How to open a family school. Business plan for opening additional education courses

The purpose of the business plan: implementation of the target “Program for the Development of the MOU Gymnasium No. 24” to provide educational services population for 2006-2011

The program is a long-term normative and managerial document that characterizes the existing achievements and problems, the main goals, objectives and directions of the educational process, the features of the resource support of the pedagogical process and its innovative transformations, the main planned goals, terms and technologies for their implementation.

Business plan objectives:

1. Determination of specific areas of activity of the gymnasium (educational services, services additional education, including sports, artistic and aesthetic, musical orientation, etc.
2. Evaluation of the competitiveness of the services provided by the gymnasium.
3. Assessment of the compliance of human and material resources with the goals set.
4. Assessment of the possibilities of modernizing the methods of material incentives for teachers.
5. System development social partnership and attracting potential donors.
6. Improving the system of spending budgetary and extrabudgetary funds.

Potential efficiency of the project.

• obtaining objective results of activities for a certain period;
• increasing the degree of innovation and quality of education;
• promotion professional excellence teaching staff;
• increase in funding sources;
• strengthening the material and technical base of the gymnasium.

Services offered and their purpose.

The gymnasium offers the population of the city a wide range of educational services:

• educational services, including teaching schoolchildren according to standard and adapted programs of the basic curriculum, teaching according to programs of in-depth study of the subject, teaching according to programs using the gymnasium component (expansion of curricula in subjects), introduction of new subjects, special courses, electives not provided for by the basic curriculum (“school component”);
• additional education services (circles, sections and courses) in accordance with the social order of the population (programs “Gamma”, “Accord”, “Ecomir”);
• educational services for the preparation and adaptation of preschoolers to the conditions of school life (program "School of a preschooler");
• services for preparing graduate students for admission to universities, for passing exams in the form of the Unified State Examination and in new form in the 9th grade (program “Chance”);
• health care services, promotion healthy lifestyle life, sports sections (Health League program);
• services to ensure the cultural leisure of students of the gymnasium;
• services to ensure the safety of students of the gymnasium.

Potential consumers of services:

Predominantly the population of the Krasnaya Gorka microdistrict, as well as other residents of the northern part of the city of Lyubertsy, Moscow Region

The structure of competitors' services.

The educational space of the northern part of the city of Lyubertsy has 6 educational institutions, more than 10 institutions of preschool education, a branch of MIKHS, 2 institutions of additional education, 1 institution of culture. In this regard, the set of educational services offered by the gymnasium turned out to be partially identical to those offered by other educational institutions. There was a need to expand the range of services and develop additional education programs in accordance with the social order of the population, to revise the working hours of the gymnasium due to the variety of forms of extracurricular and out-of-school work.

Benefits received by consumers of gymnasium services.

• high quality of education at the expense of budgetary financing, contributing to admission to universities on a budgetary basis;
• multidirectionality and differentiation of education in the gymnasium;
• communication with universities in Moscow;
• high level of professional training of teaching staff;
• variety of additional services offered;
• high level and wide range of cultural and leisure activities;
• developed and implemented system of extracurricular educational activities with the involvement of museums in Moscow;
• modern material and technical equipment of classrooms;
• the uniqueness of the organization of the educational process;
• introduction of a 10-point system for assessing students' knowledge, which creates a comfortable atmosphere in the classroom;
• the functioning of the system of educational work, creating an alternative to self-destructive behavior (drug addiction, alcoholism, gambling);
• flexibility and democratic style of management of the gymnasium;
• high degree innovativeness of the educational process.

Financing of educational institutions is carried out at the expense of local and regional budgets and today cannot provide all the needs of the gymnasium and fully contribute to its continuous development, therefore, it became necessary to search for other forms of financial and economic activity, in additional sources of budgetary and extrabudgetary funding.

Marketing plan.

1. improve the quality of education;
2. improve the system of incentives (including financial incentives) to attract highly qualified personnel, including university professors and employees of scientific institutions;
3. to intensify participation in various creative competitions and projects, including Russian and international ones;
4. enhance advertising campaign in the media;
5. constantly improve the material and technical base of the gymnasium;
6. expand the network of social partners of the gymnasium;
7. constantly look for other types of economic activity.

Manufacturing program.

MOU Gymnasium No. 24 is located in the center of a residential microdistrict, not far from the railway station "Lyubertsy", has a bus connection with the entire northern part of the city, so it is easy to get to the gymnasium from anywhere in Lyubertsy.

Additional education institutions and cultural institutions located on the North side are relatively far away (15-20 minutes on foot from the microdistrict of the gymnasium), so there is a need to develop the system of additional education in the gymnasium more widely, as well as to involve specialists from additional education institutions and recreation centers to work in the gymnasium - through the opening of circles on the basis of the gymnasium by concluding cooperation agreements with these institutions.

There is no library in the northern part of Lyubertsy, so students have a real need to use the possibilities of the school library more widely.

Programs implemented in the gymnasium at the expense of budget funding.

1. General education.

No. p / p	Stages of education	Programs
1.	Primary general education.	Training according to standard state programs. 2. Early learning programs in English 3. Programs of in-depth study of the English language (from grade 2). 4. Education according to innovative programs approved by the Ministry of Education of the Russian Federation: “School 2100”, INOS programs, etc. 5. Implementation of the variable part of the curriculum. The introduction of subjects that expand the gymnasium component, as well as an increase in hours to deepen and expand the main subjects of the curriculum.
2.	Basic general education.	1. Implementation of the invariant part of the curriculum. 3. Introduction of a second foreign language. 5. The introduction of electives and special courses to increase the motivation of students and deepen (expand) individual topics of academic subjects.
3.	Secondary (complete) general education.	1. Implementation of the invariant part of the curriculum. 2. Programs of in-depth study of the English language. 3. Learning a second foreign language. 4. Implementation of the variable part of the curriculum. The introduction of subjects that expand the gymnasium component, as well as an increase in hours to deepen and expand the main subjects of the curriculum. 5. Introduction of electives and special courses to deepen (expand) individual topics and educational subjects.

2. Additional education.

Main tasks:

• security necessary conditions for personal development, health promotion and early professional self-determination of children;
• providing educational motivations and the formation of the need for continuous education, the creation of meaningful communication environments;
• adaptation of children to life in a team and in society;
• formation of a common culture of the individual on the basis of national and world cultures;
• assistance in vocational guidance for children and adolescents in accordance with the situation on the labor market;
• formation of the need for a healthy lifestyle;

To implement these tasks, curricula of additional education have been developed in the following areas:

1. Program "Gamma": artistic and applied direction.
2. Program "Accord": musical and aesthetic direction.
3. Program "Ecomir": ecological direction.
4. Health League program: sports direction.
5. Chance Program: Preparation for Continuing Education

Expected results:

• mastering the basics of artistic culture and achieving by children, regardless of their giftedness, a sufficiently high level of artistic training.
• development of performing and creative skills and abilities of each student:
• development of the sphere of aesthetic feelings and thoughts of each child;
• development of communicative abilities of children, reduction of the level of anxiety and development of adequate self-esteem;
• formation of active personal behavior in society;
• formation of the foundations of a healthy lifestyle, strengthening of mental, physical, moral health;
• skills building team game and personal responsibility;
• high-quality preparation of students for continuing education;
• mastering the skills of early scientific and research creativity;
• training in programs of extended and in-depth study of the subject (mathematics, Russian, chemistry, physics, English, etc.)

