McKinsey Response To RFP

CITY OF BOSTON, OFFICE OF FINANCE AND BUDGET
BOSTON PUBLIC SCHOOLS OPERATIONAL

AUDIT / REVIEW
VOLUME #1: Technical Proposal
Due: November 10, 2014, 12 PM EST
Submitted to:
Molly Murphy
City of Boston
Office of Finance and Budget
City Hall, Room 608
Boston City Hall
One City Hall Plaza
Boston, MA 02201
Submitted by:
McKinsey & Company, Inc. Washington D.C.
Vivian Riefberg, Senior Partner
1200 19th Street NW, Suite 1100
Washington, DC 20036
(202) 662-3158
Vivian_Riefberg@mckinsey.com
www.mckinsey.com
Navjot Singh, Managing Partner, Boston Office
280 Congress Street, Suite 1100
Boston, MA 02210
(617) 753-2146
navjot_singh@mckinsey.com
www.mckinsey.com
This proposal is the property of McKinsey & Company, Inc. Washington D.C. (McKinsey) and must not be disclosed outside the
Government or be duplicated, used, or disclosedin whole or in partfor any purpose other than to evaluate this proposal. If a
contract is awarded to McKinsey as a result of, or in connection with, the submission of this proposal, the Government shall have
the right to duplicate, use, or disclose the data to the extent provided in the resulting contract and subject to the limitations of the
Freedom of Information Act and/or the Massachusetts Freedom of Information Act. This proposal contains confidential and
proprietary information that is exempt from disclosure under Section (b)(4) of the Freedom of Information Act, 5 U.S.C. 552 et seq.
and/or the Massachusetts Freedom of Information Act. Accordingly, no portion of this proposal should be released without
consulting McKinsey & Company. Accordingly, no portion of this proposal should be released without consulting McKinsey &
Company. This proposal is contingent on the Parties reaching mutually agreeable terms and conditions and upon acceptance of any
limitations described herein.
November 10, 2014

Molly Murphy
City of Boston
Office of Finance and Budget
City Hall, Room 608
Boston City Hall
One City Hall Plaza
Boston, MA 02201
Subject: Boston Public Schools Operational Audit/Review RFP Response
Dear Ms. Murphy:
Please find attached McKinsey & Company's (McKinsey) proposal response to the Boston Public Schools
Operational Audit/Review Request for Proposal.
We look forward to the potential to serve the City of Boston, and specifically Boston Public Schools
(BPS). We will help BPS conduct a comprehensive review of the operations of the Department and
identify opportunities to improve operations in both the short and the long-term. McKinsey has a deep,
longstanding relationship with both the City and leading private, public, and nonprofit organizations in
the Boston community. As the worlds leading management consultancy, we have served thousands of
clients across the combination of economic development, infrastructure, and operational and
organizational transformation challenges. We believe that our extensive experience with large public
school systems and numerous large U.S. cities (e.g., New York, Chicago, Detroit) much of which was
led by Doug Scott, the proposed Project Leader for our team is critical to this effort. In addition, we
believe that our nuanced understanding of the City of Boston through Senior Partner Navjot Singh and
Partner Jules Seeley (including our work with Mayor Walshs 2014 Transition Team) uniquely positions
us to help the City of Boston administration and BPS achieve the objectives it has laid out. These include:
Conducting a review of the operational effectiveness and efficiency of the 25 areas and disciplines
outlined in Section 4.1.3 of the RFP; drawing on our Education Practice, which is focused on helping
large public school systems improve student outcomes while overcoming strategic and operational
challenges; and our Corporate and Business Support Function Practice, which is focused on driving
administrative and operational excellence and efficiency
Determining whether non-instructional functions are operating efficiently; assessing risks and
identifying short-term and long-term savings that can be gained through further adherence to
regulations and implementation of best practices. Identifying gaps by comparing findings with
regulations and best practices, supported by McKinseys extensive experience in having provided
similar operational assessments to public school districts and other organizations across the public
and private sectors
Examining instructional services to determine whether educational dollars are being utilized to the
fullest extent possible, and identifying opportunities to manage costs while improving the quality of
education, based on the extensive expertise of our Education Practice
Providing an overview of BPS fiscal and operational health for its next Superintendent
Reviewing BPS progress toward implementing the recommendations of previously issued reports,
studies, audits, and reviews.
th
1200 19 Street NW, Suite 1100 | Washington, DC 20036 | (202) 662-3300 | www.mckinsey.com
McKinsey & Company, Inc. Washington D.C. is willing and able to perform the commitments contained
in this proposal. If you have any questions about our technical proposal response, please contact Navjot
Singh, the Managing Partner of McKinseys Boston Office. He can be reached at (617) 753-2146, or via
email at navjot_singh@mckinsey.com. For contractual questions, please contact Contracts Manager
Chuck Self at (202) 662-3300, or via email at chuck_self@mckinsey.com.
Sincerely,
Vivian Riefberg, Senior Partner

1200 19th Street, NW, Suite 1100
(202) 662-3158
vivian_riefberg@mckinsey.com
th

Boston, MA 02210
(617) 753-2146
navjot_singh@mckinsey.com
1200 19 Street NW, Suite 1100 | Washington, DC 20036 | (202) 662-3300 | www.mckinsey.com

AUDIT / REVIEW RFP
November 10, 2014
Table of Contents
1.0
OUR UNDERSTANDING OF THE BOSTON PUBLIC SCHOOLS (BPS) SYSTEM....... 1
2.0
OFFEROR PROFILE ..................................................................................................... 2

McKinsey & Company Profile and Background ......................................................... 2
Brief Description of the Nature of the Companys Business ...................................... 3
McKinsey's Industry Knowledge and Experience ...................................................... 3
Customer References ............................................................................................... 5
2.4.1 Reference 1: Rochester City School District's (RCSD) Spending Money
Smartly Engagement, Gates Foundation ........................................................ 6
2.4.2 Reference 2: Gates Foundation / Improving teacher effectiveness and student
achievement across several public school districts ......................................... 8
2.4.3 Reference 3: Denver Public Schools / Improving teacher effectiveness and
student achievement ...................................................................................... 9
2.4.4 Reference 4: Mayor Walsh 2014 Transition Team Engagement ....................10
2.5
Offeror Litigation ......................................................................................................11
2.1
2.2
2.3
2.4
3.0
TECHNICAL PROPOSAL IN RESPONSE TO THE SCOPE OF SERVICES ................12

3.1
Day 1 Perspectives on Key Issues ........................................................................12
3.2
McKinsey's Technical Approach, Timeline, and Deliverables ...................................14
3.2.1 Audit Areas....................................................................................................17
3.3
Staffing Plan ............................................................................................................19
3.4
Regular Check-ins with the City of Boston ...............................................................23
3.5
Final Report .............................................................................................................23
3.6
Past Performance on Similar & Successful Projects, and Customer References .....23
3.6.1 Offeror Experience 1: Large Urban City Public School System, Department of
Education organizational analysis .................................................................24
3.6.2 Offeror Experience 2: Milwaukee Public School System Assessment ..........24
3.6.3 Offeror Experience 3: Urban Midwestern School System .............................26
3.6.4 Offeror Experience 4: Gates Foundation/ Pittsburgh Public School System,
Effective Teachers.........................................................................................27
3.6.5 Offeror Experience 5: Mayor Walsh 2014 Transition Team Engagement .....28
3.7
Additional Services ..................................................................................................29
APPENDIX A:
RESUMES .................................................................................................. A-1
APPENDIX B:
CORPORATE AND BUSINESS SUPPORT FUNCTIONS .......................... B-1
APPENDIX C:
MINIMUM EVALUATION CRITERIA .......................................................... C-1
APPENDIX D:
CITY OF BOSTON STANDARD CONTRACT FORMS............................... D-1
McKinsey&Company
Use or disclosure of data contained on this sheet is subject

to the restrictions on the title page of this proposal.

AUDIT / REVIEW RFP
November 10, 2014
Table of Exhibits
Exhibit 1. Detailed Work Plan, Timeline, and Deliverables. .......................................................16
Exhibit 2: Proposed Team Organization. ...................................................................................19
Exhibit 3. McKinsey Key Personnel Skills Matrix. ......................................................................20
Exhibit 4. McKinseys CBF 360 Approach. .............................................................................. B-2
Exhibit 5. Focus on Effectiveness is Key to Creating Sustainable Value. ................................ B-3
McKinsey&Company

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1.0 OUR UNDERSTANDING OF THE BOSTON PUBLIC

