The Cambridge School

Business Plan

Address:
Canal-Bank, Sector-A, Bahria Town Lahore, Punjab, Pakistan, 54700. Phone No#: 0423-1234567 Fax No#: 0423-7654321 Email: thecambridgeschool@live.com Website: www.thecambridgeschool.com.edu.pk
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Plan Outline
1.0 Executi e Summary 2.0 Company Summary 3.0 Services 4.0 Market Analysis Summary 5.0 Strategy an Implementation Summary 6.0 Management Summary 7.0 Financial Plan

Executive Summary
THE CAMBRIDGE SCHOO SYSTEM is a start-up organization that provi es international level of academic & day care services. This mid-sized child care/preschool facility serves children from fifteen months to teenage. Their services are safe and secure, providing the parents with an excellent place where their children can be taken care of. The Market / The Customers The child care/pre-school market is quite competitive in the Lahore area. There are over 50 different facilities. There are two general types of facilities. The larger style is commercially run, typically a corporate franchise center. These facilities are both regional and national. There are also many different smaller locally run and owned faculties. While the largest facilities can host between 20-100 children, the locally run centers typically have a maximum capacity of 20 children. As mentioned earlier, the market is quite competitive. Cambridge School System will employ two strategies to differentiate themselves. The first is a pricing structure where Cambridge School System services will be priced at 5%-10% less than the larger commercial run facilities. The second differentiating effort will be benchmarked customer service. A customer-centric philosophy will be infused within the entire organization. Cambridge School System will spend extra money to attract and train the best employees. This is especially important because it is the employees that interact with both the children and parents and will have the best chance to impress them enough to turn them into a loyal customer as well as to be vocal in telling their friends about their positive child care experience.

A o t

The purpose of Cambridge Schools is to prepare students with promise to enhance their intellectual, physical, social, emotional, spiritual, and artistic growth so that they may realize their power for good as citizens of Pakistan. Cambridge Schools aim to give children an all-round education offering:
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y y y y

A caring environment with a strong academic foundation An exclusive focus on the individual child A balance between local and global standards with modern approaches Service to children, parents and the nation

Vi ion
To provide a well-rounded English medium education suited to our cultural, historical and religious framework. We hope to empower and equip the future generations to meet the challenges of todays evolving and highly competitive world

Mi

ion t t

We resolve to realize our vision through developing an infrastructure with a network of strategic alliances, to provide affordable, accessible and quality education, and operational expertise across Pakistan. We offer quality teaching, training skills and quality management so that, on a holistic level, our contributions benefit the community, the country and the wider world.

Our Philosophy:
PHILOSOPHY OF EDU A ION
The Cambridge School offers a curriculum based on Cambridge Board O level and A level examinations. At our primary branch, the early years curriculum stresses on enquiry based learning that stimulates childrens natural interest and promotes greater understanding and learning. At Cambridge School we believe in interactive classrooms and value and respect the imaginative and innovative minds of the students. We believe that a pool of knowledge gathered through discussions is far more valuable than one-way lectures. Students are encouraged to form opinions based on observation and to express their feelings in a positive manner. An integrated syllabus helps them to develop a wider understanding and learn to make connections, find links and see patterns. This is reinforced through project work. An overview of things as a whole is encouraged and tunnel vision is avoided. All activities are geared towards encouraging children to find links between classroom learning and real life situations and see the relevance of what is learnt at school with their lives.

 



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Keys to Success
Marketing: differentiating TCSS care giving and educational services from traditional daycare offerings and interest activity programs. Service quality: care giving and educational programs provided by degreed and certified educators, child care workers, tutors and subject matter industry professionals in a technologically advanced first-class collegiate environment. Reputation: maintaining a highly regarded reputation for excellence in care giving , education and community involvement and being the employer of choice in our market for child care and educational talent. Profitability: controlling costs and managing budgets in accordance with company goals, hold to strategic business plans for growth and expansion and reinvesting in the business and its employees.

