FINAL Comprehensive Guide for SCHOOL PROMOTERS

Comprehensive Guide for SCHOOL PROMOTERS
Operating a school, particularly a chain of schools, requires a structured and professional approach similar to corporate environments. As the education sector becomes increasingly competitive, it is crucial for school promoters to adopt systematic methods for effective management.
Structured Management
Implementing corporate style governance and organisational structures helps establish effective school operations.
Data Driven Decision Making
Using analytics and performance indicators enables informed strategic planning and operational improvements.
Competitive Landscape
Today's educational sector requires schools to differentiate themselves through excellence in management and student outcomes.
Strategic Planning
Long term vision and systematic planning are essential for sustainable growth and maintaining educational quality.
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Self Assessment Questions for School Promoters
Operational Understanding
Are you clear about your roles and responsibilities within the school?
Have you identified the critical processes essential for smooth functioning?
Do you know the individuals accountable for each critical process?
Are you aware of the specific responsibilities of each process owner?
Performance Evaluation
How do you assess the performance and effectiveness of your process owners?
Do you understand the KPIs used to measure the success of each process owner?
Do you have a structured approach to measure success consistently?
Are you aware of the critical metrics that require continuous monitoring?
Monitoring Systems
Do you have a systematic approach to review and monitor process owners regularly?
What methods do you assign to ensure processes function smoothly?
Have you established a formal method to document meetings and track progress?
Do process owners understand their daily, weekly and monthly responsibilities?
Strategic Planning
Do you have a plan for educating your next generation on the business?
Are you aware of legal implications and potential risks in school operations?
Have you set specific targets for new admissions with a strategic plan?
Have you identified the team structure and training needed for enrolment goals?
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Strategic Insights
Structured Documentation
Create and maintain detailed documentation of all operational processes (SOPs), meetings and reviews. This encourages accountability and streamlines communication.
Data Driven Decisions
Utilise KPIs and data analytics to assess the performance of processes and make informed decisions.
Continuous Improvement
Regularly review and optimise processes to ensure efficiency and adaptability.
Legal Preparedness
Stay informed about legal requirements and ensure compliance to avoid potential conflicts.
This methodology aims to build a scalable and systematic approach to managing schools effectively. This framework can transform your school's operational efficiency and growth potential.
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The Importance of KPIs
KPIs (Key Performance Indicators) are essential across all organisations, industries and roles because they serve as a roadmap to achieving goals and monitoring progress. Here's why they matter:
Clarity and Focus
KPIs define clear goals and provide direction. They help individuals and teams understand what is expected and prioritise efforts effectively.
Performance Measurement
They offer a concrete way to measure success and assess if objectives are being met. This quantifiable approach minimises ambiguity.
Accountability
KPIs assign responsibility, ensuring accountability at all levels. When performance is measurable, it becomes easier to hold individuals and teams accountable.
Informed Decision Making
Analysing KPI data allows for data driven decisions, reducing guesswork and making strategies more effective.
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Motivation and Engagement
KPIs can motivate individuals and teams by setting targets to strive for creating a sense of achievement when goals are met.
Continuous Improvement
By tracking KPIs, organisations can identify performance gaps, areas for improvement and growth opportunities. It supports a culture of continuous improvement.
Resource Optimisation
KPIs assign responsibility, ensuring accountability at all levels. When performance is measurable, it becomes easier to hold individuals and teams accountable.
Strategic Alignment
They ensure alignment with the organisation's overall mission, vision, and strategic goals, preventing misdirection.
Benchmarking
KPIs facilitate comparison with industry standards or competitors, helping organisations gauge their performance relative to others.
Risk Management
Tracking KPIs can help identify risks early, allowing for proactive measures to mitigate them.
KPIs are critical for setting a clear path, tracking progress and driving success in any organisation, team or role.
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The Importance of Weightage in KPIs
Prioritisation & Balance
Not all KPIs are equally important. Weightage helps prioritise critical metrics and ensures a fair assessment by considering the significance of each KPI.
Example: If an Admissions Head has KPIs for lead generation (50%), conversion rate (30%), and follow up consistency (20%), the focus will be more on lead generation.
Strategic Alignment
Weightage aligns KPIs with strategic priorities. If a school prioritises increasing enrolment, KPIs related to student admissions will carry more weight.
This ensures employees understand where to focus their efforts, minimising distractions from less impactful tasks.
Performance Measurement
Proper weightage avoids uneven evaluations, ensuring that minor achievements do not overshadow significant contributions.
This enables managers to make better decisions and give relevant feedback when KPIs are weighted according to their impact.
Effective Implementation
Link to Objectives: Align weightage with the organisation's goals.
Consider Impact: Assess the effect of each KPI on outcomes.
Review Periodically: Adjust weightage based on changing priorities.
Be Realistic:
Ensure the total weightage is 100% and achievable.
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The Importance of SOPs for KPIs
An SOP (Standard Operating Procedure) for each KPI is crucial because it ensures consistency, clarity and accountability in achieving performance goals. Here's why it's important:
Clarity and Understanding
An SOP clearly defines how each KRA is to be performed and how KPIs are achieved, eliminating ambiguity and ensuring everyone interprets the KRA and KPI the same way.
Consistency in Approach
SOPs create a standardised approach to tracking and evaluating KPIs. Regardless of who measures or analyses the KPI, the process remains uniform.
Defined Accountability
SOPs define roles and responsibilities. When everyone knows who is responsible for achieving and tracking each KPI, it increases ownership and performance.
Simplified Training
New team members can quickly understand expectations and learn how to measure and achieve KPIs through well documented SOPs.
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Accurate Measurement
SOPs outline the methodology for data collection, analysis, and reporting, minimising errors and ensuring reliable data for decision making.
Informed Decision Making
When KPIs are measured consistently through SOPs, leaders can make more accurate, data driven decisions for the organisation.
Continuous Improvement
SOPs allow for systematic monitoring and evaluation of KPI performance. If there are gaps, the SOPs can be adjusted to improve outcomes.
Strategic Alignment
SOPs link KPIs to organisational objectives, ensuring that all efforts contribute effectively to strategic goals rather than isolated metrics.
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This guide provides you KPIs and SOPs on every KPI, for positions which are crucial to operate a school efficiently.
Each role fulfils a critical function in the educational ecosystem, with carefully designed performance metrics that drive excellence and accountability.
Admissions Head
Orchestrates strategic student enrolment, streamlines enrolment processes and maintains comprehensive records while building exceptional parent relationships and satisfaction.
Fee Head
Manages systematic fee collection, conducts meticulous reconciliation and ensures transparent financial processes while maintaining strict regulatory compliance.
Transport Head
Directs the school's comprehensive transportation network, prioritising student safety, punctual service delivery and adherence to all transportation regulations.
IT Head
Ensures robust system reliability, implements cutting edge IT security protocols and leverages technology to enhance educational outcomes and administrative efficiency.
HR Head
Executes strategic talent acquisition, promotes employee well being, facilitates performance excellence and ensures full compliance with educational staffing regulations.
Finance Head/Bursar
Directs comprehensive financial operations, implements strategic budgeting processes, and maintains fiscal discipline across all departmental functions.
Admin/Estate Head
Supervises facility infrastructure, coordinates security protocols and manages administrative systems to create optimal learning and working environments.
This comprehensive guide articulates the specific Key Performance Indicators and corresponding Standard Operating Procedures for each pivotal role, providing a blueprint for measurable excellence and continuous improvement in educational management.
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Key Performance Indicators (KPIs) of an Admissions Head
Performance Metrics
Quantifiable measures to assess admissions effectiveness
Quality Assessment
Critical indicators for maintaining admission standards
Review Framework
Systematic evaluation approach for performance assessment
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Key Performance Indicators (KPIs) of an Admissions Head
The following are the Key Performance Indicators of an Admissions Head which are critical to quality and will help us to review his/her performance.
Total weightage: 100% (Weighting could vary based on the promoter's goals).
1
Information Sessions (10%)
Target: Conduct minimum 2 information sessions for upcoming sessions with average footfall of 45 attendees per session.
Review: Number of information sessions conducted at the school campus and their effectiveness.
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Play Schools (25%)
Target: Minimum 15 play schools officially associated with the school. (10%)
Each play school to recommend at least 5 admissions for 2025-26 and 10 for 2026-27. (15%)
Review: Play school Tie Ups list and effectiveness of relationships.
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Conversion Rates (30%)
Target: Minimum 60% registrations from walk-ins (15%) and 80% admissions from registrations. (15%)
Review: Conversion rates at different stages of the parent's journey (walk-ins to registration & registration to admission).
4
Record Management (15%)
Admissions Withdrawal Register (5%): Update AWR within 7 days for new admissions, withdrawals or strike offs.
Student Records (10%): Maintain student dossiers properly with 100% updated documents in compliance with CBSE regulations.
Review: Accuracy and completeness of student records as per guidelines.
5
Customer Satisfaction (10%)
Target: Resolve all complaints within 24 hours and close within 72 hours of receipt. Complete all calls according to TAT given.
Review: Customer satisfaction scores related to admissions process & information provided.
6
Capacity Building & Technology (10%)
Training (5%): Conduct at least one monthly training session with feedback collection.
Technology (5%): Maintain up to date and reliable student data in ERP that matches admissions withdrawal register.
Review: Team training effectiveness and data accuracy for auditing purposes.
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Standard Operating Procedures (SOPs) for the Admissions Head
The following documented procedures establish consistent workflows and quality standards for the Admissions Department. 
Structured Processes
Standardised workflows to ensure consistency
Performance Support
Guidelines aligned with established KPIs
Quality Assurance
Procedures to maintain service excellence
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Information Session SOP for the Admissions Head
The purpose of this SOP is to establish clear guidelines for planning, executing and evaluating information sessions to meet the specified KPIs for session frequency and footfall targets.
Planning and Scheduling
Identify suitable dates throughout the year for sessions and schedule them in advance, coordinating with relevant staff members for logistical support.
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Promotion and Marketing
Develop promotional materials and utilise various communication channels including the school website, social media platforms, email newsletters and local community networks.
Content Preparation
Create engaging presentations customised to different audiences, such as prospective students, parents or guardians, highlighting school programs and values.
Venue Setup
Arrange suitable venues within the school campus with proper seating arrangements, audiovisual equipment and other necessary facilities in working order.
Session Execution
Conduct sessions as scheduled, welcome attendees warmly and deliver presentations addressing key aspects of the school's programs, facilities, curriculum, and admission procedures.
Interaction and Engagement
Encourage active participation from attendees by inviting questions and facilitating discussions. Offer opportunities to interact with school staff, teachers or existing students.
Feedback Collection
Collect feedback from attendees to assess satisfaction levels and gather suggestions for improvement. Use this data to evaluate effectiveness and make adjustments for future sessions.
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Attendance Monitoring
Keep track of attendance numbers for each information session. Record the total number of attendees and calculate the average footfall per session to measure engagement effectiveness.
Review and Analysis
Regularly review attendance data and assess progress towards the annual target of conducting a minimum of 6 sessions with an average footfall of 25 attendees each. Identify challenges and implement corrective actions as needed.
Reporting and Documentation
Maintain detailed records of information session dates, attendance figures, and feedback received. Prepare periodic reports to document session outcomes and share insights with school leadership and relevant stakeholders.
Continuous Improvement
Continuously evaluate and refine the information session process based on feedback, attendance trends and evolving needs. Seek opportunities to innovate and enhance the effectiveness of future sessions in attracting prospective students and families.
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Play School Tie-Up SOP for the Admissions Head
The purpose of this SOP is to establish clear guidelines for the Admissions Head to effectively manage play school tie-ups and ensure a steady flow of admissions from affiliated play schools, meeting the specified KPIs.
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Identify Potential Play Schools
Research and identify potential play schools in the area. Assess their reputation, facilities and willingness to collaborate.
Initiate Contact
Reach out to the management of selected play schools. Introduce the school's programs, facilities and benefits of collaboration.
Negotiate Terms
Discuss terms of collaboration, including referral incentives and mutual benefits. Negotiate agreements outlining responsibilities and expectations.
Formalise Partnerships
Draft official partnership agreements with selected play schools. Ensure agreements outline the number of recommended admissions and any incentives offered.
Provide Necessary Materials
Provide play schools with promotional materials, prospectus and information about the school. Ensure they have sufficient information to promote the school to parents.
Regular Communication
Maintain regular communication with play schools to develop the relationship. Address any concerns or issues promptly.
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Track Referrals
Implement a system to track admissions referrals from each play school. Monitor the number of referrals received and follow up on progress.
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Provide Support
Offer support and assistance to play schools in promoting your institution to parents, including organising school tours and informational sessions for play school staff and owners.
Evaluate Effectiveness
Regularly review the effectiveness of the partnerships and assess the number of admissions generated from each play school to ensure targets are being met.
Adjust Strategies
Based on evaluations, adjust strategies as needed to meet the target of 5 admissions per play school, adapting approaches for different partner institutions.
Celebrate Successes
Recognise and celebrate successful partnerships and achievements to maintain motivation and strengthen relationships with play school partners.
Provide Necessary Materials
Provide play schools with promotional materials, prospectus and information about the school. Ensure they have sufficient information to promote the school to parents.
Provide Support
Offer support and assistance to play schools in promoting your institution to parents, including organising school tours and informational sessions for play school staff and owners.
Continuous Improvement
Continuously seek opportunities to expand and improve play school partnerships while exploring new ways to enhance collaboration and increase admissions referrals
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Conversion Rate SOP for the Admissions Head
The purpose of this SOP is to establish clear guidelines for managing the parent's journey from initial inquiry to admission, ultimately achieving the specified KPIs of registration and admission conversion rates.
Create a Structured Enrolment Process
Develop a clear and easy to follow enrolment process that guides parents from initial inquiry to admission, ensuring each stage is well defined and transparent.
Effective Communication and Engagement
Engage with prospective parents through various communication channels and provide timely responses to inquiries and concerns.
Promote Open House Events
Organise regular open house events to showcase the school's facilities, programs and faculty, encouraging personal experience of the school environment.
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Streamline Registration Process
Simplify the registration process with online options and clear instructions, ensuring all forms are easily accessible with necessary information.
Follow up with Prospective Parents
Follow up with parents who have expressed interest but have not yet registered, providing additional information to encourage registration.
Provide Support During Registration
Help parents during the registration process with guidance on required documents and fee payment procedures, ensuring staff availability throughout.
Monitor Registration Conversion Rates
Regularly monitor the conversion rate of walk-ins to registrations, identifying bottlenecks and taking corrective actions as needed.
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Track Admissions Conversion Rates
Track the conversion rate of registrations to admissions. Analyse factors influencing admissions decisions and identify areas for improvement.
Address Barriers to Enrollment
Identify any barriers preventing parents from completing the enrollment process. Implement strategies to address these barriers and improve enrollment rates.
Continuous Evaluation and Improvement
Continuously evaluate the effectiveness of enrollment strategies and conversion rates. Implement changes and improvements based on feedback and data analysis to optimise conversion rates.
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Admissions Withdrawal Register SOP for the Admissions Head
The purpose of this SOP is to establish clear guidelines for maintaining the admissions withdrawal register in accordance with CBSE/local authority guidelines, ensuring all updates are completed within the specified 7 day timeframe.
Establish Clear Guidelines
Develop comprehensive guidelines outlining the procedures for updating the AWR in accordance with CBSE/local authority regulations, ensuring standardised documentation formats for recording admissions, withdrawals and strike-offs.
Assign Responsibility
Designate specific staff members responsible for maintaining the AWR and ensure they understand their roles and responsibilities. Implement a system for regular monitoring with specific timeframes for updates.
Prompt Data Entry
Require the admissions team to promptly enter new admissions, withdrawals, or strike-offs into the AWR as soon as they occur. Set clear deadlines for data entry to ensure compliance with the 7 day timeframe.
Verification Process
Establish a thorough verification process to ensure the accuracy of data entered in the AWR. Conduct periodic reviews to identify any discrepancies or errors and take corrective actions as necessary.
Training and Education
Provide training to admissions staff on the importance of accurate and timely data entry in the AWR. Educate staff on relevant CBSE/local authority guidelines and regulations governing student records management.
Documentation Retention
Establish protocols for the retention and storage of AWR documentation in compliance with data protection and privacy laws.
Continuous Improvement
Regularly review and evaluate the AWR update process to identify areas for improvement. Collect feedback from staff members involved in the process to identify any challenges or bottlenecks and implement solutions accordingly.
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Communication Protocol
Maintain open communication channels between the admissions team and other relevant staff members. Ensure that any changes or updates to student records are communicated effectively to all stakeholders, including the Principal and ERP system.
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Customer Satisfaction SOP for the Admissions Head
The purpose of this SOP is to establish clear guidelines for the Admissions Head, ensuring parents receive accurate information and support throughout the admissions process, leading to high levels of satisfaction and timely responses to inquiries.
Establish Clear Communication Channels
Ensure accessible phone lines, email support and a dedicated admissions office for parents to make inquiries about the school.
2
Provide Comprehensive Information Packages
Develop and regularly update standardised information packages containing detailed information about the school's programs, curriculum, faculty, facilities and admission procedures.
3
Train Admissions Staff
Provide comprehensive training on effective communication skills, customer service best practices and ensure staff are knowledgeable about the school's offerings.
Timely Response to Inquiries
Establish a protocol for responding to all parent inquiries within 24 hours, with dedicated staff members assigned to handle communications.
Comprehensive Information Provision
Address all parent inquiries comprehensively and offer opportunities for campus visits or information sessions to learn more about the school personaly.
Gather Parent Feedback
Regularly collect feedback through surveys, feedback forms, or follow up calls to identify areas for improvement in the admissions process.
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Monitor Satisfaction Scores
Track customer satisfaction related to the admissions process, setting benchmarks and striving to achieve a target satisfaction rate of 99%.
Continuous Improvement
Use feedback and data analysis to identify areas for improvement in the admissions process and information provided to parents.
Implement changes and enhancements to address any shortcomings and improve overall satisfaction levels.