SCHOOLS (BPS) SYSTEM
Boston Public Schools mission is to transform the lives of all children through exemplary teaching
in a world-class system of innovative, welcoming schools. Boston has a rich history as the birthplace of
public education in the United States, and the district is seen as an exemplar among U.S. urban districts,
recognized with the 2006 Broad Prize and in our 2010 analysis of the worlds most improved school
systems, How the Worlds Most Improved School Systems Keep Getting Better. BPS is recognized for its
ongoing innovations in improving outcomes for students, such as by instituting a common planning time
for teachers in the same subject or grade and establishing annual achievement targets for its students.
School systems around the country are under incredible pressure as students needs are increasing,
funding is not keeping pace with costs, and expectations for performance are rising. Continuing to fulfill
its mission will require that BPS make the most efficient and effective use of its resources, including its
$900+ million budget, 4,500+ teachers, and 3,900+ additional staff. While its budget has increased over
the last 3 years, BPS projected a deficit for 2014-2015 due to increased costs and decreased state funding.
This pressure provides the catalyst for BPS to drive improved outcomes for students if it can develop a
stronger understanding of its operations, identify opportunities to improve efficiency and effectiveness
while reducing cost, devise strategies for their implementation, and then reallocate realized gains into
areas that can make the most difference for students.
As it continues to serve the community of the City of Boston, BPS has to grapple with several internal
and external forces affecting its operations. These include:
Wide variation in school performance. Overall academic performance has improved over the past
3 years with improvements in the overall percentage of students who are proficient in ELA, math, and
science. However, elementary school literacy rates have not improved in the last 5 years and
improvements in graduation rates have plateaued in recent years. Performance varies widely across
BPS 128 schools, as evidenced by Massachusetts Level 1-5 performance classifications (Level 1 is
highest performing, Level 5 is lowest performing). The State has designated nine of the districts
schools as Level 4 or 5 (lowest performing), and a further 54 schools as Level 3, suggesting a
substantial opportunity to improve performance.
Enrollment declines. Enrollment has declined modestly in the past 3 years, as we see in many urban
districts around the country. These declines are difficult to manage because they are hard to predict,
are spread across many schools and classrooms, and adjusting staffing to new enrollment is complex.
There is also significant debate as to whether charter schools should be expanded in the City which
could lead to further declines in enrollment, and what impact charter schools will have on traditional
public schools.
1
2
Persistent budget gaps. Only 13 percent of the public school budget this year is covered by state
aid. Fifteen years ago, such aid covered 31 percent of the City's school budget. Interim
Superintendent John McDonough identified a $14 million deficit for the 2014-2015 school year due
to $60 million of increased costs and a $32 million decline in state and federal funds. 1 Beyond
addressing the deficit, there are likely opportunities to improve performance that would require
further investments. As an example, BPS is appealing to business leaders and philanthropists to
help underwrite a $25 million campaign to attract, retain, and improve the quality of its teachers and
principals. BPS has already secured $3 million in commitments from donors. 2
Source:, "School chief: Too soon' to talk layoffs," February 6, 2014, Boston Herald
Source: "Charter schools achieving goals that have eluded Mass. for decades," March 20, 2014, The Boston Globe; "Mixed
results in Boston," October 6, 2014, Boston Herald
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Increased need for teacher diversity. The school systems largely white teaching force instructing
a student population that is 87 percent black, Latino, or Asian has been a sensitive issue and subject
of litigation that dates back to the tumultuous days of desegregation in the 1970s. A decline in the
number of black teachers in BPS has put the City in violation of a federal court order, prompting
officials to step up efforts to recruit and retain more ethnically diverse teachers. 3
Challenges related to collective bargaining and union relationships. BPS has faced challenges in
its union relationships and contract negotiations. The Boston Teachers Union has challenged the BPS
Administration on performance evaluation and the dismissal process for under-performing teachers.
School bus drivers went on strike in October 2013 and at the start of the 2014-2015 school year, over
labor disagreements with Veolia, the transportation contractor providing the bus service for the city. 4
BPS is well aware of these challenges and opportunities, and this operational review is another practical
step to proactively move forward and identify areas of improvement.
McKinsey would be honored to work with BPS to better understand its operations and the opportunities
to improve its cost-efficiency and effectiveness to better serve the students of Boston. We will draw on
our deep experience and expertise in both education and operations and use our rapid access to leading
experts and insights in the fields of transportation, food service, HR, IT, finance, procurement, and
facilities to identify opportunities for BPS. Our proposed team members extensive experience in
education and operations, as well as our longstanding commitment and familiarity with Boston, make us
excited to partner with you on this effort.
2.0 OFFEROR PROFILE

2.1
McKinsey & Company Profile and Background
Home office address

McKinsey & Company, Inc. Washington
D.C.
1200 19th Street NW, Suite 1100
Phone: (202) 662-3300
Fax: (202) 662-3175
Federal Identification Number
56-2405213
Boston Office address and contact person information

McKinsey & Company, Boston Office
Boston, MA 02210
Phone: (617) 753-2146
Fax: (617) 753-2099
Email: navjot_singh@mckinsey.com
Type of business organization
McKinsey & Company, Inc. Washington D.C. is a
Corporation
Year company was founded
McKinsey & Company: 1926
Boston Office: 1987
DC Office: 1962
Number of years company has

operated under this name
McKinsey & Company: 88 years
McKinsey & Company, Inc. Washington
DC: 11 years
Number of years company has been in present business
McKinsey & Company, Inc. Washington D.C. was incorporated on October 9, 2003, in the State of
Delaware
Source: Boston seeks black teachers; More diversity is recruitment goal, Imbalance could bring litigation 20 January 2014, The
Boston Globe.
4
Source: BPS to expel more teachers; Poor performers plan appeal as firings expand," 24 November 2013, Boston Herald
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AUDIT / REVIEW RFP
2.2
November 10, 2014
Brief Description of the Nature of the Companys Business
McKinseys history and structure

McKinsey is the worlds leading management consulting firm, providing professional services to
organizations in the public and private sectors. The Firm was founded in 1926 by James McKinsey, and
currently employs more than 9,000 professionals, located in more than 106 offices, in more than 62
countries. The services on this effort will be performed by staff from McKinseys Boston Office.
McKinsey invented the science of management consulting, and our mission for the last 88 years has been
to help our clients achieve distinctive, substantial, and lasting improvements in their performance.
We are a trusted advisor and counselor to many of the worlds most influential businesses and public
sector institutions. We serve more than 70 percent of Fortune magazines list of most admired companies
and 90 percent of the Fortune 100 companies.
Our Public Sector Practice has completed over 1,500 engagements in the past 5 years for local, provincial,
state, national, and international government organizations. Our work spans a broad range of functional
topics including strategy, operations, organization, and finance. In our public sector work, we have
distinctive expertise in economic development, education, healthcare, public finance, energy and the
environment, and defense and security. McKinsey has received overwhelmingly positive reviews from
previous government clients.
We do this by adhering to the following core principles:
Follow the top management approach, solving the most critical and challenging problems
Use our global network to deliver the best of the Firm to all clients
Bring innovations in management practice to clients
Build client capabilities to sustain improvement
Build enduring relationships based on trust.
2.3
McKinsey's Industry Knowledge and Experience
1. We have deep experience serving K-12 public school districts and school systems across the
globe.
McKinsey brings perspectives on best practices and approaches from school systems across the globe. We
have conducted 40+ school system reviews worldwide and compiled a database of ~600 successful
education reform interventions. Examples of past engagements include:
Rochester City School Districts (RCSD) Spending Money Smartly. Rapidly diagnosed and
identified improvement opportunities and priority gaps, and presented the RCSD with strong analysis
to identify opportunities to allocate resources more effectively in line with the district priorities.
RCSD was able to use our findings to close its ~$40 million deficit for the 2014-2015 school year and
identify an additional set of operational improvements that freed up ~$15 million to be reallocated
toward core academic priorities.
Milwaukee Public School System (MPS) Assessment. Identified opportunities in the districts noninstructional operations by comparing MPS budget, transportation, procurement, and performance
management systems against best practices in other districts and developed options for sustained
improvements to enable MPS to better meet the needs of its students.
Pittsburgh Public School System. Supported Pittsburgh Public Schools in first year of
implementation of teacher effectiveness strategies, including HR effectiveness and IT systems to
improve outcomes for students.
In addition to our on-the-ground experience, we produce ground-breaking research and publications that
are shaping the debate on education system improvement globally. Examples of our widely cited reports
include Education to Employment: Designing a System That Works (2012), How the Worlds Most
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Improved School Systems Keep Getting Better (2010), and Closing the Talent Gap: Attracting and
Retaining top-third graduates to careers in teaching (2010).
2. We have unparalleled experience diagnosing operations and support functions.
McKinsey has conducted over 2,000 engagements focusing on support functions (e.g. IT, HR, facilities,
finance) in the last 10 years, serving over 1,600 individual organizations in the public and private sectors.
Across these functions, we have proprietary tools used to assess the effectiveness and efficiency of the
functions and a database of over 500 levers for operational improvement. Our Corporate and Business
Support Functions (CBF) Practice, led by Jules Seeley in North America, specializes in driving efficiency
and effectiveness of these processes. Additional details on the CBF Practice are found in Appendix B.
We have over 200 partners and function-by-function experts in this area. In supporting the City of
Boston, we will marry this deep functional knowledge with our understanding of major metropolitan
public school systems and the City of Boston to deliver an objective perspective on BPS current
performance and opportunities across the mission areas identified.
3. We bring deep expertise in public sector change management and stakeholder engagement.
Our change management approach is based on the largest research program conducted in the field with
input from over 1 million employees across 800 organizations and practical experience with more than
1,500 client organizations. Our change management approach includes proprietary tools that are tailored
to the public sector. We have completed 600+ change management-focused engagements in the public
sector over the past 5 years, helping organizations think through how to realize opportunities identified
and drive lasting change.
4. We have a strong record of successful partnerships with the City of Boston, the Commonwealth
of Massachusetts, and related public sector stakeholders combined with the ability to bring an
independent, unbiased point of view.
Since 2009, we have served ~130 Massachusetts-based clients across a broad spectrum of industries and
functions, within both the public and private sectors. Within Boston alone, our work has spanned ~260
engagements for ~90 clients including the City of Boston, with the strongest presence in the banking,
insurance, pharmaceuticals, medical products, and high-tech sectors.
Examples of our recent partnerships include:
Mayor Walshs 2014 Transition Team. We worked with Mayor Walshs team to develop a vision
for improving Bostons Inspectional Services Department (ISD), and to set explicit goals and timing
for ISDs permitting performance (e.g., 75 percent of basic permits approved in less than 20 days,
which was a key component of Mayor Walshs 100-day address). We also identified and outlined
eight actions required to realize this vision, including specific operational improvements to the
permitting process, as well as organizational and cultural changes for other City departments.
Commonwealth of Massachusetts, IT Capital Investment Analysis and Monitoring. We worked
with the Commonwealth to develop a methodology and digital tool (CASE) for estimating the return
on investment (ROI) for existing and future IT programs. Since launching the tool in January 2014,
the Commonwealth has seen a 2.8x increase in the percentage of projects that quantify ROI
(85 percent of projects quantified benefits in 2014 versus less than 30 percent in 2013).
MassInsight. We served the regional advocacy and education organization by conducting an
assessment of key industry sectors and their impact on the Boston metropolitan area, as well as
overall state growth.
We bring this deep commitment to and familiarity with the City as well as a truly independent, outside-in
objective view on the operational effectiveness and efficiency of the various departments and operations
within BPS.
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5. Deep commitment from Boston-based senior leadership combined with global reach to over
9,000 consultants.
Our partner to consultant ratio is 1:6, in contrast with ratios common in the industry from 1:50 up to
1:200. Our partners are deeply involved in developing the deliverables and reviewing all the analysis so
that their expertise is applied throughout the effort.
McKinseys Boston Office was founded more than 25 years ago. Since the Offices inception, its
leadership has made a priority of cultivating strong local ties and helping shape some of the areas most
important organizations. Navjot Singh, the current Managing Partner of McKinseys Boston Office, is a
member of the Greater Boston Chamber of Commerce and serves on its Executive Committee.
McKinseys other Boston leaders maintain a board presence at the YMCA of Greater Boston, the
Massachusetts Audubon Society, the March of Dimes, and the Catholic Charities of New England.
McKinsey provides unbiased counsel to leadership of the worlds most influential organizations. This
independence, combined with our tools (which provide a factbase against which we identify
opportunities), enables us to provide guidance that is objective, trusted, practical, and holds up to
organizational realities. We operate as One Firm across 9,000+ consultants, 22 industry practices, eight
functional disciplines, and offices in 62 countries. While other firms may have a global presence, they
often are not able to leverage the same people across divisions, inhibiting true knowledge-sharing, and the
full deployment of firm networks. We will fully deploy this One Firm approach, for example, to
identify experts to interview during our investigation of global best practices in school system operations.
6. We have an impeccable track record of impact to help you with this high-profile engagement.
Of all the U.S. Government Contractor Performance Assessment Reports (CPARs) received as of January
2012, 100 percent of Contract Officers wrote that they would definitely work with McKinsey again.
Across the six dimensions rated from exceptional to unsatisfactory, 50 percent of engagements were
ranked exceptional across every dimension, and McKinsey has never received any score less than very
good. Our work scored above 95 percent in quality of product/service and in management of key
personnel. In clients free-form responses, leaders typically describe our work as incredible,
exceptional, always professional, and exquisitely sensitive.
2.4
Customer References
Detailed below are short summaries of our references including client contact information. The full
write-ups of example McKinsey-led engagements similar in size and scope to the BPS RFP are in Section
3.6.
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2.4.1
November 10, 2014
Reference 1: Rochester City School District's (RCSD)