urriculum

Cambridge students study in a range of educational programmes depending on their location, national laws and school requirements. The Cambridge School System has also developed its own internal curriculum modeled on Scotland's curriculum and on the UK's National Curriculum. Curricula in Cambridge School are split along the following lines: 1. Early Years (Nursery and Pre-nursery) 2. Primary (Grades 1-5) 3. Secondary (Grades 6-10)

Quality Policy
We are highly quality conscious and take all necessary measures to ensure our position as a revolutionary leader in education in Pakistan:

 Complying with agreed client expectations, requirements and satisfaction standards  Knowing that everyone is a direct contributor towards upholding and maintenance of quality standards  Putting forth best efforts to achieve company and organizational targets while complying to quality standards along with legal and regulatory requirements  Quality control of operational variations by ongoing continuous improvement training of staff to enhance service, skill-set and know-how  Operating in a safe and healthy environment to improve employee satisfaction  Complete belief in and commitment to the vision and mission statement, through the line.

Company Summary
The Cambridge School is a start-up managed by Mr. patrick have extensive experience in the child care Education industry, and have maintained excellent reputations in this same industry. In addition, he is capable of handling the sales/management and finance/administration areas, efficiently. Company Ownership This business will start out as a simple proprietorship, owned by its founders- The DAR Group and Mr.patrick As the operation grows, the owners will consider re registering as a limited liability company or as a corporation, whichever will better suit the future business needs. Start-up Summary The company founder, Mr. Patrick, will handle day-to-day operations of the business and will work collaboratively to ensure that this business venture is a success. It is estimated that the start-up expenses will be 40,000 $/- (including legal costs, advertising, and related expenses). An additional amount of 80,000 $/- will be required as start-up assets. The start-up costs are to be financed in a ratio 49: 51 by Mr. Patrick and The DAR Group of Industries respectively.

Start-up Requirements Start-up Expenses Legal Stationery Brochures Insurance Rent R&D

$1,000 $250 $500 $1,500 $8,250 $500

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$65,550 $14,130 $0 $79,680 $119,130 $357,390

Services & Unique Features

The Cambridge School offers services for ages from 15-month to 18 years old. Hours of operation are from 8:30 A.M. to 5:30 P.M., Monday through Friday.

Company Locations and Facilities

The Cambridge School will begin with one location - a newly constructed 3,600 square foot campus at Canal view, prime location in entrance of Bahria Town Lahore. In The Campus there separate halls for arts and crafts, theatre and dance, information technology, library and quiet study, tutoring, infant care and a cafeteria. The play area will be adjacent to the campus and will be securely fenced and furnished with appropriate playground equipment and facilities.

Why You Should hoose he ambridge School?

Quality Curriculum: quality, well-rounded English medium curriculum suited to our cultural, historical and religious framework. Contemporary Early Learning Methodologies : qualified and experienced staff uses modern teaching methods for young students. Education Continuity: pre-school students are by default eligible to continue at The Cambridge Primary and Secondary school(s) in such a scenario, registration and admission fees are waived. Student Insurance Plan: ensures the continuity of a students education in case of the demise of a working parent (Terms and conditions apply). Classroom size is balanced with student strength per class: this allows for equal attention and space distribution.
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Cons nts Playg ound Equipment Playg ound Prep Playground Fence Furnishings Toys Build out Total Start-up Expenses Start-up Assets Cash Required Other Current Assets Long-term Assets Total Assets Total Requirements Total

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$1 000 $3,500 $700 $3,000 $7,500 $3,000 $8,750 $39,450

Specially developed and proven educational aids and equipment Involvement of caring elders from the community (for pre-school) Encourages Parental Involvement: parental involvement has a deep impact on the child and serves to enrich the learning experience Student Management System: improves network effectiveness this feature allows student assessment and progress to be tracked and maintained. Student Health Care: in addition to first aid provisioning, there are educational and awareness projects to promote healthy eating habits and physical fitness. Co-curricular activities (for primary and secondary school): art and craft, physical education and games, inter-school and regional competitions, educational trips, newsletters and magazines, clubs and societies all come together for an enriched student life.

