Public Consulting Group School Restructuring in Poland – challenges and proven solutions

1. Public Consulting Group School Restructuring in Poland –challenges and proven solutions Łukasz Nowak, September, 2011

2. Agenda • Context for schoolrestructuring in Poland • Challenges and opportunities • Proven solutions • PCG methodology • About PCG

3. During the meeting… • Be creative, open-minded and engaged • Note done the ideas, commentsand questions

4. Introductions

5. Context for school restructuring in Poland • 22% drop in the number of students in Polish schools in the last 5 years

6. Demographic and population trends • Demographic and population change resulted in decreased student population but did not result in school closures Source: Ministry of National Education report

7. 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 levels Source: Money.pl

8. To recap… • Declining enrollment • Limited local financing • Aging infrastructure • Significant administrative costsof running the schools • Teachers’ expectationsof raises

9. Controversy around school restructuring

10. Challenges of school restructuring • Why is school restructuring a challenge for the local governments? • Lost jobs • Laco of long-termeducation strategy • Local controland politics • Pride and identity • Community pushback • Other challenges?

11. Opportunities of school restructuring • Improved academic performance of students is THE outcome of school restructuring • Improved fiscal efficiency of schools • Improved utilization of staff andschool facilitieis • Modernized school infrastructure • Improved accessibility ofspecialized staff and equipment

12. Best practices and proven solutions • What are the school restructuring success-determining factors according to PCG? • Grounding the process in the improvementof educational opportunities • Stakeholder engagement • Focus on implementation • Sufficient amount of time for closings • Project leader and champion

13. Best practices and proven solutions • 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

14. Best practices and proven solutions • 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

15. Best practices and proven solutions • 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

16. Best practices and proven solutions • 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 thediscovery of a budget shortfall to begin aplanning process for a comprehensiveright-sizing plan

17. Best practices and proven solutions • 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

18. PCG school restructuring methodology PHASE 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

19. 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?

20. 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?

21. Phase 1: Develop decision making framework • How to decide which schools to close? Academic Performance SchoolOperations Facilities &Infrastructure • Student performance • Student growth • Utilization • School demand/ choice • Operational costs • Physical condition • Maintenance/ repair costs • Utility costs • Locations

22. Phase 2: Analyze Data and formulate Recommendations • What types of tools can be used for analyzing school data and making final school restructuring decisions?

23. Sample school ranking

24. 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

25. 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.”

26. 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

27. 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

28. 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

29. Partners to Governments New Jersey Public Schools North Carolina Mental Health Facilities Lodz Public Schools

30. Please contact us with any questions regarding PCG’s School Restructuring methodology and services. • We are here to assist you! Łukasz Nowak, Consultant lnowak@pcgeu.com Tel: +48 42 2908 221 Fabryczna 17, Budynek A1 90-344 Łódź, Poland www.pcgeu.com