Spending Money Smartly Engagement, Gates Foundation
Rochester City School District's (RCSD) Spending Money Smartly Engagement

Proposers role: McKinsey served as the Prime Contractor with no Subcontractors
Client point of contact (POC)
Patricia
Chief of Staff
Name
Client contact title
Malgieri
585-262-8100
Patricia.Malgieri@RCSDK12.org
Phone
Email
6,100
Period of performance Sept. 2013
Number of employees
Sept. 2014
Relevance to the BPS Operational Audit Review RFP
Effective Resource Allocation has been a core priority of the Rochester City School District (RCSD) and
Superintendent Bolgen Vargas. The persistent achievement gap and academic challenges faced by the
system, compounded by recurring deficits spurred the superintendent and his top team to commit to a
transformed approach to resource allocation.
As a result, the Gates Foundation selected RCSD to be one of seven potential systems to embark on a
Spending Money Smartly initiative over the past year to ensure that resources are aligned to the
strategic priorities of the system. Based on our track record and expertise, Rochester selected McKinsey
& Company as their Technical Assistance provider from among a group of leading consultancies.
McKinsey provided support to help identify savings opportunities and sharpen RCSDs strategy to
allocate resources more effectively in line with the district priorities. This effort is highly relevant to the
goals that BPS has to rapidly diagnose and identify improvement opportunities, understand priority gaps,
and present the RCSD with strong analysis to make decisions toward forward progress.
Client background/challenge
In spring 2013, the RCSD was under significant budget pressures, declining enrollment, and struggling to
get traction on its core strategic priorities. Left unchecked, the system was at risk of continuing to take a
reactive approach to budget management, making short-term cuts, and not being able to fund core
academic priorities. In partnership with McKinsey, Rochester was able to use the analysis provided to
take positive action toward closing a significant deficit, sharpening their strategy, and allocating a
meaningful amount of time and resources to the districts strategic priorities.
Brief description of our solution
McKinsey provided the fact base, diagnostic insights from other systems, and the problem-solving
strategy for this project. We trained a newly formed, cross-functional team of high-performing
individuals from within the RCSD system. We also helped to build their capabilities in, and guide their
process in identifying additional opportunities.
McKinsey's Direct observations and analyses
Analyzed RCSDs budget to identify core spending categories, trends over times, and drivers of
major costs
Brought prior experience to bear in order to rapidly assess potential areas for improvement from
which system leadership selected areas for further pursuit in the near-term Trained up an RCSD
team and helped guide their problem solving process to conduct deep dives consisting of
further benchmarking, school visits, expert interviews, and analyses to help the RCSD team
identify a set of potential next steps to realize identified improvements.
Scenario modeling
Developed, in collaboration with the RCSD finance team, a rough five-year financial projection
for RCSD in order to identify and prioritize additional levers required to reduce, and eventually
eliminate the recurring budget deficit. Scenarios were critical to support conversations with
system leadership and the Board.
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Rochester City School District's (RCSD) Spending Money Smartly Engagement

Developed, in partnership with RCSD system staff, multiple analytic models with regards to
issues such as transportation and class fill-rates, to serve as a basis for discussions amongst senior
leadership
Benchmarking
Benchmarked several areas of RCSDs budget against other comparable peer districts based on
size and other demographics
Benchmarked several areas of RCSDs budget against other major NYC school systems
As part of this study, the McKinsey team also worked with system leadership to identify core cultural and
organizational changes required to improve performance and capture identified opportunities
Client benefit/impact of our work
RCSD was able to take McKinsey's analyses to:
Close its deficit for the 2014-2015 school year (~$40 million)
Identify an additional set of operational improvements which freed up ~$15 million to be allocated
toward core academic priorities
Sharpen their strategic priorities and identified fundable and sustainable rollout plans for the
upcoming academic years
Build long-term capabilities in the area of savings identification, problem-solving, strategy
refinement, and execution
Develop an improved strategy development/budgeting process to integrate these two activities to truly
put their money where their strategy is
Begin a longer-term conversation internally and with the Board to ultimately address the core drivers
of the recurring deficit and focus more resources on the systems priorities
More information on RCSDs joint effort with McKinsey, is on the website
http://smarterschoolspending.org/rochester-city-school-district-nyTimeliness of performance/services provided
All services and work products were of high quality, and were delivered on time and on budget.
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2.4.2
November 10, 2014
Reference 2: Gates Foundation / Improving teacher

effectiveness and student achievement across several public
school districts
Gates Foundation + 5 Public School Districts (including Atlanta, Pittsburgh, Denver, Tulsa)
Public Schools Teacher effectiveness
Proposers Role: McKinsey served as the Prime Contractor with no Subcontractors
Client Point of Contact (POC)
John Deasy
Former Gates Foundation
Name
Client Contact Title
Deputy Director of Education
Former Superintendent of Los
Angeles Unified School
District
(310)
991-8201
jdeasy08@gmail.com
Phone
Email
Period of Performance 05/09 to 08/09,
Number of employees at Gates:1,211
09/09 to 09/10
Atlanta PS: 3,860
the client organization
Denver PS: 14,792
Pittsburgh PS:5,180
Tulsa PS: 6,500+
Talent management assessment: Assessed current policies and procedures for distribution of teachers
and end-to-end practices for managing teacher effectiveness
Performance management assessment: Diagnosed current district data systems and ability to support
value-added measurement of teacher effectiveness
Stakeholder management: Demonstrated ability to manage complex stakeholder relationships on
politically sensitive issues (teacher performance)
Cost analyses: Developed cost analyses of proposals across complex urban schools districts
The goal of this engagement was to improve teacher effectiveness and student achievement
Brief description of McKinsey's solution/services provided
Supported 5 public school districts in developing fact-based, high impact strategies and proposals to
increase teacher effectiveness
Worked in partnership with district leadership, principals and teachers to develop vision for teacher
effectiveness, create strategies to improve effectiveness from preparation through retention, and
created detailed implementation plans, cost analyses, and stakeholder communication plans.
Supported Pittsburgh Public Schools in first year of implementation of teacher effectiveness
strategies, including HR effectiveness, IT systems, and teacher practice evaluation.
Leveraged further philanthropic funding for districts through submission of clear proposals to
improve teacher effectiveness
Helped district leadership, staff, teachers, and principals to set aspirations for teacher effectiveness
Developed detailed implementation plans, cost analyses, stakeholder communication plans, and final
proposals
Timeliness of performance/services provided
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2.4.3
November 10, 2014
Reference 3: Denver Public Schools / Improving teacher

effectiveness and student achievement
Denver Public Schools / Improve teacher effectiveness and student achievement

Proposers Role: McKinsey served as the Prime Contractor with no Subcontractors
Client Point of Contact (POC)
Tom Boasberg
Superintendent of Denver
Name
Client Contact Title
Public Schools
(720)
423-3300
superintendent@dpk12.org
Phone
Email
Period of Performance 05/09 to 08/09
Number of employees at Denver PS: 14,792
the client organization
Talent management assessment: Assessed current policies and procedures for distribution of teachers
and end-to-end practices for managing teacher effectiveness
Performance management assessment: Diagnosed current district data systems and ability to support
value-added measurement of teacher effectiveness
Stakeholder management: Demonstrated ability to manage complex stakeholder relationships
The goal of this engagement was to support Denver Public Schools in developing proposals for
improving teacher effectiveness and student achievement, to be considered by the Gates Foundation
for funding
Supported Denver Public Schools in developing fact-based, high impact strategies and proposals to
increase teacher effectiveness
Worked in partnership with district leadership, principals and teachers to develop vision for teacher
created detailed implementation plans, cost analyses, and stakeholder communication plans
Leveraged further philanthropic funding for DPS through submission of clear proposals to improve
teacher effectiveness
Helped DPS leadership, staff, teachers, and principals to set aspirations for teacher effectiveness
Developed detailed implementation plans, cost analyses, stakeholder communication plans, and final
proposals
McKinsey&Company


