Open A New School
If you are considering setting up a new school you certainly have a lot of things to consider. We have done this many times and in many unique locations.
We are here to help you along the way and have put together this quick summary to help you get started.
Feasibility Study and Market Research for Setting up a New School
It is essential that the process of setting up a school begins with this important step. Making assumptions can be expensive and a comprehensive study will minimise risk and also maximise your chances of success. Even if it is already clear that the school will go ahead, this research will influence many decisions in the set up process including Vision/Mission, Financial Planning, Curriculum, Admissions etc
Some things to review:
- Industry analysis
- Market analysis
- Competitive analysis
- Marketing strategy
- Human resources (staffing models and skills audit)
- Financial planning (min 10 years)
Our studies and the report range from 70-225 Pages including a comprehensive 10 year financial model that is used by private equity and investment groups in their strategic planning. (Learn More)
Vision and Mission – “The Voice”
Although to some a school vision and mission may seem like an obligatory message on a feature wall, when you are setting up a new school these statements are invaluable. We prefer to describe this step as identifying the school’s unique “voice.” It is important that the school voice is clear and that all decisions about school design, curriculum, choice of staff and policies reflect a unique plan. Project forward to a time in 20 years when graduates return to the school and share stories of great times. How will they describe the school? What is unique about it? How will people distinguish your school from others? What are the “Signature Experiences“?
Financial Planning – The Business Plan for Setting up a New School
Both non-profit and for-profit schools need to have a comprehensive business plan that outlines a sound financial strategy both short and long term. We recommend a comprehensive 10-year plan with knowledge that it usually takes 3-5 years for a school to reach a sound financial position. Will you invest in and own the facility? (PropCo) Will you invest in and own the school business/operations? (OpCo) Will you engage a professional education management team? What is your investment horizon?
Strategic Planning for a New School
Long-term planning is essential as it is easy for school leadership to become reactive and lmove attention away from the end goal. Schools are busy, complex and stressful places, but good management focuses on strategic planning at least 5-10 years in advance.
Accreditation and Licensing for a New School
- Local License: In most cases schools will require local licensing through an education ministry and the endorsement and support from several government departments. This can be tricky and requires thorough planning and attention to detail.
- International Curriculum: Use of an international curriculum such as UK, US, or a framework such as International Baccalaureate (IB) will also require programs meeting standards that will be checked and monitored by a governing body. Mosts of these accreditations are best achieved by good education management principles and these begin right from the early planning stages.
- School Accreditation: A school might choose to pursue external accreditation as a way to validate quality. There are many to choose from and most include an external inspection against set standards.
All schools are different and the school design will reflect both local needs as well as the nature of the curriculum and the school’s vision and mission. Before you begin working with an architect, you must first engage a school operator who understands the school curriculum and the key teaching and learning priorities. Gone are the days when architects line up boxes with a corridor down the middle. You also need to consider capacity, class sizes and future needs. These are both educational as well as business decisions. An educator must be part of this process.
Every location will have different construction standards, costs and processes. This specialist field requires experts to closely monitor. If construction costs blow out or there are time delays, it will cost you dearly. Employ a very good project manager with an attention to detail. Micro manage and follow project timeframes carefully.
There are important design considerations when decisions are being made about internal facilities, materials and resources. Upfront costs are a factor as well as maintenance and function.
Branding and Marketing
Schools and what they offer are a very different “product/service” than you might expect. A parent and child is joining a community. You are not selling a car. How you brand and communicate your key messages must reflect a deep understanding of education and what families value, all within the local context. Study carefully and seek out expertise. It will make a big difference. We advocate strongly in the use of social media; the modern day “word of mouth.”
Expensive upfront and expensive to maintain. Get an expert involved. It will save you money by making good decisions right from the start. What was innovative 5-10 years ago, is not part of normal core business. Technology platforms, hybrid models of delivery and systems and pedagogy that meet the needs of digital natives.
Determining what you need and when you need can be very difficult. Be careful also about the difference of opinion that may exist between your key staff. These decisions about what is needed and what is best use of money can be quite subjective. We suggest starting with a core list of resources and then expanding it based on need.
Any research will tell you that school management is the number one factor that will determine success in a school. It is essential that your leadership is underpinned by education expertise. Put in place a quality management team.
Admissions processes must be clear and have an educational rationale for placement. Your goals should be to accept children “whose needs you can satisfy.” Create admissions tests that are credible and use these as benchmarks for determining grade placement.
Your staffing plan will be determined when you create your financial plan. The ratios of staff to students as well as your support and administration staff must be calculated carefully. As the school grows these ratios will become more efficient so seek good advice in your planning process. There are many ways to recruit with varying costs but, as always, you will often get what you pay for. The best teachers work through the best channels. Also, be aware that as a new school you are marketing yourself to new staff also, not just students. Build a great website and promote yourself well to this audience also.
In this initial planning phase you will not create a detailed curriculum but you must begin outlining the general curriculum plan. This will be different depending on your key priorities for pedagogy (how you teach) as well as your curriculum choice; be it British, American, Australian, IB or any other.
Standard school handbooks containing school policies can range from 20 pages to 100+. This comprehensive handbook takes time to produce but also must reflect local laws and government policies as well as the standards set by accreditations you have or are seeking.
School Review Processes and Action Plans for Setting up a New School
To be the very best, a school must have review processes and internal standards by which it is measuring itself. A 10-year strategic plan must be broken down into an annual plan, term plans and, sometimes, weekly action plans to achieve key priorities. When a school owner does not have a strong education background, engaging an education management team will be important.
Training and Development
Employ great teachers but then train them. Respond to internal school review processes, academic data and feedback by adjusting practice. The most valuable resource within a school is its Human Resources and investment in this is important.
Timelines for Setting Up a New School
A tough question! Many and most of the above will happen concurrently. The accreditations may depend on each other as well as your recruitment of a strong team. The building process may take anywhere from 6 months to a year depending on the size and location of the construction and the length of time it takes to complete additional approval processes. If you are using an existing facility or refurbishing one, then that might be easier for you, but just like any renovation, you can run into problems. Plan for the process to take longer than you expect as you are depending on factors out of your control, such as government approvals or the weather.
A Vision for the Future
Will your school model be as relevant in 5-10 years as it is now? It is so important that the school is future ready and its design is not shaped by preconceived ideas about what education has always been like. From the vision and mission, to the physical design, technology and leadership team. A carefully balanced vision and plan for best practice school that will deliver, only if it is future ready.
Learn more including:10 Steps and 10 Articles on How to Set Up a New School
or contact us directly
Who is Global Services in Education (GSE)
Global Services in Education is a company led by education experts. They are proven education leaders who know how to set up and manage international schools. GSE can lead the project from the initial idea to set up and full management. Kindergarten, Primary, Middle and High School, Universities and Adult education.
“I love great food and I love beautiful restaurants but that doesn’t mean I should set up and operate a restaurant. Everyone has been to a school and many have sent their children to one but that does not mean they are fully qualified and have the skills to guarantee the school’s success. The key difference between a great school and a failing school is its educational leadership. GSE has developed a reputation for being an invaluable bridge between education and business, particularly in unique cultural contexts.” Greg Parry, CEO.