It’s helpful to have a good relationship with other providers in your area, as there may be
opportunities to work in partnership at some point in the future. The inevitable reality though is that,
however good a relationship you have, there is an element of competition between you and other
providers. There’s a very strong chance that you may at some stage be looking to provide places to
the same children as other local providers. This makes them a potential threat, so it’s sensible to
monitor their activities. In particular be aware of:





The service they offer, the opening hours and the age range they cater for.
What they charge and if they offer any special discounts.
What it is that makes their service stand out if they are successful.
Where they advertise and what they say in their advertisements.
Whether you could work together to offer new services.
Understanding of what the customers want:
If you understand what parents want, you will increase the likelihood of children being placed with
you. Consequently, you should think carefully about the requirements of parents so you can
demonstrate that you understand their needs and design a service they will buy. You need to build a
clear picture of items such as:



The times the parents require the childcare services.
The price parents are willing to pay.
The elements of the service that are important to parents.
Sample questionnaires are available on request to assist with your market research.
4
Market research and promotion
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8
Market research isn’t just for new businesses, as it is imperative that all businesses keep up to date
with changing requirements to ensure they can meet demand.
Please provide details of how you keep up to date with changing demands for your service and the
potential impact of competitors.
Promotion / Marketing strategy
How, when and where do you promote your service?
 What is your Unique Selling Point (USP – What sets you apart from the competition)?
 How do you promote Tax Credits and the Free Early Years Education Entitlement?
Appendix 2: A sample of publicity material used
5
The Service
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9
General Guidance
Complete the page opposite taking into account the following points:

What the parents expect to get from the service you are offering. You should be aware of this
from through carrying out market research.

The level of quality parents expect from your service.

Any accreditation schemes that you may be able to work towards that would highlight the quality
of the service you are offering.

How the quality of your service helps your aims and objectives.

The different ways there are of bringing quality into the service, and how to decide which is best
for your service.

The equipment, tools and materials you need to start up and run your service.

Match your needs for equipment, tools and materials with your service’s aims.

Decide how you get the equipment, tools and materials you need and what this will cost.

Work out what you want your suppliers to do and how you want the equipment, tools and
materials supplied to your service.

Work out when and in what order you need the equipment, tools and materials.

Decide how often and when you will need supplies and match this to your financial planning.

Work out how the cost of supplies will affect your profit margins.