AUDIT / REVIEW RFP
2.4.4
November 10, 2014
Reference 4: Mayor Walsh 2014 Transition Team

Engagement
Mayor Walsh 2014 Transition Team

Client point of contact (POC)
Daniel Koh
Chief of Staff
Name
Client contact title
(617) 635-4000
Daniel.Koh@boston.gov
Phone
Email
Jan-Feb 2014
230
Number of
Period of performance
employees
This project demonstrates McKinseys intimate familiarity with the City of Boston. It also gives us
considerable context into why neighborhood development is such a critical topic for the City. We
performed an as-is/to-be assessment and interviewed stakeholders to understand the key challenges and
opportunities. We also performed benchmarking services to understand permitting best practices in other
cities. We then synthesized our findings into a clear, recommended vision, and a set of eight actions for
the mayor and Inspectional Services Department team to take.
In early 2014, the new Mayor of Boston, Marty Walsh, was transitioning into office. Mayor Walshs
Transition Team tasked McKinsey with addressing and evaluating two key, front-line issues 1) the
Citys approach to permitting; and 2) the potential consolidation of two major City departments. The
team asked McKinsey to identify opportunities to improve a permitting process that constituents viewed
as slow, complex, and burdensome, and then to create a clear and actionable plan for improvement. All
services and work products were of high quality, and were delivered on time and on budget.
We conducted a diagnostic of permitting issues and developed recommendations for changes required in
order for the permitting process to be a faster, clearer, and easier experience. Our approach consisted of
the following five steps:
1. Diagnose current performance. The McKinsey team built a clear baseline of current performance,
including time to approval for different types of permits, causes of delays, and stakeholder
perceptions, all while gathering insights on the experiences of both applicants and City employees.
2. Identify root causes of issues. To determine the root causes of performance issues, the McKinsey
team mapped each step of the permitting process, including the time and resources required at each
step. This enabled the team to identify bottlenecks and key issues in the existing process.
3. Compare Bostons permitting qualitatively to other U.S. cities. The team compared Bostons
permitting process to that of other cities, particularly those with an easy, clear experience. This
enabled the team to expand on the potential opportunities for improvement.
4. Highlight potential innovations in government. The team also identified farther-reaching, cuttingedge technologies and approaches that might be applied to City permitting. The team presented the
ideas that were most relevant to Bostons permitting process as long-term aspirational ideas.
5. Develop a perspective on how Boston and ISD should approach revising the permitting process.
Finally, the McKinsey team synthesized the ideas for improvement into a set of eight discrete actions
and an action plan. Together, the execution of these actions will enable Boston to significantly
improve its permitting process and realize the mayors vision.
Developed a vision with explicit goals and timing for ISDs permitting performance, underpinning
the mayors announcement of targets (e.g., 75 percent of basic permits approved in less than 20 days)
Identified and outlined eight actions required to realize this vision, including specific operational
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AUDIT / REVIEW RFP
November 10, 2014

improvements to the permitting process, as well as organizational and cultural changes
2.5
Offeror Litigation
McKinsey confirms that it is not and has not been a party to any litigation in the last 5 years where it was
alleged that McKinsey breached a contract with a client/customer for an operational audit or similar
services.
McKinsey confirms that no government entity has debarred or otherwise prohibited McKinsey from
responding to its competitive solicitations within the last 5 years.
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AUDIT / REVIEW RFP
November 10, 2014
3.0 TECHNICAL PROPOSAL IN RESPONSE TO THE

SCOPE OF SERVICES
Based on our understanding of the context, objectives, and scope, we have assembled an approach that we
believe will best position you to understand the current state of BPS operations, previous analyses, and
opportunities for improving operations to better serve the students and staff of BPS. We believe this
approach has the following characteristics:
Upfront identification of strengths and weaknesses relative to peer school districts, which will
greatly help in prioritization of opportunity areas. We will draw on our deep, on-the-ground
experience having conducted 40+ school system reviews and our proprietary knowledge and tools on
successful interventions in education operations. These findings will then each be considered in BPS
unique context and prioritized for further examination.
Unique set of tools, frameworks, expertise, and capabilities that have been tested across
multiple mission-critical applications in various private and public sector contexts. We will
leverage our expertise in operations and serving public school systems to tailor existing tools to your
needs (e.g., Excellence in Service Operations, Corporate and Business Support Functions 360
benchmarks).
Day 1 perspective on the key issues. We come to you with a fundamental set of core beliefs and
prior experiences that we will couple with your starting point to form early hypotheses. This will
enable us to rapidly focus our effort and move quickly from the theoretical to the practical.
Emphasis on moving quickly by drawing on our deep roster of experts. We will leverage years
of experience across 200+ functional experts across various disciplines (e.g., public safety, support
functions, finance/HR, change management, public sector, transportation, operations, IT), our
extensive Education Practice with experiences within K-12 systems, along with dedicated full-time
analysts with backgrounds in operations research to conduct statistical analyses
Partnering and co-creating with you throughout the journey to ensure buy-in and build
capabilities. We do not just draw up an answer and hand it over. We work with you to develop
practical, reality-tested answers. We believe that a deep partnership between our consulting team
and your agency staff uncovers the best information and creates the best solutions that are most
likely to be successfully implemented. Through this approach we foster internal ownership that
makes the ideas stick, which is what ensures there is true impact. We anticipate working closely
with the BPS Interim Superintendent and top team, as well as senior City stakeholders throughout
the project to get continual guidance and feedback.
Focus on pragmatic and rapid improvements. We work hard to develop improvements that are
implementable and impactful in the public school system and municipal government context.
Independent, senior management perspective. We work hard to make leaders and their teams
successful. We tell you the truth as we see it; and we offer advice and counsel completely
unburdened by incentives to offer you other services such as staff augmentation, IT systems, or
outsourced operations.
3.1
Day 1 Perspectives on Key Issues
As mentioned above, at the core of the approach is a belief that we should start with a strong Day 1
hypothesis, given our understanding of the issues commonly affecting U.S. urban school systems as well
as our experience in the City of Boston. We find that developing an ingoing set of hypotheses allows us
to more quickly hit the ground running and hone in on the key issues. These hypotheses are drawn
from our experience performing similar exercises at other school systems and reflect an understanding of
the typical challenges and opportunities faced by systems like BPS. We start with a hypothesis of places
to quickly dig deeply on, while doing a broad scan to test for other areas for prioritization. This approach
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AUDIT / REVIEW RFP
November 10, 2014
allows our team to quickly assess the current state and spend its time on fully understanding and detailing
priority challenges, proposed solutions, and actions that will allow BPS to better meet the needs of its
students. Some of our Day 1 hypotheses include:
Talent management
There are often opportunities to increase equity and consistency in school staffing to ensure
students are receiving what they need. Within districts, staffing levels may vary widely and may
not be managed in a consistent, strategic way, even though school-based staff typically represent
65 percent to80 percent of a districts total budget and are the key determinant in student learning.
Talent management strategies can often be improved to enable the best development of
teachers, principals, and other staff and enhance the overall quality of instruction. In many
districts there are opportunities to enhance the impact of training, coaching, and evaluation to increase
the effectiveness of teachers, principals, and non-instructional staff and provide more rewarding and
meaningful development.
Academic student support
Special education is often a significant part of a districts budget (~25 percent), yet these
investments do not always yield the academic and social-emotional benefits intended for
students with special needs. The achievement gap between students with disabilities and typically
developing students is greater than any income or racial achievement gaps. Districts often face
challenges in making sure that all students are getting the education they need and deserve and that
the entire process of identification, planning, and delivering special education services is aligned to
that goal.
ELL supports and staffing can be strengthened to better meet the needs of non-English
speaking students and parents. Districts often struggle to meet the needs of ELL students
effectively and have opportunity to grow the skills of existing staff to serve ELLs and improve the
recruitment of staff with specialization in serving ELLs.
Non-academic student support
Clear and measurable performance outcomes can drive greater efficiency and effectiveness
improvements in transportation, food service, security, and building maintenance functions.
School districts often struggle to deliver these services efficiently and effectively, with varying costs
per pupil even across similar districts. Clearer performance measures and accountability to deliver on
those measures can drive both cost savings and improvement in service levels for students and staff.
Performance management
Improve performance objectives and measurement tools. There are often opportunities to collect
and utilize data on key operational and academic indicators more systematically. Many school
districts have not developed robust performance management tools and have the opportunity to
articulate, track, report, and manage toward clear targets for academic progress and other
performance measures.
Administrative services
Antiquated administrative processes and supporting systems can drive costs and inefficiencies.
Inefficient administrative processes, especially in HR and finance, create an additional burden on
school and central office staff. Given limited resources, patchwork solutions have often been added
on top of these antiquated processes and systems, leading to additional costs, paperwork, and staff
time. Furthermore, ineffective processes can be frustrating to teachers.
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AUDIT / REVIEW RFP
3.2
November 10, 2014
McKinsey's Technical Approach, Timeline, and Deliverables
Our proposed approach consists of three phases conducted across 8 weeks, preceded by a Phase 0 of
preparation that will ensure we make the most efficient and effective use of our 8-week engagement
once the team begins in Phase 1. Phase 1 focuses on doing an overall assessment across all of the focus
areas with a goal of identifying priority areas for deep-dives. Then in Phase 2 we will conduct
quantitative and qualitative deep-dives on the select priority areas to identify opportunities. Finally, in
Phase 3 we will develop short-term and long-term actions for implementation and develop the highlevel roadmap for a path forward.
Below is a summary of our approach and a realistic and detailed schedule to complete the tasks described
in the scope of services. Please note that these timelines are preliminary, and should contingencies arise
they can be adjusted.
Phase 0: Preparation and data collection: Before the formal engagement starts, we will submit
our data request and interview request list to the City/BPS, so that beginning on Day 1 of Phase 1, we
can begin to conduct our analysis. During this time we will work with BPS stakeholders to:
a) collect current documentation, prior reviews, and previous findings/recommendations across the
25 focus areas; b) identify relevant benchmarks and best practices for comparison; and c) have
leadership review existing documentation, previous reports and performance reviews to refine our
ingoing hypotheses, and identify areas to probe with BPS leadership.
Phase 1: High-level diagnostic (3 weeks). Given the scope of areas to be audited, we will use a
proven approach to identify the most important opportunities across each of the focus areas. We will
conduct internal and external interviews and focus groups with top leaders and representative
stakeholders on the 25 focus areas and disciplines. This will include: a) one-on-one interviews with
select leaders in BPS; b) focus groups with staff across instructional and non-instructional areas;
c) interviews with the City Office of Finance and Budget and other senior City officials (e.g., School
Committee, Office of the Mayor). These interviews and focus groups will be supplemented with
findings from the review of existing documentation, previous reports, and performance reviews
surfaced during the preparatory phase. In addition, we will analyze available data as needed to get a
better understanding of the current operational health of BPS. The objective will be to build a
synthesized factbase regarding strengths and opportunity areas, with a high -level list of opportunities
to pursue across the 25 functions identified in the RFP. We will then work with you to select a few
priority areas to conduct deep-dives and develop opportunities. The deliverables from this phase will
be:
High-level diagnostic across each of the 25 areas including high-level risk assessment, gaps vs.
best practice, and overview of BPS fiscal and operational health
Identification of select areas for deep-dive and further opportunity identification