3. Programs implemented in the gymnasium at the expense of extrabudgetary funding.

Ways to implement the program:

1) The work of teachers primary school, English teachers, school psychologist;

2) Material support (printed handouts, visual aids).

3) Conducting joint round tables, meetings, teachers' councils with MDOU employees;

4) Professional development of ShBP teachers.

5) Consultations of a speech therapist.

Expected results:

• communication skills and elementary social skills;
• the ability to clearly and clearly express their thoughts;
• readiness of the child to study in the 1st grade, sustainable motivation to study at school;
• mastering the primary skills and abilities necessary for successful schooling; memory development.

In the gymnasium, since 2000, the parent Local Public Organization for Assistance to School No. 24 has been successfully functioning (certificate of state registration No. ... dated ... 2000). The objectives of the activities of the International Organization for Assistance ..., reflected in the Charter, are:

1) promoting the harmonious development of the personality of the students of the gymnasium,

2) assistance to the teaching staff in creating the necessary conditions for the implementation of the educational process in the gymnasium,

3) involvement of employees and parents in improving the educational process, increasing its efficiency”. (Article 2 “Goals of the organization”).

Members of the organization can be individuals and legal entities “interested in the joint achievement of the specified goals” (clause 3.1 of the Charter), i.e. predominantly parents of students. All voluntary contributions are spent, according to the estimate of the Organization, for its statutory purposes, including the provision of additional educational services. The opportunity to conduct additional educational services at the expense of non-budgetary funding makes it possible to expand the network of additional education, provide services directly at the gymnasium and, thus, is a weighty argument in favor of the gymnasium over competitors.

International Public Organization Assistance to School No. 24 is a non-profit, legally independent organization. All decisions on the expenditure of membership and earmarked contributions are made by the Council of the IPO.

Forms of remuneration, including additional material and social benefits.

The wages of employees of institutions include wage rates (official salaries), tariff rates, compensation and incentive payments.

The stimulating part of the salary is assigned for high-quality and creative performance of official duties, increasing labor efficiency, exceeding volume indicators, and high labor productivity.

Incentive payments to employees of the MOU gymnasium No. 24 are made in order to: improve the quality of educational and upbringing processes; strengthening the material interest of employees of the MOU gymnasium No. 24; development of creative activity and initiative.

The source of funding for the incentive part of wages is the funds allocated for incentive payments, which make up 10% of the base part of the wage fund for the current financial year.

Employees of the Municipal Educational Institution of Gymnasium No. 24 may be paid material assistance. Employees are paid a holiday bonus, and a lump-sum bonus can also be paid.

The incentive part of the salary for employees of the MOU gymnasium No. 24 is established on the basis of the decision of the Governing Council by order of the director in accordance with the Regulations on the procedure for distributing the differentiated incentive part of wages to the employees of the MOU gymnasium No. 24 / (Adopted by the Governing Council September 14, 2007, put into effect by order No. ...)

Risk assessment.

• availability of alternative services from competitors;
• low solvency of residents of the microdistrict;
• insufficient budget financing of economic activities of the gymnasium;
• the possibility of an outflow of highly qualified teaching staff to Moscow; higher wages in the capital;
• reduction in the number of students due to the difficult demographic situation;
• moral and physical deterioration of equipment and communications;
• reduction charitable assistance from the social partners of the gymnasium;
• objective difficulties in the transition to a new wage system.

Financial plan.

Budget appropriations.

Expenditure	2006	2007	Estimated for 2008
Catering for schoolchildren (regional subventions)	…	…	…
Acquisition of the library fund (regional subventions)
Acquisition of educational equipment
Purchase of medicines (local budget)
Current repair of buildings, structures and premises (local budget)
Subscription to periodical literature (newspapers, magazines) (local budget)
Private security (local budget)
Acquisition Supplies to accompany the educational process (regional subventions and local budget)

Extrabudgetary appropriations.

Voluntary targeted and membership fees to the International Public Organization of Assistance to School No. 24 are received unevenly during the calendar year, so these funds are spent “after the fact”.

Spending extrabudgetary funds.

Estimated amount of financial support for the implementation of the Development Program of the Ministry of Education and Science of the gymnasium No. 24 (annually raised funds)

Amount of required financial support	Planned channels of receipt of funds	What will the funds be spent on?
1,000 thousand rubles	Funds from the local budget	Repair of sewerage and water supply systems
900 thousand rubles	Funds from the local budget	Installation of APS and fire alarm systems
600 thousand rubles	Regional subventions	Installing licensed software on a PC
300 thousand rubles	Extrabudgetary funds of the International Educational Institution of Assistance to School No. 24	Purchase of furniture for classrooms.
400 thousand rubles	Funds of philanthropists	Cosmetic repairs of school premises

The implementation of this plan in full is possible only with the full financing of the Gymnasium Development Program, i.e. the ideal financing model is reflected in the business plan educational institution at the expense of all attracted sources of income.

Draft cost estimate of the MOU gymnasium No. 24 (in case of receiving a grant)

Directions for spending funds	The amount of funds spent from the federal budget
1. Purchase of equipment for information technologies(multimedia equipment, interactive whiteboards)	650 thousand rubles
2. Acquisition of the necessary equipment to create a gym	190 thousand rubles
3. Replenishment of the school media library.	20 thousand rubles
4. Acquisition of encyclopedias, reference books, dictionaries for the school library.	10 thousand rubles
5. Installation of air conditioners in computer science rooms (according to the requirements of SanPiN)	130 thousand rubles

It is known that creative activities are useful for the child, they increase his intelligence, contribute to the development of memory and thinking. Therefore, in addition to a comprehensive school, it is now important for many parents to captivate their child with creative activities.

Even 15 years ago in Russia, basically, there were only state creative schools for children - music, art and sports. In these schools they taught and teach according to certain teaching aids, giving the maximum load on the child, while, most often, not adjusting to the characteristics of children.

Today, parents choose other options for developing the creative potential of the child. Therefore, development schools for children of different ages are increasingly appearing.

Thus, schools of creativity can be divided into several types:

1. Schools early development. Designed for children preschool age, most of lessons take place in a playful way. The child receives basic concepts about the world around him, engages in physical activities and exercises for his age, develops creative abilities (sculpting, drawing), learns to be independent.

