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School Development Plan
Table of Contents
Executive Summary............................................................................................... 2
School Mission, values and objectives ................................................................... 2
Governance and Management Structure ............................................................... 3
Marketing Strategy ............................................................................................... 4 Critical Success Factors (CSF’s) .................................................................................................................. 8
People .................................................................................................................. 9
Facilities ............................................................................................................... 9 Disability Access Improvement .................................................................................................................. 9
Financial & Fundraising ....................................................................................... 10 Financial Statements .................................................................................................................................... 10 Development of Revenue Opportunities .............................................................................................. 10
1. School Lottery (500 Club) ......................................................................................................................... 10 2. Development of school shop and cafe .................................................................................................. 10 3. Holiday Club ...................................................................................... Error! Bookmark not defined. 4. Foreign Exchange Camping on the land .............................. Error! Bookmark not defined. 5. Family coffee mornings .............................................................................................................................. 11
Appendix 1 ......................................................................................................... 12
Appendix 2 ......................................................................................................... 14
Appendix 3 Facilities Improvement Plan .............................................................. 16
Appendix 4 Accessibility Plan: July 2015-2018 ..................................................... 19
Appendix 5 Staff Development ............................................................................ 21 Appendix 7 Teaching development………………………………………………………………..……………23
Executive Summary The Iona School has been providing primary school education for Nursery and Primary School age children for 30 years and is based just outside Nottingham City Centre. The school provides a unique learning environment for families based on the principles of Rudolph Steiner. The school charges a fee which is below that of other privately run schools so as to remain as inclusive as possible and offers some community funded places but receives no Government Funding. The school is financially sound and supplements Fees with other revenue streams however a strain is being put on finances due to the increasingly high costs of maintaining and updating old buildings. This report looks at the current financial position of the school, budget projections for the next three years and identifies development goals and revenue opportunities that fit with the schools ethos.
School Mission, values and objectives
The Iona School is founded on the educational ideas and spiritual world-view of the philosopher and educator, Rudolf Steiner (1861 – 1925). The Iona School was founded in Nottingham in 1985. After spending its first year in temporary accommodation, the school moved to its present site. The school has grown and developed over the years . Iona School is part of the Steiner Waldorf Schools Fellowship® (SWSF). The SWSF is the membership organisation for all the Steiner schools and independent Steiner Early Years settings in the UK and Ireland. It’s aims are: -to safeguard the ethos and identity of Steiner Waldorf education. -to support our member schools in their efforts to provide a high quality and distinctive education. -to represent the interests of Steiner education in the wider educational, academic, social and political context.
The Steiner movement continues to be the fastest growing independent education system in the world. The far- reaching, child-focussed, broad and balanced curriculum and teaching have evolved along with modern needs. Steiner education aims to support young people in developing lifelong attributes, skills, knowledge, values; and the motivation and interest to apply these to the life of their communities. The schools equip children to grow to be free individuals with purpose and a sense of meaning in their lives. It is our belief that we offer children the tools they need in order to flourish as resourceful, considerate, honest, successful and socially responsible adults. 1
Iona is a primary school with a Kindergarten and three combined classes. Iona School follows the Steiner Waldorf system for naming classes. The corresponding National Curriculum names for the classes in the school are: Kindergarten: National Curriculum equivalent is Nursery, Year R, Year 1 Class
1 (http://www.steinerwaldorf.org/education/wp-content/uploads/2015/09/grow-prosper-flourish-brochure-201509.pdf)
1/2 National Curriculum equivalent is Year 2/3 Class 3/4 National Curriculum is Year 4/5 Class 5/6 National Curriculum is Year 6/7.
The Iona School Association with the intention that this education should be available to all children regardless of race, religion or economic background.
At Iona School, our ethos is to give the children:
• Self confidence
• A love of learning
• An ability to work with others
• Enduring and practical skills
• Spiritual freedom
• An open and tolerant attitude
We believe that education should be a continuing process, and our task is to stimulate and develop the faculties and skills which enable our pupils to learn for life, from life, throughout life.
Governance and Management Structure
A. Form of business organization (e.g., for-profit or nonprofit corp.). B. History of the founding board, including how it was developed, with
explicit attention to how the founding group sought board members to build the board’s expertise
C. Plans, if any, for developing the board, including representation of local constituencies, areas of expertise, and fundraising capacity.
