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Wednesday, November 21, 2012

SABIS® Schools: Global Lessons in Education Partnerships

NAPCS is pleased to launch a guest blog series which will feature contributions by leading international education experts. The goal of this series is to expose our readers to the challenges and successes of establishing charter schools in different parts of the world.

The role and purpose of education – particularly in the public sector – has changed drastically with the coming of the Information Age. What started out as a means to prepare youth to take over in a trade is now a much different beast saddled with seemingly insurmountable challenges and a distinct element of the unknown, not to mention expectations that have set it up as the panacea for all manner of national woes – national security and economic stability, just to name a couple. Today education is tasked with preparing students with the knowledge and skills they will need to use in jobs that do not even exist. A large enough undertaking for schools operating in the private sector, the scope of this task is exponentially greater in public schools educating the masses. In this context, the scope of the task is not only greater; it is also ESSENTIAL as nations seek ways to secure their place in the global economy moving forward.

Looking to improve national education standards, the U.S. has been a global leader, drafting public charter school legislation in the mid-1990s and introducing the concepts such as parental choice, accountability, and competition in public education. In the years since, the U.S. charter school approach has been used as a reference for public-private partnership in education; some countries mirroring its approach, others setting out on their own to blaze their own path to raise standards.

As a global education organization with 126 years of experience, SABIS® has been involved in the providing education in the public sector since 1995, when it was awarded the management of its first public charter school in Springfield, Massachusetts. Today, SABIS® manages nine charter schools and licenses its proprietary educational system to five others. SABIS® experience in public-private partnerships (PPP), however, is not limited to the U.S. We have accumulated valuable experience and perspective as participants in PPP projects around the world. 

The most promising PPP project that SABIS® is involved in – it may surprise you to learn – is in Kurdistan, the semi-autonomous region of northern Iraq, where SABIS® currently operates seven public schools in a project that originated in 2009. The Kurdish leadership at the time realized that spiraling public education costs were not yielding the desired results in the short or long term for the region. With surprisingly short school days, a degree of complacency among administrators, teachers, and staff, and no option for parental choice, there was room to improve the system. To address these issues, the Kurdish government sought out SABIS® and together developed a PPP model. SABIS® would take over existing K-2 or K-3 public schools, including staff, and provide training to staff in instructional methods as well as the English language. In contract periods of three to five years, SABIS® would manage the school, extending the grade levels offered each subsequent year, with the goal of instilling autonomy. 

The strength of this PPP comes in the fact that it is not saddled with unnecessary – and many times unfair – barriers to entry and hurdles that have marred other countries’ attempts at private sector engagement as a means to raise education standards. 

So what does the Kurdistan PPP have that others have missed the mark on? First, and most importantly, in Kurdistan private sector engagement in public education is approached as a true partnership. In Kurdistan, the private operator is allowed to operate in an environment of free enterprise, encouraging the principles of efficiency, accountability, and return on investment and transferring these benefits to schools and students. Second, unlike the public charter school model in the U.S., the operator is not hampered by legislation that imposes accountability through boards that do not have a skin in the game. The private operator is held fully accountable, flourishing by its own hand or floundering its way out of a job as dissatisfied parents withdraw their children from the school. Third, unlike public-private partnerships attempted in other countries, in Kurdistan the private operator is not distracted from the job of raising standards by nationally hired “experts” who have a financial incentive to continually move the yard-stick they require operators to measure up to. Fourth, in Kurdistan, the funding formula is respected. Funding of the school operation is taken care of by the government based on a mutually-approved budget. The operator is paid for its services from within the budget, allowing the operator to concentrate solely on the performance of students rather than worry about unexpected funding reductions mid-year. And finally, in Kurdistan, the private operator does not face perhaps the largest barrier to entry – access to and availability of facilities. The government works in true partnership with the private provider by providing the necessary facilities necessary to deliver the sought-after results. 

If we are to take a serious look at raising education standards of the masses, governments around the world need to learn from the Kurdistan model of private sector engagement in public education. Only in the spirit of true partnership will we be able to leverage the experiences, resources, and motivation of the private sector to raise education standards and tackle the most pressing issue of our time.

To learn more about SABIS®’s experience in Kurdistan as well as the organization’s long history and approach to education, read the latest book by renowned U.K. author and education policy expert, James Tooley. From Village School to Global Brand: Changing the World through Education is available online from Amazon and Barnes & Noble.


Image: Author Carl Bistany

Carl Bistany is a board member of SABIS® Holdings and the president of two education management companies, SABIS® Educational Services s.a.l. and SABIS® Educational Systems, Inc. These two companies manage schools within the SABIS® School Network, which currently serves Pre-K, K-12 schools, and a university located in fifteen countries on four continents.

Since joining SABIS® in 1992, Mr. Bistany has led the fourth generation family-owned business and transitioned it into a globally-recognized, professionally-managed enterprise at the forefront of education management. In addition to his active involvement as president of SABIS®, he has been instrumental in pursuing the expansion of the SABIS® School Network in the private sector in various countries as well as into the Public-Private-Partnership arena in the U.A.E, U.S., U.K., and Kurdistan.

