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HOW TO START A NURSERY AND PRIMARY SCHOOL BUSINESS PLAN
The Nursery and Primary School BUSINESS PLAN is a comprehensive business plan that will assist you with all the needed ideas and plans to start a successful Nursery and Primary School business and to also help you in raising capital from any bank or other investors for your new soap company.
Advantages of The Business Plan:
The Business Plan is fully Updated with current research on how to start a nursery and primary school
One great advantage of the business plan is that the Nursery and Primary School BUSINESS PLAN is not only confined to primary school or nursery school alone, but it carries the two school level along simultaneously. So in summary it teaches you how to establish a primary school, how to start a preschool, how to establish a montessori schools, and how to run colleges.
The Nursery and Primary School BUSINESS PLAN will give you guide on Nursery and Primary School Certification, Preliminary planning level, finding better locations for your Nursery and Primary School, Total cost required to start a Nursery and Primary School, Financial planning and forecast for a Nursery and Primary School.
The Business Plan is a 11 Chapter Business Plan – of about 23 pages!
7 Year Automated Financial Model in MS Excel it has a Complete Industry Research.
Bankable, Investor/Grant Ready! – The business plan is design to enable you use it to access loan and grants
Exceeds Ministry Education Requirements and standard!
Automatic download after purchase online.
0 The Business Profile. 1
1.1 Business Desciptions. 1
1.2 Service Descriptions. 1
1.3 Target Market and Customers. 1
1.4 Need for GNPS education service. 2
1.5 State of education sector in Nigeria. 2
1.6 Growth Trends in education sector in Nigeria. 2
1.7 The Curriculum.. 4
1.7.1 Preschool Education. 5
1.7.2 Primary School Education. 5
1.8 Certification. 6
1.9 Need for Private Nursery and Primary School 6
2.0 The Vision and the People. 7
2.1 The Vision. 7
2.2 The People. 7
2.3 List of Positions and responsibilities. 7
3.0 Communication. 8
3.1 Communication Equipments. 8
4.0 Organization Summary. 9
4.1 Business Organization. 9
4.2 Professional Consultants. 9
4.3 Required Licenses. 10
5.0 Premises. 10
6.0 Premises. 10
6.1 School Premises Description. 10
6.2 Administrative Block. 11
6.3 School Textbook. 11
6.4 School Fixtures and Fittings. 11
7.0 Accounting and Cashflows. 11
7.1 Checklist of all expenses items of the school 11
8.0 Financing. 13
8.1 Financing Strategy. 14
8.2 Projected Cashflow.. 15
8.3 Projected Profit and Loss. 15
8.4 Projected Balance Sheet 16
8.5 Business Ratios. 17
8.6 Conclusion. 17
9.0 E-Commerceable: General Assumptions. 17
9.1 E-Commerce Plans. 17
TABLE OF CONTENT
10.0 Acquisition. 18
10.1 Acquisition Plan. 18
11.0 Marketing. 18
11.1 Market Analysis Summary. 19
11.2 Market Segmentation. 19
11.3 Target Market Straregy. 19
11.4 Strategy and implementation Summary. 19
11.5 Competitive Edge. 19
12.0 Growth Plan. 20
12.1 Expansion Plan. 20
12.2 Handling Major Problems 20
1.0 The Business Profile 1.1 Business Description
GentleFlow Nursery and Primary School which is to be referred to as “GNPS” has been incorporated to provide educational services to children between the ages of 2 – 12 years. Responsibility for educational institutions is shared between Federal, State, Local government, communities and private organizations. GNPS as a private entity will be a profit operating organization whose exclusive purpose is to provide sound education to corroborate the effort of government in building manpower, raising future leaders and ensuring growth and development of the nation.
1.2 Service Descriptions
According to the constitutional provisions, the main responsibilities of the Federal government in basic education are in the realm of policy formulation, coordination and monitoring. Direct control by the Federal government is predominantly at the tertiary level. Primary Education in public schools is free, paid for by local governments, but there are expenses the families must pay, such as school uniforms, supplies, and transportation.