D. Division of responsibilities between College of Teachers, governing board, and administrators.
E. Describe the board plan for oversight, your key priorities and goals, how you will hold the school accountable and how you would handle not meeting the development goals.
Marketing Strategy I
Market Definition The market in which the Iona School competes currently is that of independent primary school education. In the future, this market definition could expand to include secondary school education. Segmentation The market can be conceptualised as consisting of five segments: Local Community This segment refers to families living in the Sneinton/Carlton area and who wish their children to go to school locally. It also includes children in the Iona nursery and local parent and toddler groups. Private Education This segment refers to those parents who want to provide a private education for their children. Their main motivation is to provide some sort of advantage/benefit over and above that offered by state schools. Alternative/Progressive Thinkers This segment refers to parents who are used to challenging the conventional ways of thinking and behaving. Typically, they are searching for a coherent and compelling educational philosophy which is compatible with their political, spiritual and/or moral outlook. They particularly value an approach which fosters a love of learning and a curiosity and engagement with the world. It is important to them that the curriculum is a balance of intellectual, emotional, social and spiritual components. They also want an environment that provides ample opportunity for creativity. Dissatisfied with State Schools This segment refers to those parents/children who are not happy with the current state system. They may feel that their child is not thriving or that they disagree with the approach taken e.g. testing, too much homework, too much focus on the three r’s etc. They may feel that their child has “special needs” which are not catered for. They are looking for a non-pressured environment for their children that will see them as individuals and allow time for play. Steiner Fans This segment refers to those families who are already convinced of the benefits if a Waldorf Steiner education. The parents may be ex-Steiner pupils themselves or they may have associations with a Steiner school. They typically are already looking for an appropriate Steiner school for their children. Competitors Competitors to the Iona school are segment specific.
Segment Competitors Local community State schools - Greenwood; St. Stevens;
William Booth plus primary schools in Carlton, Mapperley, Forrest Fields and Sherwood.
Private Education The Nottingham High Schools; Holly Girt Alternative/Progressive thinkers Home Education; Montessori, Michael
House, Other Steiner Schools Dissatisfied with State Schools Home Education; Montessori, Michael
House, Other Steiner Schools Steiner Fans Michael House, Other Steiner Schools Opportunities and Threats/ Strengths and Weaknesses (SWOT) Opportunities and threats are considered to be external factors which are relevant to all schools competing in a particular segment. Strengths and weaknesses relate to the Iona school only i.e. they are internal factors, and are relative to the competition in a particular segment. They also reflect the attributes necessary to maximise opportunities and manage threats in a particular segment.
Segment Opportunities Threats Local Community Other schools in area
not viewed favourably (poor SAT’s, league table results) Funding available for
inner city initiatives
Low awareness about Iona
Multi-cultural community may make communication re. Steiner philosophy difficult?
May be cash limited
Strengths Weaknesses School events which
are open to public Experience of teaching
and integrating children for whom English is not a first language.
Excellent SIS report Availability of “the
land” as educational resource and for new school buildings
Lack of knowledge re. other local schools.
Lack of knowledge/ contact with funding bodies.
No public relations plan
Assessed fees capped? Poor state of current
school buildings
Segment Opportunities Threats
Strengths Weaknesses Iona is a fee paying
school Achievements of past
pupils
Outside appearance of school may be off putting
Location of school may be off putting
Different to other private schools
Poor processes for managing enquiries
Segment Opportunities Threats
Alternative/ Progressive Thinkers
Need for progressive/alternative education not met in Nottingham as few choices exist.
Large active alternative/progressive community in Nottingham
Low awareness about Iona
May be cash limited Perception of Steiner
education as dogmatic and esoteric.
Strengths Weaknesses Offer a coherent and
compelling philosophy Strong Steiner/school
community Wealth of
anthroposophical literature
Huge collective experience of teachers
Strong creative emphasis
Web site in place Excellent SIS report School Shop Organic, vegetarian
school meals
Poor processes for managing enquiries
Marketing resources are limited
No publicity plan in place
Presence in alternative/ progressive community?