Initial list of opportunities for BPS to pursue
Phase 2: Deep dive on priority areas (3 weeks). For the areas prioritized based on the potential
opportunity, we will conduct further analysis to better understand the issues facing BPS across a
subset of the 25 focus areas. This deep dive depending on topic could include quantitative
analysis of relevant information, process mapping, detailed cost breakdowns, additional interviews
with internal and external subject matter experts, department walk-throughs, and identification of best
practices from other school districts to leverage. The deliverables from this phase will include:
Detailed diagnostic findings in priority focus areas that further identifies the opportunity, costs,
and challenges
Prioritization of opportunity areas for further development
Phase 3: Opportunity Development (2 weeks). The final phase of work will build on the findings
from Phases 1 and 2 to identify a slate of potential opportunities to address and a high-level
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AUDIT / REVIEW RFP
November 10, 2014
implementation roadmap. Specifically, this will include identifying potential opportunities at both a
high level across the 25 focus areas, and in-depth for select priority areas. For the priority areas, we
will evaluate high-level projected cost savings, identify cross-stakeholder actions required to move
the City toward its desired vision for success for all students, and create a list of key success factors
for use by BPS leadership and the Mayors office in order to drive focus on the key opportunity areas.
Deliverables for this phase will include:
Prioritized list of short- and long-term options to address opportunities identified and high-level
view of projected impact
Final Report including supporting rationales, comparison with best practices, and estimates of
costs and cost savings associated with the opportunities in prioritized areas.
This broad-then-deep approach allows us to quickly identify high-level opportunities across the 25
areas then flesh out higher-impact opportunities that present the greatest opportunity for achieving great
results for students in more detail. Between each phase, a key checkpoint will occur with City of Boston
team members and leadership to align on the priority areas of focus in the following phase. Throughout
these phases we will work closely with City of Boston team members to discuss progress and direction.
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15
BOSTON PUBLIC SCHOOLS OPERATIONAL AUDIT /

REVIEW RFP
November 10, 2014
Progress review
Team on the ground

Phase 0:
Preparation and data
collection
Phase 2:
Deep-dive on priority
areas
Phase 1:
High-level diagnostic
Duration
Before team starts
3 weeks
3 weeks
Activities
Submit data request to BPS

including basic data on BPS,
copies of policies,
procedures, and other
materials related to the
areas and disciplines to be
audited, and copies of
previous reports and
recommendations
Identify appropriate internal
and external stakeholders to
participate in interviews and
focus groups to provide a
stakeholder perspective and
provide input on BPS
strengths and weaknesses
Begin scheduling interviews
and focus groups
Deliverables
Conduct high-level
operational effectiveness
and efficiency review of the
25 areas of BPS and identify
priority areas for further
diagnosis
Interview select school
and district leaders
Facilitate internal and
external focus groups
Review previous
reports, studies, audits,
and reviews
Review documented
policies and
procedures
Conduct walk-throughs
of select departments
Analyze relevant
available data
Overview of BPS fiscal and

operational health, based
on high level diagnostic
across each of the 25 areas
including high -evel risk
assessment, gaps vs. best
practice
Identification of priority
areas for deep-dive
diagnostic
For the priority areas,

conduct quantitative and
qualitative analysis to
understand gaps vs. best
practices in BPS current
operations, particularly
compared to other school
systems.
Conduct additional deepdive analysis to assess
efficiency and effectiveness in priority areas
Prioritize areas with
greatest opportunity to
develop initiatives for
implementation
Interim draft reports and

presentations as
requested by City
Detailed diagnostic in
priority areas
Prioritization of areas for
pursuing opportunity
Phase 3:
Opportunity development
2 weeks
For the priority areas, review

diagnostic findings and
identify short-term and long term actions for
implementation
Prioritize improvement
opportunities based on their
ability to improve BPS
efficiency and effectiveness
in delivering against its
mission and strategic goals.
For priority opportunities,
provide rationale, estimates
of costs and cost savings,
and realistic and practical
implementation guidance
Produce Final Report that
summarizes all findings,
commendations, and
opportunities
Final Report including

supporting rationales,
comparison with best
practices, and projected
costs and cost savings
associated with the
opportunities in prioritized
areas
Exhibit 1. Detailed Work Plan, Timeline, and Deliverables.
McKinsey&Company
Use or disclosure of data contained on this sheet is subject to the restrictions on the
title page of this proposal.
16

AUDIT/REVIEW RFP
3.2.1
November 10, 2014
Audit Areas
The workplan will cover all 25 of the required areas and disciplines within BPS. As previously discussed,
we will conduct a high-level assessment of each of the 25 focus areas, then prioritize a few areas for
deeper analysis based on opportunities identified in the initial diagnostic and our experience conducting
similar engagements with other school districts.
The assessments will evaluate BPS instructional and non-instructional services along four dimensions of
operational excellence, as follows:
Alignment with need. Do the services BPS provides drive toward better student outcomes and meet
the needs of students/parents/staff/external stakeholders?
Performance management. Are there clear metrics or performance targets in place to assess
performance toward improving student outcomes and do staff at all levels regularly use these metrics
to refine their efforts?
Process efficiency. Does the process address the student/teacher/staff need in a high-quality, timely
manner with minimal additional effort beyond that required to deliver on the need? Do processes
work in a manner that frees up teachers to focus on teaching and principals to focus on managing
schools?
People and organization. Does BPS have the right structure, roles, and staff to deliver effectively on
its services and mission?
Recognizing that there are important linkages across many of the 25 areas and disciplines, we propose
grouping the areas and disciplines to be addressed into six categories that reflect a related function with
BPS. By analyzing the areas and disciplines in groups, we will be able to examine BPSs current state
and opportunities in broad areas of the operation and then focus on specific areas or disciplines that have
opportunities for improvement. The proposed groups are:
Talent management. Areas and disciplines that affect how BPS recruits, manages, retains, and
develops its teachers and staff
A. Personnel policies and procedures regarding compensation and benefits; maintenance of updated
job descriptions, ongoing training, and performance evaluation process for all staff (teaching,
administrative, clerical, maintenance, and operational)
B. Negotiation, implementation and management of union contracts
C. Policies and procedures regarding: general staffing and recruiting (for teaching and other
professional, clerical, and operational staff); dealing with excess central office and teaching
staff; hiring substitute teachers; hiring by principals of school staff; and maintenance of a
diverse work force
D. Delineation of responsibilities and duties within and between BPS departments, and efficiency
of duty assignments
E. Policies and procedures regarding the number, allocation, and composition of all instructionalrelated staffing, including but not limited to student-staffing ratios
S. Procedures and policies concerning maintenance by all school staff of required licenses and
certifications
T. Procedures and policies addressing CORI and SORI checks
Academic student support. Areas and disciplines that shape BPS direct services to students:
I. Curriculum policies, procedures, management and controls (Pre K -12)
J. SPED (Special Ed.) policies, procedures, management, and controls
K. Student assignment policies, procedures, management, and controls
Q. Policies and procedures regarding parent engagement
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November 10, 2014
R. Policies and procedures to address needs of non-English-speaking students and parents
Non-academic student support

L. Student transportation policies, procedures, and management, including the use of school buses
and other means of student transportation
M. Food service management, cafeteria food delivery
P. Miscellaneous extracurricular programs: non-athletic staffing, management, controls, and
financial reporting
U. Procedures and policies addressing general security matters, including lockdown and antibullying policies and procedures
Performance management. Areas and disciplines that enable BPS to understand the performance
of all programs and support operations and identify areas to commend and opportunities for
improvement
V. Performance and quality objectives and measurement tools (covering relevant items including
general administrative operations, success in meeting early education goals, including ability of
students to read by 3rd grade, academic growth of students with disabilities, graduation rates,
success in closing achievement gaps, college-readiness of graduates)
Leadership and governance. Areas and disciplines related to the leadership and governance of
BPS in serving the students of Boston
W. School Committee administrative costs, expenses and financial reporting
Administrative services. Areas and disciplines that BPS uses to manage its finances, time, and
attendance, IT, facilities operations, and spending for goods and services from external vendors:
F. Finance and accounting systems and related policies, practices, and procedures regarding:
payroll, accounts payable and billing/accounts receivable; the overall operational and capital
budget process and associated budget controls; capital/maintenance/facilities strategic planning
and integration with finance operations
Y. Identification of, accounting for, and transparency of use of external funds (e.g., grants,
501(c)(3) contributions, and miscellaneous fees collected)
G. Timekeeping policy, procedures, practices, and controls
H. Purchasing and contract management policy, procedures, practices, and controls
O. Technology (IT) systems, staffing, procedures and controls, and assessment of whether
technology is being appropriately leveraged in the classroom, in the general administration and
operation of BPS, in the maintenance of a centralized records and documents management
database
N. Building maintenance staffing, policies, procedures, and management, including heating, AC,
electrical, plumbing, and routine maintenance
X. School building construction and renovation: planning process, including affordability and
comprehensiveness of facilities planning
McKinsey&Company