The Local governments have statutory managerial responsibility for primary education, with the federal and state governments exercising appropriate oversight functions. Most preschools and kindergartens are privately owned, but they must register with the government and follow federal guidelines. The federal government initiated an Early Childhood Care Development Education (ECCDE) program in the early 1990s, but rapid changes in political events prevented it from making progress. In 1991, only 4.7 percent of preschool children had some preprimary education. The program called for community-based childcare. In 2001, as support for the UBE program, some communities began building their own nursery and preschool facilities with federal money and international grants and loans.
The National Policy on Education stipulates a 6-3-3-4 structure offering six years of primary, three years of junior secondary, three years of senior secondary and four years of higher education. The category in which GNPS falls into is the preschool, kindergarten and primary schools which means it will be operating an eight-year programme for the children that fall into the aforementioned age bracket. The education that is offered at this level has two purposes,one is inculcation of permanent literacy and numeracy and ability to communicate effectively; two is character and moral training and development of sound attitudes; and the third is providing basic tool for further educational advancement .
The establishment of GNPS aims at producing children with sound education, good behaviour-patterns, abilities and skills necessary for effective citizenship in the community. In addition we expect that any child that will pass through our education system would develop latent physical skills, character, and intellectual skills and inculcate respect for elders and those in position of
authority. Other tasks to be performed by GNPS include developing in students a sense of belonging and to participate actively in family and community affairs and to understand, appreciate and promote the cultural heritage of the community at large.
1.3 Target Market and Customers
Our target market shall be children within the age bracket of 3-12 years of age as earlier mentioned. The community in which GNPS will be established has a great amount of this age bracket. For instance over 70% of the pupils who begin school today usually undergo the preschool program before advancing to primary school. After researching the population facts and statistics of Owerri community in which the GNPS will be launched, it is apparent that GNPS has a very suitable demographic for this particular industry. Owerri is the capital city of Imo state and even the second largest city in Eastern Nigeria; most inhabitants of this city are middle to upper-middle class who are elites and value formal education. The average combined family income per month was given as =N=370,000.00. The result of our research carried out that each household will be willing to pay a reasonable sum of money as school fees for their wards as they want quality education that will make their children acquire necessary skills to compete internationally. Knowing the average size of family income as well as potential estimates of students that will participate in this school provides valuable insight on a projected target market.
1.4 Need for GNPS education service
Provision of excellent and quality education as compared to what is obtainable abroad is basically the motive for the establishment of GNPS. In order to determine the necessity of the establishment of GNPS, we had to collect data and sample the opinion of people in the city. From the survey, we were able to discover that the populace value good education and are ready to pay for it. However, it was gathered that there was much emphasis on reasonable fee.
1.5 State of education sector in Nigeria
Over the past decade, Nigeria has been plagued by frequent political unrest. This political instability has generated negative effects on the education system. Although education had been in crisis for many years, the situation had recently been made worse by frequent strikes staged by students and teachers. Much of the difficulty lies in the fact that the sector is poorly funded. This results in shortages of materials and human resources for education, lack of qualified teachers; a brain drain from the public sector; few instructional inputs, shortage of classrooms and a host of other challenges.
In 2009, the Federal Ministry of Education, following a nation-wide tour of the schools, stated that the basic infrastructures in schools such as classrooms, laboratories, workshops, sporting facilities, equipment, libraries, were in a state of total decay. These challenges were more pronounced in both primary and secondary levels of education.
Nigeria as a reconstituted democracy has to address the issues of dual transformation. The new government has declared education as one of its top priorities and hence focuses on developmental plans that will reform education sector. One of these plans is giving room for private sector participation to ensure that education is accessible to each and every individual in the society.
After careful study and analysis of the growth trends of the education sector and the need to improve its present state, we therefore decide to aid and complement the efforts of government in building the future of our nation by providing good and quality education to the populace in the city of Owerri.
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