Assessed fees may be capped
Segment Opportunities Threats
Dissatisfied with State Schools
Lots of dissatisfaction currently with state education especially with regard to national curriculum and over-testing.
Teachers are often demoralised and stressed contributing to general sense of dissatisfaction
Reluctance to step outside state system
Perception of lack of sporting opportunities
Strengths Weaknesses Flexible curriculum
No testing Child treated as
individual Play regarded as
important for development
Excellent SIS report Teachers at Iona have
worked in the State system
Poor processes for managing enquiries
Marketing resources are limited
Poorly communicated curriculum
Segment Opportunities Threats Steiner Fans
Already convinced of benefits of Steiner education
May have relationships with members of Iona school community
Competition from other Steiner schools especially Michael House, Stourbridge.
Strengths Weaknesses Relationships with ex-
families Web site in place
Excellent SIS report
Lack of consistent and regular communication with ex-families
Appearance and location of school
Positioning Having considered the opportunities and threats in each segment and our relative strengths and weaknesses, the Iona School focus marketing activities on the following segments:
Dissatisfied with State Schools Alternative/Progressive thinkers Steiner Fans
Positioning Statement: The Iona School provides a well proven and internationally recognised education which places equal emphasis on intellectual, emotional and social development. Children’s natural love of learning is fostered in a non-pressurised environment allowing them to reach their own individual potential. Creativity and play are actively encouraged as well as social responsibility. The strong school community supports children, parents and teachers. This positioning statement reflects the needs of the target segments together with our competitive advantage.
Critical Success Factors (CSF’s)
In order to maximise the opportunities available in our target segments the following are considered as critical for success:
1. Increase awareness about the Iona school and the benefits it offers 2. Invest in the physical buildings repairs and maintenance 3. Improve the enquiry management process 4. Develop a strong brand image 5. Ensure continuity of teaching staff 6. Develop a clear and coherent pupil pricing strategy that meets the needs
of the target segments. Marketing Objectives CSF - Increase awareness about the Iona school and the benefits it offers
1. Identify and attend a minimum of one external event per term in the Nottingham area at which the school can be represented and publicised, beginning form summer term 2016.
2. Hold a minimum of two school events, including open days, per term that
are open to the public and publicised, beginning summer term 2016.
3. Develop the web site as a promotional tool by:
a. updating information on an ongoing basis
CSF – Develop a strong brand image
1. Develop longer term branding strategy by April 2017.
CSF – Keep existing parents excited about Iona
2. Make more use of monthly newsletter for internal marketing. Ask teachers to
write updates from the classes, add thank you section. Ensure newsletter is
published monthly. By July 2016.
3. Assign a mentor family to each new family by September 2016.
4. Reach out further to Nursery families to encourage them to enroll their children
in the school by June 2016.
Our aim is to increase awareness of the school and increase pupil numbers to fill all classes. There is scope to increase pupil numbers in the Kindergarten, School Classes and Nursery without increasing staffing, this will optimise fee revenue. The marketing has been successful in increasing numbers and this drive will continue into 2016.
People Please see Appendix 5 for Staff development plan.
Facilities The facilities are spacious enough to increase pupil capacity so that all classes have optimal capacity. The premises are ageing and the school has undertaken improvements over the past three years which are set to continue in 2016. Please refer to Appendix 3
Disability Access Improvement
Please see Appendix 4
Financial & Fundraising
Financial Statements
(Please see Budget Reports. Financial statements to year end 2015 are pending approval but are available as separate document). The school has further templates for recording budgets as follows, these are available as separate documents.
1. Annual Operating Budget Shows the school’s revenues estimated expenses, and projected surplus or deficit. This shows revenues by source (e.g. fees, fundraising, donations, rents and expenditure by object (e.g., salaries, benefits, rent, materials, books, services, professional training, utilities, insurance, etc.) for the year.
2. Monthly Cash Flow Projections The monthly cash flow projections uses the same revenue and expenditure categories as the annual operating budget, but it breaks the information down into monthly columns.
3. Three year Revenue and Expenditure Projections The three year projections of anticipated income and expenses (see the third tab in workbook) will forecast the planned growth, development and needs of the school over time.