Find out about the effect of any laws and regulations on supplies for your service
5
The Service
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10
Operational Control
 Briefly describe what your service will offer / offers the children.
 Explain how you make sure that children and parents have access to a service that matches best
practice. Refer to activity plans, equipment and materials, which you should include as
appendices.
 Outline timescales for any major projects planned.
Appendix 3: Sample activity plans, lists of materials, activities and equipment, sketch map of
premises.
Other needs
 Outline what you are doing to make sure that your service meets the needs of children with
additional needs (learning difficulties or physical mobility) as well as children from other cultures
or ethnic backgrounds.
Appendix 4a: A copy of your Equality and Diversity statement
Administration and equipment
Providing the service will involve administration costs such as office equipment (desk etc), insurance,
telephone, stationery and so on. What sort of costs do you think you may have (excluding staff)?
Explain how you finance any equipment (loans, cash purchase, hire agreements etc.), including
contract time scales if relevant.
Appendix 4b: A copy of the following policies:
Safeguarding Children Procedure
6
Health & Safety, Admission, Pricing and
Premises
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General Guidance
Choosing Premises:
 Get up-to-date information on possible premises from reliable sources.
 Get advice about the premises from suitable advisors.
 Match the available premises to your service’s needs.
 Review your service’s needs depending on what premises are available.
 Review the terms and conditions for the premises and think about their effect on the service.
 Review different premises and take account of any alterations they need to fit your service’s
needs.
Where to look for premises:
 The local town/borough council hold the land register, and will be able to advise you who to
approach about renting local buildings.
 The parish council will have local knowledge and may be responsible for some local community
buildings such as village halls and scout huts.
 Local schools may have spare classrooms they are prepared to rent, therefore making it
worthwhile to approach local headteachers. The Kent County Council Provision Planning Team
also hold details of spare capacity in schools across Kent.
 Large employers may be willing to rent space for a provision, particularly if it could benefit their
staff.
 Community/tenants’ association can advise about the use of community buildings.
Planning Permission
The following is a general guide, but it is always advisable to check with your local planning officer to
determine whether or not planning permission will be required.
Planning permission is required for:
 Carrying out new building works. It follows that if the proposed building is a temporary structure
(e.g. a mobile classroom), planning permission will be granted on a temporary basis.
 Changing the use of an existing building (unless temporary or ancillary use) or piece of land
(‘change of use’ application is included as part of the main proposal).
 Intensifying the use of an existing building.
Planning permission is not required for:
 Temporary use (less than 28 days in one calendar year).
 Ancillary uses to the main use. This means that educational and community buildings such as
schools, church halls or community centres may not require planning consent to house a
childcare provision. However, planning permission is always required for new building works
within the grounds of such places.
Guidance for Schools
Will a formal lease / letting be required?
For use of spare classroom:
Will classroom remain ‘spare’ in future years?
Will classroom meet care standards?
For use of mobile building:
Are there any plans to remove the mobile?
Will the mobile need to be refurbished to meet care standards?
Will planning permission be required to do refurbishment?
For use of land:
Who owns the land?
What is its current use?
How will a capital build be financed?
6
Premises
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12
Registration and planning requirements:
Explain whether or not your premises meet the requirements specified in the EYFS Statutory
Guidance. If not, describe what you have to do to meet the standards and the costs involved.
Please ensure a Risk Assessment is undertaken of existing premises.
If relevant, do any of the proposed works require either planning permission or a change to your
current Ofsted registration? If yes please give details of the application process and approximate
timescales.
Costs:
What are the leasing/letting arrangements (including length of contract) for the premises and the
basis for your rent? Do you have any other premises costs such as business rates, heating, legal
start up costs and so on?
Appendix 5: Include a copy of your Lease / Letting Agreement
7
Staffing
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13
General guidance
Skills-needs audit:

Fully describe what you need to do to provide the services offered.

Explain how the service will be managed and describe what management skills are needed. For
Community Schools using their community facility powers to run the provision please indicate
clearly how the management of the childcare provision will fit in with the current management
structure of the school.

Decide what skills you need for your service and look at how often each type of skill and ability is
needed.

Look at whether the service’s needs for skills and abilities is likely to change in the first years of
running the service.

Assess what skills people already involved in the service have and decide if there is any shortfall.

Work out how much it will cost the service to train existing staff or get new staff with the required
skills.

Decide on the best way of getting the skills that your service needs.
Staff operations:


Ensure that the staffing complement complies with the ratios set out in the national minimum
standards (A copy of the relevant standards can be obtained from the CIS on 08000 32 32 30).
Ensure that the staffing complement covers the provision’s opening hours. Full time staff
normally work 7-7.5 hours per day. However if your provision is open for 10 hours a day (say
8am to 6pm), you will need to ensure that your staffing complement covers these hours. This
may mean running shifts of say 8am to 4pm and 10am to 6pm, assuming that there will be less
take up in the first and last two hours of the day. You may find that a mix of full and part-time
staff works well to cover the opening hours.
Staff ratios:
Under 2 (ratio 1:3)
2 years (ratio 1:4)
3-8 years (ratio 1:8)
7
Staffing
Template created May 2009
14
Skills-needs audit
 What staff does the service need in terms of numbers and job roles?
 What qualifications do they have or need?
 What skills do they have or need?
 What experience should they have?
Appendix 6a: Job Descriptions - for each role within the setting
Staff operation – complete for each role within the setting
 What hours will or do they work?
 How many weeks in the year will or do they work?
 Do you have any recruitment costs?
 Have you thought about holiday and sickness cover costs in your staffing plan?
 Do you use volunteers and does this affect any costs?
Appendix 6b: Terms and conditions of employment
8
Financial Control
Template created May 2009
15
General guidance

Make and use cash-flow forecasts and statements.

Explain the income and expenditure (spending) of the service.

Explain your profit targets for the service in cash and take up of places.

Use reliable information to make forecasts and to set targets.

