public consulting group school restructuring in poland – challenges and proven solutions Łukasz...
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Public Consulting Group School Restructuring in Poland –challenges and proven solutions
Łukasz Nowak,September, 2011
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Agenda
Context for schoolrestructuring in Poland
Challenges and opportunities
Proven solutions
PCG methodology
About PCG
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During the meeting…
Be creative, open-minded and engaged
Note done the ideas, commentsand questions
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Introductions
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Context for school restructuring in Poland 22% drop in the
number of students in Polish
schools in the last 5 years
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Demographic and population trends
Demographic and population change resulted in decreased student population but did not result in school closures
Elementary Lower SecondarySchool Year Students Schools Students Schools
2004/2005 2 723 700 14 765 1 648 800 6 980
2010/2011 2 196 000 13 915 1 259 600 7 189
Trends 19.37% 5.76% 23.61% 2.99%
Source: Ministry of National Education report
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Public expenditure on education
Over the last 5 years there has been a 31% increase in spending on education
Student population dropped by 22% on average at the elementary and lower secondary levelsSource: Money.pl
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To recap…
Declining enrollment
Limited local financing
Aging infrastructure
Significant administrative costsof running the schools
Teachers’ expectationsof raises
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Controversy around school restructuring
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Challenges of school restructuring
Why is school restructuring a challenge for the local governments? Lost jobs Laco of long-term
education strategy Local control
and politics Pride and identity Community pushback Other challenges?
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Opportunities of school restructuring
Improved academic performance of students is THE outcome of school restructuring Improved fiscal efficiency of schools Improved utilization of staff and
school facilitieis Modernized school infrastructure Improved accessibility of
specialized staff and equipment
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Best practices and proven solutions
What are the school restructuring success-determining factors according to PCG? Grounding the process in the improvement
of educational opportunities Stakeholder engagement Focus on implementation Sufficient amount of time for closings Project leader and champion
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Grounding the process in the improvement of educational opportunities
Consider education quality as one of the key criteria for the school restructuring decision-making process
Initiate a dialogue with the local community regarding the improved educational opportunities for students
Best practices and proven solutions
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Stakeholder engagement
Identify and prioritize groups of stakeholders that should be engaged in the decision-making process
Engage the local community as often and as early as possible
Be sensitive to the political situation
Best practices and proven solutions
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Focus on implementation Develop a detailed implementation plan during the
decision-making phase
Support the families affected by school closures
Consider schools’ engagement in EU projects
Ensure security of student records during the move
Ensure appropriate financial and organizational suppport for the implementation phase
Best practices and proven solutions
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Sufficient amount of time for closings
Do not try to close schools on too rapid of a timeline
Minimum 12 – 18 months
Use the urgency generated by the discovery of a budget shortfall to begin a planning process for a comprehensive right-sizing plan
Best practices and proven solutions
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Project leader and champion
Select a person or a group of people that will be held accountable for the school restructuring
Ensure that the leader has a solid understanding of the local education market and provide him with the necessary support and resources
Best practices and proven solutions
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PCG school restructuring methodologyPHASE 1 PHASE 2 PHASE 3
Form a school restructuring committee
Collect comparative data
Develop decision-making framework
Analyze school data Recommend
schools for closure Manage
communications Local government
make closures decisions
Reassign teachers, students, equipment
Continue to manage communication
Monitor financial and educational outcomes
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Phase 1: Form a school restructuring committe
Why is community participation on the committee important?
Who should be included? Local government
officials School Directors Others?
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Phase 1: Collect comparative data
What types of data need to be collected to determine what is the optimal number of seats or classrooms needed and where do we need those seats? Total number of seats in the school district Total number of students
in the current shool year Total number of students
in the future school years Other?
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Phase 1: Develop decision making framework
How to decide which schools to close?
Student performance
Student growth
Academic Performance
SchoolOperations
Facilities &Infrastructure
Utilization School demand/
choice Operational costs
Physical condition Maintenance/
repair costs Utility costs Locations
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Phase 2: Analyze Data and formulate Recommendations
What types of tools can be used for analyzing school data and making final school restructuring decisions?
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Sample school ranking
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Phase 2: Manage communications
What are the ingredients of a successful communication plan with the stakeholders? Main Theme Key Messages Stakeholder Groups Community Meetings Telephone helpline Website Information packages
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Phase 2: Manage communications
Examples of effective and ineffective messaging Ineffective statement: We have determined that at least
two schools will need to be closed to balance the budget for next year.”
Possible alternative: “We recommend that two schools be closed in order that money currently spent on empty seats can be recaptured and applied in other ways to improve the education that our children receive.”
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Summary
During today’s workshop we learned how to: Asses the risks and opportunities of school closing Identify areas of focus and priorities Form a school restructuring committee Collect and analyze important school data Establish decision making-criteria Communicate the decisions with the Public
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About Public Consulting Group
Public Consulting Group (PCG) is a global management consulting firm focused on the public sector
We are the trusted advisor to the local, regional and national governments and institutions in the area of education, healthcare and human services
We employ 1000 professionals in 35 offices and work with over 4 000 clients in USA, Canada, and Poland
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Public focus. Proven results
Be agents of change—ask right questions, communicate key messages, engage community leaders
Bring innovations in management practice to clients
Use our global network to deliver the best of the firm to all clients
Build client capabilities to sustain improvement
Build enduring relationships
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Partners to Governments
New Jersey Public Schools
North Carolina Mental Health Facilities
Lodz Public Schools
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Łukasz Nowak, [email protected]
Tel: +48 42 2908 221
Fabryczna 17, Budynek A1
90-344 Łódź, Poland
www.pcgeu.com
Please contact us with any questions regarding PCG’s School Restructuring methodology and services.
We are here to assist you!