Development of Revenue Opportunities
The college of teachers and management team have identified various opportunities to increase revenues. Other ideas for fundraising are welcomed by the School and can be submitted by email into an ideas box or via email. Proposals must be approved by the college of teachers and school manager. Any plans are then to be assessed for feasibility with the help of a School Support Group comprised of parents with backgrounds in fundraising, business and other relevant skills. Please see Appendix 1 for Iona Development Project Appraisal Guide. Current projects undergoing assessment and further planning are:
1. School Lottery (500 Club)
2. Development of school shop and cafe Development of the unused changing rooms within the gymnasium into a shop and cafe open to the general public. The shop would sell food, toys, books, cleaning and healthcare products that match the ethos of the school. The presence of a cafe selling food and drinks will serve the dual purpose of creating additional revenue for the school but also raise awareness of the school.
3. Family coffee mornings
Appendix 1
Iona Development Project Appraisal Guide 1. Project Description Ideas for fundraising can come from within the school or from parents or friends of the
school.
An email address has been set-up to communicate any ideas for fundraising that people
may want to suggest. [email protected]
2. Define the need Any fundraising proposals need to fit with overall school development goals and the
school ethos. The College of Teachers review ideas and assess whether projects have a
clear purpose and meet the needs of the school.
3. Approval If the project meets the need of the school it will be approved by a-College of Teachers b-Trustees (See appendix for approval form)
If projects are rejected the school management team will communicate this to the
person who submitted the
4. Feasibility test Once approved a project will be assigned to a School Support Group comprised of
Parents, Governors and Friends of the School. There will be a designated school
representative who will be the conduit between the college of teachers and the SSG.
Who will carry out a feasibility test including Financial costs and revenue projection,
implementation and project management plans.
5. Project Appraisal Form
Project name XXXXXXX
Date submitted DD/MM/YEAR
Person submitting XXXXXX
Objective Building Dev / Fundraising
/ Marketing etc
Approval: College of Teachers Yes / No
Approval: Trustees Yes / No
Designated School Rep Name
School Support Group Lead name
Appendix 2
Optimal pupil numbers at current 90% full fee rate excluding nursery
Cost Allocation
KG School
Children on roll
115 40 75
0.348 0.652
Assumptions
Admin wages 44,435
15,455.65 28,979.35
1. Allocation acoording to number of pupils
School wages 142,181
- 142,181
KG wages
62,120
Cleaning 5,416
2,708.0 2,708.0
2. Alllocation equal between KG and school
Overheads 100,345
-
34,903 65,442
Basic Costs
-
115,186.00 239,310.74
2,879.65 3,739.23
3. Fee to cover basic costs
Repairs gym roof patch 5,000
Paint gym 1,000
Capital new boiler 23,000
new roof 50,000 new windows 6,000 KG 150,000
229,000
- - 79,652.17 149,347.83
Total costs
194,838.17 388,658.57 583,496.74 5,073.88 Fee based on Maximum Pupil Intake
Total Fee
adjusted for sub optimal pupil ratio
current pupils 79
583,496.74 7,386.03 Fee necessary to cover costs based on current pupil levels
Current fee
5402
Number of pupils to B/E
108.01 full fees
At current discount rate 90%
120.02
Appendix 3 Facilities Improvement Plan
Date Considered
Objectives Need Benefits Obstacles Ideal timeline Progress
August 2013 New central heating system in school, new fan coils then new boiler
Old system inefficient and needs regular repair. Costly to maintain and not energy efficient
Staff Environment Children
Budget, a whole new system will be in the region of 40k Timescale, must be done during holidays
Within two years
Stage 1, new fan coil heaters sept 14 Stage 2 new boiler Oct 15 DONE
Sept 14 Nursery to be double glazed
To allow school to become more energy efficient, to save on bills and provide a quieter warm environment for the children
Staff, Budget, Environment Children
Budget Within 12 months
August 2015 DONE
Nov 14 New Gym entry doors
Old doors may pose a security risk
Staff Children Security Health and Safety
Timescale, must be done at weekends
Within two months
Dec 14 DONE
Feb 15 More up to date Kindergarten office to be built in current area
To further the safe promotion of k/g records and allow a staff area
Staff and KG children
Budget and finding the time to empty one half of kindergarten
Within 12 months
October 15 DONE
Feb 15 Desk and workspace to be built in kindergarten
To allow k/g staff the space to work within the K/G
Staff and KG children
Budget and finding the time to empty one half of kindergarten
Within 12 months
October 15 DONE
May 15 new roof to be built on Gym and hall
Old roof has regular leaks, is degrading over times
Staff and children
Budget, the roof to renew and repair on both would be about 50k
Plan b put into action in Sept 15, see below
On-going
May 15 Safe walkway up school road to be built
To encourage child safety
Staff, parents and children
Budget, a wall will have to be knocked down and a pathway built
Within 12 months
June 15 DONE
June 15 New climbing frame to be installed
Old one has become unsafe
Children Timescale, to be done during school holidays
Within two months
August 15 DONE
Sept 15 Gym/hall roof to be repaired and painted with aluminium reflective paint to prolong life
Old roof is degrading, repairs are costly. This will prevent further issues and provide a leak free solution for 3-5 years
Staff Children Health and Safety
This cost is 5k, which is affordable. Need to await good weather.