Deal with differences between what you expect and what actually happens.
You should know and understand the following:
Forecast and estimates

How to produce and use forecasts, estimates and projections about money in the service,
including:
 Cash-flow forecasts;
 Breaking even;
 Profit and loss;
 Income and spending; and
 Budgets for particular things such as marketing.
Keeping financial records and control

How to produce financial records, including:
 Ledgers and journals; and
 Invoicing, receipts and payments.

How to use financial records for monitoring.

The broad principles and procedures in accounting systems.

Using different accounting periods and financial years.

Using computerised and manual systems such as Superfox, Excel etc.
8
Financial Control
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16
What financial and accounting systems will you use or are you using to control payments, receipts,
profits and losses and other finances such as debtors and creditors? How will you measure or are
you measuring profit or losses?
Contingency Plans
Risk analysis
 What are you planning to do if things do not go to plan?
For example, if:
 The premises costs are higher than planned;
 Numbers of children are lower or higher than expected;
 Registration needs more time, staff or skills than was expected;
 A competitor opens in your catchment area; or
 Staff can be difficult to recruit or hold on to.
9
Staffing structure:
Template created May 2009
17
Please complete the separate financial appendices
General Guidance:
 All staff should be listed, including cook etc

There are three staff structure sheets that require completion – 1 for each year of the 3 year
revenue budget.

Please tick the box at the top of each sheet to show which year the figures relate to.

When completing the hourly rate, ensure that all staff are paid at least the National Minimum
Wage.

Please confirm any reasons for payment less than the minimum wage, e.g. students, staff under
the age of 21

The column headed “Age Range of Children” should be completed with the age ranges of the
children each staff member will be responsible for. This assists in allowing staffing levels to be
checked against the appropriate Ofsted regulations.

If the weekly hours change from week to week then an average weekly figure should be entered
in the “Hours per week” column.

Holiday pay should be built into the staffing structure. Statutory minimum requirements from 1
April 2009 are for 5.6 weeks holiday pay. This does not necessarily mean 28 days, as if someone
only works 3 days a week, they would only be entitled to 16.8 days holiday (3 days x 5.6 weeks).

If staff work 4 days per week term time only (39 weeks) then the simplest way to calculate
minimum statutory holiday entitlement is to work out the time in hours. For example if the 4 days
equated to 32 hours over 39 weeks you would say they work 1248 (32 x 39) hours per year, or 27
hours a week over 46.4 (52 -5.6) weeks of the year. The actual holiday entitlement is therefore
5.6 weeks x 27 hours a week = 151.2 hours holiday for the year. Please note that 46.4 weeks is
used as the 5.6 weeks of holiday under the EU working time directive are excluded from the
average working week calculations.

On costs should be added to cover National Insurance and pension payments.

It should be noted that if you employ five members of staff or more, including yourself, you have a
duty to offer access to a pension scheme. This can either be a “stakeholder” scheme, into which
you do not make a contribution, or a “group” scheme with a contribution of at least 3 per cent of
salary from the employer. New employees must be allowed to join the scheme within three
months of starting employment. The Government will help with this by offering corporation tax
relief on company contributions and income tax relief on employee contributions. Please seek
assistance from the Inland Revenue.
NB – The following template is for information only – please complete the separate financial
appendices in excel.
Template created May 2009
18
Staff Structure
Job Title
Age
Hourly Average Weeks Yearly
Holiday
Holiday
Holiday Sub
Range Rate
Hours
per
Salary entitlement entitlement Pay
Total
of
per
year
axb
(weeks)
(hours)
(see
d+e
children
Week
xc
below)
cared
for
On
Total
costs Cost
*
f+g
% of
f
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Totals
£
-
£
-
£
£
£
£
£
£
£
-
In order to calculate the holiday pay please complete either entitlement in weeks or in hours (do not complete
both)
Please insert the percentage rate of on costs in this box
Please Note
- On costs are to cover Employers National Insurance and any pension costs that may be applicable.
The amount will vary depending on staff salary levels and the current NI limits per HM Revenue and
Customs.
- If paying less than minimum wage please confirm the
reason
Template created May 2009
19
10
Fee structure:
Please complete the separate financial appendices
General Guidance

As with the staff structure, there are three fee structure sheets that require completion – 1 for
each year of the 3 year revenue budget.

