28 March 2015 McKinsey BPS Operational Review Draft

The chart uses a waterfall structure to decompose total per-pupil spending into specific categories like central office, SPED, and school-level support.analyze_data

Open slide detailBeat · Evidence & Proof

The slide uses a numbered list format to categorize four distinct strategic pillars for financial and operational improvement.size_opportunity

Open slide detailBeat · Evidence & Proof

The chart uses a combination of a bar chart for school programs and a line chart for student population to illustrate the mismatch.frame_problem

Open slide detailBeat · Problem & Complication

The chart is a descending bar chart representing school capacity.analyze_data

Open slide detailBeat · Problem & Complication

The chart is a sorted bar chart (waterfall-like) showing individual school utilization rates.analyze_data

Open slide detailBeat · Problem & Complication

The slide uses a horizontal bar chart to compare Boston against 17 other districts, with a vertical line indicating the peer average of 16.3.compare_peers

Open slide detail

The slide uses external benchmarking to validate a financial hypothesis.compare_peers

Open slide detail

The slide uses a table to illustrate the financial impact of school consolidation, showing prior costs versus expected post-consolidation costs.size_opportunity

Open slide detailLoop · Cost Of Inaction

present_solution

Open slide detailLoop · Cost Of Inaction

present_solution

Open slide detail

The slide uses a hierarchical tree diagram to decompose the $265m total SPED spending.analyze_data

Open slide detail

The chart displays a long list of schools on the y-axis with corresponding classification percentages on the x-axis.analyze_data

Open slide detail

The scatter plot shows a positive correlation between FARM (socioeconomic status) and SPED rates, with Boston as an outlier.compare_peers

Open slide detail

The slide uses a two-column layout to contrast the 'why' (benefits) with the 'how' (implementation plan).establish_context

Open slide detail

The table uses a heatmap-style color coding (red/orange to green) to indicate cost impact.analyze_data

Open slide detailLoop · Hypothesis Test

Uses a waterfall-style comparison between current state and steady state for three different modeling assumptions.analyze_data

Open slide detailLoop · Hypothesis Test

Uses a gap analysis approach to contrast current state vs desired state.analyze_data

Open slide detail

Includes both qualitative quotes and quantitative survey data.analyze_data

Open slide detail

The slide uses a hierarchical layer notation (n, n-1, etc.) to describe organizational structure.analyze_data

Open slide detail

The chart highlights that BPS has a ratio of 14.5 compared to a peer average of 17.3, suggesting potential for staff reduction.compare_peers

Open slide detail

The slide uses a structured list format mapping four numbered opportunities to their corresponding decisions and actions.plan_implementation

Open slide detailBeat · Solution & Approach

The slide uses a checkmark system to indicate the timing of opportunities (Near-term, 1-2 years, 3+ years, One-time).prioritize

Open slide detailBeat · Solution & Approach

appendix

Open slide detail

The slide uses a process flow diagram to illustrate the transition from initial data collection to opportunity development.plan_implementation

Open slide detail

Uses a process flow visual to show the funneling of information from a broad scan to specific prioritized areas.prioritize

Open slide detail