PLANNING FOR K TO 12 Don Brodeth, CFA Taft Consulting Group donbrodeth@yahoo.com
Our role as managers of schools. What are the challenges of K to12? How can my school plan for K to 12? A planning tool that you can use
OUR ROLE AS MANAGERS OF SCHOOLS - - - a gentle reminder
Identify and analyze problems Generate alternative solutions Make decisions Implement a decision Anticipate and address potential problems... in order to attain goals
Define Problem What is K-12? Analyze Problem Challenges to K-12 Develop Solutions Response to K-12 Planning Tool Action Plan Implementation
Avoid them - refuse to recognize that a problem exists Solve them as necessary - deal with the urgent Seek them out - anticipate to avoid them becoming urgent.
MEANS ENDS LOW WASTE HIGH ATTAINMENT
WHY PLAN FOR K TO 12? THE ADMINISTRATIVE CHALLENGE
PROPOSED TRANSITION SCHEME TO K-12 BASIC EDUCATION SY 2011-12 SY 2012-13 SY 2013-14 SY 2014-15 SY 2015-16 4 3 TERTIARY 2 1 2 YEARS 6 SENIOR HS 5 Curricular revisions and teacher training 4 YEARS 4 HIGH SCHOOL 3 2 OLD 1 NEW 6 YEARS 6 ELEMENTARY 5 4 3 2 OLD 1 NEW PRESCHOOL Enrollment disruptions Lose out to public schools?
Resource build-up? GASTPE? Specializations? Enrollment? Use of resources? Years in college? PROPOSED TRANSITION SCHEME TO K-12 BASIC EDUCATION SY 2016-17 SY 2017-18 SY 2018-19 SY 2019-20 SY 2020-21 SY 2021-22 Lack of professionals? 4 3 2 TERTIARY 1 6 2 YEARS SHS 5 SENIOR HS 4 4 YEARS 3 HIGH SCHOOL 2 1 6 6 YEARS 5 ELEMENTARY 4 3 2 1 PRESCHOOL
Private HS will absorb all their students into SHS but will not absorb any from the public schools Change in: Enrollment: +3.5 M Cash flows: +Php 20.6 B Figures above are only up to SY 2022-23. Benefits will persist as the change is permanent.
2,500,000 Enrollment in student years 2,000,000 1,500,000 1,000,000 K-12 W/o K-12 500,000 0 1 2 3 4 5 6 7 8 9 10 11 12 5,000.00 Incremental cash flows in Php millions 4,000.00 3,000.00 2,000.00 1,000.00 K-12 0.00 (1,000.00) 1 2 3 4 5 6 7 8 9 10 11 12 (2,000.00) (3,000.00) (4,000.00)
DepEd will take 5 years to build enough classrooms for SHS Private HS will absorb all their students into SHS and, in SY 2016-17, 50% of public SHS students Public SHS students will shift back to public HS over time as classrooms are built Change in: Enrollment: +6.4 M Cash flows: +Php 34.4 B
3,000,000 Enrollment in student years 2,500,000 2,000,000 1,500,000 1,000,000 K-12 W/o K-12 500,000 0 1 2 3 4 5 6 7 8 9 10 11 12 15,000.00 Incremental cash flows in Php millions 10,000.00 5,000.00 K-12 0.00 1 2 3 4 5 6 7 8 9 10 11 12 (5,000.00) (10,000.00)
10,000.00 Cash flow breakdown: base model, build option 8,000.00 6,000.00 4,000.00 2,000.00 Fees Teachers Classrooms 0.00 1 2 3 4 5 6 7 8 9 10 11 12 (2,000.00) (4,000.00) (6,000.00)
Effect on Kinder is unknown; likely positive Little or no effect on grade schools A large positive for profitable high schools but major retooling needed Problematic for mission schools
HOW CAN MY SCHOOL PLAN FOR K TO 12?