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Regular Review and Evaluation
Conduct regular reviews and evaluations of the admissions process and customer satisfaction scores.
Use these reviews to assess progress, identify successes and challenges and make adjustments as needed.
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Maintaining Student and Parent Records SOP for the Admissions Head
The purpose of this SOP is to establish clear guidelines for maintaining student records that are accurate, complete and compliant with CBSE guidelines.
Establish Record Keeping Procedures
Develop standardised procedures for maintaining student records, including the creation, organisation and storage of student dossiers.
Ensure Secure Storage
Designate a secure location for storing student dossiers, ensuring they are kept under supervision and protected from unauthorised access.
Regular Updates
Implement a system for regularly updating student details and documents in the dossier, ensuring that any changes or new information are promptly recorded.
Compliance with CBSE Guidelines
Ensure all admissions-related documents are maintained in compliance with CBSE guidelines, including admission forms, academic records, TC, and medical records.
Documentation Checklist
Develop a checklist of required documents for each student dossier based on CBSE guidelines to verify the completeness of student records.
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Regular Audits
Conduct regular audits of student dossiers to verify the accuracy and completeness of the records, addressing any discrepancies promptly.
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Staff Training
Provide training to admissions staff on proper record keeping procedures, ensuring all responsible staff understand their responsibilities.
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Quality Assurance Checks
Implement quality assurance measures to ensure the integrity of student records, such as cross checking information and conducting random audits.
Backup and Disaster Recovery
Establish backup procedures to safeguard student records in case of data loss or system failure.
Develop a disaster recovery plan to ensure that student records can be quickly restored in the event of an emergency.
Continuous Improvement
Collect feedback from staff and stakeholders regarding the record keeping process and identify areas for improvement.
Continuously evaluate and refine record keeping procedures to enhance efficiency, accuracy and compliance.
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Capacity Building SOP for the Admissions Head
The purpose of this SOP is to establish clear guidelines that ensure the admissions team is well equipped with necessary knowledge and skills to effectively communicate the school's unique selling points to prospective parents and students.
1
Develop Training Materials
Create comprehensive training materials based on the school's USP document, highlighting key features, benefits and selling points. Ensure materials are clear, concise, and engaging to facilitate effective learning.
2
Schedule Monthly Training
Establish a regular schedule for training sessions, aiming to provide training to the admissions team at least once a month. Communicate the schedule in advance to ensure team members can attend without conflicts.
3
Conduct Interactive Training
Lead engaging sessions where team members actively participate through discussions, presentations, role-playing exercises, case studies and group activities to enhance learning and retention of USP information.
4
Collect Feedback
Gather input from trainees after each session using surveys, feedback forms, or verbal discussions to assess training effectiveness and identify areas for improvement in content and delivery.
5
Review and Adjust Content
Analyse trainee feedback to identify improvement areas and refine training materials for future sessions that better meet the team's needs and enhance their ability to communicate school benefits.
6
Monitor Application
Observe team members' interactions with parents and prospective students, providing ongoing support to ensure they effectively incorporate USP messaging into conversations and presentations.
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Evaluate Impact
Track and measure the training's impact on the team's ability to address parent queries, looking for improvements in response quality, consistency, and alignment with the school's unique selling points.
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Use of Technology SOP for the Admissions Head
The purpose of this SOP is to establish clear guidelines for maintaining accurate and consistent student data in the ERP system, ensuring alignment with the admissions withdrawal register.
1
Establish Data Entry Standards
Define clear protocols for ERP data entry to ensure consistency and accuracy in all student information records.
2
Regular Data Updates
Implement scheduled updates of student data and assign specific staff members to promptly update records when changes occur.
3
Cross Verification Process
Regularly cross verify ERP data with the admissions withdrawal register to ensure consistency and conduct periodic reconciliation exercises.
4
Training and Guidance
Provide comprehensive training to staff responsible for data entry and offer ongoing support to address challenges related to the process.
5
Data Quality Checks
Establish procedures for regular quality checks and implement validation rules to prevent inaccurate or incomplete data entry.
6
Auditing and Compliance
Conduct periodic audits of student data to ensure regulatory compliance and maintain documentation of findings and corrective actions.
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Continuous Improvement
Collect staff feedback to identify opportunities for process improvement and regularly update protocols based on emerging best practices.
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Key Performance Indicators (KPIs) of the Fee Head
Performance Metrics
Essential indicators to measure Fee Head effectiveness
Quality Standards
Critical benchmarks for maintaining fee management excellence
Review Framework
Structured approach to evaluate Fee Head performance
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Key Performance Indicators (KPIs) of the Fee Head
The following are the Key Performance Indicators of a Fee Head which are critical to quality and will help us to review performance effectively.
Total weightage: 100% (Weighting could vary based on the promoter's goals).
1
Fee Collection (45%)
Target: 80% collection in first month of quarter (25%)
10% collection from defaulters in second month (10%)
10% collection from remaining defaulters in third month (10%)
100% fee received against the quarter
2
Fee Reconciliation (25%)
Target: By 15th day of each month, provide extensive fee report (opening & closing) for preceding quarter along with bank statement
Review accuracy and completeness of reconciliation processes comparing students on roll, discounts, scholarships and relevant documents
3
Customer Service (10%)
Target: All complaints closed within 48 hours through complaint management system
Ensure responsiveness to fee related inquiries and timely complaint resolution for overall customer satisfaction
4
Compliance (10%)
Target: Display increased fee on school website in January (3%)
Execute fee refunds as per policy (3%)
Implement fee waivers (2%) and scholarships (2%) according to established policies
5
Use of Technology (10%)
Target: ERP data always updated and reliable for audit purposes
Maintain digital records and ensure system accuracy for all fee related transactions
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Standard Operating Procedures (SOPs) for the Fee Head
Standard Operating Procedures
Comprehensive guidelines for the Fee Head position
Fee Management
Structured processes for effective fee collection and reporting
Quality Standards
Benchmarks and protocols to ensure operational excellence
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Fee Collection SOP for the Fee Head
The purpose of this SOP is to establish clear guidelines for effective management of fee collection processes and achieve consistent measurable outcomes.
1
Monthly Fee Collection Planning
Set quarterly targets divided into 80% (first month), 10% (second month), and 10% (third month) collection goals.
2
Early Communication and Reminders
Send timely fee reminders to parents at the beginning of each quarter and provide multiple convenient payment options.
First Month Collection (80%)
Monitor collections closely, implement approved incentives for early payments, and provide prompt support to resolve payment issues.
4
Second Month Collection (10%)
Identify and follow up with defaulters from the first month, sending personalised reminders and offering flexible payment arrangements when approved.
5
Third Month Collection (10%)
Continue follow up with remaining defaulters, implement approved penalties for overdue payments and escalate unresolved cases when necessary.
6
Quarterly Review and Reporting
Review collection performance against benchmarks, analyse shortfalls, identify improvement areas and present detailed reports to stakeholders.
By following this systematic approach, the Fee Head can ensure effective fee collection management and consistently achieve the target of 100% fee collection each quarter.
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Fee Reconciliation SOP for the Fee Head
The purpose of this SOP is to establish clear guidelines for fee reconciliation, ensuring accurate financial records and timely submission of comprehensive fee reports.
1
Data Gathering
Regularly gather student fee records, including details of discounts, scholarships and other financial aid, for each quarter. Collect bank statements and other relevant financial documents for the corresponding period.
2
Accuracy Check
Verify the accuracy of the collected data, ensuring that all fee records are complete and up to date. Crosscheck student fee records with bank statements to identify any discrepancies or errors.
3
Reconciliation Process
Conduct a thorough reconciliation process, comparing student fee records with bank statements. Identify and investigate any discrepancies or irregularities in the data.
4
Error Correction
Rectify any inaccuracies found during the reconciliation process promptly. Update fee records and financial documents accordingly to ensure consistency and accuracy.
5
Report Preparation
Compile an extensive fee report detailing the opening and closing balances for the quarter. Ensure that the report includes comprehensive information on fee collections, discounts, scholarships and any outstanding balances.
Review and Submission
Review the accuracy and completeness of the fee report thoroughly. Crosscheck the data with bank statements to verify its integrity. Submit the finalised report with all supporting documentation by the 15th day of each month for the preceding quarter.
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Submission
Submit the finalised opening & closing fee report, along with bank statements and supporting documents to relevant stakeholders and auditors.
Timeliness
Adhere to the schedule for providing fee reports, ensuring that reports are prepared and submitted on time, as per the designated deadlines (e.g., every 15th day of the month for the preceding quarter).
Continuous Improvement
Regularly evaluate and refine the fee reconciliation process to streamline workflows and improve accuracy. Address any recurring issues or challenges encountered during the reconciliation process to enhance efficiency and effectiveness.
By following this systematic approach, the Fee Head can ensure consistent adherence to best practices in fee reconciliation and reporting, leading to accurate financial records and timely submission of comprehensive fee reports for review.
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Customer Service SOP for the Fee Head
The purpose of creating this SOP  for the Fee Head is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the Fee Head can ensure efficient handling of fee related inquiries and complaints, leading to improved customer satisfaction and timely resolution of issues.
1
Establish a Complaint Management System
Implement a structured CMS to efficiently manage and track complaints from receipt to resolution. Assign dedicated personnel responsible for handling and resolving complaints promptly.
2
Streamlined Complaint Handling Process
Designate specific channels (e.g., email, phone, online portal) for receiving fee related inquiries and complaints. Ensure clear guidelines for recording complaints, including details such as date of receipt, nature of complaint, complainant details and urgency level.
3
Priority Classification
Classify complaints based on their urgency and severity to prioritise resolution efforts. Assign deadlines for each complaint based on its classification to ensure timely resolution.
4
Prompt Acknowledgment
Acknowledge receipt of complaints promptly upon receipt, preferably within the same business day. Provide complainants with a reference number and expected timeline for resolution.
5
Thorough Investigation
Conduct a thorough investigation of each complaint to understand the root cause and necessary actions for resolution. Collaborate with relevant departments or personnel to gather information and address the complaint effectively.
6
Timely Resolution
Develop strategies and workflows to expedite the resolution process without compromising quality. Implement proactive measures to address recurring issues and prevent future complaints.
7
Regular Follow up
Maintain regular communication with complainants to update them on the progress of their complaint resolution. Ensure transparency and accountability throughout the resolution process.
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Documentation and Reporting
Document all steps taken to investigate and resolve complaints, including any communication with the complainant.
Generate regular reports on complaint handling metrics, including complaint volume, resolution time and customer satisfaction ratings.
Continuous Improvement
Conduct periodic reviews of the complaint management process to identify areas for improvement.
Collect feedback from both complainants and staff involved in the resolution process to identify strengths and weaknesses and implement necessary enhancements.
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Compliance SOP for the Fee Head
The purpose of this SOP is to establish clear guidelines, streamline processes, ensure quality and consistency in fee management while complying with relevant laws, regulations and policies governing fee collection, waivers, refunds and scholarships.
Displaying Updated Fee Structure
By January's second week, update the school website with approved increased fee details, ensuring transparency in fee breakdown and notifying parents of changes.
2
Fee Refund Execution
Review refund requests against school policy, process approved refunds within stipulated timeframes and maintain detailed transaction records for auditing purposes.
3
Fee Waiver Management
Assess waiver applications against eligibility criteria, approve or deny requests based on established guidelines, and document all decisions with clear communication to applicants.
4
Scholarship Administration
Advertise opportunities through school channels, establish transparent application processes, select recipients based on merit and need and formally notify selected candidates.
Regular monitoring and periodic reviews of SOP implementation can further enhance effectiveness and adherence to established compliance standards.
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Use of Technology SOP for the Fee Head
The purpose of creating this SOP for the Fee Head is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the Fee Head can ensure that ERP data is consistently updated and reliable for audit purposes, helping to maintain accurate financial records and compliance with regulatory requirements.
1
Regular Data Entry Schedule
Designate specific times during the week for updating ERP data. This could be daily or multiple times per week, depending on the volume of transactions.
2
Data Entry Responsibilities
Assign clear responsibilities to individuals or teams for data entry tasks. Ensure that staff members are trained in ERP systems and data entry procedures.
3
Verification Procedures
Implement verification procedures to ensure the accuracy of data entry. This could involve double checking entries by a second staff member or implementing validation rules within the ERP system.
4
Timely Updates
Ensure that all fee related transactions are entered into the ERP system promptly. Delays in data entry can lead to inaccuracies and make it difficult to track fee collections.
5
Regular Audits
Conduct regular audits of ERP data to identify any discrepancies or errors. This could involve comparing ERP records with physical documents or conducting sample checks of data accuracy.
6
Documentation and Record keeping
Maintain proper documentation of all fee related transactions and data entry processes. This documentation should be organised and easily accessible for auditing purposes.
7
Staff Training and Support
Provide ongoing training and support to staff members responsible for data entry. This could include refresher training sessions on ERP systems and regular updates on data entry best practices.
8
Continuous Improvement
Regularly review and evaluate data entry processes to identify areas for improvement. Collect feedback from staff members and stakeholders to identify any challenges or bottlenecks in the data entry process.
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Key Performance Indicators (KPIs) for the Transport Head
On-Time Performance
Maintenance Metrics
Fuel Efficiency
Driver Performance
Compliance Metrics
Customer Satisfaction
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Key Performance Indicators (KPIs) for the Transport Head
The following are the Key Performance Indicators of a Transport Head which are critical to quality and will help us to review his performance.
Total weightage: 100% (Weighting could vary based on the promoter's goals).
1
On-Time Performance (5% weightage):
More than 95% on-time arrival and departure
Ensures reliable transportation service for students and parents
2
Maintenance and Repair Metrics (16% weightage):
All buses serviced as per schedule (5%) Pollution checked as per schedule (1%) Breakdown less than 4% (3%), Fleet repair cost less than Rs.10,000/- (2%), Bus repair history book maintained (5%)
3
Fuel Efficiency (1% weightage):
Average not less than 4.5 KM per KG per bus
4
Driver Performance (25% weightage ):
Valid driver's licenses for all drivers (5%) Half yearly eye test reports maintained (5%), Accident/incident detailed reports maintained (3%), Daily alcohol free verification reports maintained (5%), 99% driver attendance rate (5%), Quarterly driver attitude feedback reports is maintained (2%)
5
Customer Satisfaction (10% weightage):
Parent Satisfaction rating more than 85% (5%)
All complaints closed within 72 hours (5%)
6
Compliance and Regulatory Metrics (28% weightage):
All buses duly registered (3%), Valid insurance certificates (5%), Valid fitness certificates (5%), Valid CNG certificates (5%)
Working CCTV cameras & GPS with weekly reports (5%), Necessary city operation permits are obtained (5%)
7
Capacity Building (5% weightage):
Emergency protocol training for all drivers and conductors
8
Use of Technology (10% weightage):
ERP data updated and reliable for audit (5%), ERP data available daily for student handover audit (5%)
36
Standard Operating Procedures (SOPs) for the Transport Head
Vehicle Management
Protocols for maintenance, inspections and fleet operations
Route Planning
Guidelines for efficient and safe transportation routes
Compliance Procedures
Essential regulatory requirements and documentation
Staff Management
Standards for driver training, monitoring and performance
37
On-Time Performance SOP for the Transport Head
The purpose of this SOP is to establish clear guidelines, streamline processes and ensure that transportation services achieve at least 95% on-time performance through the following key processes:
Route Planning and Optimisation
Regularly review and optimise transportation routes to minimise travel time and avoid congestion. Use GPS and route planning software to identify the most efficient routes for each trip.
Vehicle Maintenance
Implement regular maintenance schedules for all vehicles to ensure optimal condition. Conduct pre trip inspections to identify potential issues that could cause delays.
Driver Training and Monitoring
Provide comprehensive training to drivers on safe driving practices, route familiarity and adherence to schedules. Monitor driver performance regularly to ensure compliance with timing standards.
Real Time Monitoring
Utilise GPS tracking systems to monitor vehicle locations in real time and identify any delays or deviations from planned routes. Implement systems for drivers to report unexpected issues during trips.
5
Communication and Coordination
Maintain open communication channels with drivers to address concerns during trips. Coordinate with school staff and local administration to anticipate events that could impact schedules.
Contingency Planning
Develop plans for unexpected events such as traffic congestion, road closures, or vehicle breakdowns. Have backup vehicles and drivers available to deploy in case of emergencies.
Route Planning and Optimisation
Regularly review and optimise transportation routes to minimise travel time and avoid congestion. Use GPS and route planning software to identify the most efficient routes for each trip.
8
Performance Analysis
Regularly analyse trip data to identify trends and areas for improvement in on-time performance. Implement corrective actions as necessary to address recurring issues and improve overall efficiency.
9
Driver Training and Monitoring
Provide comprehensive training to drivers on safe driving practices, route familiarity and adherence to schedules. Monitor driver performance regularly to ensure compliance with timing standards.
38
Maintenance and Repair Metrics SOP for the Transport Head
The purpose of this SOP is to establish clear guidelines to ensure well maintained buses, minimise breakdowns and control repair costs
Scheduled Servicing
Ensure all buses undergo scheduled servicing as per manufacturer's recommendations. Maintain a strict servicing schedule and document each session, including date, services performed, and issues identified.
Pollution Checks
Regularly conduct pollution checks for all buses as per regulatory requirements. Maintain a detailed log of pollution check dates and results for each bus in the fleet.
Breakdown Management
Implement preventive maintenance measures through regular inspections. Address minor issues promptly to prevent major breakdowns. Maintain a comprehensive breakdown log recording dates, issues, and resolution actions.
Record Keeping
Maintain a comprehensive bus repair history book that records all maintenance activities, breakdowns, repairs, and associated costs. Ensure the repair history is updated regularly and kept accessible.
39
Fuel Efficiency SOP for the Transport Head
The purpose of creating this SOP is to establish clear guidelines for achieving target average fuel consumption per vehicle and ensuring efficient use of resources.