Please tick the box at the top of each sheet to show which year the figures relate to.

The column headed “Number of registered places” should be completed with the number of
places registered per type of care.

“Average places taken per session” relates to the average number of children occupying the
places available per session.

“Fee rate per session” relates to the charge made for each session, full day, holiday places etc.

“Funded places” is the amount received for the supply of Early Education places to 3 and 4 year
olds. It should be noted that if you only offer 4 sessions per week, as opposed to 5 then the
funding declared should be reduced to reflect the amount you will actually receive (e.g. £1,562
per annum for 5 sessions per week would reduce to £1249.44 for 4 sessions – calculated as 4/5 x
£1562 = £1249.44).
NB – The following template is for information only – please complete the separate financial
appendices in excel.
Template created May 2009
20
Fee Structure
Type of Place
Under 2's
2 year olds
3& 4 year olds
Funded
Children
Lunch Club
Out of school
Other
Morning sessions
Afternoon session
Full Day
Morning sessions
Afternoon session
Full Day
Number
of
registered
places
a
Average
number of
places taken
per session
b
Fee
rate
per
session
c
Number of sessions per
year (sessions per day x
days per week x weeks
open per year)
d
Income for
year axbxc
non-funded morning session
non-funded afternoon session
non-funded full day
£
£
£
£
£
£
£
£
£
Funding for free entitlement - morning
£
Funding for free entitlement - afternoon
Additional fees for funded children (half day)
Additional fees for funded children (full day)
Lunch Club
breakfast session
after school session
holiday full day
holiday half day
(please specify)
Totals
£
£
£
£
£
£
£
£
£
£
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21
11 Capital Budget
Please complete the separate financial appendices
General Guidance

This should be used to identify any capital expenditure you plan to have, such as:



New building and associated costs
Refurbishment
Do not include consumable items such as paint, paper and cleaning fluids as capital – these
are items of revenue expenditure.

If you complete this with any expenditure you should also complete the section at the bottom,
which details how the capital will be financed.

Although this template is concerned with the financial implications of any capital project, you
should draw up a full project plan in order to ensure validity of the project as well as to keep a
tight check on the timings and costings.
NB – The following template is for information only – please complete the separate financial
appendices in excel.
Template created May 2009
22
Capital Budget
Capital Budget:
New Building/Extension (please state floor area:
£
sqm)
Refurbishment
Surveys, planning permission, other fees
Site Preparation
Connecting Services
Architects Fees
Equipment, Fixtures & Fittings
Other Costs
Total Capital Cost*
£
Financed by:
-
£
Grant 1 (please specify
):
Grant 2 (please specify
):
Grant 3 (please specify
):
Fundraising:
Loan:
Other (please specify
Total Funding*
Template created May 2009
):
£
-
23
12
Three Year Revenue Budget
Please complete the separate financial appendices

This should be completed in conjunction with the information you have already completed in this
business plan, and in particular the staff structure and fee income sheets.

For general expenditure, that is not directly related to the number of children expected to use your
service, it is acceptable to simply add an inflationary amount (approximately 3%) to your year 1
costs to calculate year 2, and then again to year 2 to calculate year 3.

You must ensure that you do not simply add an inflationary amount to staff costs and fee income,
these figures should reflect and agree to the detailed figures calculated previously.

For costs directly related to the number of children using the service (e.g. consumables and food)
you should expect to see these rise/fall in relation to the number of children used in you
calculations of fee income.

If you complete the rows for “Other Grant” or “Other Costs” you must specify what they are. If
there is not enough space on the budget sheet then please supply on a separate sheet.

