FEASIBILITY STUDIES AND PROJECT IMPLEMENTATION

Demograpics and competitors

Any idea for an international school must be seen in context. Conducting demographic, social and economic research, while identifying competitors and establishing fee levels likely to be acceptable provide initial indicators of sustainability.

School identity

What kind of school will fit the local community? If the school has a purpose which meets community needs it has every chance of success. Articulating a vision at this early stage also builds the case for investment by explaining how the school will meet community aspirations.

Student and staff projections

Projecting and refining the likely growth of student numbers for the first  ten years of the school  is the key to calculating the right number of faculty  needed to implement the chosen curriculum – and staff will be the largest budget line. Keeping staff numbers contstantly under review is vital.

Financial projections

With student and staff prjection modles in place and resourcing requirements established, fees can be set.  Both operating and capex  budgets can be projected over a 5 – 10 year peiod to give an initial estimate of capital accumulation and to set the target date for operational self-sufficiency.

Campus footprint

Establishing the space required for the school at capacity, fitting it to the land available and planning the stages in which it might be built are important aspects of a preliminary study. This makes it possible to make an intial  cost estimate for building and resourcing the school.

Local and international procurement

Choosing and planning for the most effective use of edcuational resources is essential. Getting value for money suggests that local sourcing is an important part of this process, but well-judged procurement overseas can often produce savings in the long run. Consilium Education works closely with UK based educational consolidated supplier, VPJ Solutions to source a wide range of specialist resources from the UK.

National compliance

From the outset, an appraisal must be made of local regulations: a project which is not compliant locally will not be viable. Knowing which national educational, immigration and building regulations must be followed, will enable the implementqtion phase to progress effciently.

International accreditation

 It is important to understand the options  (a) for international accreditation and (b) curriculum authorisation requirements, both for marketing purposes and to ensure a new curriculum can start on Day 1. Building the required standards into early planning will prevent unecessary delay.

Viability

Once the the feasibility study is complete, it will be clear what kind of project wiill be feasible. There is still work to be done when to bring things fully into  detailed focus when writing the full busienss plan later, but the fundamental case for project viability will have been made.

Investor presentations

Having decided that a project is viable, a client may wish to make a the case for involvement  to potential investors. Preparing a project brochure and presentation from the working documents in order to explain feasibility to third parties becomes the main focus for the consulting team.

Business planning

A robust business case based on the feasibility study and any subsequent research is at the heart of all successful projects, smoothing the way for the approvals required by regulators, winning investors and giving the project sponsors confidence to make difficult decisions.

Project coordination

A wide range of professionals will engage in complex financial, design, engineering, HR and educational conversations during the implementation phase. The educational consultant must take the lead in coordinating this joint effort, while listening carefully to ensure everyone is heard.

Goldilocks planning

Finalising curriculum and staffing requirements for an uncertain student population is a finely balance  process. Calculating and refining staff numbers remains the constant focus of the educational consultant. Not too many, and not too few teachers and support staff are needed for Day 1.

Recruitment

Successful  school openings depend on the recruitment of  outstanding staff – both faculty and support. Finding great start up staff is a specialised business. The process is pressurised, but must be conducted patiently and transparently to ensure the right people are in place when a school opens.

Learning spaces

Every space on campus is a learning space. Whether the project is a new build or refurbishment, forming a design bond between sponsor, architect and educator is essential. No space must be wasted and every opportunity maximised. Learning is the driver but  rational compromise is important.

FFE and specialist resources

Sourcing Furniture, Fittings, Equipment and other resources for the school proceeds in parallel with detailed design briefing. The big choice is whether to go local or sources overseas. In most cases the outcome is a combination of both to give best value for money and the desired level of quality.

IT infrastructure and systems

All spaces in a modern international school, from the admissions office through Early Years rooms to high tech science labs, require specialised digital planning – the right hardware, the right software and a suitable infrastructure will support a sustainable and effective operation.  Plan early.

Website

Every new school project needs an effective website – to inspire, to inform, to recruit and attract. It needs to be in place early and then to be constantly updated as the project plan is implemented. In the longer term it must be set up to give the school independence from the designer.

Policy and procedures

When a school does open, a wide range of procedures – from student drop off to parent communication – must be in place. Confidence grows when these are well coordinated and properly communicated. The principles that guide procedures form the basis of a school’s policy manual.

Onsite visits

While project implementation can be successfully supported from a distance, visits from the consultant become increasingly important as the opening of the school approaches. Everyone needs to ‘live the project’ in real time as decisions are made on a daily basis. Close support helps.

A vulnerable period

Planning becomes so focused on opening the scholl, there can be a tendency to breathe out after Day 1. No project management team can afford to do so. Snagging continues, problems arise and ongoing operations, once started, need support as systems bed in and routines are established.

Strategic plan

Having opened, the question of strategic direction arises. Answers must be immediate and will already be planned. The school’s first strategic plan should be in place: the energy built up to start the school is transformed into the fuel that will power it for the next three years.