Bridging People and Possibilities  |  A Service of  Tyndale University College & Seminary
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Featured Career: 

Director of Marketing & Communications: The Director is passionate about marketing & communications and higher education. They understand and are skilled in print, radio and online promotion strategies, including social media platforms. They are able to lead a team towards objectives while actively participating in the implementation of executables.

Business Analyst

Business Analyst

Company: Credo Christian School
Contact Person: Stuart Kampen
Location/Address:
8260 Huntington Rd
Woodbridge, Ontario , L4L 1A5

Position Description

The Board of Credo Christian School, after having generated multiple long term vision reports, and having undergone a school evaluation, would like to develop business plans for two options that will define the direction the school society wishes to take to address Credo’s financial constraints as a result of declining student enrolment.

The board is requesting interested parties to present a proposal to generate business plans for both options listed below including estimated costs and timelines

Option 1:  

Enhance current location by implementing building, property, and educational program improvements with a goal of increasing membership and student enrollment.  Additionally, develop a repeatable and sustainable plan to generate the required cashflow to support these improvements. The considerations for this approach are:

  1. Assess current state of facilities and develop a 10-year maintenance forecast to establish annual capital expenditure budget.  
  2. Assess education program requirements and develop a 10-year forecast to establish annual operating expenditure budget.  Consider number of staff required, special education needs, etc.
  3. Establish the anticipated tuition fees and donations over the next 10 years.
  4. Establish the annual budget overrun and required increase in cashflow.
  5. Develop operating models to address projected budget shortfall.  Operating models could include one or all of the following scenarios:
    1. Working with a professional fundraiser 
      1. Create a job description for a fund-raising employee that describes the functions they will perform.  Consider at a high level the different long-term PR strategies Credo will want to pursue.
      2. Determine if the resource is required part time, full time, or a fixed duration contract
      3. Determine salary structure 
      4. Determine how the initial salary for the fundraiser and promotional budget will be funded
      5. Determine the timeline for the expected return on investment of hiring a fundraiser.
      6. Determine requirements for promotional material and the required budget
    2. Lease a portion of the school or property
      1. Develop contacts that may be interested in renting space in the school or the property during school hours and/or non-school hours.  This could include other schools, daycare, etc.
      2. Determine potential costs to Credo to accommodate these scenarios (renovations, insurance, etc.)
      3. Determine potential net revenue from these scenarios
  6. Prepare a business plan, with supporting documentation, and present the findings to the Credo Board. 

Option 2: 

Sell assets and move to a different location to create a bank balance, reduce operating costs, and increase visibility of the school within the community.  Additionally, develop a repeatable and sustainable plan to generate the required cashflow to mitigate annual budget shortfalls. The considerations for this approach are:

  1. Work with a realtor to identify potential properties that are within reasonable travel times for both Brampton and Toronto students and membership
  2. Establish minimum requirements for a workable school environment
    1. Determine indoor requirements such as the number of classrooms, administration offices, library, gym, etc.
    2. Determine outdoor requirements such as space for playgrounds, sports, etc.
    3. Incorporate government institutional building code requirements
  3. Determine probability of increasing enrollment due to proximity to URC churches and local communities based on new location
  4. Determine probability of maintaining/attracting staff and volunteers based on new location
  5. Assess potential change in donations that a relocation might cause.
  6. Determine construction costs to create a workable school environment
  7. Develop projected bus routes and bus stop times for both Brampton and Toronto
  8. Determine projected travel time to the new location for Brampton and Toronto volunteers and members.
  9. Line up potential sources of financing to cover costs of purchasing and developing new property before sale of current location (Bank, private sponsors, etc.)
  10. Examine zoning by-laws and feasibility of changes based on our requirements by engaging town councilors 
  11. Develop 5-year operating budget based on projected enrollment that includes Bus costs and facility maintenance costs
  12. Work with a realtor to develop plan to sell current location and determine projected proceeds 
  13. Determine net proceeds from sale of current building and cost of new building and any potential tax implications.
  14. Develop operating models to address projected budget shortfall.  Operating models could include one or all of the following scenarios:
    1. Working with a professional fundraiser 
      1. Create a job description for a fund-raising employee that describes the functions they will perform.  Consider at a high level the different long-term PR strategies Credo will want to pursue.
      2. Determine if the resource is required part time, full time, or a fixed duration contract
      3. Determine salary structure 
      4. Determine how the initial salary for the fundraiser and promotional budget will be funded
      5. Determine the timeline for the expected return on investment of hiring a fundraiser.
      6. Determine requirements for promotional material and the required budget
    2. Lease a portion of the school or property
      1. Develop contacts that may be interested in renting space in the school or the property during school hours and/or non-school hours.  This could include other tenants, schools, daycare, etc.
      2. Determine potential costs to Credo to accommodate these scenarios (renovations, insurance, etc.)
      3. Determine potential net revenue from these scenarios
  15. Identify potential needs that could be met with the proceeds from the sale of the property. 
  16. Prepare a business plan, with supporting documentation, and present the findings to the Credo Board. 
Posted: June 1, 2019 | Expires: June 28, 2019
Posted Under: Accounting / Finance
Career ID: [ 6945 ]