2. Art schools, designed for school-age children, which are "mono-schools", that is, in which one of the disciplines is taught. For example, artistic skill, playing the musical instruments, acting skills. Such schools are similar to public ones, but they offer services for individual lessons with a child, there is no grading system and a clear schedule. Highly qualified teachers are gathered in such schools; after studying in such schools, children can acquire skills for their future professions.

3. Schools of creativity with different areas of study. In such schools, a child can choose one or more directions. Many parents understand that a child should try different directions, and activities such as sports or dancing, even if they are not future profession child, good for health. An additional advantage for children is communication with peers who are passionate about the same disciplines.

School of creativity with different areas of study will be considered in this business plan. There is competition in the market, but if highly qualified personnel (teachers and trainers) are selected, the school will quickly become profitable.

The initial investment is quite high, however, the more season tickets are sold, the higher the profit. The cost of a lesson consists mainly of the teacher's salary and consumables. For example, such as paints, brushes, in the art class, balls, rugs in sports, which can be used repeatedly.

It is also worth understanding that, being a school for children, adults will be the target audience, as they make decisions and pay for classes. Therefore, the marketing program of the school should be aimed at an adult audience.

Amount of initial investment - 1 770 500 rubles;

Average monthly profit - 195 150 rubles;

Payback period - 12 months;

Breakeven point - 2 month;

Profitability of sales - 38% .

2. Description of the business, product or service

The school of creativity will have a room with an area of ​​150 m2 with three rooms for sports, art and music classes, each of which will occupy at least 40 m2 and a common reception area at the entrance.

The location of the school should be designed for children living nearby or in neighboring areas, so renting a room in the city center is not necessary. The first floor of an apartment building or a room in an office and entertainment center is perfect for such a school. Since the consumers of the service are children, their parents usually take care of the logistics, so having parking next to the building will be a big advantage.

The school of creativity will have five directions at the initial stage. The children will be engaged in chorus and vocals in the music class. Up to seven people will be trained in vocals at the same time, and up to ten in a choir. In the art class, they will teach modeling, oil painting, paints, pencils. Aerobics and dancing will be taught in the sports class. Depending on the age group and degree of preparation, children will be taught Russian - folk dances, modern and ballroom. There will be several teachers in all areas, the payment will be hourly, that is, it will be summed up for all lessons per month.

The school will have both beginners and advanced groups. Each child will study in their own age group, the schedule of lessons will be drawn up together with teachers and parents, for each age group in the daytime and in the evening.

The school will work from 10.00 to 20.00, while the maximum load will be from 15.00 to 19.00, and for children studying in the main school in the second shift, classes are provided from 10.00 to 12.00.

An approximate schedule for one of the directions (chorus) may look like this:

	Monday
	choir middle group			choir middle group
			choir adult group			choir adult group
		choir junior group			choir junior group

The cost of classes may be different depending on the service, or the same for all directions. Usually more popular destinations, such as dancing, are more expensive. At the school, you can purchase both a one-time lesson and a subscription for a month. The average price of a monthly subscription for all classes is 2250 rubles.

3. Description of the market

A school of creativity can be focused on both children and adults, but the business plan in question is a children's school. According to statistics, since 2001 the number of births has been increasing, respectively, there are more and more children. Thus, in 2017, the number of children under 15 inclusive amounted to a record 26.9 million people for Russia.

By age classification, training groups can be divided into several types:

• Pre-school group - this includes children from 4 to 7 years old, often accompanied by their parents, who are taught basic skills.
• Children from seven to 11 years old
• Children from 11 to 14 years old
• Teenage group from 14 to 17 years old.

The school is aimed at children whose parents can afford additional education for their child, that is, the family income level must be at least average.

The advantages and disadvantages of the school of creativity are shown in the table:

Strengths of the project:	Weaknesses of the project:
Choosing a creative activity for a child; The quality of teaching;	Expensive room rental Parents' inability to pay
Project features:	Project Threats:
Development of a network of schools; Organization of online learning Increase in the list of taught subjects	High competition in the market; Termination of the contract with one of the key teachers Changes in legislation (expansion of the list of activities for which an educational license is required) Lack of qualified teachers

COURSE PROJECT

by discipline

Business planning

on the topic:

"DRAFT BUSINESS PLAN OF THE ENTERPRISE

(BY THE EXAMPLE OF CREATING A CENTER

PERSONAL DEVELOPMENT "VECTOR")"

Section 1. Summary

To develop a business plan, the author considered the creation of an enterprise specializing in additional education of the population. Additional education, in this case, can include the organization of various courses and trainings, holding master classes and training seminars designed to increase the efficiency of labor and social activities of the population or certain categories of citizens. The activities of the personal development center being created will not be focused on professional and qualification education, but should contribute more personal development and encourage self-development of the population.

Education within the framework of this course project is considered in broad sense its understanding - as a purposeful process of education and training of an individual or group, which is a set of acquired knowledge, skills, values, experience and competence.

The organization presented in the business plan is the center of personal growth "Vector".

This project is characterized by the demand for this type of educational services among consumers.

The target audience of the project is mainly adults from 20 to 50 years old.

The range of educational services offered at the initial stage is five types of courses:

· Computer literacy course

· Legal Literacy Course

· Financial Literacy Course

· Personal Growth Course

· Communication course

In the future, it is planned to expand the range by introducing new programs and courses:

· One-time master classes

· Thematic trainings

· Periodic trainings

· Training seminars

· Professional training courses

· business game

According to the calculations made in the business plan, the total amount of the initial investment will be 870,320 rubles. At the same time, the break-even point of the project for the implementation of this business plan comes already after the third month after the start of the activity of the Vector center, and a full return of all start-up investments occurs on the eleventh month from the start of the start.

Thus, we conclude that, according to all financial and other indicators, the draft business plan can be recognized as successful and recommended for implementation.

Section 2. Description of the business, product or service

Even before the creation of a center for personal growth as an educational institution, it is necessary to decide whether documents will be issued to students and students who have completed training, which must confirm the completion of training in our center. And if they are issued, what sample will these documents be. To date, for the issuance of state diplomas and certificates to graduates of courses or training programs, accreditation of training programs and licensing of the teaching activity is required. In the case of individual teaching activities and the issuance of documents of an unapproved sample (without legal force), licensing and accreditation are not required. This option is more preferable for the personal growth center "Vector", because in this case the registration of the enterprise will be easier.

AT target audience center of personal growth "Vector" will include:

1) Heads of departments and enterprises who send the personnel of their organization for training at the Vector Center with the following goals:

a.Rally your team of subordinates

b.Get subordinates to work more efficiently

c.Enhance personal management skills

d.Establish communication within and with the team

2) Adults who choose individual or group classes for the purpose of:

a.Raising self-esteem

b.Gaining new knowledge

c.Determining the direction of self-development

d.Destruction of own complexes that interfere with communication in society

e.Acquisition of communication skills

f.Diversified personality development

g.Acquisition of teamwork skills

h.Establishing contacts and communications in a professional or social environment

Thus, the main target audience is adults from 20 to 50 years old, working in a team or looking for a job. Also, the target group can include student groups or work teams that have communication problems and need help in establishing effective relationships. The main goal of these people is self-development and the acquisition of new knowledge when attending trainings for personal growth and personal effectiveness. For our target audience, it is more important not to receive a "crust" confirming the acquisition of another qualification, but the real level of knowledge, skills and abilities that they can receive at the Vector Personal Growth Center.