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AUDIT/REVIEW RFP
3.3
November 10, 2014
Staffing Plan
McKinsey will be a full and collaborative partner with the City and BPS throughout this effort.
Exhibit 2 shows our proposed team structure for the BPS Audit Review effort, including involvement
from key City and BPS stakeholders. Full resumes of commited and represenative McKinsey team
members are available in Appendix A for your review.
McKinsey Project Leadership
McKinsey City of Boston Leadership
Doug Scott, Project Leader, Senior Expert
Navjot Singh, Director of Client Service, Managing Partner of

McKinsey's Boston Office
Jules Seeley, Director of Client Service, Partner, Boston
McKinsey Subject Matter Experts

(participating on an as-needed basis)
Project Team
Boston Public Schools
Project Team
Project Manager
BPS/City Team
member(s)
Other key stakeholders
McKinsey Project Team
Jake Bryant,
Representative Associate,
Boston
Evan Smith,
Representative Associate
Additional McKinsey internal Firm

support and resources
Research analysts
Graphics and editing resources
Other internal Firm services as needed
David Fubini, Former Managing Partner of

McKinseys Boston Office, serving the City of
Boston for 34 years
Susan Colby, Expert Partner, leader of
McKinseys Education Practice, K-12 education
and system operations expertise
Kartik Jayaram, Senior Partner, leader of
McKinseys Education Practice, K-12 expertise
Julie Goran, Partner, Education and Public
Sector Practice leader; organizational
improvement and education expertise
Jung Paik, Junior Partner, Education &
operations and CBSF Practice expertise, Boston
City and BPS Subject Matter Experts

(participating on an as-needed basis)
City of Boston Office of Finance and Budget

BPS Leadership Team
School Committee members
Community stakeholders
Exhibit 2: Proposed Team Organization.
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AUDIT/REVIEW RFP
Stakeholder collaboration
Coordinating multidisciplinary planning teams
McKinsey Project Leadership

Navjot Singh,
Director of Client
25
Managing Partner of
Service for the City of
McKinseys Boston
Boston
Office
Jules Seeley, Partner Client Service Team
15
leader for City of

Boston
McKinsey Project Leader
Doug Scott, Senior
Project Leader
18
Expert
McKinsey Representative Project Team (sample biographies and experience)
Jacob Bryant, Senior Representative
3
Associate
Associate
Evan Smith,
Representative
4
Associate
Associate
McKinsey Subject Matter Experts (participating on an as-needed basis)
David Fubini, Former SME, City of Boston
34
Managing Partner of
McKinsey's Boston
office
Kartik Jayaram,
SME, K-12 education
18
Senior Partner
Susan Colby, Senior
SME, K-12 education
14
Expert
and system operations
Julie Goran, Partner
SME, Organizational
10
Improvement
Jung Paik, Junior
SME, Education
7
Partner
operations
Planning and general

government processes
Organizational management
Articulating complex
concepts in a simple manner
Business process
improvement
Public School operations

experience
Public sector experience
Project role
Years of related experience
Name and
McKinsey title
November 10, 2014
Exhibit 3. McKinsey Key Personnel Skills Matrix. The skills of each our key personnel directly support the
requirements outlined in the RFP.
Consistent with each of our client engagements, we will bring the best of McKinseys expertise to
complete this work for the City of Boston. Each of the team members we have identified for this critical
program has an exemplary track record of performance, and experience with work that is similar in scope
and size to the BPS effort. McKinsey recommends team structures based on the goal of providing
maximum value, delivering the end products needed, and driving to solutions on client-defined timelines.
Based on BPS priorities and input, our team is flexible and can quickly and efficiently prioritize high-risk
and high-priority work items. We have outlined these items in our proposed workplan and timeline in
Exhibit 1.
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AUDIT/REVIEW RFP
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The on-the-ground team in Boston will be composed of an Associate working day-to-day with City of
Boston and BPS staff as the project team. A second Associate will supplement this team for a period of
time to help complete diagnostics and deep-dives. This team will be directed by a subject-matter expert
as the project lead and our partners responsible for the overall relationship with the City of Boston. The
team will have access to McKinsey subject-matter experts and administrative resources to maximize their
effectiveness on the ground. The team will be available on short notice for consultations, as they will be
working onsite closely with City and BPS team members.
We will bring three categories of resources to serve BPS on this project, including:
a) Project Leadership
b) Project Team
c) Subject Matter Experts, and additional support and resources.
The description of these groups is outlined below. Full resumes for proposed personnel can be found in
Appendix A.
a) Project Leadership. The overall client relationship will be overseen by Navjot Singh (Managing
Partner of McKinseys Boston Office) and Jules Seeley (Partner in Boston). They will serve as the
overall Director of Client Service for the City of Boston to ensure the team is engaging with the
right stakeholders to inform the diagnostic and opportunity identification, and generate excitement
and support to lead the change effort required by the City. The Project Leader will manage the
overall project and this role will be filled by Expert Partner Doug Scott. He will participate in
executive leadership meetings with the City of Boston leadership team, provide ongoing guidance and
direction, lead problem-solving with the team, draft documents, review analytics, and oversee the
overall quality of deliverables.
Name/title
Experience and qualifications

Project Leadership
Directors of Client Services
Managing Partner of McKinseys Boston Office
Director of Client Service for McKinseys Commonwealth of Massachusetts
engagements, which includes the IT capital investment analysis and
monitoring effort, and design of the CASE digital tool
Worked with Mayor Walshs 2014 transition team on the audit of Bostons
Navjot Singh,
permitting and licensing process
Boston-based
Managing Partner
Board and Executive Committee member of the Greater Boston Chamber of
of McKinseys
Commerce
Boston Office
Led the Kendall Square Association project (Cambridge, MA) helping
stakeholders understand and develop strategies to optimize Kendall
Squares distinct advantages as a place to work, live, and innovate
Expert on innovation, corporate finance, and strategy
Expert on Six Sigma methodologies for process design
Leader in McKinseys Boston Office with deep knowledge and familiarity of
the Citys management structure and processes
Led work with Mayor Walshs transition team on the audit of Bostons
permitting and licensing processes
Jules Seeley,
Boston-based
Leads McKinsey Corporate and Business Support Function Practice,
Partner
focusing on administrative and operational support
Focuses on operational transformations and customer experience
Experience with public sector operations improvements
Formerly on Board of Governors for an elementary school in London
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AUDIT/REVIEW RFP
Name/title
November 10, 2014

Project Leadership
Project Leader
Doug Scott, Senior
Expert K-12
education and
school system
operations
Leader in the North America Social Sector and Education Practices

12 years of Education Sector-related experience
Led operations and strategy transformations for multiple major urban U.S.
school districts
Led programs across a wide range of high-needs school systems and states
Developed a state-level strategy for higher education
b) Project Team. Due to the nature of McKinseys staffing model, all Associate-level staff cannot
be fully committed to any given project until the start date is determined. In order to provide the City
of Boston and BPS with a clear picture of the level of support, experience, and the caliber of staff it
will receive for this effort, we have included Representative Associates for the Project Team: Jacob
Bryant and Evan Smith.
The day-to-day work of the Project Team is managed by the Representative Associate. The Associate
will be co-located with the BPS Team and will participate in problem-solving sessions, drive the
majority of research, interviews, and document creation, and be responsible for providing highquality deliverables and results to BPS.
Name/title
Jacob Bryant,
Boston-based
Representative
Senior Associate
Evan Smith,
Representative
Associate

McKinsey Representative Project Team
Has worked with over 40 school districts including Boston, Newark, Prince
Georges County (MD), Baltimore, and Pittsburgh in more than 10 states
on topics including operational, academic, and financial audits,
strengthening support to struggling students, developing a strategic plan
and a system for performance management, and improving teacher
human capital
Led the planning and launch of a $20 million/year investment portfolio in
attracting and developing new teachers and principals for low-income
schools for the Bill & Melinda Gates Foundation
Former Director of School Operations for District of Columbia Public
Schools
Former classroom teacher
Board member, Meridian Public Charter School (Washington, DC)
c) McKinsey Subject-Matter Experts and additional support and resources. The project team
will be assisted by subject-matter experts, who will bring extensive experience in organizational
design, change management, and transformations in state and local governments. These experts
include David Fubini, former Managing Partner of the Boston Office and current Director Emeritus.
He will draw upon perspectives from a rich set of connections across the Boston community
including BPS. He currently serves on the boards of key local organizations including the Greater
Boston Chamber of Commerce, the Boston Municipal Research Bureau, and the YMCA of Greater
Boston.
Name/title
David Fubini,
Boston-based
former Managing
Partner of the
Boston Office, and
currently Director
Emeritus

Subject Matter Experts
Boston-based former Senior Partner of McKinsey, will provide guidance on
the focus of the effort and key priorities as needed
Possesses deep expertise on working successfully with the City of Boston
and the Commonwealth of Massachusetts
Possesses 34 years of public and private sector experience, including work
as the Director of Client Service with some of the worlds largest companies
Current member of several prominent Boston civic organizations
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Kartik Jayaram,
Senior Partner,
K-12 education
Susan Colby,
Senior Expert
K-12 education
Jung Paik,
Associate Partner,
education and
service operations
November 10, 2014
Co-leader of the North American Education Practice

