High Performing Schools Selected slides for Portal

CONFIDENTIAL AND PROPRIETARYAny use of this material without specific permission is strictly prohibited

CONFIDENTIAL 2

Rationale why High Performing Schools is chosen as a Sub-NKRA

Elevating the quality of the best schools

Raising the quality of the best performing education institutions through increasing the level of autonomies, allowing them to innovate in how the school is run (e.g., curriculum, staffing)

Producing excellent students

Creating a breeding ground for international calibre students, who move on to the best institutions of higher learning, and graduate into ‘towering personalities’ in all fields of work

Raising the bar for other schools in the system

Painting a vision whereby other schools can aspire to be like these world-class Malaysian schools, and providing them the right platform to make this journey through coaching and networking between these schools

CONFIDENTIAL 3

We have conducted focus groups with relevant stakeholders, who are supportive of the HPS concept

….we’re excited on the prospects or receiving full autonomy, with continuous professional development….’

….we believe these mechanism will enhance our career progression opportunities and ensure accountability…..’

‘….this (autonomy) has been something that we have been pushing for many years, good to hear that the Government is wishing the same now..”

‘….teacher contribution must be recognized and rewarded accordingly… in addition to their welfare….’

‘….Malaysia’s education system, even though has produced good human capital thus far, could do a lot more to increase student attainment and relevant skills in preparation for a dynamic and changing world….”

‘….school autonomy is the way to go……as evidenced by top performing schools around the world…..’

‘….we hope this time the Government is serious in doing good to the education system (in view of how other countries are adapting education to the needs of the economy and future challenges), and recognize that much could be done to improve curriculum and teacher quality…..”

‘…this should not be another political experiment…..education must transcend beyond politics…our children are the most precious and important capital which cannot be tempered with……..

Principals/Headmaster

Unions

Subject matter experts

Public

CONFIDENTIAL 4

HPS designation is awarded to Malaysia’s best schools, and Trust schools aim to close the achievement gap

= 50%

= 60%

= 70%

= 80%

SKPM = <50%

▪ Current cluster schools

High-performing schools (HPS)

▪ “Raising the bar to world class levels”

▪ SKPM 90% +

▪ End state aspiration for all schools

▪ Stretch target of 150 HPS by 2012

HPS is defined as schools with ethos, character and a unique identity which enable the schools to excel in all aspects of education. These schools have strong and excellent work cultures and dynamic national human capital for holistic and continuous development in addition to being able to compete in the international arena, hence becoming the school of choice.

Trust Schools (TS)

▪ Closing the achievement gap through public-private partnerships

▪ Aim for HPS

Trust Schools

▪ Migrating towards HPS status through significant “deltas” in improvement

CONFIDENTIAL 5

HPS concept will be consistent with other types of schools in the education system

Rationale▪ Identify and cultivate

Malaysia’s cadre of internationally competitive schools

▪ Identify and cultivate centres of excellence with a particular niche area

▪ Encourage greater private sector involvement in transforming student outcomes in public schools

TrustClusterHPS

Raising the bar to world-class levelsRaising the bar to world-class levels

Creating schools of excellence in specialised fields

Creating schools of excellence in specialised fields

Closing the gap through public-private partnerships

Closing the gap through public-private partnerships

Selection criteria

▪ Absolute, holistic achieve-ments (e.g. SKPM: 90%, and specifc HPS annex)

▪ Schools at all performance levels

▪ Support for transformation from school community

▪ Absolute achievement (e.g. SKPM: 80%)

Definingfeature

▪ Performance outcomes: Internationally comparable levels of achievement

▪ Centres of excellence: lead clusters in the development of their specializations

▪ Operations and accountability: privately managed to accelerate improvements

Benefits▪ Extended autonomies

given to school leaders▪ Additional funds and

performance incentives from government

▪ Extended autonomies given to school leaders

▪ Additional funds from government

▪ Extended autonomies to private partner and school leaders

▪ Private sector expertise and resources

CONFIDENTIAL 6

High Performing Schools to raise the bar, Trust Schools to close the gap

Trust Schools (TS)

Closing the gap through publicprivate partnerships

Trust Schools are public schools that are managed jointly by private sector partners and MOE school leaders under the umbrella of the Ministry

The Ministry gives Trust School leaders, teachers and their private operating partners greater freedoms, and in return requires accountability in the form of improved student outcomes

Trust Schools will encompass schools at all levels of academic and non-academic performance, with the goal of increasing access to quality education for all

High Performing Schools (HPS)

Raising the bar to world-class levels

HPS are defined as schools with ethos, character and a unique identity which enable the schools to excel in all aspects of education

These schools have strong and excellent work cultures and dynamic national human capital for holistic and continuous development in addition to being able to compete in the international arena, hence becoming the school of choice.