Unique Features and Objectives of he ambridge School

 Providing quality, English medium education.  Imparting a balanced combination of traditional and modern teaching and learning approaches  Academic Department provides Curriculum Resource Packs (CRPs) and Daily Lesson Plans (DLPs). Teachers use these CRPs and DLPs to ensure effective teaching and learning in the classrooms  Minimising costs and expenditure by offering standardised curriculum, textbooks, stationery, staff training and development, assessments, evaluations and monitoring systems.  Offers teacher training for new methodologies and efficient teaching techniques  Keeping an eye on the latest advancements in schools and global curriculum to seek out, and adopt suitable p rogrammes for Pakistan  Develop a network of schools that penetrate deep into the social fabric for suitable access and equal opportunity education for all  Sharing best practices and knowledge pool with a cross-section of practising professionals  Providing a sustainable and profitable business model for entrepreneurs  Sharing and providing expertise to strategic partners and network associates (franchisee).

Features and Facilities

    
Over 26 classrooms UK Curriculum attested by the Cambridge Examination board Campus-wide internet connectivity (Wi-Fi) Fully-networked classrooms
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4 Computer labs Networked library and media center Promethean interactive whiteboards Fully functional cafeteria serving hot meals Special rooms for consumer science, music, art & Islamic studies Swimming pool Fully equipped gym full playground for children to play, basketball, Cricket ground Students and teachers pick & drop facility Fully air conditioned school Huge parking area Medical Facility 24/7 & house Doctor Stand-by Power Generators Auditorium with capacity for over 300 students, internet connection, projector screen and audio facility.

Extra-Curricular Activities
       
Art work activities Sports Presentations on different events like Iqbal Day, Defense Day etc Funfair Speeches/ debate (both junior & senior school) Musical events Dramas & plays Bon Fire

Activity Room
   
Video & audio facility (for pre-school) Special toys to develop language skills Teachers resource material Entrepreneur workshops

Sports
 Table tennis, valley ball, soccer, cricket, basket ball, badminton etc  Indoor activities (board games, puzzles)  Inter house race and games

Career & Behavior Counseling

 Career & behavior for Parents & Students  Zero period for week students for all subjects  Corrective classes to develop English communicative skills

SWOT Analysis
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STRENGHT
1. 2. 3. 4. 5. 6. 7. 8. Have a good location advantage. Well conceived operational strategies. Highly skilled, committed & concerned teachers. School has a strong ethos of openness, sharing & commitment to increasing parental confidence. Have good innovation abilities. Have a good cost advantages. Access to economies of scale. Have a technology advantages.

WEAKNESS
Weak image in Market. Teachers not available to meet parents often enough. Insufficient school staff to plan more frequent open house events. Staff not always clears of their responsibilities to parent partnership under current legislation. 5. Below-average marketing skills. 1. 2. 3. 4.

OPPORTUNITIES
1. Have a faster market growth. 2. Head teacher is willing to use some designated training days for open house events so that all teachers can attend. 3. Pupils active in the schools pupil participation project can be asked for their opinions and suggestions. 4. Have a opportunities to enter in a new market or segments. 5. Diversify into related courses or services. 6. Ability to move to better strategic group. 7. Complacency among other institutions.

THREATS
1. 2. 3. 4. 5. Need to ensure proper governance of voluntary organization. Slower student growth. Likely entry of more new competitors. Adverse government polices. Pupil coercion: need to ensure that adults are not leading or forcing pupils opinions. 6. Incomplete mandatory training: need to ensure that time borrowed from the designated training day does not result in staff failing to complete statutory/mandatory training, leading to local authority censure.
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PEST Analysis
Political:
1. Schools being privatized. 2. A government initiative creates the risk that the school may fail to deliver the policy or be diverted away from local priori ties etc. 3. Changes to the skills required to be a teacher/tutor 4. Changes to curriculum with short lead times 5. Requirement to be self managing 6. Requirement to be self financing