Regular Maintenance Checks
Ensure all vehicles undergo regular maintenance checks to optimise fuel efficiency. Schedule routine inspections for engine tuning, tire pressure and other factors that affect fuel consumption.
Driver Training
Provide training sessions for drivers on fuel efficient driving techniques. Emphasise the importance of smooth acceleration, maintaining steady speeds and avoiding excessive idling.
3
Monitoring and Tracking
Implement a system to monitor fuel consumption for each vehicle accurately. Track fuel usage regularly to identify any deviations from the target.
Route Optimisation
Plan routes efficiently to minimise distance traveled and reduce fuel consumption. Avoid congested routes and traffic prone areas whenever possible.
Vehicle Selection
Purchase vehicles which are more fuel efficient and cost effective, conduct detailed research before purchasing. Invest in technologies such as GPS systems to track vehicle performance and optimise routes.
6
Fuel Management
Ensure proper storage and handling of fuel to prevent wastage and spillage (in case of petrol/diesel is stored at the school) and check leakage in case of CNG. Monitor fuel consumption patterns and identify areas for improvement.
7
Feedback Mechanism
Establish a feedback mechanism for drivers to report any issues affecting fuel efficiency.
Encourage open communication to address concerns promptly.
8
Regular Review
Conduct regular reviews of fuel consumption data to assess performance against the target.
Identify trends and implement corrective actions as needed to maintain or improve fuel efficiency.
40
Driver Performance SOP for the Transport Head
The purpose of creating this SOP for the Transport Head is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the head can ensure compliances related to drivers' reports on attendance, accident rates, and feedback.
Valid Driver's License Compliance
Regularly verify and maintain records of all bus driver's valid driving licenses. Conduct periodic checks to ensure that all drivers possess a valid and up to date driver's license.
Eye Test Compliance
Schedule and conduct eye tests for all bus drivers biannually. Maintain detailed records of eye test results for each driver.
Accident/Incident Reporting
Implement a system for drivers to report accidents or incidents promptly. Maintain detailed reports of all accidents or incidents, including date, time, location and description.
Daily Alcohol Test Verification
Implement a daily alcohol test verification process for all drivers before they begin their shifts. Maintain records of daily alcohol test verification for each driver.
Driver Attendance Monitoring
Maintain accurate attendance records for all bus drivers. Monitor and ensure that each driver maintains a minimum attendance rate of 99%.
6
Driver Feedback Collection
Establish a system for collecting regular feedback from teachers on bus duty regarding driver attitude and behavior. Compile and analyse quarterly feedback reports for each driver.
41
Customer Satisfaction SOP for the Transport Head
The purpose of this SOP is to establish clear guidelines that help the Transport Head achieve high customer satisfaction scores and ensure timely resolution of complaints.
Regular Customer Feedback Surveys
Conduct periodical surveys to gather feedback from parents, students and staff regarding various aspects of transport services including punctuality, cleanliness, driver behavior and safety measures.
2
Complaint Management System
Review complaint management system daily, ensure all complaints are logged and addressed within 48 hours and verify that parents close complaints after resolution.
3
Continuous Improvement Initiatives
Regularly analyse feedback data to identify recurring issues, implement corrective actions based on feedback, and communicate changes to all stakeholders for approval.
4
Driver Training and Monitoring
Conduct regular training sessions focusing on safe driving practices and customer service skills while implementing systems to monitor driver performance and professionalism.
Transparency and Communication
Maintain transparency by providing regular updates on complaint status and communicate satisfaction scores and improvement initiatives to stakeholders through emails or weekly meetings.
42
Compliance and Regulatory Metrics SOP for the Transport Head
The purpose of this SOP is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure compliance with regulatory requirements while maintaining necessary documentation for all school buses.
Vehicle Registration
Ensure all buses are registered with the appropriate transport authority. Regularly check the registration status of each bus and renew as required. Maintain a record of registration details for each bus.
Insurance Certificate
Ensure all buses have valid insurance coverage. Monitor the expiration dates of insurance policies and renew them before expiry. Maintain records of insurance certificates for each bus.
Fitness Certificate
Ensure all buses have a valid fitness certificate indicating its fitness to use on road. Schedule regular inspections and maintenance to comply with fitness requirements. Keep records of fitness certificate validity for each bus.
CNG Certificate
Ensure all buses using CNG as fuel have valid CNG certificates. Renew CNG certificates before expiration and maintain detailed records.
CCTV Cameras & GPS
Ensure all buses are equipped with functioning CCTV cameras and GPS systems. Conduct regular checks to ensure cameras and GPS are operational. Address any issues with camera or GPS functionality promptly.
Permits
Obtain and maintain all necessary permits for operating buses in the city or region. Ensure permits are renewed on time and comply with regulatory requirements. Maintain records of permit validity for each bus.
7
Weekly Reporting
Prepare a weekly report detailing compliance status with regulatory requirements for each bus. Include information on registration, insurance, fitness, CNG, CCTV/GPS and permits. Present the report to relevant authorities for review every week.
43
Capacity Building SOP for the Transport Head
The purpose of creating this SOP for the Transport Head is to establish clear guidelines, streamline processes, ensure quality and consistency. By following this SOP, the head can ensure that all drivers and conductors are adequately trained to handle emergency situations effectively.
1
Identify Emergency Protocols
Develop a comprehensive document outlining emergency protocols for drivers and conductors. Include procedures for accidents, medical emergencies, fire and other potential incidents.
2
Training Material Development
Create training materials such as presentations, videos, or manuals based on the identified emergency protocols. Ensure that the material is clear, concise and easily understandable by drivers and conductors.
3
Training Schedule
Establish a training schedule to ensure all drivers and conductors receive the necessary training. Consider conducting initial training sessions for new hires and refresher courses for existing staff annually biannually or quarterly.
4
Conduct Training Sessions
Organise training sessions for drivers and conductors. Use various methods such as classroom sessions, practical demonstrations and role playing exercises to effectively communicate the emergency protocols.
5
Assessment and Certification
After the training sessions, conduct assessments to evaluate the understanding and proficiency of drivers and conductors in implementing emergency protocols. Provide certifications or badges to those who successfully complete the training.
6
Documentation and Record Keeping
Maintain detailed records of training sessions attended by each driver and conductor. Document the topics covered, dates of training, and attendees' names for future reference and audit purposes.
7
Regular Review and Updates
Periodically review and update the emergency protocols based on feedback, lessons learned from real life incidents or changes in law or regulations (transport department guidelines).
Ensure that all drivers and conductors are informed of any updates through additional training sessions.
8
Training Implementation
Conduct regular training sessions to ensure all transport staff are familiar with the latest emergency protocols and can implement them effectively.
9
Continuous Monitoring
Monitor the implementation of emergency protocols during regular operations. Encourage drivers and conductors to report any challenges or areas for improvement in dealing with emergency situations.
44
Use of Technology SOP for the Transport Head
The purpose of this SOP is to establish clear guidelines for technology use in transport operations, ensuring ERP data is updated and reliable for audit purposes, and that ERP data is available daily to facilitate smooth student handovers.
1
Regular Data Update
Ensure ERP transport data is updated regularly by designated staff members. Conduct periodic audits to verify accuracy and completeness of all transport related information.
2
ERP Data Handling
Coordinate with ERP team to integrate student handover data daily. Monitor to ensure 100% of students are accounted for and establish protocols for resolving any discrepancies promptly.
3
Training and Compliance
Provide comprehensive training on ERP system data entry. Emphasise data accuracy importance and conduct periodic reviews to ensure staff adherence to SOPs and data handling protocols.
4
Continuous Improvement
Implement feedback mechanisms, regularly refine SOPs based on stakeholder input and stay updated on technological advancements in transport data management.
5
Documentation and Reporting
Maintain detailed records of all data updates and generate regular compliance reports for management review and audit purposes to demonstrate adherence to standards.
45
Key Performance Indicators (KPIs) for the HR Head
Performance Excellence
Comprehensive evaluation
Quality Metrics
Critical indicators
HR Foundation
Essential KPIs
46
Key Performance Indicators (KPIs) for the HR Head
The following are the Key Performance Indicators of a HR Head which are critical to quality and will help us to review his/her performance.
Total weightage: 100% (Weighting could vary based on the promoter's goals).
Recruitment and Selection (25%)
Track vacancies filled within timeline against recruitment targets. Evaluate quality of hires through background checks, experience, and cultural fit, Hiring follows school policy with necessary approvals (10%), Vacancies filled within turnaround time (5%), Selection procedure ensures best candidate hired 100% of times (10%)
Employee Turnover & Performance (20%)
Review voluntary and involuntary turnover rates. Analyse performance management processes including goal setting and evaluations. 
Attrition improvement plan achieved with target under 10% (5%), Effective performance management method implemented (5%), Official employee reviews conducted twice yearly (10%)
Compensation and Employee Welfare (20%)
Evaluate compensation structure, benefits programs, and employee relations data to ensure competitive offerings aligned with organisational goals. 
Established salary structure/benchmark by Jan 2026 (5%), Employee discipline reports provided quarterly (5%), GPTW survey shows 80% employee satisfaction (5%), Minimum 5 employee benefit events yearly (5%)
Compliance and Governance (15%)
Monitor compliance with relevant laws (CBSE/state) and HR policies. Analyse data to ensure adherence and identify potential risks. 
Disciplinary committee meetings held 9+ times yearly (5%), 100% maintenance of compliance reports (3%), Employee files kept per CBSE guidelines (2%), Hiring within approved budget and benchmark (5%)
Resource Management (5%)
Review HR budget, expenses, and resource allocation to assess operational efficiency and identify opportunities for optimisation. 
Teaching load data presented quarterly to board (3%), Hiring follows established organogram (2%)
Use of Technology (15%)
Evaluate ERP data management and salary calculation processes to ensure accuracy and reliability. 
Employee data in ERP updated and audit ready (5%), ERP used for 100% accurate salary processing (10%)
47
Standard Operating Procedures (SOPs) for the HR Head
The following SOPs outline the standardised processes that guide the HR Head's responsibilities and activities.
Establish SOPs
Develop clear procedures
Implement SOPs
Train team on procedures
Review SOPs
Regularly update procedures
Measure Results
Track compliance and outcomes
48
Recruitment and Selection SOP for the HR Head
The purpose of this SOP is to establish clear guidelines for recruitment, ensure quality and consistency and enable the HR Head to conduct efficient hiring aligned with organisational goals and values.
1
Vacancy Identification & Approval
HR Head validates position requirements with department heads, verifies budgetary alignment, and obtains necessary approvals from Executive Directors and Chairman.
Job Posting & Advertisement
Job descriptions are drafted collaboratively, then posted on relevant platforms including job portals, school website, social media and internal job postings.
Screening & Shortlisting
Applications and resumes are screened against position requirements. Shortlisted candidates are contacted for initial screening interviews.
4
Interview & Selection
HR coordinates interviews with department heads, subject matter experts, school Principal and Executive Directors. Reference checks and background verification follow for selected candidates.
5
Offer & Onboarding
Job offers are extended to selected candidates with appropriate documentation. HR ensures smooth onboarding including orientation and induction for new hires.
6
Tracking & Improvement
Comprehensive records of all recruitment activities are maintained. Regular metric analysis and candidate feedback inform continuous process improvement.
49
Employee Turnover SOP for the HR Head
Data Collection and Analysis
Collect monthly turnover data, categorize by reason (resignation, termination, retirement) and analyse trends to identify patterns and root causes for improvement.
2
Exit Interviews
Conduct thorough exit interviews with departing employees to gather feedback on their reasons for leaving and document findings to identify common themes or concerns.
Retention Strategies
Develop and implement targeted retention strategies based on analysis findings and employee feedback to address identified issues and improve satisfaction.
Employee Engagement
Regularly assess employee satisfaction through surveys and feedback mechanisms, addressing concerns promptly and effectively to improve engagement.
5
Training and Development
Provide robust training and development opportunities to enhance employee skills, supporting professional growth and succession planning to increase retention.
Communication and Transparency
Ensure transparent communication regarding organisational changes and policies, promoting an open door culture for employees to voice concerns or suggestions.
7
Performance Management
Implement fair and consistent performance management processes to recognise and reward employees' contributions.
Address performance issues proactively to mitigate turnover risk.
Monitoring and Review
Monitor employee turnover rates regularly and compare them against the target attrition rate.
Review progress against the improvement plan periodically and adjust as needed.
9
Continuous Improvement
Continuously review and refine HR policies and practices to adapt to changing organisational needs and industry best practices.
Seek feedback from employees and stakeholders to identify areas for further improvement.
50
Performance Management SOP for the HR Head
The purpose of creating this SOP for the HR Head is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the HR Head can effectively implement performance management processes, drive employee performance and contribute to achieving organizational goals.
Performance Management Method Implementation
Conduct a thorough review of existing performance management methods
Select or design a method that aligns with organisational objectives
Document and communicate the chosen method to all employees
Performance Improvement Plan (PIP) Implementation
Identify employees requiring performance improvement through evaluations
Implement PIPs for employees needing support
Monitor progress and provide necessary resources for improvement
Lower Attrition Rates Through PIP Effectiveness
Monitor attrition rates over time, particularly post PIP
Analyse correlation between PIPs and reduced attrition
Continuously refine the PIP process based on outcomes
4
Official Review Schedule
Schedule performance reviews twice yearly (September and February)
Ensure standardised format and documentation
Provide guidelines to managers for consistency and fairness
5
Documentation and Reporting
Maintain comprehensive records of all performance activities
Generate reports on performance metrics and trends
Present findings during HR meetings to track progress
6
Continuous Improvement
Regularly collect feedback from all stakeholders
Identify areas for improvement and make adjustments
Stay updated on best practices in performance management
51
Compensation and Benefits SOP for the HR Head
The purpose of creating this SOP for the HR Head is to establish clear guidelines, streamline processes, ensure quality and consistency. Following these steps will help the HR head establish a competitive salary structure and benefits package that aligns with the school's goals and supports employee satisfaction and retention.
1
Market Research
Research salary structures and compensation practices of other schools in the region and industry to establish benchmarks for comparison.
2
Internal Data Analysis
Review current salary structures and collect data on existing pay scales, bonuses, incentives and other benefits to understand the school's current position.
Comparative Analysis
Compare internal salary and benefits data with market research to identify any discrepancies where the school may be lagging or leading the market.
Salary Structures
Create salary bands for different roles and levels based on market research, determining starting salaries, increases and bonus/incentive programs.
Benefits Package Design
Evaluate current benefits (e.g., Insurance, gratuity, EL encashment, leave policies) and compare with market standards to propose necessary improvements.
6
Stakeholder Consultation
Work with the finance team to assess the financial impact of proposed changes and seek input and approval from leadership teams for any major adjustments.
7
Communicate Changes
Clearly communicate any changes to employees in a transparent manner. Provide training and resources for school leaders to address employee questions.
Monitor and Review
Regularly review the compensation and benefits structure to ensure it remains competitive and fair. Collect feedback from employees and school leaders to identify areas for improvement.
Maintain Compliance
Ensure that all compensation and benefits plans comply with relevant laws and regulations. Stay up to date with any changes in labor laws or compensation regulations.
10
Adjust and Improve
Continuously monitor the effectiveness of the salary structure and benefits programs. Adjust the structure as needed to align with organisational goals and employee needs.
52
Employee Welfare SOP for the HR Head
The purpose of this SOP is to establish clear guidelines for managing employee welfare, ensuring consistency in processes, and effectively analysing employee relations data to improve satisfaction levels.
Grievance and Disciplinary Management
Monitor and document grievances and disciplinary actions, develop clear resolution processes, and conduct follow up meetings to ensure satisfactory outcomes.
2
Analysis of Data
Conduct quarterly reviews of employee relations data, identify trends in grievances or disciplinary actions, and implement necessary policy changes based on patterns discovered.
Great Place to Work Survey
Plan and execute the GPTW survey with maximum participation, analyse results to identify areas of satisfaction and improvement, and develop action plans to address findings.
4
Employee Benefit Program
Organise at least 5 employee benefit events annually, encourage participation to enhance engagement, and gather feedback to improve future offerings.
Disciplinary Committee Meetings
Conduct 9+ disciplinary meetings yearly, prepare focused agendas, record minutes for board review and track completion of action items.
6
Reporting and Continuous Improvement
Prepare quarterly discipline reports, communicate findings to stakeholders, offer training programs on effective employee relations and establish feedback channels for ongoing improvement.
53
Compliance and Regulatory Metrics SOP for the HR Head
The purpose of this SOP is to establish clear guidelines for the HR Head to ensure compliance with relevant laws and policies, identify risks and take corrective actions when needed.
1
Policy Awareness and Training
Stay updated on all relevant CBSE/state regulations, labor laws, and ESI/PF policies. Provide regular training sessions for HR staff and other employees on legal and policy requirements.
2
Compliance Tracking and Monitoring
Maintain a compliance calendar with all important deadlines and tasks for reports and filings. Track compliance with laws and policies regularly to ensure adherence and identify any discrepancies.
3
Documentation and Record Keeping
Maintain accurate and up to date records of all compliance related activities. Ensure that employee personal files are kept in accordance with CBSE guidelines, including necessary documentation.
4
Internal Audit and Review
Conduct regular internal audits of compliance practices and records to ensure all requirements are met. Review employee personal files periodically to verify adherence to CBSE guidelines.
5
Risk Assessment and Mitigation
Identify potential risks related to HR compliance and develop strategies to mitigate them. Implement corrective actions as needed to address any areas of non compliance.
6
Reporting and Documentation
Prepare and maintain all required compliance reports, ensuring they are accurate and complete. Submit reports on time according to the prescribed schedule.
7
Corrective Actions
Promptly address any compliance issues identified during internal audits or other reviews. Implement necessary corrective actions to rectify any areas of non compliance.
8
Employee Communication and Support
Communicate compliance policies and procedures clearly to all employees. Provide support and guidance to employees to ensure they understand and comply with legal and policy requirements.