Four months ONGOING should be completed as soon as we get a clear run of good weather
Sept 15 Buildings structural survey to be carried out in main building
This is following the discovery of High Alumina Cement
Staff Visitors and Children
Initial inspection immediately said buildings seemed safe, awaiting date for full inspection
Three months December 15 agreed SAFE, full report to be sent DONE
Oct 15
Wooden building re-walled and windows
Old building would become warmer and energy efficient
Staff Children Environment
Budget and timescale Within 3 years ONGOING
Nov 15 Lockable medicine cupboards in the classrooms
To lock away any children’s medication
Children’s security
Awaiting time when children are not in rooms
One month Dec 15 DONE
Nov 15 Ensure all doors in teachers rooms fully shut and new locks applied if needed
To lock away any cleaning chemicals, paint and other goods.
Children’s security
Awaiting time when children are not in rooms
One month Dec 15 DONE
Jan 16 New security fencing around the building
Site security All members on site
Budget and timescale Within four months
Quote accepted booked FEB 16
Jan 16 Further double glazing to German room and handwork room
To allow school to become more energy efficient, to save on bills and provide a quieter warm environment for the
Staff Children Environment
Budget and timescale Within one year Ongoing
children
Jan 16
Developing School Shop
Increase revenue and promote the school with the local community
Staff, Visitors Parents Children
Budget Within three years
Feasibility Assessment with School Support Group
Appendix 4 Accessibility Plan: July 2015-2018
Action
Timescale
Monitoring
Objectives
Method: Who? How?
How People Resources
Ensure any new building Planning meeting SLT Agreed School budget Trustees
project includes accessibility
Architecture and building Architect Security systems ongoing
1
features for disabled staff and compliance certificates Project manager Accessibility planning
meetings reports from
pupils and fully complies with
Building contractor
Project manager and
regulations independent quality
surveyor
Improve physical access to the
Look at providing a chair lift to the main staircase above the gym by year 3 SMT
School budget/fundraising 2018 Trustees
school wherever possible.
In order to allow access to the top floor College of Teachers Door widening if possible College of teachers
(We recognise that due to the Building contractor SMT
2
age of parts of the building
this may not be possible in all
areas)
Improve access for pupils who Ensure care plans are in SMT/ SEnco
Accessibility and Care Plan On-going
College of teachers Class teacher Senco
3
may experience difficulty
place to support all pupils Planning time for SENCO
moving around the school.