Leader in McKinseys North America Operations Practice and member of
McKinseys Business Technology Practice
Expert in system administration and operations
Has led work in multiple urban U.S. public school systems
Leader in McKinseys Education Practice
Former CEO of Stupski Foundation, a national education philanthropy
Led K-12 education and foundation strategy for more than a decade at The
Bridgespan Group
Leader in McKinsey's Service Operations Practice
Leader in State and Local Government Practice
Deep expertise in business and corporate support functions in the public
sector, with a focus on educational systems
Former member of Boston Public Schools Strategic and Operational
Planning team
Additional support/resources and expert network. Our leadership and working teams have a vast
array of global resources at their fingertips. This includes a staff of 1,000+ researchers accessing public
and proprietary data sources to developing customized reports; technical and graphics support to develop
presentations, models, and other tools; and administrative staff to assist with logistics, travel, and report
production. This frees up our project team resources to spend more time with City of Boston leadership
and staff.
3.4
Regular Check-ins with the City of Boston
In our approach, we will work closely with project leadership and representatives from Boston Public
Schools to generate hypotheses and test them to ensure the practicality of audit results and opportunities
identified. Particularly given the quick timeline and breadth of areas covered in this scope of work, we
believe that a strong governance process composed of steering committees toward the end of each phase
should help to set priorities for where to focus in the following phase and in the creation of the Final
Report. We will also have daily check-ins with the project team that will be critical to ensure alignment
and removal of any barriers to progress.
3.5
Final Report
As requested, McKinsey would be happy to share interim findings with the BPHC and the City of Boston
by December 31, 2014. This would include emerging findings from the diagnostic activities and a
summary view of the issues and topics we have been exploring. McKinsey will share its Final Report,
including the findings and recommendations from this work, supporting rationales, comparisons with best
practices, and projected impact of the recommendations at the conclusion of the engagement.
3.6
Past Performance on Similar & Successful Projects, and Customer

References
We have deep experience serving K-12 public school districts and school systems across the globe.
McKinsey brings perspectives on best practices and approaches from school systems across the globe. We
have conducted 40+ school system reviews worldwide and compiled a database of ~600 successful
education reform interventions.
We have unparalleled experience diagnosing operations and support functions.
McKinsey has conducted over 2,000 engagements focusing on support functions (e.g. IT, HR, facilities,
finance) in the last 10 years, serving over 1,600 individual organizations in the public and private sectors.
Across these functions, we have proprietary tools used to assess the effectiveness and efficiency of the
functions, and a database of over 500 levers for operational improvement.
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Detailed below are the full write-ups of McKinsey-led engagements similar in size and scope to the
BPS RFP.
3.6.1
Offeror Experience 1: Large Urban City Public School

System, Department of Education organizational analysis
Large Urban City Public School System, Department of Education organizational analysis
>7,000 staff
Period of Performance 5/2013 6/2013
Number of employees
A large urban school system's effort is similar to the BPS objectives as follows:
Analyzing and understanding the current organizational structure of a major U.S. district
Identifying challenges and best practices from the field
Developing an approach to segmenting schools based on their strategy and need, to help best support
schools; developed options for a new structure
Worked with client to take into account input from a wide variety of key stakeholders including
senior leaders, principals, teachers, leading advocates and experts, and students
Developed implementation plans going forward
Large city currently provides support and management to over 1,800 schools serving over
1 million students. This engagement stemmed from the Mayor's office to reexamine the school
support structure.
With the change in administration, it was critical to examine past efforts and continue to improve
student achievement. The aim was to take a rigorous look at past efforts, assess the health of the
system, and identify and evaluate opportunities to provide the most effective professional
development, improve family engagement, support struggling schools, create cost savings, and meet
the other diverse needs of its stakeholders.
New approach for the district to better segmenting and supporting schools
3.6.2
Offeror Experience 2: Milwaukee Public School System

Assessment
Milwaukee Public School System Assessment

10,640 staff
Period of Performance 2008-2009
Number of employees
Many U.S. school systems have been enduring increased budget pressure, which raises barriers to trying
new initiatives that could improve teacher quality and educational performance. If systems can
thoughtfully reduce their spending on non-instructional functions (e.g., maintenance, transportation, IT,
general supplies, etc.), which the U.S. Department of Education has found to make up roughly 39 percent
of system budgets in most states, they may be able to relieve some of this pressure and even free up
money to invest in student outcomes.
Based on McKinseys analysis of the Milwaukee Public School (MPS) system, we know how
sensible improvements in areas such as purchasing and operations can free up as much as 10 percent
of a school systems total budget. With rigorous planning and execution, these measures could also
maintain or improve service levels, and correct inefficiencies that commonly lead to worker
dissatisfaction. The final McKinsey project report which was entitled Toward Stronger Milwaukee
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Public Schools examined the districts non-instructional costs and opportunities for greater
operational efficiency. The article is a public document that can be reviewed at the following
website:
city.milwaukee.gov/ImageLibrary/Groups/MayorAuthors/PDFsHighlights/MPSReport090409.pdf
In fall 2008, Governor Jim Doyle and Mayor Tom Barrett undertook an independent evaluation of the
MPS finances and operations to better understand the financial state of the district and the options
available to address it. This work was conducted by McKinsey throughout the winter of 2008-2009.
McKinsey provided much of the factbase and analysis for this effort. Our expertise and thorough
examination and analysis of district finances and operations led to the following:
Direct observations and analyses
Analyzed MPS budget to identify historical trends and drivers, and conducted additional analyses in
priority areas identified by the system (e.g., conducting site visits at 15 different schools to identify
efficiency improvement opportunities)
Interviewed more than 40 personnel (in finance, purchasing, transportation, food services, facilities
and maintenance) to collect data, understand their ideas for improvement, share analyses, examine
options, and assess the performance culture
Collaborated with the City Assessors Office to estimate the value of 24 unused facilities owned by
MPS
Analyzed electronic purchasing data and weeks of paper receipts
Scenario modeling
Developed a roughly 5-year financial projection for MPS, with technical assistance from MPS staff
Modeled savings for various transportation initiatives using detailed MPS and county bus routes,
student data, and Geographic Information Systems mapping software
Benchmarking
Benchmarked several areas of MPS budget and expenditures against other school districts, both
within Wisconsin and beyond
Compared county transit discounts to national benchmarks
Worked with MPS Purchasing to compare MPS prices for purchased items with external and internal
benchmarks
Benchmarked MPS current performance management system against the characteristics of highperforming school systems, and developed options for sustained improvements
As part of this study, the team conducted a performance management diagnostic to assess MPS
performance management processes and culture against best practices in public- and private-sector
organizations
Through this engagement, the leadership of the district and state conveners identified the following next
steps based on the McKinsey's final report:
Launch an operations transformation program. To improve the efficiency and effectiveness of
the districts non-instructional operations and an operations transformation program to take advantage
of some or all the opportunities identified by the project team
Implement a robust performance management system
A dedicated, short-term effort led by a new and empowered program management office could be
implemented to begin making changes and accruing savings immediately
If properly implemented, the identified $58 million to $103 million in annual savings could be
achieved over 2 to 3 years
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November 10, 2014

Savings were identified across numerous categories of spend (e.g., textbook purchasing, supply
purchasing, cost of transportation service, facility optimization, and aligning benefits with
benchmarks)
While achieving financial sustainability is of critical importance, it is the means to an end: freeing up
resources to help improve academic outcomes.
3.6.3
Offeror Experience 3: Urban Midwestern School System
Urban Midwestern School District

Proposers role: McKinsey was engaged by a local coalition seeking an Operational Review as part of a
broader reflection on the path forward for the system
>7,000 staff
May-Jun 2013
Period of performance
Number of employees
A large, urban, Midwestern school system with over 50,000 students was engaging on a broad process
with a set of external community members and key stakeholders. As part of this extensive effort to
understand the systems challenges, engage the community to get their perspectives, and chart an
effective path forward, the system sought an operational review of the system to highlight strengths,
identify areas of opportunity, and propose next steps that the system could pursue as part of its renewed
path forward.
This approach of rapidly developing a perspective on operational effectiveness in collaboration with the
system in order to actively shape the path forward for improvement is very analogous to the proposed
BPS effort.
In early 2013, the urban school system was faced by declining enrollment, a troubling lack of academic
progress, and a deeply skeptical local community including parents, community, and business leaders.
An outside commission was formed to do a cross-cutting review of the systems overall situation and
potential path forward. McKinsey was engaged to dive deeply in a short period of time on operational
issues.
McKinsey focused explicitly on non-instructional spend, and conducted a rapid diagnostic of the system,
comparing the system to comparable national peers as well as analogous systems within the state. Based
on these insights and early discussions across the system, the client identified a series of opportunities that
warranted further exploration based on the potential for improvement.
In these areas, we conducted further diagnostics, and engaged McKinsey subject-matter experts both
within and outside of our Education Practices. Based on this work, we identified a number of places
where recent improvements within the system should be recognized and celebrated. In addition, we
identified savings on the order of 10%-20%.
Direct observations and analyses
Analyzed the systems core spending categories, trends over times, and drivers of major costs
Brought prior experience to bear in order to rapidly assess potential areas for improvement from
which system leadership selected areas for further pursuit in the near term
Conducted extensive interviews, understanding practices at the system and school levels and
comparing those to our experiences in other systems
Scenario modeling
Modeled different configurations (e.g., transportation routing) to identify the critical factors driving
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Urban Midwestern School District

high costs today and room for improvement in the future
Operational review was well-received and high-level findings incorporated into a broader report
Group of local leaders worked together to extend the diagnostic findings, triage the potential
opportunities, and set short-term and long-term savings targets for the system
Report served to both acknowledge the progress of the system allaying some community
skepticism, while providing a set of options for improvement that could yield funds that could be
reallocated to high-priority academic initiatives
3.6.4
Offeror Experience 4: Gates Foundation/ Pittsburgh Public

School System, Effective Teachers
Gates Foundation + 5 Public School Districts including Pittsburgh Public Schools

Teacher effectiveness
Gates:1,211
Period of Performance 05/09 to 08/09,
Number of employees
09/09 to 09/10
Pittsburgh PS:5,180
at the client
organization
Stakeholder management: Demonstrated ability to manage complex stakeholder relationships on
politically-sensitive issues (teacher performance)
Cost analyses: Developed cost analyses of proposals across complex urban schools districts
Need to improve teacher effectiveness and student achievement
Worked in partnership with district leadership, principals, and teachers to develop vision for teacher
created detailed implementation plans, cost analyses, and stakeholder communication plans
Supported Pittsburgh Public Schools in first year of implementation of teacher effectiveness
strategies, including HR effectiveness, IT systems, and teacher practice evaluation
Leveraged further philanthropic funding for districts through submission of clear proposals to
improve teacher effectiveness
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3.6.5
November 10, 2014
Offeror Experience 5: Mayor Walsh 2014 Transition Team