9
External Collaboration
Maintain open communication with external legal and regulatory bodies to stay informed on changes and updates. Consult legal experts for guidance and support when necessary.
10
Continuous Improvement
Continuously review and improve compliance processes and practices based on feedback and audit results. Update procedures and policies as needed to ensure ongoing compliance.
54
HR Budget and Resource Management SOP for the HR Head
The purpose of this SOP is to establish clear guidelines for the HR Head to effectively manage HR budget, expenses and resource allocation, ensuring efficiency in HR operations and meeting measurable outcomes.
1
Monitor Hiring Expenses
Regularly track hiring expenses against approved budgets and benchmarks. Compare expenses against budgets, identify variances and take corrective actions when expenses exceed allocated amounts.
2
Review Teaching Load Data
Maintain accurate records of teaching load data, conduct regular reviews to ensure optimal resource allocation, and prepare quarterly presentations for the board showing teaching distribution.
3
Adhere to Organogram
Ensure all hiring decisions align with the approved organizational structure. Review hiring plans and processes to confirm that all positions filled follow the established organogram.
Budget Management
Track HR budget utilisation, identify cost control opportunities, evaluate expenses against budget and adjust resource allocation as needed to ensure efficient operations.
Hiring Process Compliance
Maintain compliance with HR policies throughout the hiring process. Conduct periodic audits of hiring records and documentation to ensure adherence to established procedures.
6
Data Analysis and Reporting
Analyse HR data to identify trends in hiring expenses and resource allocation. Prepare management reports and provide recommendations for improvement based on data analysis.
Continuous Improvement
Identify areas for improvement in HR operations and budget management. Develop and implement action plans to enhance efficiency and effectiveness in resource utilisation.
55
Use of Technology SOP for the HR Head
This SOP establishes clear guidelines for the HR Head to maintain accurate ERP data, ensure salary processing accuracy and streamline HR technology processes.
1
Employee Data Management
Regularly review and update employee data in the ERP system, including personal details and employment information. Implement verification processes and establish data entry protocols to maintain accuracy and integrity.
2
ERP Data Security
Maintain strict access controls to protect employee data and prevent unauthorised access. Ensure regular data backups are conducted to safeguard against data loss.
3
Salary Processing
Follow standardised salary processing procedures, including validation of payroll data before finalising payments. Verify attendance and conduct regular audits to identify and correct discrepancies.
4
Cross Department Collaboration
Work closely with the finance department to coordinate salary processing and ensure alignment with financial policies. Maintain clear communication regarding payroll processes and employee compensation changes.
5
Timely Processing
Set clear timelines and schedules for salary processing, including deadlines for submitting payroll data and approvals.
Ensure salaries are processed and disbursed on time according to the established payroll schedule.
6
Compliance
Stay informed of labor laws, tax regulations and other legal requirements related to salary processing to ensure compliance.
Keep up to date with any changes in regulations and adjust processes as needed.
7
Employee Support
Provide support and clear communication channels for employees with questions or concerns about their salaries or payroll data.
Address any salary related discrepancies promptly and transparently.
8
Continuous Improvement
Periodically review and assess the efficiency and accuracy of the ERP and salary processing systems.
Implement improvements as needed to enhance data management and payroll processing.
56
Key Performance Indicators (KPIs) for the IT Head
System Performance
Measuring uptime, response times, and overall system reliability
Security Metrics
Tracking incidents, vulnerabilities, and compliance status
User Satisfaction
Evaluating IT support quality and responsiveness
Infrastructure Management
Monitoring hardware, software, and network efficiency
57
Key Performance Indicators (KPIs) for the IT Head
The following are the Key Performance Indicators of an IT HEAD which are critical to quality, and will help us to review their performance.
Total weightage: 100% (Weighting could vary based on the promoter's goals).
1
System Uptime and Availability (25% weightage)
Internet availability to students and employees: 99% uptime (10%), UPS backup ensuring uninterrupted teaching: 99% uptime (5%), Network downtime less than 99% (5%), ERP availability to staff and students: 99% uptime (5%)
2
Incident and Problem Management (13% weightage)
All staff concerns resolved within 48 hours (5%), Equipment breakdown less than 5% to maintain teaching effectiveness (3%), Maintenance of repair history logbook for all equipment (5%)
3
IT Security (9% weightage)
100% of computers and interactive panels virus free (2%), Firewall active 100% of the time (2%), Safety report ensuring 100% equipment protection from power issues (5%)
4
User Satisfaction (10% weightage)
Satisfaction rate above 98% (5%), User concerns reported below 10% monthly (5%)
5
IT Projects (13% weightage)
Procurement within approved budget with all required approvals (3%), Material procured within turnaround time (5%), Quality report of procured material available and presented (5%)
6
Vendor Management (10% weightage)
SLAs followed for material installation as defined in purchase orders (5%), Feedback report on received material after 1 month of usage (5%)
7
Resource Management (15% weightage)
Asset management register maintained and updated (10%), Asset allocation register maintained and updated (5%)
8
Innovation & Improvement Plan (5% weightage)
Industry best practices plan presented (5%)
58
Standard Operating Procedures (SOPs) for the IT Head
IT Systems
Guidelines for managing school technology infrastructure
Network Management
Protocols for maintaining connectivity and system uptime
IT Security
Procedures for protecting school data and systems
59
System Uptime and Availability SOP for IT Head
The purpose of this SOP is to establish clear guidelines for ensuring consistent uptime and availability of critical IT systems in supporting the smooth functioning of the school's operations.
Regular Maintenance and Monitoring
Conduct regular maintenance checks on critical IT systems including internet infrastructure, networking equipment, and servers. Implement automated monitoring tools to track system health in real time and schedule routine inspections to address potential issues proactively.
Internet Uptime Management
Use multiple internet connections from different providers to reduce downtime. Install network monitoring tools to detect connectivity issues promptly and maintain communication channels with service providers for timely resolution of disruptions.
UPS Backup Management
Install UPS units for critical IT infrastructure including computers, interactive panels and servers. Regularly test these units to ensure proper functioning and implement procedures to replace or repair faulty units promptly.
Network Downtime Management
Utilise redundant networking equipment to minimise impact of hardware failures. Monitor network performance metrics to proactively identify potential issues and conduct regular audits to optimise network configurations.
5
ERP Availability Management
Ensure ERP & LMS systems are hosted on reliable platforms with sufficient backup mechanisms. Implement regular backups and disaster recovery procedures and provide training to staff and students on effective system usage.
Incident Response and Resolution
Establish an incident response team with defined roles. Implement a ticketing system to track and prioritise IT support requests and document all incidents to identify root causes for future prevention.
Regular Reporting and Review
Generate weekly or monthly reports on the uptime and availability of critical IT systems, including internet, networking, UPS, LMS & ERP to ensure continuous improvement.
60
Incident and Problem Management SOP for the IT Head
The purpose of this SOP is to establish clear guidelines for IT Heads to effectively manage incidents, minimise equipment breakdowns, and maintain accurate maintenance records.
1
Timely Resolution of Staff Concerns
Implement a ticketing system to track and prioritize reported issues based on urgency and impact on teaching.
Assign dedicated staff for prompt incident handling
Regular status updates to staff members
Ensure resolution within 48 hours of reporting
2
Equipment Breakdown Management
Implement preventive maintenance schedules and regular inspections to minimize equipment failures.
Maintain stock of spare parts for quick replacement
Train staff on proper equipment usage
Keep breakdown rate below 5% through proactive measures
3
Maintenance of Repair History Logbook
Establish a centralised system to document all repairs and maintenance activities.
Record equipment details, issues and resolutions
Ensure easy accessibility for reference
Conduct periodic reviews to identify recurring issues
61
IT Security SOP for the IT Head
The purpose of this SOP is to establish clear guidelines for implementing effective IT security measures across the school's technology infrastructure.
Regular Virus Scans and Updates
Implement scheduled virus scans on all computers and interactive panels. Ensure antivirus software is continuously updated and verify all devices remain virus free through periodic checks.
2
Continuous Firewall Monitoring
Maintain properly configured firewalls to block unauthorised access. Regularly review firewall logs for suspicious activity and perform routine checks to ensure effective protection.
Security Audits and Assessments
Conduct regular security audits to identify vulnerabilities. Review logs and reports to assess the overall security posture and implement necessary patches based on findings.
Safety Checks for Equipment
Implement protocols to prevent physical damage to IT equipment. Conduct regular inspections and provide staff training on proper handling to minimize risks.
5
Documentation and Reporting
Maintain detailed records of all security activities including scans, logs, and audits. Generate regular reports summarizing the effectiveness of measures for stakeholder transparency.
6
Continuous Improvement
Regularly review and update IT security policies based on emerging threats and best practices. Stay informed about the latest developments in cybersecurity to proactively address potential risks.
62
User Satisfaction SOP for the IT Head
The purpose of this SOP is to establish clear guidelines for IT Heads to effectively manage and improve user satisfaction with IT services across the school.
1
Implement Regular Surveys
Conduct regular satisfaction surveys through online forms, emails and suggestion boxes to gather comprehensive user feedback on IT services.
2
Analyse User Feedback
Systematically analyse and categorise feedback to identify common themes, areas of improvement, and services that are performing well.
3
Address Issues Promptly
Establish a dedicated helpdesk system to track and resolve reported IT problems within 24-48 hours, ensuring efficient issue management.
4
Continuous Improvement
Regularly review metrics and develop action plans to address recurring issues, implementing measures to enhance IT services based on user feedback.
5
Communication & Training
Keep users informed about IT updates and provide training resources to help them utilise systems effectively, promoting a culture of collaboration.
6
Monitor Satisfaction Metrics
Track user satisfaction levels against a target of 98% satisfaction rate, ensuring IT related problem reports remain below 10% per month.
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IT Projects Management SOP for the IT Head
The purpose of this SOP is to establish clear guidelines, streamline processes, ensure quality and consistency for IT projects. Following these procedures ensures procurement activities are carried out efficiently, within budget and in compliance with relevant policies.
1
Define Project Requirements and Budget
Clearly define requirements for hardware, software and services. Prepare a detailed budget covering all anticipated costs including procurement, installation and maintenance.
2
Procurement Planning
Identify reliable vendors, obtain multiple quotations for competitive pricing, and evaluate suppliers based on price, quality, delivery time and after sales support.
3
Obtain Necessary Approvals
Ensure all procurement activities align with school policies. Obtain approvals from Principal, Executive Directors and Chairman before proceeding.
4
Procurement Process
Initiate procurement after approvals, monitor closely to stay within budget and coordinate with vendors to ensure timely delivery of materials.
5
Project Tracking and Reporting
Maintain a project tracker to monitor the progress of IT projects, including timelines, budget utilisation and deliverables.
Regularly update project status reports and communicate progress to all stakeholders.
Address any issues or deviations from the plan promptly and take corrective actions as needed.
6
Documentation and Record Keeping
Maintain detailed records of all procurement activities, including purchase orders, invoices and delivery receipts.
Keep track of budget utilisation for each project and ensure proper documentation of expenses.
7
Post Implementation Review
Conduct post implementation reviews to assess the success of IT projects and identify lessons learned for future improvement.
Document any challenges faced during the procurement process and recommend improvements for future projects.
8
Quality Assurance
Conduct thorough quality checks on procured materials to ensure they meet required standards and specifications. Document results in quality reports.
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Vendor Management SOP for the IT Head
The purpose of creating this SOP for the IT Head is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the IT Head can effectively manage vendor performance and ensure that SLAs are met, feedback is addressed, and continuous improvement is achieved.
1
Establish Clear SLAs
Define clear Service Level Agreements with vendors regarding installation, maintenance and services required in purchase orders. Ensure SLAs are included in procurement contracts and properly communicated.
2
Monitor SLA Adherence
Regularly monitor vendor performance against established SLAs to ensure adherence to agreed timelines and service standards. Maintain detailed records of SLA compliance for each vendor and service.
Vendor Feedback Mechanism
Implement structured feedback mechanisms to gather input from relevant stakeholders about vendor performance. Collect feedback on material quality, service delivery timeliness, and overall satisfaction.
4
Feedback Analysis & Reporting
Analyse stakeholder feedback regarding vendor performance. Prepare comprehensive reports summarising findings and improvement areas. Present these reports to management and the procurement team.
5
Continuous Improvement
Collaborate with vendors to address issues raised in feedback reports. Work proactively to improve performance and meet organisational needs. Regularly review and update SLAs based on feedback.
6
Documentation & Record Keeping
Maintain accurate records of SLAs, procurement contracts, and vendor feedback. Ensure all documentation is well organised and easily accessible for reference and audit purposes.
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Resource Management SOP for the IT Head
The purpose of creating this SOP for the IT Head is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the IT Head can ensure efficient and effective resource allocation and maintain accurate records of IT assets within the school.
Asset Management Register
Designate team members to oversee asset management and establish a centralised register documenting all IT assets with details including asset name, type, serial number, acquisition date, location, assigned user and status.
Regularly update the register for any status changes and conduct periodic physical audits to verify accuracy and identify discrepancies.
Asset Allocation Register
Develop an allocation register tracking assignment of IT assets to specific users or departments, with fields for asset details, assigned user, allocation date, expected return date and status.
Update promptly when asset assignments change and implement processes for reclaiming assets upon user departure or reassignment.
Documentation and Compliance
Maintain proper documentation for all asset transactions including procurement, allocation, transfer and disposal while ensuring compliance with relevant policies and regulations.
Conduct regular training sessions for staff involved in asset management and periodically evaluate effectiveness to identify improvement areas.
Regular Audits and Reviews
Conduct regular audits of the asset management process to ensure accuracy, completeness and compliance while reviewing utilisation reports to identify underutilised assets.
Hold periodic meetings with key stakeholders to review practices, address issues and implement corrective actions based on audit findings and feedback.
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Innovation & Improvement Plan SOP for the IT Head
The purpose of creating this SOP for the IT Head is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the IT Head can effectively drive innovation and continuous improvement initiatives within the school's IT department, ultimately contributing to enhanced efficiency, effectiveness and service quality.
1
Research and Analysis
Regularly research emerging technologies, trends and best practices relevant to the school's IT infrastructure and operations.
Analyse the potential impact of adopting new technologies and practices on the school's efficiency, effectiveness and overall goals.
Identify Opportunities
Identify areas within the IT infrastructure and operations where innovation and improvement are needed or could provide significant benefits.
Seek feedback from stakeholders, including teachers, administrators and students to understand their pain points and needs.
Develop Best Practices Plan
Develop a comprehensive plan outlining the best practices to be adopted in various aspects of IT operations, such as network security, data management and software development.
Ensure that the best practices align with industry standards and are tailored to the specific needs and constraints of the school environment.
4
Implementation
Implement the identified best practices in collaboration with relevant teams or departments.
Provide training and support to staff members to ensure successful adoption of new practices and technologies.
Monitor and Evaluate
Continuously monitor the implementation of best practices and assess their effectiveness in improving IT operations.
Collect feedback from end users and stakeholders to identify areas for further refinement or adjustment.
6
Documentation and Reporting
Maintain detailed documentation of the implemented best practices, including procedures, guidelines and performance metrics.
Present regular reports to school management and all stakeholders highlighting the impact of the adopted practices on IT performance and overall school operations.
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The Key Performance Indicators (KPIs) of an Admin/Estate Head
Performance Review
Comprehensive evaluation
Quality Metrics
Measuring excellence standards
Estate Management
Facility oversight and maintenance
Administrative Functions
Operational and procedural foundation
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Key Performance Indicators (KPIs) of an Admin/Estate Head
The following are the Key Performance Indicators of an Admin/Estate Head which are critical to quality and will help us to review his/her performance.
Total weightage: 100% (Weighting could vary based on the promoter's goals).
1
Facilities Management (5%)
Task Management is being followed and tasks are being completed 95% on time
Review data related to the management of facilities required to run day to day operations smoothly.
2
Maintenance and Repair Metrics (13%):
Maintenance schedule followed 95% of times, machinery breakdown less than 1%, repair costs under Rs. 10,000 per machine annually, 100% maintenance of repair history book
Review machinery maintenance report, machinery breakdowns report and repair cost history.
3
Budget and Expense Management (5%)
Expenses as per budget with proper approvals, not exceeding 97% of allocation
Review data related to budget utilisation & expenses to ensure effective budget utilisation and cost saving measures.
4
Class IV Employees Performance (15%):
100% police verification is done, daily alcohol free verification record is maintained, 95% attendance rate, & quarterly feedback reports as maintained,
Review class IV compliance reports, attendance records, and feedback on performance and attitude.
5
Customer Satisfaction (10%):
Satisfaction scores above 85%, complaints resolved within 24 hours and closed within 72 hours
Review customer satisfaction scores related to the services provided on overall satisfaction of the facility.
6
Compliance and Regulatory Metrics (16%):
All NOCs in place (Fire, Electrical, Water, Lift, Building Safety) and evacuation plan is implemented
Review compliance with all regulatory requirements and ensure proper documentation is maintained.
7
Capacity Building (2%):
Minimum 1 training per month with feedback documentation shared with the top management.
Review class IV employees training on student interaction protocols and cleaning SOPs.
8
Sports Complex Management (5%):
All sports facilities operational 99% of the time
Review the process of maintaining the sports complex and ensure maximum utilisation for students.
9
Vendor Management (10%):
100% procurement with POs, well defined SLAs, MRNs for all deliveries, feedback reports maintained
Review vendor performance data including service level agreements, contract adherence, and vendor feedback.
10
Health and Safety Compliance (9%):
Incident reports maintained, ERP implementation with regular drills, staff safety training at least 4 times a year
Review data related to health and safety compliance including incident reports, drills, and safety training.
11
Asset Inventory Management (5%):
Asset management system in place with updated records
Review accuracy and completeness of asset inventory records including acquisitions, disposals & transfers.
12
Stakeholder Satisfaction (5%):
User feedback reports maintained and presented at least twice a year
Review users/stakeholders feedback on the quality of goods purchased to determine product satisfaction levels.