Economic: 1. Central or local government funding decisions may affect school 2. Ability of parents to raise funds for optional activities 3. Ability to invest savings/ surpluses 4. Cost of providing resources: y Staff teaching & support y Basics books/ paper y Technology solutions laptops etc 5. Interest rates 6. Shortages of materials on national/ inte rnational markets 7. Over provision of school places in the area resulting in competition from neighbouring schools. Social: 1. Local population changes (increasing/ decreasing numbers) 2. Demographic changes may affect likely pupil rolls or the nature of pupils needs e.g. pupils with English as a second language etc. 3. Closure of local firms providing employment 4. Inability to attract staff 5. Social networking blogs, facebook, twitter 6. Integration of students with special needs and local community 7. Information is accessible to staff anywhere in the world via the Internet 8. Staff were not given enough training or access to effectively change their habits and how they expected information to be made available Technological: 1. Changes to standards/ equipment required 2. Risk of selecting the wrong technology at times of change (i.e. windows) 3. New computer viruses may affect school/ college operations, 4. Disturbing/ illegal images on the internet may affect ICT security measures etc. 5. Move from paper based books to e-book readers 6. Computer hardware being up to date 7. Computer software being up to date 8. Time to manage IT systems
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Market Analysis Summary

The Cambridge School is a business that has become necessary in today's fast-paced world. There are an increasing amount of families who have become dependent on two incomes, which has created the necessity of the child care industry. Indeed, it has. There are over 50 facilities in the area that provide similar services to The Cambridge School, each of these has a large client base, and a profitable business. There is no doubt that there is room in the market for a high-quality child care academic facility.

Market Segmentation
The Cambridge School has a focus on meeting the local need for international standards services within the 15-mile radius of Thokar Naya Baig. Children are taken in flexibly on either a full-time or part-time basis.

Full-Time Working Couples

The company wants to establish a significantly large full-time regular client base in order to establish a healthy, consistent revenue base to ensure stability of the business. Customer relations are extremely important, as it is vital to keep the parents pleased in order to keep their children in the daycare center.

Part-Time Workers/Drop-Ins
Part-time workers and Drop-Ins from the fitness center and locals businesses clubs will cover less than 1% of the revenues. While this market is not a primary focus, sufficient flexibility to handle this market is important to the local 'word-ofmouth' marketing strategy.

Target Market Segment Strategy

The target market for The Cambridge School is full-time working couples. Referral marketing, direct-mail campaigns and community activity days will be the primary types of marketing strategies utili ed. Maintaining and enhancing its reputation with families and in the community will be essential in obtaining the planned market share growth of this target market.

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In our market analysis, we suggest a modest 6% yearly growth in the number of potential customers.

Market Needs
With inflation continuing to rise each year, the typical Pakistani family now requires dual or supplemental incomes. This trend has created a need for quality child care services. We do not see this model changing in the predictable future. In fact, based on the growth in the Riverview area, we expect the need to increase.

Strategy and Implementation Summary

The Cambridge School will focus on two subdivisions: Bahria Town and 'The Surrounding 20 Societies which are new upscale community developments within a 2 square mile radius and boast over 900 new homes. The target customers are dual income, Upper & middle-class families who value the quality of education and child care provided for their children ages 4 months to 12 years.

Value Proposition
The Cambridge School value proposition is quite clear and quite easily distinguished from others in the market. We offer uniquely premium child care services, as measured by the curriculum and activities offered, experience and educational level of the instructors, community inv olvement.

Competitive Edge
We start with a critical competitive edge: there is no competitor in our market that is offering our concept, quality of educational program and child care services. Our educational approach is unique and we have a resource with over 25 years of child care expertise and over 17 years of technology knowledge. Our positioning on these points is very hard to match, but only if we maintain the focus in our strategy, marketing, business development, and fulfillment.

Competition and Buying Patterns

Price, service, certification and reputation are critical success factors in the Educational services industry. The Cambridge School will compete well in our market by offering competitive prices, high-quality child care services, and leadingedge educational programs with certified, college-educated instructors, and by maintaining an excellent reputation with parents and the community in which we serve.