The main activities of the Vector center will be (with an indication of the average duration of training):

1) One-time master classes, which will be held by people who have achieved success in their field of activity (successful managers of "top" companies, popular bloggers, famous politicians, public figures, managers of popular projects). Duration - from one and a half to three hours.

2) One-time thematic trainings. It is advisable to attend such trainings with the aim of one-time obtaining any missing skills. Duration - from one and a half hours to 8 hours of training (with a lunch break).

3) Periodic training. When concluding a long-term contract (purchasing a subscription), these will be monthly thematic trainings for the group, or seasonal trainings (organization of regular corporate trainings, trainings on team building for labor collectives or student groups). Duration - once a month from one and a half to two hours, or once a season from one and a half to three hours.

4) Educational seminars. During such seminars, there is an exchange of knowledge and an exchange of experience based on obtaining basic information on the topics of the seminar. The duration of one seminar is up to three hours.

5) Courses of personal growth and development of various thematic areas. The courses involve systematic attendance at classes held in various forms (lectures, seminars, practical exercises and game forms). Duration - from a strictly defined course (for example, 10 lessons of 2 hours) to a free visiting schedule (for example, on Mondays and Thursdays for two hours).

6) Professional training courses (the duration of training depends on the degree of initial training of students - from a weekly course of two hours a day, to regular two-hour classes during the academic year):

a)Computer literacy courses

b)Financial Literacy Courses

in)Legal literacy courses

G)Various other courses...

7) Business game. The direction has been successfully used in training for a long time, since the necessary knowledge and skills are acquired by example in a playful way. The duration of one game is from two hours to 8 (with a break for lunch).

The above areas of activity will be the main ones in the Vector center and require the direct participation and presence of students (listeners) in the classroom. But, besides this, work on personal development and remotely is possible on an individual basis. In this case, an individual training plan will be drawn up for the student, taking into account his personal wishes and preferences and in a form convenient for him. Such remote classes are possible, for example, in training in the preparation of business plans for an enterprise or in training in working with computer programs (1C, Photoshop, 3- D Mach and others).

Group classes can be in complete groups, or by free attendance (when the student knows, for example, that self-esteem classes are held every Monday and Thursday and he chooses the regularity of attending these classes). Permanent groups will also be formed in the Vector center:

· evening;

· morning;

· day;

· weekend groups;

· thematic groups.

Such a type of business as the organization of training has a seasonal nature: most often, the flow of students and students in the summer months is noticeably lower, and with the start of the “usual” academic year, the flow resumes.

Opening hours of the personal growth center "Vector": daily from 0800 to 2100 hours. The need for such a mode of operation is dictated by the need for morning, afternoon and evening groups - depending on the type of employment of students. For example, computer literacy courses are likely to be attended by pensioners who want to learn the basics of working with a computer in order to be able to communicate on social networks - it is more convenient for them to study in the morning (in the morning). And, if we take courses with the 1C: Accounting platform as an example, then they will most likely be attended by novice entrepreneurs or people who want to improve their professional knowledge - and it will be more convenient for them to study in the evenings, after their main work.

Section 3Sales and marketing

Centers engaged in educational activities in large cities are distinguished by a recognizable corporate identity, a memorable name, and their own logo. In order to attract the attention of potential consumers in the city of Khabarovsk, the name "Vector" was chosen. The word "vector" itself has a direct meaning - it is a directed segment, that is, a segment that has a length and a certain direction. The concept of this word is consistent with the definition of the direction of our activity and, moreover, is easy to remember.

Also, one of the basic defining components is a good location. Therefore, it is necessary for the office to rent a room in the city center, in one of shopping centers or business centers located in the center in the city of Khabarovsk.

At the beginning of its activity, when a permanent client base has not yet been formed, it is necessary to cooperate with a promotion company. For cooperation, a well-known company in Khabarovsk, the Far East Association for the Quality of Advertising and Marketing, was chosen, which is located at: st. Gamarnika, 72 of. 301. It offers the following services: branding, organization of an advertising campaign, marketing research, marketing outsourcing.

Also, at the initial stage of activity, in order to attract customers, it will be necessary to hold promotions and introduce various bonuses. For example, these can be shares:

· "Bring a friend - get a 10 percent discount!";

· "Repost us on Instagram - get one lesson for free!"

· … and other similar promotions widely known to marketers and PR people.

Special attention for the promotion of the services of the center "Vector" deserve social media. This is one of the least expensive and, at the same time, highly effective methods of promoting services. It is necessary to create pages of the Vector Center in well-known and replicated social networks (Odnoklassniki.ru, Instagram, Telegramm, Twitter, VKontakte, as well as other social networks).

Also, it is necessary to give preference to the "ordinary" methods of advertising, such as: posters, leaflets, distribution of business cards, advertising on cars, flyers, and so on.

In addition, one of the least expensive methods of "word of mouth" is that our graduates or those who are already studying will recommend the Vector center to their friends if we create a cozy and favorable atmosphere in our center and hire highly qualified staff.

It is important to apply the full range of measures to promote your services, this will bring a faster and more effective result.

Section 4. Production plan

It is necessary to outline the main steps that should be taken to create a center for personal growth "Vector".

Table 1 continued

Name	Amount	The cost of 1 piece, rub.	Total amount, rub.
Bookcase for books		2 500	5 000
Sofa		15 000	15 000
Personal computers		21 000	84 000
Stationery	Of necessity	5 000	5 000
Microwave		3 000	3 000
Electric kettle		2 000	2 000
Wardrobe for clothes		7 100	7 100
Safe		4 000	4 000
Total			305 600

Step 4. Search for administrative staff, teachers and leaders of courses and trainings

Recruitment can be done in several ways:

1. Through specialized sites that post applicants' resumes (usually on well-known recruiting sites, access to applicants' profiles is provided to a recruiter for 15,000 rubles for an unlimited period, or for 200 rubles for one profile);

2. Search for employees through friends and acquaintances;

3. Placement of vacancy announcements on free Internet resources (Avito, Rabota.ru and others);

4. Search for teachers in universities, technical schools, schools, and private and public centers for advanced training.

As a result, in the spring of 2016, Shurygina sold her stake in Dubrovina to Dubrovina. authorized capital, and also received dividends after the distribution of profits. According to Dubrovina, the payment amounted to about 350 thousand rubles.

School in two months

After that, Shurygina went on maternity leave and gave birth to her third son, but did not leave the idea of ​​​​opening her own school. In June 2016, her friend, the owner of the Moscow-Sokol business center on Leningradsky Prospekt, offered a low rental rate (which Shurygina does not disclose, referring to the personal request of the hostess) for suitable premises, and she decided not to shelve the dream.