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Standard Operating Procedures (SOPs) for the Admin/Estate Head
A comprehensive guide to standard operating procedures
Planning
Strategic preparation of estate operations
Implementation
Executing administrative protocols
Monitoring
Tracking performance metrics
Improvement
Continuous refinement of processes
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Facilities Management SOP for the Admin/Estate Head
The purpose of creating this SOP for the Admin/Estate Manager is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the manager is provided a structured approach to task management, emphasising communication, monitoring and continuous improvement to achieve the desired outcome of a 95% on time completion rate.
1
Task Identification
Utilise a centralised system or software (task management) to log and track all tasks related to facility management.
Assign a unique identifier to each task for easy reference.
2
Prioritisation
Categorise tasks based on urgency and importance.
Assign deadlines to each task based on its priority level.
3
Task Assignment
Clearly assign tasks to responsible individuals or teams.
Provide detailed instructions and expectations for each task.
4
Communication
Maintain open channels of communication for clarifications and updates on tasks.
Ensure all stakeholders are informed of task assignments and deadlines.
5
Continuous Improvement
Implement feedback mechanisms to gather suggestions for process improvement and make necessary adjustments to the SOP based on review findings and feedback.
6
Documentation
Maintain detailed records of all tasks, including completion dates and any deviations from the original plan. Document any lessons learned or best practices for future reference.
7
Training and Development
Provide training to staff members on task management procedures and best practices. Promote a culture of accountability and ownership among team members.
8
Compliance and Audit
Ensure compliance with all relevant regulations and standards governing facility management. Conduct regular audits to verify adherence to the SOP and identify areas for compliance improvement.
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Reporting
Generate regular reports on task management performance, including completion rates and any issues encountered. Present findings to relevant stakeholders for transparency and accountability.
Escalation Protocol
Establish a protocol for escalating unresolved issues or delays to higher management for timely resolution.
Review and Revision
Review the SOP periodically to ensure its effectiveness and relevance. Revise the SOP as needed to accommodate changes in processes or organizational requirements.
KPI Tracking
Continuously track KPIs related to task management, such as on time completion rate to measure performance against targets.
Monitoring and Tracking
Regularly monitor the progress of tasks using the designated system or software.
Identify any potential delays or obstacles and take proactive measures to address them.
Performance Review
Conduct periodic reviews to assess the performance of task management.
Analyse completion rates and identify areas for improvement.
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Maintenance and Repair Metrics SOP for the Admin/Estate Head
The purpose of creating this SOP for the Admin/Estate Manager is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, manager follows a systematic approach to ensure that machinery maintenance activities adhere to the rubric for periodic maintenance schedules at least 95% of the time.
1
Rubric Review and Familiarisation
Ensure all maintenance staff are familiar with the rubric for periodic maintenance schedules and provide necessary training on specific requirements.
Schedule Planning and Allocation
Develop comprehensive maintenance schedules based on the rubric and allocate appropriate resources including manpower, time, and materials for each activity.
Task Assignment and Communication
Assign specific maintenance tasks to qualified personnel according to their expertise and clearly communicate schedules, tasks and expectations to the team.
4
Pre-Maintenance Preparation
Ensure all necessary tools, equipment and materials are readily available before scheduled maintenance tasks and coordinate with other departments for access or support.
Quality Assurance & Monitoring
Conduct post maintenance quality checks to ensure optimal machinery function. Address deficiencies promptly and regularly monitor rubric adherence through spot checks and performance audits.
Continuous Improvement
Solicit feedback from maintenance staff on rubric effectiveness. Implement necessary adjustments based on feedback and performance reviews to enhance processes and outcomes.
Training & Development
Provide ongoing training opportunities for maintenance staff to enhance skills. Reinforce the importance of adhering to the rubric for maintaining machinery reliability and safety.
8
Compliance & Reporting
Ensure compliance with regulatory standards related to machinery maintenance. Generate and analyse regular reports on maintenance activities to identify trends requiring attention.
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Escalation & Recognition
Establish protocols for escalating rubric adherence issues to higher management. Recognise and reward maintenance staff for exemplary performance and implement incentive programs to motivate continued compliance.
Review & Revision
Periodically review the SOP and rubric to ensure alignment with organisational goals and industry best practices. Revise as necessary to address changing requirements or stakeholder feedback.
Documentation and Reporting
Document all maintenance activities including completion dates, tasks performed and any deviations from the rubric, while maintaining records of issues and resolution actions
Rubric Adherence During Maintenance
Supervise maintenance activities to ensure adherence to the rubric's guidelines and conduct periodic checks to verify tasks are performed according to specifications
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Budget and Expense Management SOP for the Admin/Estate Head
The purpose of creating this SOP for the Admin/Estate Manager is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the manager is provided a systematic approach to ensure expenses are in line with budgetary guidelines and cost saving measures are implemented effectively.
1
Budget Planning and Allocation
Collaborate with all stakeholders to develop an annual budget for facility management and administrative expenses. Allocate budget resources to various expense categories based on priority and necessity to operate the school smoothly.
2
Expense Approval Process
Establish and follow a clear approval process for all expenses, following school policy and financial guidelines. Ensure that all expense requests are accompanied by appropriate approvals, documentation and justification.
3
Expense Tracking and Monitoring
Implement a system for tracking and monitoring expenses in real time. Regularly review expense reports to ensure expenditures are within budgetary limits.
4
Cost Analysis and Comparison
Conduct periodic cost analysis to compare actual expenses against budget allocations. Identify any discrepancies or overspending and take corrective actions as necessary.
5
Compliance with Budget Guidelines
Ensure all expenses adhere to budgetary guidelines and constraints. Ensure that approvals are obtained from the appropriate authorities as per school policy.
6
Cost Saving Measures
Identify opportunities for cost saving measures such as energy efficiency initiatives or procurement optimisation. Implement strategies to reduce unnecessary expenses without compromising quality or safety.
7
Audit & Documentation
Conduct periodic audits to ensure budgetary compliance, address audit findings promptly and transparently
Maintain accurate records of all expenses and approvals. Document any deviations and their rationale
8
Communication & Challenge Management
Communicate budget status regularly to stakeholders, promote transparency in financial decision making & Identify potential challenges to budget management. Develop contingency plans to ensure budgetary stability and Implement improvements based on stakeholder feedback
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Strategic Vendor & Financial Planning
Negotiate best terms with vendors for cost effective solutions
Review vendor contracts regularly to ensure budget compliance
Collaborate with stakeholders on annual budget planning
Training & Accountability
Train staff on budgetary guidelines and cost saving techniques
Promote financial responsibility and accountability
Recognise achievements in budget utilisation
Performance Review & Reporting
Conduct regular performance reviews of expense management
Generate reports on budget utilisation and expense trends
Track expenses in real time to ensure budgetary compliance
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Class IV employees Performance SOP for the Admin/Estate Head
The purpose of creating this SOP for the Admin/Estate Manager is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the manager is provided a structured approach to manage Class IV employees effectively.
Police Verification Process
Initiate verification for new hires
Coordinate with local authorities
Maintain verification records
Daily Alcohol Free Reports
Implement daily reporting system
Designate personnel for report collection
Conduct regular verification checks
3
Attendance Monitoring
Implement robust tracking system
Require biometric/digital check in
Monitor for absenteeism patterns
4
Feedback Collection
Establish feedback mechanisms
Conduct regular surveys/sessions
Gather input on attitude and behavior
Performance Tracking
Maintain comprehensive records of compliance data including police verification status, alcohol free reports, attendance records and employee feedback. Monitor metrics regularly to identify improvement areas.
6
Continuous Improvement
Review SOPs regularly to identify enhancement opportunities. Collect feedback from class IV employees and stakeholders to inform process improvements.
7
Documentation & Record Keeping
Maintain detailed records of all compliance activities, ensuring they remain accurate, up to date, and accessible for audits or inspections.
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Reporting & Accountability
Generate regular compliance reports on verification, alcohol free status, attendance rates and feedback. Hold managers accountable for enforcing compliance and addressing issues.
Cross Department Collaboration
Work closely with HR and legal departments to ensure alignment with company policies and legal requirements related to employee compliance and conduct.
Reward & Recognition
Recognise employees who consistently demonstrate compliance with verification, attendance and behavior expectations. Highlight positive examples to reinforce desired behaviors.
Incident Management
Implement protocols for handling non compliance incidents, such as attendance issues or misconduct. Take appropriate disciplinary action when necessary, following company policies.
Review & Revision
Regularly update SOPs and processes to adapt to changing regulatory requirements or organisational needs. Incorporate lessons learned to enhance compliance efforts.
Legal Compliance
Ensure adherence to all relevant labor laws, regulations and industry standards governing employee conduct and compliance requirements.
Compliance Oversight
Designate compliance officer
Conduct periodic compliance audits
Ensure adherence to requirements
Training and Communication
Provide compliance training
Communicate workplace policies
Explain consequences of non-compliance
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Customer Satisfaction SOP for the Admin/Estate Head
The purpose of creating this SOP for the Admin/Estate Manager is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the manager is provided a structured approach to manage customer satisfaction level by focusing on timely complaint resolution, continuous improvement and proactive engagement with customers.
1
Complaint Handling Process
Establish a centralised system (CMS) for receiving and documenting complaints related to facility services.
Assign dedicated staff members to handle complaints promptly and efficiently.
Complaint Resolution Timeline
All complaints received by the facilities department must be resolved within 24 hours of receipt.
Set up escalation procedures for urgent or complex complaints that cannot be resolved within the initial timeframe.
3
Complaint Closure Timeline
Aim to close all complaints within 72 hours of receiving them.
Regularly monitor the status of open complaints and follow up with relevant parties to ensure timely closure.
4
Customer Satisfaction Surveys
Implement a regular customer satisfaction survey process to gather feedback on facility services. Ensure surveys are comprehensive and cover various aspects of the facility, including cleanliness, maintenance and responsiveness to complaints.
5
Continuous Improvement
Regularly review and update complaint handling procedures based on feedback and performance data
Implement process improvements and best practices to enhance customer satisfaction levels
6
Communication & Transparency
Maintain open lines of communication with customers throughout the complaint resolution process
Keep customers informed of the status of their complaints and any actions taken
Root Cause Analysis
Conduct root cause analysis for recurring complaints to identify underlying issues
Implement corrective actions to address root causes and prevent future occurrences
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Cross Department Collaboration
Collaborate with all departments involved in providing facility services
Address cross functional issues to improve overall customer satisfaction
Feedback Mechanisms
Establish multiple channels for customers to provide feedback
Actively collect and use feedback to drive continuous improvement efforts.
Recognition & Rewards
Recognise staff members who demonstrate exceptional customer service
Celebrate achievements in improving customer satisfaction scores.
Performance Review
Conduct regular performance reviews of complaint handling processes
Generate reports summarising resolution times and satisfaction scores.
5
Compliance Standards
Ensure compliance with relevant standards and regulations
Follow industry best practices for customer satisfaction
Stakeholder Engagement
Engage with customers, management and frontline staff
Gather insights on customer satisfaction and service quality
Performance Metrics Monitoring
Track key performance indicators related to complaint resolution times and customer satisfaction scores.
Analyse trends and identify areas for improvement based on performance data
Staff Training and Development
Provide training to facilities staff on effective complaint handling techniques and customer service skills.
Empower staff to proactively address customer concerns and prioritise customer satisfaction
80
Compliance and Regulatory Metrics SOP for the Admin/Estate Head
The purpose of creating this SOP for the Admin/Estate Manager is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the manager is provided a systematic approach to achieve compliance with regulatory requirements.
Fire Safety Compliance
Obtain and maintain a valid Fire NOC (No Objection Certificate)
Conduct regular inspections of fire safety equipment
Implement fire safety training for all staff members
Electrical Safety Compliance
Obtain and maintain a valid Electrical NOC
Ensure proper maintenance of electrical installations
Conduct periodic inspections of electrical systems
Water Usage Compliance
Obtain and maintain a valid Water NOC
Monitor drinking water TDS level to ensure regulatory compliance
Implement water conservation measures
Lift Operation Compliance
Obtain and maintain a valid Lift NOC
Schedule regular inspections and maintenance
Provide training on lift safety procedures
Building Safety Compliance
Obtain and maintain a valid Building Safety NOC
Conduct regular inspections of building structure
Address structural deficiencies promptly
Evacuation Plan Implementation
Develop and maintain an evacuation plan
Conduct regular drills and training exercises
Ensure emergency exits are clearly marked
Compliance Monitoring and Documentation
Maintain accurate records of all regulatory NOCs, inspections, and training sessions while conducting regular audits to verify compliance with requirements and identify improvement areas.
Keep documentation readily available for inspection by regulatory authorities.
Continuous Improvement
Stay informed about changes to relevant regulations and standards related to facility operations.
Continuously assess and improve safety procedures, equipment, and protocols to enhance compliance and mitigate risks.
Stakeholder Communication
Communicate regularly with regulatory authorities to ensure ongoing compliance and address any concerns or inquiries.
Keep everyone informed about safety measures, procedures, and their roles in maintaining compliance.
Emergency Response Coordination
Establish protocols for coordinating with emergency response agencies in the event of a fire, electrical failure, water leak, lift malfunction, or other emergencies.
Ensure all staff members are trained to respond effectively to emergencies and follow established protocols.
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Capacity Building SOP for the Admin/Estate Head
The purpose of creating this SOP for the Admin/Estate Manager is to establish clear guidelines, streamline processes, ensure quality and consistency. By following this SOP, the manager is provided a systematic approach to ensure Class IV employees receive necessary training on dealing with students and cleaning SOPs with a minimum of one training session per month.
1
Training Needs Assessment
Conduct regular assessments to identify training needs for Class IV employees related to dealing with students and cleaning procedures. Gather feedback from employees, supervisors and other stakeholders to determine training priorities.
2
Training Planning
Develop an annual training plan outlining the topics, frequency, and delivery methods for Class IV employee training. Ensure training sessions are scheduled in advance to allow for adequate preparation and attendance planning.
3
Training Content Development
Create training materials and resources tailored to the specific needs of Class IV employees, including modules on student interaction techniques and cleaning SOPs. Incorporate interactive elements, case studies and practical demonstrations to enhance learning effectiveness.
4
Training Delivery
Conduct training sessions regularly, with a minimum of one session per month, as per the training plan. Utilise a variety of delivery methods, such as classroom training, workshops, online modules and on the job training to accommodate different learning styles and preferences.
5
Training Facilitation
Assign qualified trainers or subject matter experts to facilitate training sessions. Ensure trainers are adequately prepared and equipped to deliver the training content effectively.
6
Training Evaluation
Collect feedback from participants following each training session to assess the effectiveness of the training content and delivery. Use evaluation data to identify areas for improvement and make adjustments to future training sessions as needed.
7
Training Records Management
Maintain accurate records of Class IV employee training, including attendance records, training materials and evaluation results.
Ensure training records are up to date and accessible for reference and audit purposes.
8
Continuous Improvement
Regularly review and update training materials and content to reflect changes in policies, procedures or best practices.
Collect feedback from employees and supervisors to identify emerging training needs and areas for enhancement.
9
Compliance Monitoring
Monitor compliance with the minimum one training session per month requirement for Class IV employees.
Address any deviations from the training schedule promptly and reschedule missed sessions as necessary.
10
Communication and Engagement
Communicate the importance of training to Class IV employees and encourage active participation in training sessions.
Promote a culture of continuous learning and development within the team.
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Sports Complex Management SOP for the Admin/Estate Head
The purpose of creating this SOP for the Admin/Estate Manager is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the manager is provided a systematic approach to maintaining and maximizing the utilization of the sports complex for student activities and events.
Regular Inspection and Maintenance
Conduct daily inspections of all sports facilities to identify maintenance needs. Schedule regular preventive maintenance for equipment, playing surfaces and amenities. Promptly address repairs to minimise downtime.
Staff Training and Oversight
Provide training to staff members on proper maintenance procedures and equipment operation. Assign specific responsibilities to ensure all areas of the complex are regularly monitored and maintained.
Facility Reservations and Scheduling
Implement a system for students, faculty and sports academies to reserve facilities. Maintain a centralised scheduling system to coordinate usage and prevent conflicts.
Communication and Coordination
Regularly communicate with stakeholders to understand needs and preferences for sports facility usage. Coordinate with event organisers and facility users to ensure smooth operations during events.
Continuous Monitoring and Improvement
Monitor usage patterns and attendance levels to identify opportunities for improving facility utilisation
Seek feedback from users and stakeholders to identify areas for improvement
Stay informed about best practices and innovations in sports facility management
Emergency Preparedness
Develop and maintain emergency response plans for various scenarios
Conduct regular emergency drills and training exercises for staff
Documentation and Reporting
Maintain accurate records of maintenance activities and facility usage
Generate regular reports on utilisation, maintenance status and performance indicators
Collaboration with External Partners
Collaborate with sports organisations, community groups and sponsors
Explore opportunities for joint events, partnerships and funding opportunities
Safety and Compliance
Ensure all sports facilities comply with safety regulations and standards. Conduct regular safety inspections and address hazards promptly. Provide appropriate safety equipment and signage throughout the complex.
Promotion and Engagement
Promote the use of the sports complex for running sports academies through marketing efforts and campus events. Encourage student involvement through leagues, tournaments and fitness programs.
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Vendor Management SOP for the Admin/Estate Head
The purpose of creating this SOP for the Admin/Estate Manager is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the manager is provided a systematic approach to manage vendor performance, contract adherence and SLA compliance in the procurement process.
1
Contract Management
Maintain an updated repository of contracts with vendors, including terms, conditions and SLAs. Review contracts periodically to ensure compliance with procurement policies and procedures.
2
Purchase Order Creation
Create purchase orders for all procurement transactions, specifying quantities, specifications, delivery dates and SLAs. Ensure that SLAs are clearly defined within purchase orders to establish performance expectations.
3
Procurement Process
Ensure that all purchases are made using approved purchase orders. Verify that procurement transactions adhere to budgetary constraints and authorisation limits. Monitor procurement timelines to ensure timely delivery of goods and services.