They will receive a tailored package of benefits such as greater freedoms to enable them to excel further

CONFIDENTIAL 7

HPS are Malaysia’s best schools, capable of competing at international levels, that are designated upon meeting stringent requirements

Excellent academic achievement

Nationally and Internationally benchmarked

▪ School is used as a national benchmark and has been benchmarked against international standards (e.g., PISA, TIMSS)

Strong network▪ Strong networks with other local and international

schools (e.g. staff, student exchange programmes), community, public and private organizations

Linkages with institutions of higher learning

▪ Linkages with universities for programs like credit transfer, joint action research, sharing of facilities and amenities

National and international awards

▪ Participation and achievements in national and international competitions

Towering Personalities

▪ Track record of developing influential and successful individuals (e.g., ministers, sportsmen, activists)

▪ For newer schools, clear aspiration to nurture leaders

▪ Minimum average score of 80% based on – GPS score (70% of weight)– Verified SKPM score (30% of weight)

CONFIDENTIAL 8

HPS status can be obtained in three steps

▪ Schools are ranked annually based on academic performance

▪ Schools with score >80% are invited to apply for HPS status

School Grade Point Average (GPS)

70% weight

SKPM School assessment

30% weight

CompositeScore (Index)

▪ Schools submit application detailing achievements in additional HPS criteria

1. Towering personalities

2. National and international awards

3. Linkages with institutions of higher learning

4. Strong network

5. Nationally and inter-nationally benchmarked

▪ For primary schools, excellent achievements in 3 of the 5 HPS annex criteria required

▪ For secondary schools, excellent achievements in 4 of the 5 HPS annex criteria required

▪ Assessment of the applications

▪ Award of HPS status

Annual review

Qualification ApplicationAssessment and award of HPS status

CONFIDENTIAL 9

HPS schools will receive a package of benefits to enable themto fly even higher

Autonomy

Increased autonomy in decision-making in domains of:

▪ Curriculum and instruction

▪ Finance and budgeting

▪ Personnel Management

▪ Student policies

Financial allocations and incentives

▪ Dedicated allocation for schools

▪ Incentives for school leaders, teachers and non-academic staff

Training and capability building

▪ More professional development time

▪ Greater range of options tailored to individual needs

CONFIDENTIAL 10

HPS schools will obtain the following privileges and rewards

Examples

Autonomy

▪ Teach any syllabus, flexi-time table and school based assessment

▪ Use multiple modes of instruction-IT based

▪ Financial management

Financial allocations/ incentives

▪ RM 700,000 per school▪ RM 1,000 per person

for Secondary schools▪ RM 700 per person for 

Primary schools

Training and capability building

▪ Sabbatical for Head teachers as appropriate

▪ Tailored programme for professional enhancement according to needs analysis

Fast tracking of students

Description

▪ Increased autonomy in decision-making, school operations, and selecting teachers

▪ Incentives / allocation for schools, school leaders, teachers, and non-academic staff

▪ Allow greater range of options for human capital development

▪ Allow high achievers to advance faster

▪ Compressed Syllabus: 50% Yr2 in Yr1 and another 50% in Yr 3

CONFIDENTIAL 11

To ensure continuous improvement of Head Teachers, the following initiatives for upgrading their performance will be conducted

Training

▪ Educational Management

▪ Personnel Management

▪ Financial Management

▪ School Governance

▪ Instructional Leadership

Attachment▪ School Improvement Partner

▪ School Attachment Program

Mentoring▪ Coaching

▪ Consultation

▪ Throughout the year primarily during school holidays

Performance Development Program

CONFIDENTIAL 12

Standard procedurefor breaches of codeof ethics (e.g., crime)