Main Competitors
Aitchison College Lahore/ International School of Choueifat: Strengths: Established in market. "Personal" service, professional stigma. Weaknesses: Capacity - only allowed a certain number of children.

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Beconhouse School System: Strengths: Large network, already established in market. Weaknesses: May not appeal to customers of different beliefs that is too expensive. Unlicensed facility. Non-accredited. Lahore Grammar School/: Strengths: Already established in area. Martial arts offering with child care services. Weaknesses: Location - outside of middle-income market. Non-educational offering. Building condition - prone to constant flooding.

Marketing Strategy
Marketing in the child care industry depends largely on reputation and referral. At The Cambridge School that reputation will start within our community boost by our involved commitment to those we serve.

Promotion Strategy
We will depend on client referrals, community exposure and direct mail campaigns as our main way to reach new clients. As we change strategies, however, we need to change the way we promote ourselves: 1. Advertising: We'll be developing our core positioning message: "A School level!" to differentiate our service from the competition. We will be using direct mail campaigns, pre-enrollment drives, and local community newspaper advertising to launch the initial campaign. 2. Sales Brochure: Our theme and curriculum will help sell the school to prospective clients. 3. Direct Mail: We will send quarterly direct mail campaigns to the housing developments in a 15-mile radius of the campus. We will also offer monthly calendars for parents, noting weekend family days and other open house approaches. 4. Community Involvement: We will be active in the Bahria Town community, sponsoring events at the community center for families and residents.

Marketing Programs
Catered open houses, parent survival days/nights, clubhouse pool parties and weekend movie matinees are but a few approaches we will utilize to reach out to our community. We will also develop and maintain partnerships with local businesses that cater to the needs of children. Our pre-opening effort will include an application fee waiver, free children ID cards, T-shirts and a community block party sponsored and hosted by The Cambridge School.

Pricing Strategy
The Cambridge School must charge appropriately for the high-end, high-quality educational and care giving services we offer. Our revenue structure has to
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support our cost structure, so the salaries we pay to assure quality services must be balanced by the revenue we charge. We will be price competitive in the market we serve; however, we will not subscribe to the "low price leader" concept. The quality of our service will support the prices we charge.

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ur current annual tuition fees are as follows. $ 4,145 (half day program). $ 8,840 (full day program).

Pre-kindergarten Kindergarten to grade 10

ne time registration fee

$1,500 (all grades). Fees are prorated on a quarterly / term basis and do not exceed $1,000 annually. $150 per family

EFL & Club

Activity fee

Sales Strategy
The Cambridge School will make a significant profit through the excellent grooming of children. Even though The Cambridge School charges less, the company will see profit within the second year due to beneficial word-of-mouth advertising. The company expects to double its' customers every six months, for the first 18 months.

Marketing Materials
Key marketing materials for Allendale Language School currently consist of:  Foreign language program brochure  Business cards for Founder/CE  Newspaper ads
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 Promotional flyers  Website  Pay-per-click ads

Web Plan Summary

The Cambridge School website will be the virtual business card and portfolio for the college, as well as its online "home." It will showcase the campus, curriculum and activity calendar for the school. It will also provide for an Internet background of the instructors, online projects posted by the students, the campus newsletter and online enrollment. The Cambridge School website will be simple, yet classy and well designed, but at the same time, in keeping with the latest trends in user interface design. A site that is too flashy, or tries to use too much of the latest technology can be over-done, and may not be supported by all browsers. The key to the website strategy will be presenting a very well designed and informative Web presence that will market The Cambridge School image, service offerings and community commitment.

Website Marketing Strategy

The Cambridge School website will embody the mission of the School. It will not only offer visitors the opportunity to "look around" the campus, but it will give them a good idea of the level of quality and service they can come to expect from the School. Mostly informative in nature, the website will be a digital representation of our physical self.