4
Material Receipt Process
Require vendors to attach a Material Receipt Note (MRN) to every delivery. Conduct thorough inspections upon receipt of materials to verify quality, quantity and adherence to specifications. Document any discrepancies or damages and promptly notify vendors for resolution.
5
Continuous Improvement
Identify opportunities for process improvement based on feedback received from end users and stakeholders.
Implement corrective actions and preventive measures to enhance vendor performance and streamline procurement processes.
Regularly review and update procurement policies and procedures to reflect evolving business needs and best practices.
6
Compliance Monitoring
Conduct periodic audits to ensure compliance with procurement policies, contract terms and SLAs.
Address any instances of non compliance promptly and implement corrective actions as necessary.
7
Documentation and Reporting
Maintain comprehensive records of procurement transactions, including purchase orders, MRNs and vendor feedback.
Generate regular reports on vendor performance, contract adherence, and SLA compliance for review by management.
8
Stakeholder Communication
Communicate regularly with end users and stakeholders to provide updates on procurement activities and vendor performance.
Address any concerns or inquiries promptly and transparently to maintain trust and confidence in the procurement process.
9
Vendor Feedback Mechanism
Establish a feedback mechanism to collect input from end users and stakeholders regarding vendor performance. Regularly collect feedback on factors such as product quality, brand, specification, timeliness of delivery and responsiveness to issues.
10
Performance Review Meetings
Schedule periodic meetings with vendors to review performance against SLAs and contract terms. Discuss any issues or concerns raised by end users or stakeholders and work collaboratively to address them. Document outcomes of meetings and action items for follow up.
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Health and Safety Compliance SOP for the Admin/Estate Head
The purpose of creating this SOP for the Admin/Estate Manager is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the manager is provided a systematic approach in achieving health and safety compliance, incident reporting, emergency preparedness and staff training.
Incident Reporting
Establish standardised incident reporting procedures
Designate personnel to receive and document reports
Investigate incidents to identify root causes
Emergency Response Plan (ERP)
Develop and maintain procedures for various emergencies
Conduct regular reviews and updates of the ERP
Ensure staff familiarity with roles during emergencies
Fire/Evacuation Drills
Schedule regular drills per regulatory requirements
Coordinate with local authorities as needed
Document outcomes and identify improvements
Safety Training
Develop comprehensive training program
Schedule sessions at least four times yearly
Utilise various training methods
Compliance Monitoring
Establish regular audits and inspections
Review documentation for completeness
Address non compliance issues promptly
6
Documentation and Record keeping
Maintain comprehensive records
Organise in centralised system
Retain according to regulatory requirements
7
Continuous Improvement
Encourage staff feedback and participation in identifying safety hazards and suggesting improvements to health and safety procedures.
Conduct regular safety meetings or committees to discuss safety concerns and brainstorm solutions.
Implementation & Monitoring
Implement recommendations for process improvements and monitor their effectiveness over time.
Communication & Awareness
Promote a culture of safety awareness and accountability among all staff members.
Communicate regularly with staff about safety policies, procedures and initiatives through meetings, trainings and memos.
Recognition
Recognise and reward individuals or teams for their contributions to maintaining a safe work environment.
85
Asset Inventory Management SOP for the Admin/Estate Head
The purpose of creating this SOP for the Admin/Estate Manager is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the manager is provided a systematic approach to asset inventory management, emphasising the importance of accuracy, completeness and timeliness in maintaining asset records.
Establish Asset Management System
Implement a comprehensive system to track all facility assets, including fields for asset name, description, location, condition, acquisition date, value and disposal information.
Conduct Initial Asset Inventory
Perform thorough inventory of all assets currently in use, verifying accuracy of existing records and identifying any discrepancies or missing information.
Assign Responsibility
Designate specific personnel responsible for asset management tasks, including updating records and conducting regular audits, with clearly defined roles for accountability.
Develop Procedures for Asset Updates
Establish clear procedures for updating asset records for acquisitions, disposals and transfers, specifying required documentation for each transaction type.
Training and Awareness
Provide training to staff members involved in asset management on proper procedures for updating records.
Raise awareness among staff about the importance of accurate and timely asset management.
Integration with Procurement and Disposal
Integrate asset management processes with procurement and disposal procedures to ensure seamless flow of information.
To make record updates easier, ensure asset details are documented during the purchase, transfer and disposal processes.
7
Documentation and Reporting
Maintain comprehensive documentation of all asset transactions, including acquisitions, disposals and transfers.
Generate regular reports on asset inventory status, highlighting any updates or discrepancies for review.
Continuous Improvement
Continuously monitor and evaluate asset management processes to identify opportunities for improvement.
Implement enhancements to streamline workflows, enhance data accuracy and optimise asset utilisation.
Timely Recording of Asset Transactions
Ensure all acquisitions, disposals and transfers are promptly recorded in the system, with set deadlines following each transaction to maintain timeliness.
Regular Audits and Reviews
Conduct regular audits of asset inventory records to verify accuracy and completeness, reviewing for discrepancies and taking corrective actions as necessary.
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Stakeholder Satisfaction SOP for the Admin/Estate Head
The purpose of creating this SOP or the Admin/Estate Manager is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the manager is provided a systematic approach to manage user/stakeholder feedback on the quality of goods purchased and product satisfaction levels.
1
Establish Feedback Collection Process
Designate a feedback collection process that includes methods for gathering input from users/stakeholders. Determine appropriate channels such as surveys, interviews, suggestion boxes or online forms.
2
Schedule Feedback Collection Periods
Plan and schedule regular feedback collection periods throughout the year. Ensure that feedback is collected at least twice a year.
3
Develop Feedback Surveys
Create structured surveys or questionnaires to gather feedback on the quality of goods purchased and overall satisfaction levels. Include questions related to product performance, reliability, durability, and user experience.
4
Distribute Feedback Surveys
Distribute feedback surveys to relevant users/stakeholders via chosen communication channels. Ensure surveys are easily accessible and user friendly to encourage participation.
5
Collect and Compile Feedback
Monitor responses and collect feedback from users/stakeholders during the designated feedback collection periods. Compile feedback data systematically to facilitate analysis and reporting.
6
Analyse Feedback Data
Analyse feedback data to identify trends, patterns and areas for improvement. Look for common themes or recurring issues related to the quality of goods purchased and product satisfaction levels.
7
Prepare User Feedback Report
Summarise feedback findings in a comprehensive user feedback report
Include an analysis of feedback data, key insights and recommendations for action
8
Present User Feedback Report
Present the user feedback report to relevant stakeholders, including school management and procurement team members
Discuss feedback insights, implications for procurement decisions and proposed actions to address identified issues
9
Implement Action Plans
Develop action plans based on feedback insights and recommendations
Assign responsibilities for implementing corrective actions and improvements to relevant personnel
10
Monitor and Follow Up
Monitor the implementation of action plans and track progress towards addressing feedback related issues
Conduct follow up surveys or feedback collection activities to assess the effectiveness of implemented actions
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Key Performance Indicators (KPI's) for Bursar/Finance Head
1
3
1
Performance Review
Comprehensive evaluation
Quality Metrics
Critical success factors
3
Key Performance Indicators
Essential measurement criteria
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Key Performance Indicators (KPIs) of a Bursar/Finance Head
The following are the Key Performance Indicators of a Bursar/Finance Head which are critical to quality and will help us to review his/her performance.
Total weightage: 100% (Weighting could vary based on the promoter's goals).
1
Budgeting and Forecasting (30%)
Target:
Budget for all schools approved by the board by 15th March annually.
Budget variance reports presented to the board by 12th of each month.
Review and analyse budget reports, forecasts and variances to ensure adherence to budgetary guidelines.
2
Cash Flow Management (15%)
Target:
Cash flow management report for all schools prepared and sent to the board by 30th of each month.
Review cash flow statements and projections to identify gaps and ensure effective management supporting organisational financial health.
3
Accounts Receivable and Payable (15%)
Target:
All vendor payments completed according to policy (within 14 days after receiving the bill) 100% of the time.
Review aging reports, payment terms and outstanding balances to optimise cash flow.
4
Financial Performance Metrics (15%)
Target:
Ensure expenses for every department remain within projected and approved budget by the board.
Review profitability ratios, liquidity ratios, and ROI calculations to assess organisational financial performance.
5
Taxation and Compliance (10%)
Target:
Statutory dues and returns (PF and TDS) filed on time, 100% of the time.
Review tax filings and provisions to ensure compliance with tax laws and regulations.
6
Financial Reporting and Analysis (15%)
Target:
All accounting procedures (balance sheet, audit, etc.) completed at least 30 days before due date, 100% of the time.
Review financial statements to assess accuracy, completeness, and timeliness of financial reporting.
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Standard Operating Procedures (SOPs) for the Bursar/Finance Head
1
2
3
1
Standard Operating Procedure
Comprehensive guidelines for the Bursar/Finance Head role
2
Financial Management
Protocols for effective financial oversight and administration
3
Performance Standards
Key responsibilities and quality benchmarks
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Budgeting and Forecasting SOP for the Bursar/Finance Head
The purpose of creating this SOP for the Bursar/Finance Head is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the school Finance Head can ensure that budgeting and forecasting activities are conducted efficiently and accurately contributing to the overall financial health of the school.
Establish Budgeting Process
Develop a standardised process for budget preparation, ensuring all relevant stakeholders are involved.
Define clear timelines for each stage of the budgeting process.
2
Collect Data and Inputs
Gather historical financial data from all schools to prepare budget forecasts.
Collaborate with the school Principal and all relevant process owners to understand their budgetary needs and priorities for the upcoming session.
3
Prepare Budget Reports
Compile the budget reports for each school, detailing revenue projections, expense allocations and any capital expenditures.
Ensure accuracy and completeness of budget reports.
4
Submit Budget for Approval
Complete the budgeting process and have the budget for all schools finalised and approved by the board by 15th March of every year.
Prepare Variance Reports
Generate monthly budget variance reports for all schools, highlighting areas of over or under spending
Analyse the reasons behind budget variances and provide explanations for significant discrepancies
Present Reports to the Board
Compile and present comprehensive budget variance reports to the board by 12th of each month
Clearly communicate the financial performance of each school and any actions taken to address budget variances
Continuous Improvement
Regularly review and refine the budgeting and forecasting processes based on feedback and lessons learned
Stay updated with best practices in budget management to optimise financial performance
Monitor Budget Variances
Regularly monitor actual financial performance against budgeted amounts.
Identify any budget variances or deviations and investigate the underlying causes
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Cash Flow Management SOP for the Bursar/Finance Head
The purpose of creating this SOP for the Bursar/Finance Head is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the school Finance Head can ensure timely preparation and submission of cash flow management reports to the board related to cash flow analysis and reporting.
Data Collection
Gather financial data from all schools including income, expenses, accounts receivable and accounts payable.
2
Cash Flow Statement Preparation
Use the gathered financial data to prepare cash flow statements for each school. Ensure accuracy and completeness of the statements.
Cash Flow Projection
Project cash flows for the upcoming month based on historical data and anticipated income and expenses.
4
Analysis
Analyse the cash flow statements and projections to identify any gaps or issues. Assess the adequacy of cash flow to meet financial obligations.
Review and Approval
Review the prepared report to ensure accuracy and alignment with organisational goals
Seek necessary approvals from relevant stakeholders
Submission to the Board
Send the finalised cash flow management report to the board by the 30th of each month
Follow-Up
Monitor cash flow throughout the month to address any emerging issues or discrepancies
Adjust projections and strategies as needed to optimise cash flow management
8
Report Preparation
Compile the cash flow management report summarising the cash flow statements, projections and analysis for all schools
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Accounts Receivable and Accounts Payable Management SOP for the Bursar/Finance Head
The purpose of creating this SOP for the Bursar/Finance Head is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the school Finance Head can ensure that all vendor payments are made according to policy, thereby optimizing cash flow and maintaining positive vendor relationships.
Receipt of Invoice
Upon receiving a vendor invoice, the finance team verifies its accuracy and completeness.
2
Recording in Accounts Payable
The invoice details are recorded in the accounts payable system or ledger.
Payment Terms Verification
The payment terms specified in the vendor contract or agreement are verified to determine the due date.
4
Payment Authorisation
If the invoice is accurate and within budget, the finance head authorises the payment.
Payment Processing
Payment is processed on or before the due date as per the policy (typically 14 days after receiving the bill).
6
Documentation
A record of the payment, including the invoice number, payment date, and amount, is maintained for future reference.
7
Communication
If there are any delays or issues with payment processing, the vendor is promptly notified and informed about the expected payment date.
8
Review and Analysis
Regularly review aging reports and outstanding balances to identify any overdue payments.
Analyse accounts payable management efficiency to optimise cash flow.
9
Continuous Improvement
Identify areas for improvement in the accounts payable process and implement necessary changes to enhance efficiency and accuracy.
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Financial Performance Metrics SOP for the Bursar/Finance Head
The purpose of creating this SOP for the Bursar/Finance Head is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the school Finance Head can effectively ensure that expenses for every department remain within the projected and approved budget by the board.
1
Budget Preparation
Collaborate with the Principal and all department heads to gather detailed expenditure forecasts
Consolidate individual department budgets into an overall organisational budget
Present the budget proposal to the board for approval
2
Budget Implementation
Circulate approved budgets to the respective school Principal
Ensure clear communication of budgetary guidelines
Monitor spending regularly to identify any deviations
3
Expense Tracking
Maintain a comprehensive system to track expenses for each department
Review expense reports regularly to assess actual spending
Identify any discrepancies or areas of overspending
4
Expense Approval Process
Implement a robust approval process for all expenditures
Ensure that all expenses align with the approved budget
Require appropriate documentation for all expenditure requests
5
Periodic Review and Analysis
Conduct regular reviews of departmental expenses
Analyse spending patterns to identify trends
Adjust budget allocations as needed based on changing priorities
6
Reporting
Prepare detailed financial reports comparing actual expenses to budget
Highlight any variances and provide explanations
Present financial reports to the board for review and discussion
7
Continuous Improvement
Collect feedback from stakeholders on the budgeting process
Identify opportunities to streamline expense management
Implement changes to enhance budgeting and tracking processes
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Taxation and Compliance SOP for the Bursar/Finance Head
The purpose of creating this SOP for the Bursar/Finance Head is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the school Finance Head can ensure timely and accurate tax filings, maintain compliance with tax laws and regulations, and mitigate any potential tax risks or issues.
1
Establish a Tax Compliance Calendar
Create a detailed calendar outlining all statutory due dates for tax filings, such as Provident Fund (PF) and Tax Deducted at Source (TDS). Ensure that the calendar is updated regularly to reflect any changes in tax laws or regulations.
2
Document Tax Procedures
Document step by step procedures for preparing and filing tax returns, including the required documentation and forms for PF and TDS filings. Clearly outline responsibilities for each task and designate individuals or teams responsible for completing them.
3
Maintain Records
Maintain accurate and up to date records of all financial transactions related to taxes, including PF contributions and TDS deductions. Organise records in a systematic manner to facilitate easy retrieval during audits or reviews.
4
Implement Internal Controls
Implement internal controls to ensure that tax filings are accurate and comply with applicable laws and regulations. Conduct periodic reviews of tax related processes to identify any potential weaknesses or areas for improvement.
5
Stay Informed
Stay abreast of changes in tax laws, regulations, and filing requirements to ensure compliance. Regularly attend training sessions or seminars to enhance knowledge of tax related matters and best practices.
6
Timely Filings
Ensure that all statutory dues, such as PF contributions and tax returns, such as TDS filings, are completed accurately and submitted before the due dates. Set up reminders or alerts to notify relevant staff members of upcoming filing deadlines to avoid any delays.
7
Review and Verify
Conduct thorough reviews and verifications of all tax related documents and filings to ensure accuracy and compliance with regulations. Double check calculations, reconcile records and cross reference information to minimise errors and discrepancies.
8
Address Non Compliance
Promptly address any instances of non compliance or discrepancies identified during the review process. Take corrective actions to rectify errors and prevent recurrence in the future.
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Financial Reporting and Analysis SOP for the Bursar/Finance Head
The purpose of creating this SOP for the Bursar/Finance Head is to establish clear guidelines, streamline processes, ensure quality and consistency and to ensure that by following this SOP, the school Finance Head can ensure that all accounting procedures are completed at least 30 days before the due date, thereby meeting the KPI requirement consistently.
1
Establish Clear Deadlines
Determine due dates for all accounting procedures at least 30 days before actual deadlines to allow sufficient time for review and adjustments.
2
Create a Detailed Timeline
Develop a comprehensive timeline outlining all tasks required and allocate specific responsibilities to finance team members to ensure accountability.
3
Regular Monitoring and Tracking
Monitor progress of accounting procedures regularly using project management tools, spreadsheets, or task management software to ensure on schedule completion.
4
Address Bottlenecks Promptly
Identify and proactively address any obstacles that may delay completion by reallocating resources or providing additional support to team members.
5
Prioritise Accuracy and Quality
Emphasise importance of accuracy in financial reporting through regular reviews of financial data and statements to ensure completeness and correctness.
6
Documentation and Record Keeping
Maintain detailed documentation of all financial transactions and processes, keeping records of deadlines, task assignments, and completion dates.
7
Continuous Improvement
Regularly evaluate SOP effectiveness, identify improvement areas, and solicit team feedback to identify challenges and implement solutions.
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The Importance of Marketing & Sales
Increasing new enrolments in a K-12 school requires a strategic approach that focuses on attracting prospective students and their parents, showcasing the school's unique offerings and building a positive reputation in the community. 
Attracting Admissions
Schools need a steady stream of admissions to remain financially viable. Marketing creates visibility and awareness among prospective parents and students and sales efforts (admission counselling, follow ups, school tours etc.) help convert interest into enrolment.
Building and Differentiating the Brand
In a competitive landscape, especially in urban areas, parents have multiple choices and marketing helps communicate the school’s vision, values, facilities, faculty quality and unique offerings (BLC, CPA, IEYC,   SEAL PBL, STEM labs, sports, global curriculum, etc.), strong branding builds trust and positions the school as a preferred choice..