If the performance of an HPS drops below the excellence level, corrective actions will be taken to protect the HPS status

DetailsConsequence

Year 1 Below Target (BT)

▪ Consultation

▪ 2 weeks training

▪ Coaching and mentoring

▪ Training

Year 3 BT▪ Transfer to other schools

(probation for 2 years)

▪ Transfer to PPD/JPN where vacancies are available

▪ Transfer

Year 2 BT▪ Counseling

▪ 2 weeks Intensive training

▪ Coaching and Mentoring

▪ Show cause letter

▪ Remedial Program

Year 5 BT▪ Pooling ▪ Administrative attachment at

PPD/JPN/KPM for 2 years

Year 7 BT▪ VSS/early retirement

▪ Permanently in pool post

CONFIDENTIAL 13

High Performing School (HPS) Potential Frequently Asked Questions (FAQs)

HPS FAQs

Topics

HPS Concept

▪ What is the difference between HPS, Trust schools and cluster schools?

Key Questions Preliminary Thinking

▪ What is the objective of HPS?

▪ HPS intends to set the benchmark of academic and non-academic achievement excellence for all schools types in Malaysia to strive towards. HPS is not a new set of schools but is a recognition/status for the attainment of the benchmark.

▪ What is a HPS? ▪ HPS are schools with ethos, character and a unique identity which enable the schools to excel in all aspects of education. These schools have strong and excellent work cultures and dynamic national human capital for holistic and continuous development in addition to being able to compete in the international arena, hence becoming the school of choice

HPS concept will be consistent with other types of schools in the education system

RationaleRationale▪ Identify and cultivate

Malaysia’s cadre of internationally competitive schools

▪ Identify and cultivate centres of excellence with a particular niche area

▪ Encourage greater private sector involvement in transforming student outcomes in public schools

TrustClusterHPS

Raising the bar to world-class levels

Creating schools of excellence in specialised fields

Closing the gap through public-private partnerships

Selection criteriaSelection criteria

▪ Absolute, holistic achieve-ments (e.g. SKPM: 90%, and specifc HPS annex)

▪ Schools at all performance levels

▪ Support for transformation from school community

▪ Absolute achievement (e.g. SKPM: 80%)

DefiningfeatureDefiningfeature

▪ Performance outcomes: Internationally comparable levels of achievement

▪ Centres of excellence: lead clusters in the development of their specializations

▪ Operations and accountability: privately managed to accelerate improvements

BenefitsBenefits▪ Extended autonomies

given to school leaders▪ Additional funds and

performance incentives from government

▪ Extended autonomies given to school leaders

▪ Additional funds from government

▪ Extended autonomies to private partner and school leaders

▪ Private sector expertise and resources

CONFIDENTIAL 14

HPS Selection and Assess-ment

HPS Operations

HPS Pilot

Key Questions Preliminary Thinking

High Performing School (HPS) Potential Frequently Asked Questions (FAQs)

Topics

▪ HPS are selected through a composite score derived from Standard Kualiti Pendidikan Malaysia (SKPM) and school average GPS score, were a minimum of 92% marks are required and annexes/instruments that comprises areas such as establishing international linkages, creating towering personalities, benchmarking to international standards and national and international benchmarks

▪ What is the selection criteria for HPS?

▪ What are the main outcome indicators for HPS?

▪ The outcome indicators for HPS include school and student academic performance, improvement, stakeholder satisfaction survey (including parents, teachers and students) and achievements in the annexes items

▪ What is the approach of HPS in achieving the desired outcomes?

▪ HPS’s operations is largely hinged on obtaining greater levels of autonomy which empowers the schools principal and headmasters to make decisions spanning across the major operational activities within the school which covers areas like curriculum provision and delivery, flexibility in co-curriculum, financial management, teacher and student selection, school maintenance and other administrative functions. The principal/headmaster will be supported by academic and non-academic/professional staff in helping to achieve the desired outcomes

▪ Start with ‘pilot set’ of select set of schools to demonstrate proof of concept and model for other schools within the national landscape to aspire towards