Core Branding Elements

Core branding elements for Allendale Language School must be revisited to support this plan and move the language school into the future. The current marketing focuses only on the affordable cost of classes and does not speak of the social aspect of the school. To accomplish this change will mean the redeveloping the following elements: Logo - to incorporate the idea of two people in conversation Colors - less garish and more professional and subdued than current colors (colors must support the idea of the school as a professional school with a history of excellence and not a fly-by-night operation) Images - should primarily use photos of actual students in discussion with each other and the teachers Slogan - current slogan of "Breakthroughs in language you can afford!" should be redeveloped to focus on the interactive aspect of class (i.e "Interact, Speak, and Succeed" or something along those lines)

Product/Service Innovation
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Foreign Language Program: (Levels for each language include intro, basic 1, basic 2, intermediate 1, and intermediate 2, advanced 1, advanced 2) y y y y y y French Spanish Italian German Japanese Arabic

Organizational Structure
The Cambridge School depends on the founder, silent partner, Campus Director and VP of Education Operations for management in the following roles: Management Team Owner/President Muhammad Usman Dar: The Owner/President will have overall fiscal responsibility, ensuring that the business is financially sound and attains its planned goals. 17 years Executive Management (VP) and Budgeting experience Advanced degree in Computer Science Proven leadership and employee development ability Licensed child care facility owner. Extensive experience with budgeting methodologies and strategic planning, including the Balanced Scorecard approach. Principal Ahsan Jamshaid Dar: The Campus Director will be responsible for daily operations, curriculum oversight and management of all instructors, caregivers and tutors. B.S. Degree in Education & Public Administration 2 years facilities administration/support experience with the University of Lahore 2+ years Regional Operations Manager 5+ years managerial/supervisory experience 3+ years grant writing, technical writing, workflow and process documentation experience VP of Education Operations Usama Maqbool (ChuUchuu..!) Collegiate-level Public Relations education 5+ years customer service experience 8+ years child care industry experience (her mother owns Pamper Chucu industry) Extensive theatre and dance background Chief Operation head - Mr.Zaid Shakil Sheikh
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Master degree in Human resource management 5 year experience in different organizations in management dept Command on leadership management 3+ supervisory and managerial experience 3+ year experience at uol as a proctor Extensive knowledge in security and gardening and other operation issues Fully passionate about Cambridge school

Personnel Plan Principal Teachers (12) Care Staffs/Aaya (6) Office Assistant Guard/Driver Total People Total Payroll

Year 1 16,000/6x8,000/3x3,000/2x6,000/3x6,000/15 97,000Rs/-

Year 2 20,000/9x11,000/4x3,500/3x8,000/3x4,500/20 170,500Rs/-

Year 3 26,000/12x16,000/6x4,000/4x10,000/4x5,000/27 302,000Rs/-

Financial Plan
The Cambridge School System expects to raise 10, 5000 $/- as its own capital, and to borrow 2, 000,00 $/- guaranteed from the IG SAVING as a 5-year loan. This provides the bulk of the current financing required.

Break-even Analysis
The Break-even Analysis is based on the average of the first-year figures for total sales by units, and by operating expenses. These are presented as per-unit revenue, per-unit cost, and fixed costs. These traditional assumptions make for a more accurate estimate of real risk.

Projected Profit and Loss

As the Profit and Loss table shows, the company expects to continue its steady growth in profitability over the next three years of operations.

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Projected Cash Flow

The cash flow projection shows that provisions for ongoing expenses are adequate to meet the needs of the company as the business generates sufficient cash flow to support operations.

Projected Balance Sheet

The following table presents the Balance Sheet for The Cambridge School.