Planning Framework Planning Tool Templates Options for most schools
1. What is the school s present situation? 2. Where does the school need to go from here? 3. How should the school get from here to there? "Would you tell me, please, which way I ought to go from here?" "That depends a good deal on where you want to get to," said the Cat. "I don t much care where--" said Alice. "Then it doesn t matter which way you go," said the Cat. - Lewis Carroll, Alice's Adventures in Wonderland
External Audit Gather Data/ Info Generate Possible Responses To K-12 Apply Filters: Vision Mission Values Distinction Select Response To K-12 Implement Response: Assessment, Timeline, Financing Internal Audit
Info and Input Analysis Directions and Choices Decision Implemen tation
Source Survey Comments 39 of 40 respondents submitted; workable data from about 38 schools. Interviews Secondary Research Qualitative info on client organization, culture, procedures, values, limits of influence. DOLE Project JobsFit, WB skills report, Mona Valisno s book substantive and recent data. PIDS, TESDA - ilabor market information, required competencies,
Info and Input Analysis Directio ns and Choices Decisio n Implem entation Analysis External Audit Internal Audit
S. W. O. T. The output of analysis Plus Minus External Opportunities Threats Internal Strengths Weaknesses
Strong demand for some identified courses Increase in population in service area Benefits of studying in the province (convenience, affordability, security) Participation in some government projects on education Evidence of reverse (urban to rural) migration
Highly qualified human resource Well organized management structure; stable systems and procedures Performance in licensure exams above national average Autonomous university status Ideal campus location and upgraded facilities
Info and Input Analysis Directio ns and Choices Decisio n Implem entation Directions and Choices SWOT Matrix Suggested Options
SWOT Matrix Strengths Weaknesses Opportunities?? Threats??
Pour resources & effort towards in-demand courses and programs Establish linkages with industry for OJT and job placements Implement a comprehensive centralized marketing program Build dorms for local, transient and foreign students Aspire for COD/ COE status in programs where we excel
Info and Input Analysis Directio ns and Choices Decisio n Implem entation Decision Filters/ Tests Breakeven Analysis
GOODNESS OF FIT TEST How well does response fit the firm s situation? COMPETITIVE ADVANTAGE TEST Does response lead to sustainable competitive advantage? PERFORMANCE TEST Does response boost firm performance?
PROPOSED STRATEGIES Marketing Academic Target mktg. & Positioning Linkages Upgrade offerings Advertising Center for Excellence Dormitory Language Center Training Cust. Serv. Training New Courses Dev. Research MIS Incentive Programs Faculty Mgt. Performance Evaluation Succession/rotation Middle mgt. Empowerment Org. Dev.
Info and Input Analysis Directio ns and Choices Decisio n Implem entation Implemen tation Resource Needs Timeline Budget
Analytic Activities 1) An environmental scan and entity analysis to identify SWOT vs. K-12 2) A spreadsheet model to provide to detail the financial and operational impact of K-12, given a base case 3) Breakeven analysis templates to determine minimum class sizes Decision Activities 4) A document on feasible strategic options for the school system 5) The spreadsheet model applied to the set of strategic options listed in (4) above to highlight enrollment patterns, investments, and cash flows 6) Training for school planning officers to generate and recommend schoolspecific strategic options to K-12 Pre-implementation Activities 7) A readiness report to identify gaps in implementing the selected strategy 8) An implementation roadmap to outline major activities, investments, financing schemes and timelines for the selected strategy
THE TEMPLATES - A K TO 12 PLANNING TOOL THAT SCHOOLS CAN USE
Info and Inputs (Step 1) Analysis (Steps 2, 3) External Analysis Internal Analysis Directions and Choices (Steps 4, 5) SWOT Matrix Suggested Options Decision (Steps 5, 6) Filters Breakeven Analysis Implemen tation (Step 7) Resource Needs Timeline Budget
A structured and guided planning process Questions and analysis specific to BED schools General responses to K-12 Specific response options for schools An implementation roadmap (timeline and financial requirements)
Question Guidance Input Check Additional notes clarify the question Put in your answer here Checks to see if input is valid
THE Answer The input Your course of action (though you have choices) Your budgets and priorities Perfection --- still in beta stage
THE TEMPLATES A DEMO
Ways to specialize Rent or build? Other viable options
As a school: - preparation for college or voc/ tech - electives that share common equipment - branding issues How to find out? - Study the aspirations of Grades 4, 5, & 6. - Study the aspirations of parents of your students - Trace where your students actually work - Survey local job opportunities
10,000.00 Cash flow breakdown: base model, build option 8,000.00 6,000.00 4,000.00 2,000.00 Fees Teachers Classrooms 0.00 1 2 3 4 5 6 7 8 9 10 11 12 (2,000.00) (4,000.00) (6,000.00)
10,000.00 Cash flow breakdown: base model, rent or borrow-tobuild option 8,000.00 6,000.00 4,000.00 2,000.00 Fees Teachers Classrooms 0.00 1 2 3 4 5 6 7 8 9 10 11 12 (2,000.00) (4,000.00) (6,000.00)
Open kinder if you haven t done so yet Gear up for SHS; borrow to build if finances are tight Sharing resources for SHS - students can cross-enrol, teachers can do the rounds, cluster around a big school, retool teachers Advocate higher GASTPE for SHS; kinder too? Mission schools status quo? time for instrospection?
SALAMAT! SALAMAT SA INYO!! AT SALAMAT SA CEAP!!! Don Brodeth, CFA Taft Consulting Group donbrodeth@yahoo.com