Competing in a Crowded Market
The education sector is now crowded with international schools, franchises, play schools, online learning platforms, etc. Strategic marketing helps stand out from competitors with targeted messaging and sales efforts ensure you don’t lose leads to other institutions..
Expanding Reach Beyond the Local Area
Through digital marketing (social media, SEO, online ads), schools can attract students from wider geographies.
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Sustaining Growth and Opening New Branches
If you’re looking to expand (new branches or franchising), marketing supports lead generation for potential investors and partners. sales teams help in pitching your school model to potential stakeholders.
Engaging Existing Parents and Students
Marketing is not just for new admissions. It also includes internal branding and communication (newsletters, events, social media stories etc.). This strengthens community engagement and builds a positive word of mouth network.
Promoting Academic & Co-curricular Achievements
Showcasing student success, board results, teacher excellence and events helps in building credibility and goodwill. This visibility improves your school's reputation and influences prospective parents' decisions.
Adapting to Changing Preferences
Today’s parents are digitally savvy and research extensively before choosing a school. A strong marketing presence across digital platforms ensures you're part of their decision making journey.
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The initial goal of our marketing plan will be to raise public awareness.
(this is to raise the level of recognition and knowledge among the general public)
1
By installing hoardings
Identify prominent hoarding locations in the local neighbourhood to ensure local visibility and recognition. This will be done by conducting thorough research on high traffic areas and strategic placements e.g. (targeted societies).
2
By publishing advertisements
Publish advertisements in local publications to enhance brand awareness within the community. Identifying relevant local newspapers or magazines where the target audience is likely to engage and place well designed and compelling advertisements.
3
By publishing Google advertisements
Utilise targeted Google advertisements to increase visibility and recognition among the community. This strategy involves using Google Ads to reach specific demographics or geographic locations, ensuring the ads are displayed to the intended audience.
4
By using social media platforms
Leverage various social media platforms, such as Facebook, Instagram, Twitter and LinkedIn, to consistently share engaging content about the school. This will include highlighting achievements, showcasing student success stories, providing insights into the school's programs and facilities.
5
By hosting events in targeted societies
Organise events within the targeted societies to create opportunities for direct interaction and engagement with the local public. These events will be conducted as painting competitions, baby shows, open houses, information sessions, workshops and community outreach programs, allowing people to learn more about the school and its offerings.
6
By displaying school hoardings, posters, etc.
Place hoardings, posters, or banners at strategic locations within the targeted societies. This ensures that the school's presence is visible and catches the attention of people residing or passing through those areas.
7
By utilising cold calling
Implement a structured cold calling strategy to reach out to potential customers. This involves identifying and contacting individuals who have expressed interest in the school (leads), providing them with relevant information, answering their queries, and inviting them to visit our school and learn more about the school. Acquire raw data from all targeted societies and random phone calls will be made to raise awareness in the local community.
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The second goal of our marketing plan will be to build brand equity. 
(this is done to establish a positive perception and reputation for the brand by emphasising its distinctive value and worth)
1
Attractive Creatives
Develop visually appealing and engaging promotional materials, both in print and digital formats. This will include designing eye-catching advertisements, prospectus, hoardings, website graphics, social media posts, or any other marketing material that effectively communicate our brand's USP's
2
Storytelling 
Use storytelling techniques across various platforms to share our brand's story, values, and achievements. This will involve creating compelling narratives through the website, prospectus, blog articles, and social media content to connect with the audience emotionally, highlight the brand's strengths and distinctive features.
3
Digital Content Creation
Develop high quality digital content that provides valuable information, educates the audience, and demonstrates the brand's expertise. This includes creating informative blog posts, videos, podcasts, infographics and content that positions our brand as a reliable and knowledgeable authority in the industry.
4
Public Personalities
Collaborate with well known public personalities or influencers who align with your brand's values and target audience. This will involve having them endorse and associate themselves with our brand, appearing in promotional campaigns, sharing their positive experiences with the brand, or joining as brand ambassadors to enhance our brand's credibility and attract attention of our prospective parents.
5
Success Stories
Highlight success stories of current students and alumni who have achieved significant accomplishments or have made a positive impact in the society. Share their achievements through testimonials, case studies, interviews and dedicated success story campaigns to showcase your brand's ability to nurture talent and contribution done to their success.
6
Event Sponsorships & CSR Initiatives
Associate with community events to boost brand visibility, offering branding and participation opportunities and undertake impactful CSR to build a positive brand image, supporting local charities and educational projects.
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The third goal of our marketing plan will be to attract customers (parents) to come to our School Premises.
(this is done to attract parents to visit the school, establishing an appeal that encourages them to explore the facilities and educational options)
1
Calling Prospective Parents
Actively reach out to prospective parents through phone calls and personalised invitations, inviting them to visit the school and experience its offerings in person. This direct engagement will help our school to create a personal connection and will help the team to demonstrate our school's interest in their child's education effectively
2
Hosting Campus Events
Organise events specifically designed for prospective students and their parents to visit the school campus. This will include open houses, orientation sessions, interactive workshops and school tours that provide insights into the facilities, curriculum, extracurricular activities and the overall learning environment.
3
Reference Scheme
Announce and Implement a referral program where current parents and teachers are incentivised to refer prospective parents to enrol their kid's to our school. This can involve financial incentives to teachers and discounts on tuition fees for parents, this will encourage them to actively promote the school to their networks.
4
Play school Partnerships
Collaborate with local play schools to offer attractive incentives/benefits for recommending the school to parents. This will include financial incentives, priority admissions and exclusive access to certain programs, create a mutually beneficial relationship.
5
Highlighting Unique Offerings
Identify and showcase unique aspects of the school, such as innovative teaching methods, specialised programs, state of the art facilities, or a distinctive educational philosophy. Highlighting these unique features will differentiate the school from competitors and create a strong appeal for parents to visit and explore further.
6
R2 Formula Implementation
Ensure that every interaction and touch point during the visit is focused on delivering the best possible customer experience. This includes providing warm and friendly greetings, informative guided tours, opportunities for parent & student engagement, showcasing the school's achievements and addressing any questions or concerns promptly. The goal is to create a positive and memorable experience that leaves a lasting impression..
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The fourth marketing goal is to deliver our story consistently.
(this is done to ensure that our brand message is constantly communicated and understood by the target audience by regularly communicating and sharing our narrative)
1
By creating stories consistently
Develop compelling and relevant stories that align with our brand's values, mission, and unique selling propositions. These stories should resonate with our target audience and evoke emotions, enabling them to connect with our brand on a deeper level. Continually generate new stories that showcase different aspects of our brand, such as success stories, testimonials, case studies, or real life experiences
2
By sharing stories consistently
Regularly share our brand stories across various communication channels and platforms. This includes utilising our website, blog, social media accounts, email newsletters, videos, podcasts and any other relevant mediums to consistently deliver our brand narrative. Develop a content calendar to plan and schedule the sharing of stories, ensuring a consistent flow of engaging and informative content.
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The goal of our sales plan will be to convert leads into walk-in's and from walk-in's to admission.
(this is to showcase the product with the best of our ability)
1
Show Parents Our Campus
Provide parents with opportunities to explore our school campus, either through virtual tours or physical visits. Utilise technology to create immersive virtual experiences that allow parents to navigate through different facilities and get a feel for the school's environment. Alternatively, organise open houses/information sessions and scheduled tours to showcase the campus in person, allowing parents to interact with teachers, staff and students.
2
Share Our Brand Journey
Engage in personalised interactions with parents, dedicating time to understand their specific needs and concerns. Take them through our brand's journey, highlighting the school's history, mission, values and educational approach. Share success stories and achievements that demonstrate the positive impact of our school on students' lives.
3
Highlight Our USPs
Clearly communicate the distinctive features and advantages that set our school apart from others. This can include specialised academic programs, extracurricular activities, modern facilities, experienced faculty, low student to teacher ratios, or any other aspects that make ourschool stand out. Emphasise how these USP's will benefit students and contribute to their overall development.
4
Show Our Differences
Illustrate the unique aspects of our school that differentiate it from competitors. This can involve showcasing innovative teaching methodologies, student centered learning approaches, collaborative learning environments, or a supportive and inclusive school culture. Use visuals, testimonials and concrete examples to highlight these differences effectively.
5
Demonstrate Value for Money
Articulate the value proposition of our school in terms of the benefits parents and students will receive in exchange for their investment. Highlight how our school delivers high quality education, personalised attention, comprehensive resources and opportunities for growth and success. Demonstrate how the educational experience provided by our school justifies the cost and provides long term value for parents' investment.
6
Explain Investment Benefits
Clearly communicate the unique benefits and advantages that parents and students will gain by choosing our school. Share the positive outcomes and achievements of our students, such as academic excellence, college placements, career opportunities or personal growth. Provide compelling reasons and persuasive arguments as to why parents should entrust their child's education to our school
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The goal of our sales plan will be to provide the best customer experience.
(this is to showcase the product with the best of our ability)
1
Personalised Communication
Maintain open and proactive communication channels with parents (exisitng and prospective). Respond promptly to their inquiries, address their concerns and provide regular updates about their child's progress or any relevant information. Tailor communication to individual needs and preferences, considering their preferred communication methods (phone, email, in person meetings, etc.).
2
Welcoming Environment
Create a warm and welcoming atmosphere in our school. Greet parents with a friendly and approachable attitude, ensuring they feel comfortable and valued. Provide them with a positive first impression by offering guided tours, introducing them to staff members and showcasing the school's facilities.
3
Personalised Support
Understand the unique needs and aspirations of each parent and their child. Offer personalised guidance and support throughout the admission process, understanding their specific requirements and concerns. Provide information about academic programs, extracurricular opportunities and any additional services or resources that may be relevant to their child's development.
4
Transparent Information
Be transparent and provide clear information about our school's curriculum, teaching methodologies, extracurricular activities, policies and procedures. Offer comprehensive materials such as prospectus, websites, or informational sessions to help parents make informed decisions. Clearly communicate the benefits and advantages of choosing our school for their child's education.
5
Parent Engagement
Develop a strong partnership with parents by actively involving them in their child's education (existing and prospective). Encourage their participation in school activities, parent teacher meetings, workshops and events. Seek their feedback and opinions on school initiatives, policies and improvements. By involving parents, you create a sense of belonging and cooperation and demonstrate that their involvement is valued.
6
Exceptional Service
Strive to exceed expectations and provide exceptional service at every touch point. Train staff members to be courteous, knowledgeable and empathetic towards parents. Pay attention to details, address concerns promptly and go the extra mile to ensure a positive experience. Provide prompt and efficient support in administrative matters, such as fee payment, transportation, or any other logistical requirements (existing and prospective).
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Continuous Improvement
Regularly assess and evaluate our processes and services to identify areas for improvement. Seek feedback from parents through surveys, suggestion boxes, or personal interactions. Use this feedback to make necessary adjustments, address concerns, and enhance the overall experience. Continuously invest in professional development for staff members (admissions team) to enhance their skills and ensure consistent quality service.
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The goal of our sales plan will be to close the deal (admissions process) without any delay.
Closing the Deal Process
Follow the process and ensure it's done as fast as possible: Have a well defined and efficient admission process in place. Clearly communicate the required steps, documents and timelines to parents. Streamline the process to minimise delays and ensure that each step is completed promptly. Promptly address any questions or concerns that parents may have during the process.
Admission should be done within the TAT (Turnaround Time)
Set clear turnaround time expectations for completing the admission process. Communicate these timelines to parents and strive to meet or exceed them. Promptly process applications, review documents and make admission decisions within the specified timeframe.
Provide them a welcome kit
Once the admission is confirmed, offer parents a welcome kit or package that includes essential information about the school, such as the academic calendar, mobile app handbook, uniforms, stationery and any other relevant materials. This gesture creates a positive impression and makes parents feel welcomed and prepared for their child's enrollment.
Ensure the paperwork is properly done
Pay close attention to the administrative aspects of the admission process. Double check all paperwork and documentation to ensure accuracy and completeness. Provide clear instructions on how to fill out forms and assist parents in navigating any required documentation. This attention to detail instills confidence in parents and demonstrates professionalism.
106
The goal of our after sales (post admission) plan will be to always stay connected with the parent.
1
Make Parents Feel Special and Valued
Show appreciation for parents' trust and partnership by making them feel special and valued. Send personalised thank you notes, tokens of appreciation or small gestures of recognition to express gratitude for their continued support. Celebrate milestones or achievements of their children and acknowledge their role in their success (existing and prospective parents).
2
Stay Connected with Parents
Maintain regular communication channels with parents to keep them informed about the happenings at the school. Utilise various mediums such as emails, newsletters, social media or a dedicated parent portal to share updates on school events, achievements, curriculum enhancements, extracurricular activities and other relevant information. Provide timely and engaging content that keeps parents connected and involved in their child's educational journey (existing and prospective parents).
3
Develop Personal Connection with Parents
Develop strong personal connections with parents by demonstrating genuine care and interest in their child's well being and progress. Encourage open dialogue and establish channels for two way communication. Schedule periodic meetings or calls to discuss their child's current academic performance, goals and challenges. Show empathy and attentiveness when addressing their concerns or feedback. Building a personal connection helps to create a trusting and supportive relationship with parents (existing and prospective parents).
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Key Performance Indicators (KPIs) of an Events & Brand Manager
The following are the Key Performance Indicators of an Event & Brand Manager which are critical to quality and will help us to review his/her performance.
Total weightage: 100% (Weighting could vary based on the promoter's goals).
1
Host Events in targeted societies (40%)
Target: A minimum of 2 campaigns should be carried out inside the targeted society each month. (20%), The event must attract at least 50 parents and at least 20% should visit the school campus (20%).
Review: Review events held in the targeted societies to explore opportunities for direct engagement and involvement with the residents of the society.
2
Create Brand Visibility (10%)
Target: The number of displays should be eye catching, attractive and should be present in all targeted societies (at least 2 in each society).
Review: Review banners, posters, and hoardings displayed in targeted societies and near target societies (strategic position & location) to ensure that our school's presence is noticeable and attracts the attention of those living or passing through those places.
3
Engage in noticeable CSR activities (5%)
Target: Conduct a minimum of 2 CSR projects each year.
Review: Review the Corporate Social Responsibility (CSR) projects that relate with our brand's values (USPs) and are well received by the community.
4
Play Schools Tie-Ups (35%)
Target: There must be at least 15 tie-ups with play schools (15%), Each play school needs to recommend at least 5 admissions for the upcoming session 2025-26 and maybe 10 for 2026-27. (20%)
Review: Review play schools visits (meeting with the promoters to establish personal relationship) and position your school as a gateway to future school.
5
Sponsor noticeable public events (10%)
Target: Conduct a minimum of 4 public events each year.
Review: Review noticeable public events (community festivals & charity events) conducted in order raise audience awareness.
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Standard Operating Procedures (SOPs) for the Events & Brand Manager
Standard Operating Procedures
Comprehensive guidelines for the Events & Brand Manager's position
Event & Brand Management
Structured processes for effective events & brand management and reporting
Quality Standards
Benchmarks and protocols to ensure operational excellence
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Brand Visibility SOP for the Events & Brand Manager
The purpose of creating this SOP for the Event & Brand Manager is to ensure that banners, posters, and hoardings are strategically positioned, visually appealing and effectively capture the attention of residents in targeted societies, ultimately contributing to increased awareness and interest in the school.
1
Identify Targeted Societies
Conduct thorough research to identify the societies or neighbourhoods with a high concentration of potential students or parents. Prioritise societies based on factors such as demographics, proximity to the school and accessibility.
2
Select Strategic Locations
Identify strategic locations within each targeted society where banners, posters and hoardings can be displayed prominently. Choose locations with high foot traffic or visibility, such as near community halls, parks, shopping areas or main roads.
3
Design Eye-Catching Displays
Work with graphic designers or agencies to create visually appealing banners, posters and hoardings that effectively communicate the school's message and brand identity. Ensure that the design elements, colours, and messaging are attention grabbing and align with the school's branding guidelines.
4
Arrange Permissions and Approvals
Obtain necessary permissions and approvals from local authorities or property owners to display banners, posters and hoardings in the selected locations. Ensure compliance with local regulations and guidelines regarding outdoor advertising.
5
Installation and Maintenance
Coordinate with vendors or installation teams to install banners, posters, and hoardings at the designated locations. Regularly monitor and maintain the displays to ensure they remain in good condition and are not damaged by weather.
6
Monitor Effectiveness
Implement a tracking system to monitor the effectiveness of the displays in attracting attention and generating interest in the school. Collect feedback from residents or passersby in targeted societies to gauge their awareness and perception of the school's presence.
7
Continuous Improvement
Review the performance of the displays regularly and identify opportunities for improvement. Experiment with different designs, messaging, or placement strategies to optimise the impact of the displays and enhance visibility.
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Engage in noticeable CSR activities SOP for the Events & Brand Manager
The purpose of creating this SOP is to ensure that the Brand Manager can effectively plan, execute and evaluate CSR projects that align with the school's brand values and contribute positively to the community
1
Identify Brand Values and Community Needs, Identify the core values and unique selling points (USPs) of the school's brand. Conduct research to understand the pressing needs and issues within the local community.
2
Align CSR Projects with Brand Values, Select CSR projects that directly align with the school's brand values and USPs., Ensure that the chosen projects resonate with the school's mission and vision.
3
Research potential CSR project ideas and partner organisations within the community. Identify reputable NGOs, charities, or community groups to collaborate with on the projects.
4
Develop detailed project plans outlining objectives, activities, timelines, and budget requirements. Prepare project proposals highlighting the alignment with brand values and potential impact on the community. Present proposals to school management for approval.
5
Allocate resources, including funds, manpower and materials, for each CSR project. Develop a budget ensuring cost effectiveness and transparency.
