2) the general and technical regulations, provided by pedagogy, didactics and other educational sciences

a) Planning, in this phase the Manager with his team, decides what and how to do it, to turn the school into a center of pedagogical excellence, according to the educational project that guides the teaching processes in the classroom, from a diagnosis of their reality, the setting of objectives to be achieved, the courses of action to follow and the resources to allocate. In addition, it will serve as a fundamental input for the other stages of the management process.

b) The organization, which implies the design of the formal structure for the development of school management, facilitating the integration and coordination of the activities of teachers, students and other agents; and the use of resources to develop processes, programs and projects, which involve the division of labor and functions, through a hierarchy of authority and responsibility and a scheme of relationships between its actors and with their environment.

c) Management, associated with leadership, motivation and the creation of an organizational climate by the director, which integrates the potential of the different subjects, based on the commitment of all to the educational project to improve teaching and administration. of school resources.

d) The control and monitoring of the management, to ensure the execution of the programming according to the scheme of responsibilities and distribution of work that was designed, to achieve the objectives and goals assigned to the different actors or units of the school; and make adjustments to scheduling and resource allocation.

2) create the belief that it can be done, through the promotion and leadership of simple projects to improve pedagogical practices, school management and educational innovation

3) provide the various actors with the means (conceptual, pedagogical, material and technological) to do so

4) do it, since you have created the desire, the belief and the infrastructure of knowledge and tools, doing it is easy.

1) It is fed by the set of inputs, such as: students with prior skills and knowledge, teachers, study plan (objectives, content, strategies, means, regulations, etc.) and the institutional environment determined by the culture and organizational climate that has;

2) produces as results: students who achieve significant and pertinent learning, an effective, efficient and contextualized organization product of innovation, their rehearsal and adaptation of their pedagogical practices

Contemplates a set of steps or components that allow transforming the inputs into the results described above, which are presented below:

a) Generation of commitment to the transformation of the school: This initial component constitutes the platform on which the desire to commit to the process of change and transformation of the school is created.

b) Design of the school project to be built: This second component of the management model is related to the design, by the actors, of the future of the educational institution that they intend to build as a result of the shared vision they have of it; taking into account that "the government has to ensure that all educational institutions have a quality of education that ensures a minimum in terms of content and level of demands."

c) Leadership and participation in the transformation: This third component of the model is related to the leadership process that the educational manager must exercise to channel and guide the creative effort of the different actors of the educational community.

d) Continuous evaluation of collective learning: At this stage, the manager must focus on the definition and application of a system that allows evaluating both the process of execution of the actions that the various actors of the educational community carry out.

e) Promotion of continuous learning: This last component of the model is based on the principle of the capacity of the school as an organization and of its actors to learn continuously, from the improvements undertaken and the unfinished of any human action.

1. Registration: You must register your business as a business with the responsible government authorities.

2. Activate: it is necessary to submit the application to the Ministry of Education, the approval of your area as a private school. This part evaluates if the school can comply with all the laws established so that it can be considered a private school.

3. Management group: as in any school, it is important to have a management team that is the operational and administrative representative in the area of management and decision making. This team of people must be highly qualified in education, which means that they must have a university degree in education.

4. Generate an institutional project: examples of these projects can be said: caring for our environment, respecting others and other emblems, the school can be distinguished from others. This project defines the foundations and objectives of the community that the school can have.

5. You have a group of educators – To do this, you need to select specialists who are taught in various specialized areas or areas of knowledge, such as art, science, sports and other areas.

6. Make an Institutional Proposal: This section considers how the school will function, e.g. schedules, subjects or chairs to teach, special rooms or classrooms and halls and other school activities. The costs of these activities are also taken into account.

7. Space or area: it is very relevant to choose the right space for the establishment of the private school, since the ministry evaluates the conditions and characteristics of these rooms. It is necessary to ensure that recreational areas, rest periods and meal times are taken into account.

• Project the quality of the educational proposal globally and effectively.

1. Web presence and omnichannel. Your educational institution must privilege the web as a means of making itself known in a visual, practical, mobile-friendly and functional way.

2. Visibility for educational marketing. The student profile must be studied and in relation to it, segment the digital marketing actions according to the different types available.

3. Segmentation. Segmenting the target audience involves defining a series of specific characteristics to direct the campaigns. Thus, you can offer each profile the information they expect to receive and that could influence the decision. Addressing parents and guardians is not the same as addressing future students, properly speaking.

4. Attraction and capture. It is necessary to differentiate yourself, given the variety of existing options. For that you must produce content that attracts, always alert to what is said about the institution and use correction mechanisms in case of identifying criticism or complaints.

5. Transparency. Online reputation is an indispensable and invaluable asset to which we must take care and dedicate the necessary resources. Therefore, you must be aware of what people think about the institution and intervene in cases of reputation or image crisis, criticism or complaints.

a) Build a friendlier page with better information: every friendly and responsive website must keep a balance between design and information.

b) Interact with the visitors of your page through virtual hosts: there are specialized software that allow conversations in real time.

c) Integrate a social selling expert into your strategy: deals with the development of relationships as part of the process of attracting and retaining students and family members.

d) Give memorable experiences and not advertising: your institution must offer added value to both students and parents. This value is formed by providing experiences that generate satisfaction.

Project identification: there are many needs and problems in the country that deserve solutions through investment projects; therefore, the first task to start working on a project is to have a clear and precise idea of what we want to produce or do and what we should invest in productively.

Prepare an investment project: it consists of estimating the costs that the project will incur and the benefits that it will generate. This information is basic for the construction of the cash flow and then to evaluate the project.

Evaluate an investment project: it involves measuring the return on investment of the project. For this, a set of background information must be gathered that allows determining the advantages and disadvantages in allocating resources to a certain idea or foreseen objective.

Legal feasibility: Its purpose is to determine the absence of legal restrictions for the installation and normal operation of the educational project.

Technical feasibility: Its purpose is to determine if it is physically, chemically or materially possible to “do” the project.

Institutional feasibility: The analysis will refer to determining the organizational capacity and availability of resources to administer the project.

Political feasibility: Corresponds to the intention of who must decide whether or not to implement an investment project regardless of its profitability.

Economic feasibility: Its purpose is to define, by comparing the estimated benefits and costs of a project, if its implementation and subsequent operation is recommended.

Financial viability: The analysis of the financial aspects of a project has the purpose of demonstrating the capacity to: a) service the debt; b) finance the recurring expenses required by the project for its operation and maintenance and that, once carried out, be self-financing; c) meet the other financial commitments of the promoter; d) ensure the contribution of the promoter.

Environmental feasibility: The ecological impact assessment must show that the project is not negative for the environment (operation of livestock and industrial educational centers). Generally, the financial organisms that grant loans subordinate the approval of these to the preservation or protection of it.

Studies on the impact of educational spending on the different income strata show, precisely, that this type of state intervention has historically been redistributive in favor of the poorest. This incidence is lower as one advances from basic education to higher levels.

The budget of an educational center is the annual economic planning that includes the income it has or expects to have, as well as the expenses that are needed for its proper functioning. It must state the reason for the use of human and material resources.

A supporting report, which will accompany the budget project, in which the specific objectives of the Annual General Programming that are intended to be achieved and for which an economic expenditure is necessary are set out.

The state of income: it depends on the center, but it can come from financing, payment of fees for extracurricular activities, canteen, remainder from the previous year.

The statement of expenses: such as supplies, repairs, photocopies, transportation, equipment, leases, materials, furniture.