with mobility difficulties
Parents
To ensure all staff receive SMT Staff training costs September College of teacher
4
relevant and timely training on LA Visiting speakers/trainers 2017 Senco
a range of effective strategies
School to seek advice from
Services for Education
to support learners with DSEN. experts. Senco
Appendix 5 Staff Development
Date considered
Objectives Reasoning Benefits? Obstacles Ideal timescale
Completed by
Jan 14 To ensure school manager takes
health and safety level three To ensure further safety to the school staff and children
Staff, children and visitors
None Four weeks Feb 14 DONE
Nov 14
To obtain refresher safeguarding one for all school staff
To facilitate better safeguarding amongst all staff
Staff and children Awaiting inset day 6 months Feb 15 DONE
Dec 14 To ensure school has two fire marshals and nursery has one
To ensure fire health and safety and daily fire risk assessments are carried out
Staff, children, visitors
Awaiting course dates
3 months Feb 15 DONE
Jan 15 Ensure school manager and kindergarten manager takes level two in food hygiene
To ensure staff are managed correctly in food hygiene
Staff and children none One month Feb 15 DONE
Jan 15 To obtain first aid training for all school staff
To ensure all staff are competent in dealing with emergencies
Staff, children, visitors
Awaiting two inset days and budget
Six months May 15 DONE
Feb 15 Ensure school manager and trustee have safer recruitment training
To meet with compliance and ensure that children are safe
Staff and children Awaiting new course details as it had changed
Six months May 15 FS/sept 15 MT DONE
Feb 15 Train new safeguarding lead in kindergarten
To facilitate better safeguarding amongst all staff
Staff and children Awaiting training course
Six months May 15 DONE
June 15 To ensure school manager takes legionella awareness course
To ensure further safety to the school staff and children
Staff, children and visitors
None Four weeks July 15 DONE
June 15 Train New lead safeguarding in school
To facilitate better safeguarding amongst all staff
Staff and children Awaiting training course
Eight weeks July 15 DONE
May 15 Train two new safeguarding leads in nursery
To facilitate better safeguarding amongst all staff
Staff and children Awaiting training course
Three months July 15 DONE
Aug 15 Ensure Secondary Fire Marshall in school trained
To comply with fire safety Staff, children and visitors
Awaiting training course
Two months Oct 15 DONE
Sept 15 Ensure all safeguarding officers and managers take channel awareness course
To facilitate better safeguarding amongst all staff
Staff and children None One month Sept 15 DONE
Sept 15 Ensure nursery manager takes level three in food hygiene
To ensure staff are managed correctly in food hygiene
Staff and children None One month Sept 15 DONE
Sept 15 Ensure Nursery manager takes safer recruitment training
To meet with compliance and ensure that children are safe
Staff and children None One Month Oct 15 DONE
Nov 15 Fiona Stuart to take Key persons safeguarding refresher
To meet with compliance and ensure that children are safe
Staff and Children Awaiting course Three months Feb 16 DONE
November 15
Both Nursery managers to undertake lead DSP training following loss of lead DSP and re-think on staffing
To meet with compliance and ensure that children are safe
Staff and children Awaiting course Three months Feb 16 DONE
Nov 15 Nursery staff to have new fire Marshall
Current one has left Staff, children and visitors
Awaiting course Three months Feb 16
December 15
New SENCO training for Eileen Hickman
To meet with compliance and ensure that children are safe
Staff and children Awaiting course Course booked to start May 16
May 17
December 15
SENCO to also be DSP To meet with compliance and ensure that children are safe
Staff and children Awaiting course’s Three months Last course 24th Feb 16
Jan 16 All Nursery staff to take food hygiene level 2
To ensure high standards Staff and Children None Two Months
Appendix 6 Teaching Improvement
Date considered
Objectives Reasoning Benefits? Obstacles Ideal timescale Completed by
Sept 13 Younger person to train in kindergarten with a view to leadership succession
Continuity and development of Early years
Pupils, staff Finding the correct person, finance as this will be super numbery at times
2-3 years-Isabella Employed Jan 15
2017-18
May 2015 Isabella and Cristina go to kindergarten training course
Further strengthen and develop the staffing across the Early years
Pupils and staff Awaiting course start date
To start asap July 2016
June 15 SENCO to be a person other than a class teacher.
Time commitment and preparation means time is taken away from class
Pupils, teachers and sharing of workloads
Finding the correct person
ASAP Jan 16 Final training will be completed this year
July 15 RMT training – for retained reflexes
Recognition to help children who are demonstrated issues due to this
Pupils Waiting for course dates
6-12 months Delia Nov 15, Eileen, April 16
Jan 16 Resume more frequent, regular pattern of peer appraisals
To improve teaching standards and confidence, to strengthen the collegiate
Teachers and pupils Timing and the need for flexibility in staffing
To start in February 16
ongoing