6
Coordinate with partner organisations to implement the CSR projects as per the agreed upon plan. Oversee project execution, ensuring adherence to timelines and quality standards. Engage school staff, students and volunteers in project activities as appropriate.
7
Monitor the progress of CSR projects regularly, tracking key performance indicators and milestones. Collect feedback from project stakeholders, including beneficiaries and community members. Evaluate the impact and effectiveness of each project against predetermined goals and objectives.
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Maintain comprehensive records of CSR project activities, expenditures, and outcomes. Prepare periodic reports documenting the progress and achievements of each project. Share reports with school management and stakeholders to demonstrate the impact of CSR initiatives.
9
Reflect on lessons learned from each CSR project and identify areas for improvement. Incorporate feedback and insights into future project planning and execution. Continuously seek new opportunities to engage with the community and reinforce the school's commitment to social responsibility
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Host Public Events in Targeted Socities SOP for the Events & Brand Manager
The purpose of creating this SOP to ensure quality and consistency, and to improvise the whole process of the event management system, this will result into successful planning, execution and evaluation of events, enhancing the overall effectiveness and impact of the event management function.
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Identify Targeted Societies
Research and identify societies and residential areas with high population within the radius of 10-15 km’s from the school, concentrate on societies and areas that have potential parents and students for the school. (income group of minimum 10 lakhs p.a.) or (value of the property is more than 50 lakhs).
2
Plan Monthly Campaigns
Develop a monthly calendar for conducting campaigns inside the targeted societies. Ensure a minimum of 2 campaigns are scheduled each month to meet the KPI requirement.
3
Event Planning and Execution
Plan engaging events/activities that appeal to parents and residents of the targeted societies. Coordinate logistics such as venue booking, event setup and necessary equipment and materials.
4
Promotion and Communication
Promote the events through various platforms such as social media, society WhatsApp groups, RWA WhatsApp groups, banners and posters within the society at strategic positions at least 1 week prior to the event. Highlight the benefits of attending the event and school USP’s.
5
Event Engagement
Ensure effective onsite engagement to attract maximum parents and residents to participate in the event. Provide information about the school's programs, facilities and our unique selling points (USPs).
6
Data Collection and Analysis
Keep track of the number of parents and residents attending each event. Record the number of attendees who express interest in visiting the school campus.
7
Follow-Up and Campus Visits
Follow up with interested parents to schedule visits to the school campus. Admissions team shall provide them personalised tours and relevant information to showcase the school's offerings.
8
Evaluation and Feedback
Regularly evaluate the success of each campaign based on attendance and footfall in the event and conversion rate (parents who visited school post event). Collect feedback from all attendees to identify areas for improvement after each event.
9
Process Improvement
Use feedback data for analysis to improve future campaigns and strategies. Stay updated on industry trends and best practices for event marketing and engagement.
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Sponsor Noticeable Public Events SOP for the Events & Brand Manager
The purpose of creating this SOP to ensure quality and consistency and to ensure that the brand manager can effectively plan, execute and evaluate public events to raise audience awareness
1
Event Planning and Research
Identify potential community festivals and charity events in the area. Research past events to assess attendance and relevance to the school's target audience.
2
Selection of Events
Choose events that align with the school's values, target audience and brand image. Prioritise events with high attendance and opportunities for engagement.
3
Event Proposal and Approval
Develop a proposal outlining the purpose, goals and logistics of each event. Present the proposal to relevant stakeholders for approval, keep school principal and school team in loop.
4
Budget Allocation
Allocate budgetary resources for each event, (expenses for booth rental, materials, staffing etc.)  Ensure budget allocation aligns with the overall marketing and branding strategy and budget.
5
Event Preparation
Coordinate with event organisers to secure booth space and necessary permits. Design and produce promotional materials such as banners, flyers and giveaways. Train staff or volunteers on event objectives, messaging and engagement techniques.
6
Event Execution
Set up and decorate the school's booth or area at the event venue. Engage with attendees, share information about the school and answer questions. Distribute promotional materials and encourage participation in school related activities or initiatives.
7
Post-Event Follow-Up
Collect feedback from attendees to assess the success of each event. Evaluate event metrics such as attendance, engagement and lead generation. Follow up with leads or contacts made during the event to nurture relationships and promote further engagement with the school.
8
Documentation and Reporting
Maintain records of each event, including expenses, attendance and outcomes. Prepare a report summarising the results of each event and its impact on audience awareness and engagement.
9
Continuous Improvement
Analyse feedback and data from past events to identify areas for improvement. Use insights gained to refine event strategies and tactics for future events.
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Play School Tie-Up SOP for the Admissions Head
The purpose of this SOP is to establish clear guidelines for the Admissions Head to effectively manage play school tie-ups and ensure a steady flow of admissions from affiliated play schools, meeting the specified KPIs.
1
Identify Potential Play Schools
Research and identify potential play schools in the area. Assess their reputation, facilities and willingness to collaborate.
Initiate Contact
Reach out to the management of selected play schools. Introduce the school's programs, facilities and benefits of collaboration.
Negotiate Terms
Discuss terms of collaboration, including referral incentives and mutual benefits. Negotiate agreements outlining responsibilities and expectations.
Formalise Partnerships
Draft official partnership agreements with selected play schools. Ensure agreements outline the number of recommended admissions and any incentives offered.
Provide Necessary Materials
Provide play schools with promotional materials, prospectus and information about the school. Ensure they have sufficient information to promote the school to parents.
Regular Communication
Maintain regular communication with play schools to develop the relationship. Address any concerns or issues promptly.
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Track Referrals
Implement a system to track admissions referrals from each play school. Monitor the number of referrals received and follow up on progress.
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Provide Support
Offer support and assistance to play schools in promoting your institution to parents, including organising school tours and informational sessions for play school staff and owners.
Evaluate Effectiveness
Regularly review the effectiveness of the partnerships and assess the number of admissions generated from each play school to ensure targets are being met.
Adjust Strategies
Based on evaluations, adjust strategies as needed to meet the target of 5 admissions per play school, adapting approaches for different partner institutions.
Celebrate Successes
Recognise and celebrate successful partnerships and achievements to maintain motivation and strengthen relationships with play school partners.
Provide Necessary Materials
Provide play schools with promotional materials, prospectus and information about the school. Ensure they have sufficient information to promote the school to parents.
Provide Support
Offer support and assistance to play schools in promoting your institution to parents, including organising school tours and informational sessions for play school staff and owners.
Continuous Improvement
Continuously seek opportunities to expand and improve play school partnerships while exploring new ways to enhance collaboration and increase admissions referrals
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Key Performance Indicators (KPIs) of a CRM Manager
The following are the Key Performance Indicators of a CRM Manager which are critical to quality and will help us to review his/her performance.
Total weightage: 100% (Weighting could vary based on the promoter's goals).
Call prospective parents to visit school campus (100%)
Target:
100% of qualified leads must be called within 48 hours (50%),
Out of the qualified leads, at least 50% of the parents should come to visit the school campus (50%).
Review: Review the structure of calling format to reach out to our prospective parents (prospectus parents who have expressed interest in our school via FB, Insta, ERP, Website, Google Advertisements & Inbound Calls (qualified leads)
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Call prospective parents to visit school campus SOP for the CRM Manager
The purpose of creating this SOP to ensure that the head manages efficient and effective communication with prospective parents, leading to a higher rate of campus visits and ultimately, increased admissions.
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Lead Segmentation
Classify leads based on the source of inquiry (FB, Insta, ERP, Website, Google Ads, Inbound Calls).
2
Lead Assignment
Assign leads to CRM team members based on workload and expertise.
3
Lead Verification
Verify the contact details and interest level of each lead.
4
Calling Protocol
Develop a structured calling format including introduction, school highlights, invitation to visit campus and follow up plan.
5
Timely Follow up
Ensure all qualified leads are contacted within 48 hours of inquiry.
6
Appointment Scheduling
Coordinate with the admissions team to schedule campus visits for interested parents.
7
Documentation
Maintain accurate records of all communications and interactions with leads in the CRM system.
8
Feedback Collection
Gather feedback from parents who visit the campus to continuously improve the calling format and engagement process.
9
Performance Monitoring
Regularly monitor the percentage of qualified leads contacted within 48 hours and the conversion rate of leads visiting the campus.
10
Training and Development
Provide ongoing training to CRM team members on effective communication techniques and customer relationship management strategies. future events.
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Key Performance Indicators (KPIs) of a Digital Media Head
The following are the Key Performance Indicators of a Digital Media Head which are critical to quality and will help us to review his/her performance.
Total weightage: 100% (Weighting could vary based on the promoter's goals).
Generating Qualified Leads from (Google Advertisement) & (Meta) (75%)
Target: Minimum Qualified leads for each school generated: Aug-15, Sep-15, Oct-35, Nov-35, Dec-80, Jan-100, Feb-100, March-100
Review: Review whether minimum 300 qualified leads are generated for each school by ensuring that the advertisements are appealing and eye catching in order to attract parents to provide their information for inquiries.
Social Media Management (25%)
Target: Increase in Instagram followers minimum 8000 by Jan 2026 in terms of marketing (5%), Optimising CPC - Rs. 8000/- per conversion (10%), SEO (websites to rank in first page) school 1 & school 2 (in top ten) by Feb 2026 (5%), 10 comments per week per school is posted (google & other relevant platforms). To increase our rating to min 4.5 by march 2024 (5%)
Review: Review the process of increasing followers (ensure the followers are increased organically).
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Generating qualified leads SOP for the Digital Media Head
The purpose of creating this SOP is to ensure that the Digital Media Head can effectively generate a minimum of 300 qualified leads for each school, ensuring that advertisements are appealing and eye catching to attract parents' inquiries.
1
Ad Campaign Planning
Identify target audience demographics, interests and preferences. Plan ad campaigns tailored to each school's unique selling points (USPs) and target audience. Determine the advertising platforms (e.g., social media, search engines, school website) best suited to reach the target audience effectively.
2
Advertisement Creation
Design visually appealing and eye catching advertisements. Ensure that the ad copy highlights the school's key features, strengths and benefits. Utilise high quality images and compelling language to capture the audience's attention.
3
Campaign Execution
Launch targeted ad campaigns across selected digital channels. Monitor ad performance metrics such as impressions, click through rates (CTR) and conversion rates. Optimise ad campaigns based on real time data insights to maximise effectiveness and reach.
4
Lead Generation Strategy
Implement lead generation tactics within ad campaigns, such as lead capture forms or landing pages. Offer incentives or promotions to encourage parents to provide their information for inquiries. Ensure seamless integration between ad platforms and lead management systems (ZOHO) to track and manage leads effectively.
5
Monitoring and Analysis
Regularly monitor the performance of ad campaigns and lead generation efforts. Analyse data to identify trends, strengths and areas for improvement.. Adjust strategies and tactics based on performance metrics and insights to optimise lead generation efforts.
6
Continuous Improvement
Stay updated on digital marketing trends, best practices and innovations. Experiment with new advertising techniques, messaging, or targeting strategies to improve lead generation results. Collaborate with the marketing team and other stakeholders to brainstorm ideas and implement new initiatives aimed at increasing lead generation effectiveness.
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Key Performance Indicators (KPIs) of a Social Media Head
The following are the Key Performance Indicators of a Social Media Head which are critical to quality and will help us to review his/her performance.
Total weightage: 100% (Weighting could vary based on the promoter's goals).
Use social media platforms to consistently spread our school stories to the target audience (45%)
Target: An yearly calendar is created for publishing stories/content for all schools (15%), Posting/publishing content is done in accordance with the yearly calendar 100% of the time (10%), All published content adhere to the brand guidelines book (10%), Organic followers are increasing by 15% month on month across all platforms (Instagram, Facebook, and YouTube) (5%), Engagement on all platforms has increased by 10% month over month (5%).
Review: Content emphasising the school's accomplishments in (athletics, music, dance, and academic achievement) by students, success stories of current students and alumni who have made significant contributions to the society, real life stories from satisfied parents that highlight their positive experiences with our brand, content that demonstrates our brand's ability to provide exceptional educational experiences and relevant stories that relate to our brand's unique selling propositions (USP's).
Websites are regularly updated and News (videos & newsletters) are frequently released to all stakeholders (25%)
Target: Websites (all schools) are always updated with the most recent information within 48 hours after the event. (10%), All events are posted online (FB, Insta, Linkdin etc.) within 48 hours after the event is over. (10%), All negative comments are monitored and answered within 24 hours on Google, Facebook, YouTube etc. (5%), The organisation's newsletter (Ed Trends 2.0 ) is distributed every month. (10%), At least 1 school newsletter will be issued every quarter (10%), At least 1 Electronic School News at will be issued every quarter (10%).
Review: Review the content of all websites to ensure that they have all of the necessary information for parents and that newsletters & news videos are released on schedule.
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Use social media platforms to consistently spread our school stories SOP for the Social Media Head
The purpose of creating this SOP to ensure that the school media head can effectively manage content creation, publishing and performance tracking.
1
Content Planning and Creation
Develop an annual content calendar outlining themes and topics for each month. Collaborate with relevant departments to gather information and stories about school accomplishments, student success stories, alumni achievements, parent testimonials and unique selling propositions. Ensure that the content aligns with the school's brand identity and messaging.
2
Publishing Schedule
Adhere to the content calendar to ensure timely publishing of content. Schedule posts across all platforms (Instagram, Facebook, YouTube etc.) according to the predetermined schedule. Monitor trends and current events to adjust content as needed while still maintaining alignment with the overall content strategy.
Adherence to Brand Guidelines
Review and follow the brand guidelines book when creating and publishing content. Ensure consistency in tone, style and visual elements across all content pieces.
4
Audience Growth
Implement strategies to organically grow the school's following on Instagram, Facebook and YouTube. Regularly analyse audience demographics and engagement metrics to tailor content to the interests of the target audience. Collaborate with marketing and outreach teams to cross promote content and attract new followers.
5
Engagement Monitoring
Monitor engagement metrics (likes, comments, shares, etc.) across all platforms. Respond promptly to comments and messages from followers to promote community engagement. Analyse engagement data to identify successful content types and adjust future content strategy accordingly.
6
Performance Reporting
Compile weekly reports detailing content performance, including publishing adherence, audience growth and engagement metrics. Present reports to relevant stakeholders, highlighting successes, areas for improvement and proposed action plans. Use data driven insights to continually refine content strategy and optimise performance.
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Websites are regularly updated and News (videos & newsletters) are frequently released SOP for the Social Media Head
The purpose of creating this SOP is to ensure that the school's online presence is consistently updated with relevant and engaging content, newsletters are distributed regularly and digital news releases are issued punctually.
1
Website Content Update
Assign responsible individuals for updating each website (all schools). Create a content calendar to schedule updates within 48 hours after each event. Ensure all necessary information for parents is included, such as event details, announcements, academic calendars and contact information.
2
Event Posting on Social Media
Designate a team member to handle event postings on various social media platforms (Facebook, Instagram, LinkedIn, etc.). Develop a process to upload event photos, videos and highlights within 48 hours after each event concludes. Include relevant hashtags, location tags and event descriptions to enhance visibility and engagement.
3
Monitoring and Responding to Comments
Designate a team member to monitor comments on Google, Facebook, YouTube etc. regularly. Respond promptly to negative comments within 24 hours with a courteous and constructive message, addressing concerns and offering solutions if necessary.
4
Newsletter Distribution
Prepare the organisations newsletter (Ed Trends 2.0) for distribution every month, highlighting key updates, achievements and upcoming events. Issue at least one general newsletter every quarter to provide broader updates and announcements to the school community.
5
Digital News Release
Produce and release at least one digital news video every quarter, covering significant events, achievements and school initiatives. Ensure timely scripting, filming, editing and distribution of the digital news content to maintain consistency and engagement.
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"What gets REVIEWED gets DONE"
Promoters can now plan and structure their review meetings effectively to drive accountability and ensure school's critical operations success
WHOM to Review
Identify key stakeholders and team members responsible for deliverables
Department heads accountable for major milestones
Cross functional team members with interdependent responsibilities
External vendors and partners contributing to project outcomes
WHAT to Review
Focus on essential metrics, deliverables and progress indicators
Key performance indicators aligned with strategic objectives
Financial metrics including budget adherence and resource allocation
Quality standards and customer satisfaction measurements
Risk assessments and mitigation strategies
HOW to Review
Implement effective review processes and methodologies
Structure meetings with clear agendas and defined outcomes
Use data visualisation tools to highlight trends and exceptions
Apply consistent evaluation frameworks across all reviews
Document action items with assigned responsibilities and deadlines
WHEN to Review
Establish optimal timing and frequency for different types of reviews
Daily stand ups for tactical operational issues
Weekly progress reviews for ongoing project management
Monthly strategic reviews for broader business objectives
Quarterly comprehensive reviews for long-term initiatives
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Transforming Reviews into Drivers of Success
Effective reviews create accountability, identify issues early and ensure alignment with organisational goals.
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1
Creating Accountability
Well structured reviews establish clear responsibility for deliverables and outcomes, ensuring tasks are completed to standard.
2
Early Issue Identification
Regular reviews enable teams to spot potential problems before they escalate, allowing for proactive intervention.
3
Ensuring Organisational Alignment
Systematic reviews verify that all activities support strategic objectives, maintaining focus on what truly matters.
4
From Administrative to Strategic
By systematically addressing key dimensions, promoters can transform reviews from administrative exercises into powerful drivers of execution and success.
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Author
Asheesh Kumar Sharma
What Gets Reviewed, Gets Done
In the world of school management, one undeniable truth stands tall "what gets reviewed, gets done". School promoters often set ambitious goals, draft policies and define processes, but without regular and structured reviews, execution can fall through the cracks.
Reviewing is not just about monitoring progress, it is about ensuring that every department, every task and every individual stays aligned with the larger vision of the school. When a promoter or school leader actively reviews the right things at the right time, it creates a culture of accountability, ownership and continuous improvement.
For a school to function at its best, every process must be measured, monitored and improved. Structured reviews transform plans into results, making sure that what gets reviewed, truly gets done.
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