This time, Shurygina began to look not for partners, but for hired employees who would help her raise the project. “When I decided that I was opening a school, I posted a request on Facebook if anyone would like to sit with me in a cafe and spend “ brainstorm". About six people responded, almost all of them were directors of children's projects,” recalls Lola. Among them was Ekaterina Sikorskaya, ex-co-founder of the developing children's center "Sunny City", working according to the Montessori method, she later became the executive director of the school and deputy Shurygina. “Katya was the most silent at that meeting,” Lola recalls. - I asked her: why were you silent all the time? And she says: “Why talk? You have to do it!” And I realized that we will work together.”

Lola Shurygina

Shurygina and Sikorskaya first of all announced admission to a new school and began to look for teachers. Most of the parents came through word of mouth - someone knew Shurygina or Sikorskaya from previous projects, someone became interested in the Facebook ad. Problems arose with the search for teachers: Shurygina went through more than 80 resumes and conducted dozens of interviews, but there was no way to find a suitable primary school teacher. “We were looking for a person familiar with the developmental teaching methodology, who would already apply it in practice, so that he would have a pleasant appearance, competent speech, a desire to learn and grow. With so many requirements, it was very difficult to find a teacher without signs of emotional burnout, ”says Shurygina. As a result, Facebook helped again: they not only found teachers there, but subsequently gathered most of the staff, said Ekaterina Sikorskaya.

But the fate of the project again hung in the balance: the hostess of the premises could not agree with the partners and asked Shurygina to move out. Finding a new building and renovating it a month before the start of the school year seemed hopeless. And Shurygina has already invested 450 thousand rubles in repairs. (subsequently, they were only partially compensated). “The situation was desperate,” says Lola.

However, she was lucky: in the CIAN real estate database, she found the former building of the Moscow Institute of Management, which was suitable for educational purposes. “For another month, we agreed on a lease agreement, and only on September 10 did we begin repairs,” she recalls. The official start of the school year was already behind us, so some of the parents who were going to Makarun sent their children to other schools. The rest of Lola vowed to launch in early October.

The name "Macaroon" Shurygina came up with herself. “At first we were a little doubtful whether this strange word would fit,” recalls Ekaterina Sikorskaya. - My husband asked me what the name of the school is, where I go to work. - Macaron. — What is it? - And then my daughter says: these are such delicious round cookies! And it became clear that the name would work.”

There was so little time left for preparation that some of the processes had to be “finished” after the launch, recalls Shurygina. But on October 3, 2016, the Makarun school, as promised, opened its doors. At the opening, one of the parents baked a huge cake with those very macaroons.

school economics

The total budget of the project amounted to 8.75 million rubles. According to Shurygina, 7 million rubles. of this amount - a subsidy from the Department of Science and Industry of Moscow for the creation of centers for youth innovative creativity. This is where Lola's previous experience with tender documents came in handy. According to her, getting a subsidy is not as difficult as it seems to many: “It is enough to submit an application for a competition, it is considered by the commission, and if you prove your intention to implement the project, this usually finds a response.”

In the morning, Makarun works as a school, and in the afternoon, workshops and scientific laboratories open in the center, where children are engaged in creativity, from drawing to 3D modeling and robotics. Most of the subsidy was spent on laboratory equipment, the rest was spent on repairs and the purchase of furniture. In addition, one of the rooms in the building was used as a kindergarten.

About 1.75 million rubles. Shurygina invested from her own funds together with her husband Sergei Shurygin, who became the sole founder of the school (Technikum LLC). “My husband accepted my desire to found a school as an inevitability, but agreed to participate in this when he realized that the tank had gone and was not clearing the roads,” laughs Lola.

After the launch, about 2 million rubles had to be invested in the school. “It was important for us to organize a comfortable environment, and this implies a lot of little things that shape the comfort of a parent and a child — buy a bulletin board, lamps, plow the ground in front of the building, put up a fence,” she says.

Now the operating expenses of the school amount to 1.3 million rubles. per month, most of which goes to rent and payroll. The Makarun team consists of 39 permanent and temporary employees, including 30 teachers (11 for the main unit and 17 for the additional, workshops and circles), two tutors-assistant and administrators. For rent of premises with an area of ​​430 sq. m, it takes about 400 thousand rubles, for salaries - more than 700 thousand rubles. including taxes.

In the 2016-2017 academic year, 17 children studied at the school in two grades - first and second, seven more preschoolers grew up in kindergarten, mostly younger brothers and sisters of Makarun students. In theory, the number of children can be several times larger without a significant increase in costs. According to Shurygina, there can be three to five children per teacher. In order to attract new students for the next academic year, in the spring of 2017, the hostess of the school launched an advertising campaign through Yandex.Direct and social networks.

“At launch, I relied too much on word of mouth. If we had invested in advertising then, perhaps now we would have been in the black,” says Shurygina. According to her, now the school is operating with an operating loss of about 400 thousand rubles. per month, however, by September of this year, it plans to reach operating profit, since it has signed 20 contracts for the next academic year, and plans to enroll 40 students in total. At the same time, the peak of demand usually falls on August. This already brings the project to a plus. The school can recoup the investment in two or three years, Shurygina expects.

The cost of schooling starts from 30 thousand rubles. per month, the maximum price with an extension and mugs is 46 thousand rubles. Kindergarten costs parents 29 thousand rubles.

What is taught at the school "Macaroon"

Education is based on the traditional model, but there are differences. Firstly, teachers conduct lessons from textbooks for developing education, conduct elective classes in reading, use an original method for developing a beautiful handwriting in a child. Secondly, the school has a tutor approach: each subject is taught by a separate teacher, and a tutor helps him work - an assistant who monitors discipline in the lesson and helps arrange games during breaks. In addition, the tutor observes the children as a psychologist - monitors their progress and resolves conflicts, helps to work on projects.

Classes start at 9:00: first a physical warm-up, then four or five lessons, a walk, lunch, homework preparation, and then either mugs or an extension until six or seven in the evening. Once a month, on Saturday, a “family day” is held, when a psychologist, orthopedist or other specialists are invited to the school, with whom parents can consult.

The school has a communication lesson - this is a synthesis of psychology, communication training and teaching etiquette, where students are taught to communicate, correctly recognize themselves and resolve conflicts. In the second half of the year, children attend a special lesson-project, where they learn the basics of entrepreneurship.

On "trial"

Running a private school involves compliance mandatory requirements. First, a license is required and state accreditation allowing you to issue your own certificates. To receive it, the school must carry out at least one graduation of students. “The state here protects the interests of the consumer of educational services. The point here is a certain trial period that the school must go through to show that it is not a one-day business, it will not start stamping diplomas, ”says Sergei Safronov, chairman of the board of the League of Education.