If you want to include an amount for ‘contingency’ (possible unexpected costs) then you should
include this under “Other Costs”.
NB – The following template is for information only – please complete the separate financial
appendices in excel.
Template created May 2009
24
Three Year Revenue Budget
Year 1
Year 2
Year 3
INCOME
Fee Income
Funding for Free Entitlement
Other - please specify
Other - please specify
Other - please specify
c/fwd
TOTAL INCOME (a)
£
-
£
-
£
-
TOTAL EXPENDITURE (b)
£
-
£
-
£
-
SURPLUS / (DEFICIT) ( = a - b )
£
-
£
-
£
-
EXPENDITURE
Staffing
Total Staff Costs
Premises Costs
Rent/Mortgage
Heating, electricity, maintenance
Legal fees for obtaining premises
Other (please specify)
Insurance Costs
Public Liability
Employer Liability
Building and/or contents
Admin Costs
Telephone
Stationery & Photocopying
Postage
Accountant
Payroll / bank charges
Registration & Inspection
Activities & Materials Costs
Play Equipment
Consumables
Food & Drink
Baby Essentials
Volunteer Expenses
Travel reimbursement
Care costs
Induction
Advertising Expenses
Recruitment Costs
Promotion Costs
Transport Costs
Repairs / Servicing & Fuel
Tax & Insurance
Other Costs (please specify)
please specify
please specify
Contingency
Template created May 2009
25
13
Year 1 – Twelve month Cash-flow Forecast
Please complete the separate financial appendices

The cash-flow should be completed for the same timeframe as your year 1 revenue budget and
should reflect the timing of income being received and expenditure being paid out.

The figures in the cash-flow will not agree back to your profit/loss shown in the first year of your
revenue budget as the cash-flow will include funds being paid out on capital costs.

When completing this do not simply divide all of the costs by 12 and allocate across the months
the setting is open, try to determine when income will actually be received and when expenditure
will actually be paid out.

When determining when costs will be paid, look at existing agreements and contracts, such as
rent paid quarterly, insurance paid annually etc.

If there are costs (e.g. stationary) that you can not determine when they will be incurred then
divide these equally across the months open.

A good way to allocate costs such as consumables and food is to allocate the annual costs to the
months based on the number of children expected to be using the provision each month, or the
number of days open in the month, taking account of bank holidays, half term etc.
NB – The following template is for information only – please complete the separate financial
appendices in excel.
Template created May 2009
26
Months - from submission/opening
Income
Fee Income
Funded Education Places
Other Grant
Total Income (a)
Revenue Expenditure
Total Staff Costs
Premises Costs
Rent/Mortgage
Heating, electricity, maintenance
Legal fees for obtaining premises
Other (please specify)
Insurance Costs
Public Liability
Employer Liability
Building and/or contents
Admin Costs
Telephone
Stationery & Photocopying
Postage
Accountant
Payroll / bank charges
Registration & Inspection
Activities & Materials Costs
Play Equipment
Consumables
Food & Drink
Baby Essentials
Volunteer Expenses
Travel reimbursement
Care costs
Induction
Advertising Expenses
Recruitment Costs
Promotion Costs
Transport Costs
Repairs / Servicing & Fuel
Tax & Insurance
Other Costs (please specify)
Total Revenue Expenditure (b)
Total
£
£
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£
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£
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£
£
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Total Capital Expenditure (c)
Total Expenditure (d) = b+c
Opening Balance (e)
Increase/(Decrease) in Cash (f) = a - d
Closing Balance ( = e + f )
Template created May 2009
£
£
£
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Template created May 2009
28
14
Implementation schedule
This should be completed as a timetable showing each task you need to complete to meet your
objectives. It might include activities such as staff selection / recruitment and induction, equipment
selection / purchase and delivery, building works / renovations, registration marketing /
Promotional Activities, finance, opening, etc.
ACTIVITY
Template created May 2009
TARGET DATE
29
Template created May 2009
30
Appendices
The following appendices are useful in order to finalise any business plan and are likely to be
required should you choose to apply for funding from an external source.
Please tick the boxes to indicate that the appendices are included or mark not applicable.
1. Proof of legal status
2. Sample of Publicity Information, e.g. prospectus
3. Activity Plans, List of Materials etc
4a. Equality and Diversity Statement
4b. Your signed policies:
Health and Safety
Admissions
Pricing
Safeguarding Children Procedure
5. Lease / Letting Agreement
6a. Job Descriptions
6b. Terms and Conditions of employment
7. A copy of the latest annual accounts (audited if appropriate)
8. Copy of current Ofsted certificate
9. Copy of latest Ofsted Inspection Report
10. Copies of financial appendices
Template created May 2009
31