Public Private Partnership for Total Adoption of Government Schools
1.0 Background (add background info from the green book to build the perspective of the current scenario) add in SSA information from narangs sheet
This document tries to seize the opportunity provided by the governments initiative of allowing private partnerships with the objective of complete school adoption in government run primary, middle and high schools.
Significantly, from 1999 to 2006, the number of students in MCGM schools has declined from 636448 to 474037 (over 25%).
2.0 Information Regarding Government Schools
|
Sr. No. |
Language |
Schools |
Students |
|
1 |
Marathi |
448 |
156537 |
|
2 |
Hindi |
235 |
136501 |
|
3 |
Gujarathi |
106 |
14618 |
|
4 |
Urdu |
205 |
114538 |
|
5 |
Tamil |
48 |
15595 |
|
6 |
Telegu |
45 |
7119 |
|
7 |
Kannada |
45 |
6338 |
|
8 |
English |
47 |
22791 |
|
9 |
Total |
1179 |
474037 |
Source: Department of Education, MCGM (2006)
3.0 Defining Public and Private entities
For the purposes of this document Public refers to the Municipal Corporation of Greater Mumbai (MCGM) schools, the teachers and the administrators; and Private refers to companies, organizations and individuals operating in the education arena of the not for profit sector.
4.0 Selection of School
It is necessary for the private entity to adopt a school building (including the school complex) not an individual school.
If that school is already partly adopted, those people will be asked to shift to another school or be integrated into the existing project if the school committee and other party so wishes.
4.1 Accountability through the School Committee
4.1.1 Composition
The school committee should comprise 5 members the school head, a school teacher, two representatives from the private sector and a parent.
4.1.2 Quorum
The school committee should follow a quorum of 3, with at least one representative from the private sector present. The committee must meet at least once a month.
4.1.3 Roles and Responsibilities
The School Committee should:
· Draw up and finalize an activity and a financial annual plan (including a budget) for the school. The annual financial plan will be sent to the education department for release of MCGM funds. The activity plan will be sent to the MCGM for information purposes only.
· Conduct a baseline study on the criteria in 4.4 below using an independent authority.
· Post all rules and systems in the HMs office.
· Meet every month to assess progress against the annual plan.
· Have a system of incentives and rewards for all teaching and non-teaching staff.
· Take action against any party not delivering on the above by writing to the steering committee.
· Ensure independent assessments of students are done every year.
· Take action against teachers violating the no hitting/humiliation and tuitions clause by referring these teachers to the steering committee.
· Ensure the same team of leadership and teachers stays at the school and is not transferred out for the duration of the five years.
· Ensure the same corporate and NGO can continue to adopt the school for an additional five-year term if progress is made in the school.
· Ensure that government budgeted resources reach the school and is well-used.
· Have the authority to give permission for all school programs, events and activities.
· Conduct an school audit every six months, to determine how the school stands against the model school criteria in 4.4 below. This should be verified every year by an independent authority.
In the event that a NGO or corporate adopt multiple schools in the same building, the HMs should coordinate scheduling of activities and physical infrastructure should be shared.
5.0 Implementation
5.1 Structure
A not for profit, funded by an established corporate would adopt an existing school with the students, administrators and teachers. The school would be advised on all aspects of functioning and growth by a school committee with representatives from the government, the corporate and the NGO. The existing teachers and the administrators will continue to be paid by the government, while the NGO staff will be paid through the funding corporate.
5.2 Functioning
Add in quality of each of these
|
General Category |
Specifics |
Role of MCGM |
Role of Corporate/Organisation |
|
Infrastructure and Materials |
|
|
|
|
|
Classrooms for every 40 students |
Build additional classrooms |
|
|
|
School Atmosphere |
|
Paint the school in bright colors, put up display boards for student work |
|
|
Toilets |
Build toilets for girls and boys separately |
|
|
Drinking water |
Provide safe drinking water |
|
|
|
|
Furniture |
Provide all basic school furniture (desks, cupboards, chairs, etc.) |
Provide additional furniture if required |
|
|
Library |
Provide room for library |
Provide books, system for categorizing books |
|
|
Computer Lab |
Provide room, computers, electricity and basic furniture |
Provide additional computers and internet connection Maintenance of computers |
|
Can we fit in a telephone per school |
AV equipment |
Provide TVs, DVD, over-head projector, CD players, sound system including intercom system |
Request MCGM to provide AV equipment Supplement AV equipment |
|
|
Art and Craft |
Provide room and basic furniture |
Provide art supplies and teacher |
|
|
Counseling/Sick Room |
Provide small room for one-on-one counseling with two beds for students who are sick |
Provide fully-equipped first aid kits |
|
|
Text books/notebooks and stationery |
Text books to be provided by the MCGM |
Notebooks and stationery to be provided by the corporate |
|
|
School Hall and Playground |
To be provided for by the MCGM |
To be used by the NGO for student activities and programs without needing permission each time. |
|
Mid-day Meal |
|
|
|
|
|
|
To be provided by the MCGM. MCGM to use one of the service providers on the accepted list (i.e. Iskon) |
To be supervised/supplemented by the corporate and NGO. NGO to supervise both quality, distribution of food and how it is disposed of. |
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