While the “trial period” has not been passed, and the first graduation is still to be expected, private schools often operate in the format of leisure and developmental education centers, which does not require licensing. This does not mean that officially students do not receive knowledge of the program. For example, children from Makarun are enrolled in home schooling at the accredited private school Our Penates. This costs Makarun about 42 thousand rubles. per year (2.5 thousand per child). “Two or three times a year they send us tests, we complete them, send them, they are checked, they are graded in electronic diary and enter in the personal file of each student, ”says Shurygina.

Sergey Safronov says that many private schools are starting to work according to the following scheme: “Obtaining a license is a complex and long process, but you need to test the business model and improve the educational process. In fact, this is a test drive until the project becomes large and does not need to be transformed into something formal.

Lola Shurygina (Photo: Vladislav Shatilo / RBC)

Second, the registered public school must operate as a non-profit organization. According to the law "On non-profit organizations", although it can receive profit, it does not have the right to distribute it among the founders. Thus, the founders of a private school are obliged to reinvest everything they earn in development. “A school is not a canteen where you can sell every pie with a 100-200% markup. Almost everything that our parents bring us allows us to break even, covering our basic expenses. If something remains, it goes to the development of the school,” said Vladimir Andreev, director of the St. Petersburg private school Teaching in Dialogue, which he founded in 1988.

But there is still an opportunity to turn the school into a full-fledged business. If you can’t make money in lessons, then on an after-school, additional courses, the services of a psychologist and a speech therapist are available. According to Shurygina, now the proceeds from additional services accounts for approximately 25% of total revenues, in the future it plans to increase this figure to at least 60%. Lola also intends to divide the school into two legal entities - NOU (a non-profit educational institution with a license and accreditation) and LLC. Thus, it will be possible to separate the educational part from the commercial one and be able to withdraw profits.

Business or asceticism

There are 158 accredited private schools and kindergartens in Moscow, Karina Chernyakova, chairman of the Moscow branch of the Association of Non-Profit Educational Organizations, told RBC. Most of them were founded in the 1990s. A few dozen new ones operate without accreditation, for example, as additional education organizations or children's clubs.

The cost of education largely depends on the area: in the "working" education costs from 27-35 thousand rubles. per month, in more prestigious ones - from 45 thousand. In the largest and most famous private schools in the capital, for example, in the Pavlovsk gymnasium or the Lomonosov school, the cost of education exceeds 150 thousand rubles. per month. For the area of ​​​​the Sokol metro station, where Makarun is located, the base price is 30 thousand rubles. seems quite democratic.

In spite of high prices, private schools are not so much a business as selflessness, an opportunity to do what you love without the bureaucracy that public school employees face, says Karina Chernyakova: leaders have created fairly high-paying jobs for themselves and their employees.”

There are no problems with demand, Chernyakova assures: “In public schools, teachers have forgotten how to work. Previously, if a child did not understand something, the teacher would leave him after school, study with him, but now this is a separate service.” Therefore, many opt for private schools, where children, among other things, are fed two or three times a day, and teachers do lessons with them during the after-school period.

Private schools are attractive due to the atmosphere that they create, Sergei Safronov from the League of Education is sure: “There are, of course, industrial schools that offer a cocktail of popular services on the market, but usually private schools satisfy the needs of those parents who are thinking about about which system of education for your child to choose, what ideas to lay down.

The goal of the project is to open a non-state educational institution (NOU) that provides services in primary general and secondary general education in a city with a population of more than 1 million people. According to Russian legislation, the activities of NOUs are classified as non-profit organizations, therefore, the goal is to extract profit in order to expand activities and pursue the mission of developing education in the region.

The project involves the creation of a paid private school (half board), which is a comprehensive format, including primary school(grades 1-4), high school(grades 5-9), as well as English language courses, preparation courses for the Unified State Examination and the OGE, sections. The advantages of the project include the presence of its own building, and, consequently, the absence of rent in the expense item, which for competing establishments can be up to half of the entire budget. Potential clients of the school are children of parents with a high level of income who want to provide their children with a decent future, as well as children who for some reason are inconvenient for a mass school (speech therapy problems, developmental delay, etc.).

The demand for the project is explained by the need to improve the quality of educational services in the country. With the loss of confidence in public educational institutions, the preference of parents is increasingly leaning towards private schools with an individual approach to the student and an emphasis on learning. foreign languages mainly English.

The main educational services of the NOU include:

1. Primary general education
2. Secondary general education
3. Preparatory courses for the Unified State Examination and the OGE
4. English courses
5. Dance, choreography, vocal lessons

The cost of the project will be 14,530,000 rubles, of which 10,530,000 will be start-up investments in the opening, and 4,000,000 rubles. - working capital. To implement the project, it will be necessary to attract borrowed funds in the amount of 2,000,000 rubles. The loan is issued for a period of 24 months. The loan rate is 22%. Deferred payment of payments - 3 months. The amount of own funds will be 12,530,000 rubles. or 86% of the required amount.

Key financial indicators project

* - data for the 3rd year of operation

The project is planned to be implemented within 9 months. The launch of the NOU is scheduled for September 2016.

Description of the industry and company

The concept of free public education is increasingly losing the trust of parents. Poor quality educational services, a low degree of immersion in the subject due to the need to constantly slow down the educational process in order to pull up lagging students, the incompetence of schools in preparing for the unified state exam (USE) and further education in prestigious educational institutions - these are just some of the factors in choosing a private education. Often, parents also give preference to a non-state school because of the characteristics of their child, for example, speech therapy problems, physical disabilities, and developmental delays. The number of private schools in Russia does not exceed 1%. They are mainly located in Moscow and the Moscow region, in St. Petersburg, as well as in million-plus cities. The level of competition in this market is minimal.

The company is a private general education school(half board), which provides services for primary general education, secondary general education, and also conducts additional classes in preparing for school, conducting English courses, preparing for the unified state exam (USE) and the main state exam (OGE). Classes are held in small groups of up to 8-10 people. The maximum number of students in the school (excluding additional education) is 150 people. Educational process is based on an individual approach to each student, an in-depth study of all subjects. Full board with additional education includes training from 8.00 to 18.30.

Classes are conducted by qualified teachers exclusively with higher education, including teachers of the first and second categories. The number of teaching staff - 15 people. Of these, 10 full-time employees, 10 part-time employees. The total number of employees of the institution is 26. The school is open from Monday to Friday from 8 to 18.30 from September to June. On Saturday and Sunday, additional individual and group classes are held.

The area of ​​the school premises is 1500 sq. meters. The building has two floors above ground, one basement. The number of classrooms is 9. The school is equipped with a computer class, a music class, a gym, a dining room. Functions to ensure the safety of children are provided by a security guard.

The organizational and legal form of the school is a non-state educational institution (NOE). Since NOU is non-profit organization, the profit received is distributed to expand activities, improve the quality of services provided: the purchase of new equipment, the opening of new classes, the involvement of teachers from higher educational institutions to open new disciplines. Taxation system - simplified (USN).