Assets Current Assets Cash Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Li bilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities Long-term Liabilities Total Liabilities Paid-in Capital

Year 1 $50,219 $14,130 $64,349 $0 $0 $0 $64,349 Year 1 $7,954 $0 $0 $7,954 $49,943 $57,897 $59,130

Year 2 $85,211 $14,130 $99,341 $0 $0 $0 $99,341 Year 2 $10,362 $0 $0 $10,362 $39,886 $50,248 $59,130

Year 3 $137,545 $14,130 $151,675 $0 $0 $0 $151,675 Year 3 $11,157 $0 $0 $11,157 $29,829 $40,986 $59,130
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Retained Earnings Earnings Total Capital Total Liabilities and Capital Net Worth

($39,450) ($13,228) $6,452 $64,349 $6,452

($52,678) $42,641 $49,093 $99,341 $49,093

($10,037) $61,595 $110,688 $151,675 $110,688

Job Descriptions for School

Principals Job Description
JOB TITLE: Principal REPORTS TO: Board of Directors SUPERVISES: Students and all teachers of the school QUALIFICATIONS: 1. Masters degree or higher with graduate work in Educational Leadership, Business Administration or Administration and Supervision. 2. A minimum of 10 years of progressively responsible work experience in area(s) involving schools, industry or public facili ties administration. 3. Demonstrated skill in continuous improvement processes such as Quality, Best Practices and Interest-Based Problem Solving. 4. Demonstrated evidence of strong organizational, leadership and managerial skills. 5. Demonstrated ability to guide and reorganize. 6. Demonstrated skill in oral and written communication. 7. Demonstrated ability to work with diverse groups of people. 8. Experience with industry-standard computer applications. 9. Such alternatives to the above qualifications as the Board may find appropriate and acceptable. NATURE AND SCOPE OF JOB: The school Principal serves as the educational leader, responsible for managing the policies, regulations, and procedures to ensure that all students are supervised in a safe traditional broad learning environment that meets the approved curriculum and mission of the school. Achieving academic excellence requires that the school Principal work collaboratively to direct and nurture all members of the school staff hired by the Board of Directors and to communicate effectively with parents. Natural in the position are the responsibilities for scheduling, curriculum development, extracurricular activities, personnel management, emergency procedures, and facility operations. JOB FUNCTIONS AND RESPONSIBILITIES: The school Principal shall:

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1. Provides leadership to Admin/Teachers that will support continuous improvement in measurable student performance and achievement and in customer satisfaction. 2. Conducts annual performance appraisals for school. 3. Directs and assists Admin/Teachers to accomplish the goals outlined in the District 4. Strategic Plan and in each schools Improvement Plan. 5. Advises and counsels principals/directors on student achievement, policy changes and problem solving. 6. Ensures principal/director compliance with School Board policy, State statutes, and federal regulations as they pertain to school administration and operations. 7. Supports curricular and instructional development and planning. 8. Ensures the accurate and timely completion of data collection and reporting requirements. 9. Demonstrates interpersonal skills and the skill to work with diverse groups of people. 10. Conducts Directors meetings that involve them in the discussion of instructional programs that focus on student achievement, policy changes, potential problems and resolution of existing problems. 11. Communicates through the proper channels to keep appropriate personnel informed of awaiting problems or events of unusual nature. 12. Participates in county-wide management meetings and other meetings appropriate for professional development. TERMS OF EMPLOYMENT: Twelve month year. Salary as established by the Board. ASSESSMENT: Performance of this job will be evaluated in accordance with provisions of the Boards policy on assessment of administrative personnel.

Job Description for Teachers & Staff

Position: Teacher Reports to: Vise-Principal Position description: The Teacher is responsible for providing an educational atmosphere where students have the opportunity to fulfill their potential for intellectual, emotional, physical, spiritual and psychological growth. This person is responsible for organizing and imple menting an instructional program that will result in students achieving academic success in accordance with seven star Academy policies. The Cambridge School Lahore requires the services of qualified Teachers for elementary classes (3-10) for Boys and Girls, for Urdu, Math and History. The candidates should have relevant qualification and minimum 3 years of experience.
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- The candidates must hold Degree in relevant subject. - Can skillfully teach students in the relevant subject Key Competencies y Self motivation y High energy level y Verbal and written communication skills y Attention to detail y High work standards Skills Required:  Provides a positive environment in which students are encouraged to be actively engaged in the learning process.  Communicates effectively, both orally and in writing, with students, parents, and other professionals on a regular basis.  Assumes responsibility for meeting his/her course and school-wide student performance goals.

School Layout Plan & Designs

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Conclusion

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