Mr. Bistany holds two Masters’ degrees, one in Mathematics and the other in Computer Science from Syracuse University, NY. He is also a Harvard alumnus, having completed the Harvard Business School Executive Education Owner/President Manager program. He serves as a board member of several organizations including the Advisory Board of the Institute of Family and Entrepreneurial Business at the Lebanese American University and the Chief Executives Organization. He was the founding Chairman of the Lebanese Chapter of the Young President Organization (YPO) as well as the World Presidents’ Organization (WPO). He has also served as a senior member of the Executive Board of the Institute for Social and Economic Policy in the Middle East at the John F. Kennedy School of Government, Harvard University. He is a member of the World Bank Advisory Group on Engaging the Private Sector and is a sought-after speaker at global education conferences and events.

Posted by: Carl Bistany, board member of SABIS® Holdings and President, SABIS® Educational Services s.a.l. and at 6:00 AM
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Tuesday, November 20, 2012

Public Charter Schools Serve as Models Beyond the U.S.

The National Alliance for Public Charter Schools (NAPCS) is pleased to launch a guest blog series which will feature contributions by leading international education experts. The goal of this series is to expose our readers to the challenges and successes of establishing charter schools in different parts of the world. Our contributors have experience in charters schools either as providers or in the case of Cecilia Maria Velez, former Minister of Education for Colombia, spearheading programs which improved educational quality by allowing private agents to operate public schools serving low-income students.

This series take our readers on a tour well beyond our borders by looking at adaptations of the public charter school model in the United Kingdom and Kurdistan. We begin our series with a contribution by Tony McAleavy, Education Director, CfBT Education Trust, U.K. followed by Carl Bistany, board member of SABIS® Holdings and President, SABIS® Educational Services s.a.l. and SABIS® Educational Systems, Inc.
      
As Manager of the new EdAdvance education resource (formerly EdInvest), it gives me great pleasure to highlight the global impact made by the public charter school model. To receive newsletters and bulletins about developments in the international education market, please write to: edadvancecontact@gmail.com. Our website will be operational shortly.


Posted by: Suzanne M. Roddis, Manager of EdAdvance at 6:00 AM
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Tuesday, November 20, 2012

UK Free Schools and Academies Draw on U.S. Public Charter School Model

NAPCS is pleased to launch a guest blog series which will feature contributions by leading international education experts. The goal of this series is to expose our readers to the challenges and successes of establishing charter schools in different parts of the world.

The USA is not the only country where charter type reforms are taking place. CfBT Education Trust—the non-profit organisation that I work for—is heavily involved in similar reforms in England. For over ten years, the government in England has been encouraging the establishment of ‘academies,’ which are public schools, but they are not controlled by the local education authority. I say ‘England’ and not ‘the UK’ because there is a degree of federalism in the UK, which means that England, Scotland and Wales have different education policy. Tony Blair was a great fan of academies. He encouraged them particularly in high poverty urban areas where some public schools had a long history of failing to deliver acceptable outcomes.

By 2010 there were 200 academies, and they were beginning to deliver better outcomes as measured by the national tests that English students do at age 16. They were nearly all ‘secondary schools’ for students aged 11-18. While the academies were making a difference, they still represented a small fraction of the public school system in England which has over 20,000 public schools. (Of course, I am using the term ‘public school’ in the American sense; as you may know, we English quirkily use ‘public schools’ as the phrase to describe our elite private schools!)

Everything changed in 2010. There was a change of national government. The Labour Party lost power and the new government was dominated by the Conservative party. Conservative politicians were great fans of the charter school movement and the Swedish ‘free schools.’ Prime Minister David Cameron and his education secretary Michael Gove set about a massive expansion of the academies programme. Gove has visited the States many times to find out about how charters work. Shortly after the 2010 election, the leading UK newspaper The Guardian ran story headlined: ‘Can Gove’s American dream work here?’ Michael Gove is particularly enthusiastic about the KIPP schools, and he often describes their impact on life chances in his public speeches.

Michael Gove has encouraged a massive expansion of the academies. Two years on, the number has gone from 200 to 2000. He has also introduced a new category of academy known as a ‘free school.’ Most of the Blair academies were ‘new start’ versions of failed existing schools. The free schools are different; they are brand new schools set up in response to parental pressure for change at local level. The first 24 free schools were opened in September 2011. A further 52 free schools opened in September 2012.

There is huge controversy around these changes. The teaching unions are very unhappy about the academies and free schools. Some of the free schools have a religious affiliation and in the press there is some criticism of this religious dimension. There is also a big debate about whether or not ‘for profit’ companies should be allowed to operate free schools and academies. At the moment they cannot. Only non-profit organisations can get involved but this might change.

 

Image: Author Tony McAleavy, Education Director of CfBT Education Trust

Tony is CfBT’s Education Director, with corporate oversight of the educational impact of all our activities. Tony also has responsibility for corporate business development and advises the Trustees on CfBT's public domain research programme. He has played a major part in the development of our international consultancy practice, and he has worked extensively on our growing portfolio of education reform projects in the Middle East. Prior to joining CfBT, Tony held senior school and local authority posts in England. He has published extensively on the subject of school history teaching and has an MA in Modern History from St John’s College, University of Oxford.


Posted by: Tony McAleavy, Education Director of CfBT Education Trust at 6:00 AM
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