Description of services

Private school organizes education from grades 1 to 9. The profile subjects of the institution are physics and mathematics, which are studied in the most in-depth. A special place is given to the study of English, which is the answer to one of the most common requirements of parents. Education of children from 7 to 15 years old is carried out in small groups of 3 to 8 people with the same level of knowledge. Courses are conducted according to the methods of US universities. The study is conducted in several main aspects, including speaking, writing, grammar, reading. The training is aimed at removing the so-called spoken language barrier, at the ability to clearly and understandably express one's thoughts and think in English. Unlike the result of studying at school, when the graduate speaks only “English with a dictionary”, studying at a private school pursues the achievement of a specific result, for example, further education abroad, moving abroad for permanent residence. Students are given practical advice on how to prepare for the TOEFL, GRE, SAT, GMAT exams.

Also, the school provides courses to prepare for the Unified State Examination and the OGE in the subjects: social science, physics, mathematics, Russian, chemistry, English. Since the work of the school is aimed at the comprehensive development of the child and the disclosure of creative potential, active attention is paid to additional classes (piano, vocals, dancing). Unlike schoolwork health exercises are carried out with students. The cost of training includes three meals a day (breakfast, lunch, dinner). In addition to all of the above, the institution is working with preschoolers to prepare for the educational process. A complete list of services with prices is presented in Table. one.

The price segment of the school is average with high quality, which is confirmed by the qualifications of the teaching staff.

Table 1. List of services

Name	Description	Price rub.
Primary general education	1-4 classes. From 8.00 to 18.30	16 500/month +20,000 entry fee
Basic general education	5-9 grades. From 8.00 to 15.00	15 000/month +15,000 entry fee
Preparation for school	School preparation courses
Day care center	Day care center
Individual lesson	Individual lessons on the subject, academic hour - 45 min.
Preparation for the OGE and the Unified State Examination	Group classes in preparation for the Unified State Examination and the OGE, academic hour - 45 min.
English for schoolchildren	Group English lessons 4 times a week for students in grades 1-9
English language. Intensive Course	Intensive English course for students in grades 10-11
Individual English	Individual lessons in English, academic hour - 45 min.
piano lessons	Individual piano lessons, academic hour — 45 min.
Vocal lessons	Vocal lessons
Dances, choreography (individually)	Individual dance lessons, academic hour - 45 min.
Dances, choreography (in groups)	Group dance lessons, academic hour — 45 min.

The activities of a private school are regulated by the Law on Education, as well as the following normative documents: Decree of the Government of the Russian Federation "On approval of the Rules for the provision of paid educational services"; Decree of the Government of the Russian Federation "On approval model provision about educational institution"; Order on the certification procedure teaching staff; SanPiN 2.4.2.2821-10; Technical regulation on requirements fire safety; Federal Law No. 7 "On non-profit organizations".

The organizational and legal form of the school is a non-state educational institution (NOE). According to Russian legislation, educational activities are subject to compulsory licensing, which is carried out government agency department of education of the subject of the Russian Federation. The cost of the state duty since 2015 is 7.5 thousand rubles. The term for consideration of an application for a license is 2 months. OKVED classifier codes - 80.10.1, 80.10.2, 80.10.3., 80.21.1.

After the first graduation of students, but not earlier than 3 years after obtaining a license, the institution has the right to apply to the Ministry of Education for state certification for subsequent accreditation and issuance of state documents to students. Prior to accreditation, graduates of an institution have the opportunity to externally take exams at another educational institution that has passed accreditation. In addition to a license to conduct educational activities, a medical license is required to open a medical office at a school.

Sales and marketing

The market for private education in Russia has appeared since the early 1990s. According to marketing research, the number of private schools remains approximately the same. So if in 1998 there were 520 schools, by 2010 their number was about 550. This is due to the fact that new schools are replacing closed schools. The share of non-state educational institutions in Russia is estimated at 1%. Among the factors slowing down the development of private education in Russia are the high level of school rent costs, the weak level of state support for socially responsible business, and the abolition of tax incentives.

Today, the city in question has about 35 private educational institutions. Among them there are both kindergartens and private schools, as well as institutions that combine several types of activities. Considering in general low level competition, each institution seeks to occupy a certain niche. When choosing the specification for this project, two factors were decisive: this is parental demand, as well as trends in domestic market labor. According to the first factor, emphasis was placed on in-depth study of the English language and targeted preparation of students for passing the exam in this subject, as well as for passing foreign exams. According to the second factor, it was decided to focus on the in-depth study of physics and mathematics due to the perceived lack of qualified specialists in technical specialties in the country.

Thus, the study schedule is formed by groups of three types: groups from the physical and mathematical direction, groups of in-depth study of the English language, groups of additional education. It is the specialization of the school, as well as the quality of the services provided, that is the main way to attract customers. Before enrolling in the courses, the child and parents undergo a questionnaire to better understand the level of knowledge of the former and take into account the wishes of the latter.

At the start of activities to attract the first customers, it is planned advertising company in the media (television and print), and an interview with the director of a private school about the opening of a new institution. According to opinion polls, parents choose a school based on the following criteria: the reputation of the school (57%), the qualifications of teachers (55%), proximity to home (43%), reviews from friends (35%), material base(eleven%). Due to the fact that at the start of its activity it is not appropriate for an institution to talk about its reputation, it is planned to focus on the introductory materials of the media on the development plans and mission of the new institution, the main pain points of modern public education that will be overcome in the course of activity, and teaching methods.

On the Internet, a private school will be represented by an official website where parents can find comprehensive information about the school, teachers, the mission of the school, its curricula, ask their questions through electronic form. Also, information on prices for educational services will be posted on the school resource in the public domain. The cost of the opening promotion campaign, taking into account the creation of the site, will be 70 thousand rubles.

Production plan

Geographically, the private school is located in a large residential area of ​​the city, within direct reach public transport. A bus stop is 300 meters away. Half board training sessions run from Monday to Friday from 8.30 to 18.30 from September to June, with additional classes and courses on Saturday and Sunday from 9.00 to 21.00. AT summer time there is an expansion of enrollment in groups of additional education (intensive courses).

It will take 10.5 million rubles to repair and equip the building, as well as to equip the adjacent territory. The area of ​​the building is 1500 sq. meters. The area of ​​classrooms is 400 sq. meters, the number of classrooms - 10, which fits into the accepted standards for the number of square meters. meters per 1 student (from 2.5-3.5 square meters per student). The costs of equipping the school are given in Table. 2. In addition to these expenses, it is planned to purchase equipment for the courtyard area and install a fire alarm.

