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01
Slide 1
April 2015 McKinsey BPS Operational ReviewApril 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations 1 hit
03
The diagram is a circular Venn-like representation of three strategic priorities.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Situation & Context1 hit
04
April 2015 McKinsey BPS Operational ReviewApril 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Situation & Context1 hit
05
April 2015 McKinsey BPS Operational ReviewApril 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Situation & Context1 hit
06
The chart uses a waterfall structure to decompose the total per-pupil spend of $17,455.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
07
The slide uses a numbered list format to categorize strategic opportunities, each with associated financial impact estimates.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
08
The chart uses a combination of a bar chart for school counts and a line chart for student population to highlight the inefficiency of maintaining fixed costs.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Problem & ComplicationLoop · Cost Of Inaction1 hit
09
The chart is a descending bar chart representing school capacity distribution.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
10
The chart is a horizontal bar chart representing individual schools sorted by utilization percentage.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
11
The chart uses a horizontal bar chart to compare ratios, with a vertical dashed line indicating the peer average of 16.3.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
12
Uses external benchmarking to validate financial projections for school consolidation.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
13
The slide uses a table to illustrate the financial impact of school consolidation.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
15
April 2015 McKinsey BPS Operational ReviewApril 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Evidence & ProofLoop · Cost Of Inaction1 hit
16
The slide uses a hierarchical tree diagram to decompose the $265m SPED budget.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Loop · Mece Breakdown1 hit
17
The chart is a horizontal bar chart showing classification rates by school. The text highlights the implications of this variability.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Loop · Mece Breakdown1 hit
18
The slide uses a scatter plot to show the relationship between student disability classification rates and free/reduced meal eligibility across Massachusetts districts.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Loop · Mece Breakdown1 hit
19
April 2015 McKinsey BPS Operational ReviewApril 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Loop · Mece Breakdown1 hit
20
The table uses a heatmap-style color coding to indicate cost impact, ranging from red (high cost) to green (cost savings).April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Loop · Mece Breakdown1 hit
21
Uses a waterfall-style comparison between current and steady state costs across three distinct scenarios.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Loop · Mece Breakdown1 hit
22
Uses a gap analysis approach to contrast current state vs desired state.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Loop · Mece Breakdown1 hit
23
The slide uses a mix of qualitative quotes and quantitative survey data to highlight a disconnect between departmental and district-level goal clarity.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Loop · Mece Breakdown1 hit
24
The slide uses a stacked bar chart to show headcount distribution and a horizontal bar chart for span of control.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Loop · Mece Breakdown1 hit
25
The chart highlights Boston (BPS) in a darker blue color compared to the other peers.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Loop · Mece Breakdown1 hit
26
The slide uses a structured table-like layout with numbered callout blocks on the left mapping to bulleted action items on the right.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Impact & Next Steps1 hit
27
The slide uses a table structure to map specific operational opportunities to fiscal year implementation timelines.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Impact & Next Steps1 hit
28
April 2015 McKinsey BPS Operational ReviewApril 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Impact & Next Steps1 hit
29
The slide uses a process flow diagram to illustrate the methodology of the operational review.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Impact & Next Steps1 hit
30
The slide uses a process flow diagram to show how a broad scan leads to a narrowed focus.April 2015 McKinsey BPS Operational Review · april-2015-mckinsey-bps-operational-review
Deck Investor relations Beat · Impact & Next Steps1 hit
01
Slide 1
The document is marked as Pre-decisional - Proprietary and Confidential.April 2015 McKinsey BPS Operational Review Draft With Comments · april-2015-mckinsey-bps-operational-review-draft-with-comments
Deck Investor relations Beat · Situation & Context1 hit
02
Includes editorial comments on the right side regarding budget data sources and definitions.April 2015 McKinsey BPS Operational Review Draft With Comments · april-2015-mckinsey-bps-operational-review-draft-with-comments
Deck Investor relations Beat · Situation & Context1 hit