Table 2 Equipment Costs

Name	price, rub.	Quantity, pcs.	Price rub.
Training classes
Board interactive + multimedia projector
A computer
Educational literature, teaching materials
split system
School desk
Teaching instruments for physics classroom, set
Floor carpet
Adjustable student chair
Bookcase
bookcase
Computer desk
Teacher's table
office
Indoor flower
Book shelf
Audio system for listening programs + set of training CDs
Study table wall
Teacher's chair
Board school magnetic-chalk
Teacher's room and director's office
A computer
split system
Refrigerator two-chamber
Telephone landline
office
Office chair
Indoor flower
medical office
Pharmacy with a basic assortment of medicines for schools (32 points)
Office cabinet
Tube quartz
Single chamber refrigerator
Two-section medical cabinet
office
Medical scales
Desk
Medical table with glass cover
Spirometer
Hand dynamometer
Table lamp for ophthalmological and otolaryngological examinations
Height meter
Medical screen
Tonometer
Bix big
Wash basin
Table for determining visual acuity
Bix small
Phonendoscope
Medical thermometer
Rug 1 x 1.5 m
Disposable syringes with needles 2,5,10
Rubber harness
Glasses in children's frame 56-58 mm with lenses 1 diopter
Rubber heating pad
Ice bubble
Tray kidney-shaped
Metal spatula
Splints for upper limbs
Dining room
Boiler for cooking
Three-section oven
Fridge
Electric stove
Dining table
distribution line
Cutlery set
Meat grinder for catering
Dinner tray rack
Cutlery counter
Boiler electric
Ventilation suction
Table with wash basin
Kitchen rack
Cutting table
washing bath
Plate for first courses
Plate for second courses
Wall shelf
Pot
Tablecloth
Kitchen knife
Cutting board
Gym
Basketball hoop
Portable football goals
Swedish wall
Basketball ball
Tennis table with net
Volleyball ball
Rug individual
Soccer ball
Goat gymnastic
Sports mat
Rigid gymnastic bench
Wall hanger
fitness ball
Dumbbells, set
Gymnastic hoop
Volleyball net
Table tennis rackets and balls, set
Horizontal bars for the Swedish wall
jump rope
Climbing rope with fasteners
Rest
piano
Plumbing
Equipment for study corridors (carpets, wall signs and posters, curtains, door signs, mirrors, flowers, aquarium, etc.)
Household and cleaning equipment
School wardrobe (floor hangers, benches)
Security guard working area equipment
		up to 10% of the total amount
Total:			4 063 000

Management functions are assigned to the director (the founder of the project) and the deputy for educational and methodological work. The full-time teaching staff is represented by 10 teachers (see Table 3). Another 5 teachers of the school (a teacher of Russian language and literature, a teacher of history and social studies, a choreographer teacher, a physics teacher and a mathematics teacher), as well as a speech therapist and a psychologist work part-time. Also, the school to meet the needs of students has in the state nurse, cooks and employees of the school cafeteria, supply manager, cleaner, security guard.

Table 3 staffing and payroll

Position	Salary, rub.	Quantity, pers.	FOT, rub.
Director
Deputy director for teaching and educational work
Accountant
Primary school teacher
Mathematic teacher
Physics teacher
IT-teacher
English teacher
Music teacher
Nurse
Head of economic department
Cleaning woman
Canteen employee
Security guard
Total:
Deductions:
Total with deductions:

Current period costs include wages teachers and other staff, purchasing groceries for the school cafeteria, maintaining the building and paying utilities.

organizational plan

The planned launch date of the project is 9 months. The start of activities is scheduled for the beginning of the academic year - September 2016.

Management educational institution is carried out by the director of the school, who has the right, within his competence, to give a binding order to any employee or student. The director carries out general management of all activities of the school in accordance with the Charter of the institution and the laws of the Russian Federation. Under his control is strategic planning, school development, setting goals and objectives. Director approves and implements educational programs, curricula, courses, disciplines, annual calendar training schedules, selects personnel and determines official duties employees.

The deputy director for teaching and educational work reports directly to the principal of the school. His responsibilities include organizing and long-term planning of the activities of the school, the educational process and methodological work, coordinating the work of teachers in the implementation of curricula, developing educational, methodological and other documentation necessary for the activities of the school, compiling reporting documentation, educational work with parents, monitoring and analysis of the educational process, etc.

Functions for the provision of educational services are carried out by teachers. The requirements for the teaching staff of the school are not only the presence of a state diploma of higher education and the proper level of qualifications, but also the presence of the qualities necessary for work, which are not always presented in public institutions: communication skills, the ability to find an approach to each child and parents, a high level of personal responsibility, initiative.

Financial plan

The costs of the preparatory period include: repair and redevelopment of the premises - 4,837,000 rubles; equipping the territory of the school yard - 1,500,000 rubles, equipping the school - 4,063,000 rubles, creating an official website - 30,000, obtaining permits- 60,000 rubles, advertising campaign of the opening - 40,000 rubles.

The costs of the main period include: salaries for school employees (including social contributions), school maintenance and utility bills, purchase of food for the school canteen - at the rate of 210 rubles. for 1 student per day, telephony and internet. Appendix 1 shows the main financial indicators for revenue, cash flow and net income over a five-year period. The calculations are based on the load in the first academic year of 50%, the second year - 85%, the third and subsequent years - 90%.

Project efficiency assessment

Opening a private school will require a high level of start-up costs, due to the large amount of repair work and the need to purchase a large list of equipment, including at least 32 items. The payback period of the project will be 32 months from the date of opening. The discounted payback period is 38 months. Project performance indicators calculated for a five-year period are given in Table. 4.

Table 4. Project performance indicators

Indicator	Meaning
Discount rate, %
Net present value (NPV), rub.
Payback period (PP), months
Discounted payback period (DPP), months
Profitability Index (PI)

Risks and guarantees

Unlike most similar projects, the project of this private school does not belong to the category educational business with a high risk group. One of its main advantages is the presence of premises in the property and the absence of rent. The absence of this item of expenditure allows more attention to be paid to material support schools, invest in improving the educational process, attracting new staff, purchasing modern equipment. However, the economic activity of the school requires the management to be able to competently distribute the funds at its disposal, anticipate new possible expenses, respond flexibly to the situation on the market and changes in legislation.

As the school's recognition grows and certain tangible results are achieved, it is possible to increase the average prices for services by up to 20-30% without tangible negative changes in the elasticity of demand. The main risks are reflected in Table. 5.

Table 5. Assessment of project risks and measures to prevent their occurrence or their consequences

Risk	Probability offensive	Degree gravity consequences	Measures to prevent
Attracting an insufficient number of students, "cutting" the number of services provided			Active media presence, working more closely with potential clients, usage competitive advantage
Delaying the preparatory period (difficulties in obtaining documents, repairs)			Following the developed work algorithms, using the services of a lawyer, hiring a contractor with a set deadline for completing work
Natural disasters, fires, etc.			Compliance with fire supervision requirements, use of the warning system, safety instructions for students, conducting extracurricular activities on life safety, emergency exit equipment
Growing number of competitors in the region			Use of competitive advantages, expansion of the range of services, work on improving quality indicators

Applications

Key financial indicators in terms of revenue, cash flow and net income for a five-year period