Engagement

230
Period of performance Jan-Feb 2014
Number of employees
This project demonstrates McKinseys intimate familiarity with the City of Boston. It also gives us
considerable context into why neighborhood development is such a critical topic for the City. We
performed an as-is/to-be assessment and interviewed stakeholders to understand the key challenges and
opportunities. We also performed benchmarking services to understand permitting best practices in other
cities. We then synthesized our findings into a clear, recommended vision, and a set of eight actions for
the mayor and Inspectional Services Department team to take.
In early 2014, the new Mayor of Boston, Marty Walsh, was transitioning into office. Mayor Walshs
Transition Team tasked McKinsey with addressing and evaluating two key, front-line issues: 1) the
Citys approach to permitting; and 2) the potential consolidation of two major City departments. The
team asked McKinsey to identify opportunities to improve a permitting process that constituents viewed
as slow, complex, and burdensome, and then to create a clear and actionable plan for improvement.
We conducted a diagnostic of permitting issues and developed recommendations for changes required in
order for the permitting process to be a faster, clearer, and easier experience. Our approach consisted of
the following five steps:
1. Diagnose current performance. The McKinsey team built a clear baseline of current performance,
including time to approval for different types of permits, causes of delays, and stakeholder
perceptions, all while gathering insights on the experiences of both applicants and City employees.
2. Identify root causes of issues. To determine the root causes of performance issues, the McKinsey
team mapped each step of the permitting process, including the time and resources required at each
step. This enabled the team to identify bottlenecks and key issues in the existing process.
3. Compare Bostons permitting qualitatively to other U.S. cities. The team compared Bostons
permitting process to that of other cities, particularly those with an easy, clear experience. This
enabled the team to expand on the potential opportunities for improvement.
4. Highlight potential innovations in government. The team also identified farther-reaching, cuttingedge technologies and approaches that might be applied to City permitting. The team presented the
ideas that were most relevant to Bostons permitting process as long-term aspirational ideas.
5. Develop a perspective on how Boston and ISD should approach revising the permitting process.
Finally, the McKinsey team synthesized the ideas for improvement into a set of eight discrete actions
and an action plan. Together, the execution of these actions will enable Boston to significantly
improve its permitting process and realize the mayors vision.
Developed a vision with explicit goals and timing for ISDs permitting performance, underpinning
the mayors announcement of targets (e.g., 75% of basic permits approved in less than 20 days)
Identified and outlined eight actions required to realize this vision, including specific operational
improvements to the permitting process, as well as organizational and cultural changes
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3.7
November 10, 2014
Additional Services
McKinsey confirms that if the City elects to obtain additional operational audit/review services, at its sole
discretion, the selected Offeror shall be available for such additional services directly related to this RFP,
at the rates provided in response to this RFP, and pursuant to a contract amendment, additional statement
of work, or purchase order, as applicable and as permitted by law.
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Appendix A: Resumes
DR. NAVJOT SINGH, PH.D.
Director of Client Service
Key qualifications
Managing Partner of McKinseys Boston Office
Director of Client Services for Commonwealth of Massachusetts and City
of Boston
Led McKinseys support on permitting with Boston 2014 to assist the
Inspectional Services Department in Boston
Member of the Greater Boston Chamber of Commerce and Executive
Committee
Dr. Navjot Singh is the Managing Partner of McKinsey & Companys Boston Office. He leads
McKinseys work with the Commonwealth of Massachusetts and City of Boston. He is also the leader of
the Innovation Service Line working both with private sector and public sector institutions. He primarily
consults in the areas of strategy, operations, corporate finance, business development, and risk
management engagements. Prior to joining McKinsey, Navjot was a Laboratory Manager at General
Electric and he is a co-inventor on over 15 patents.
Relevant experience
Leads McKinseys work with the Commonwealth of Massachusetts and the City of Boston
Approach to Permitting Boston 2014. Led the McKinsey teams effort to identify opportunities
to improve the ISDs permitting process and to create a clear and actionable plan for improvement.
This project involved diagnosing current performance, identifying root causes of issues, conducting
an analytic comparison of Bostons permitting process to other U.S. cities, and highlighting potential
innovations. The team identified and outlined eight actions required to realize this vision, including
specific operational improvements to the permitting process, as well as organizational and cultural
changes, which are currently being implemented by ISD and City leadership.
IT portfolio optimization U.S. state. Assisted in revitalizing the states IT portfolio. This included
developing a digital tool, CASE, that estimated the return on investment (ROI) for existing and future
IT programs. McKinsey designed and tested the tool, developed training documentation for key
stakeholders, and provides continuous improvement against existing SLAs. The team also developed
a structured ROI optimization methodology that, in addition to quantifying financial costs and
benefits, was able to quantify nonfinancial benefits and assess the likelihood of success. They also
built client capabilities to ensure sustainability of the transformation.
Regional development association. Led a team serving this key regional association, comprised of
stakeholders from academia and research, technology firms, and other community members to help
understand its competitive position compared to other innovation hubs. This served as the basis for
the Associations strategic plan to ensure the area maintains it distinct advantages as a place to work,
live, and innovate.
Leading medical institution in Massachusetts. Worked extensively across all facets of the
organization to help leadership bridge the budget challenges, and identify its future strategic direction.
Work led to over $90 million in cost savings and helped define future revenue opportunities.
Multiple clients extensive experiences in change management and fast-changing
environments. Complexity and large programs have been central to impact for multiple clients. Nav
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has worked across all type of clients varying from public sector to private sector both large and
smaller institutions to drive impact at scale in complex environments.
Design for Six Sigma. Trained and experienced in all Design for Six Sigma tools and applying
customer insights and experience to enhance performance.
Multiple clients. Work across multiple clients to enhance performance and drive continuous
improvement.
Education, professional licenses, certifications, and memberships

Institution
Rensselaer Polytechnic Institute
University of Minnesota
Indian Institute of Technology
Degree or certification
Graduated
M.B.A.
Ph.D., Chemical Engineering
B. Tech, Engineering
2000
1994
1989
Role
Senior Partner
Laboratory Manager
Staff Scientist
Date
2001-present
1998-2001
1994-1998
Work history
Employer
McKinsey & Company
General Electric Company
General Electric Company
McKinsey&Company

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AUDIT/REVIEW RFP
JULES SEELEY
November 10, 2014
Director of Client Service
Key qualifications
A leader in McKinseys Boston Office with deep knowledge and
familiarity of the city management structure
Led McKinseys support on permitting with Boston 2014 to assist the
Inspectional Services Department in Boston, and explored opportunities
in Boston Transport Department and Public Works Department
Extensive public sector work for cities on the topics of urban transit and
infrastructure
Leads McKinseys Corporate and Business Support Function Practice
Jules Seeley is a Partner in McKinseys Boston Office with extensive experience serving public sector
clients in the U.S. and internationally, including many cities and their agencies over his 14 years at
McKinsey. He has experience in departmental efficiency, operational effectiveness, public transportation,
departmental reform and customer experience. Jules leads our Corporate and Business Support Function
Practice in North America, which tackles cost efficiency and effectiveness of the administrative support
activities of an organization including finance, HR, IT, and procurement. He led our support to the
Inspectional Services Department in the City of Boston. He has advised clients in many countries around
the world, with extensive experience in the United States, the United Kingdom (where he was based for 8
years), Spain, Israel, Belgium, Greece, South Africa, and India.
Relevant experience
Approach to Permitting Boston 2014. Led the McKinsey teams effort to identify opportunities
to improve the ISDs permitting process and to create a clear and actionable plan for improvement.
This project involved diagnosing current performance, identifying root causes of issues, conducting
an analytic comparison of Bostons permitting process to other U.S. cities, and highlighting potential
innovations. The team identified and outlined eight actions required to realize this vision, including
specific operational improvements to the permitting process, as well as organizational and cultural
changes, which are currently being implemented by ISD and City leadership.
Greater Boston Chamber of Commerce. Led work with the GBCC to explore its future aspirations
and vision, and how current activities align with these aspirations. Work involved analysis of the
GBCCs current performance, interviews with members and non-member stakeholders, and working
closely with the Chambers executive team to assess current performance and develop a vision for the
future.
Major U.S. transit authority. Led an operational efficiency and strategic sourcing program, initially
addressing nearly $1 billion of spend across indirect and direct categories. Work involved building
the baseline of current spend, identifying potential savings levers from policy changes, operational
improvements, quantities purchased, specifications, and pricing; exploring new revenue
opportunities; and building capabilities.
Leading U.S. city. Supported the commuter railroad in a leading U.S. city to explore the potential to
offer Internet connectivity to commuters. Work involved exploring the current customer experience
and pain-points, understanding needs and expectations from customers, and an assessment of the
technology options. The team also ran a survey of ~1,000 commuters to explore directly their needs
and use cases for connectivity and to prioritize, for example, speed versus cost versus reliability.
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Large public sector organization. Supported a public sector organization to streamline how it
processes case work. Mapped current document and information flows and understood issues for
current users. Then, through a series of workshops, developed a streamlined and improved process
that allowed the case workers to nearly double their efficiency and significantly improved job
satisfaction and excitement. Heavy focus on the end-user experience and the implications of these
changes.
Large transportation client. Worked alongside a McKinsey Digital Labs team at a transport client
to redesign then recode critical elements of the mobile site and app. The work saw the app improve
from 1-star to 4-star ratings through improved speed to load and run, more intuitive and visual
interface and more error-friendly interaction with customers. Subsequent releases improved the
user interface further, driving improvement in the conversion rate on the site.
Metropolitan infrastructure provider. Developed the regulatory strategy approach and supporting
approach to negotiations. Work included developing pricing proposals and sharpening the arguments
to demonstrate that the operator provides value for money. Supported through a series of multiple
rounds of engagement.
U.S. Class I freight railroad. Supported the organization through a cost transformation. Work
involved a broad-based diagnostic across the operating cost base followed by a series of targeted
engagements to drive efficiency and cost transformation in key areas of the railroad operations and
administration. The second phase involved driving cost-efficiency in the business support functions
(finance, legal, HR, etc.).
British Armed Forces. Improved efficiency and effectiveness of maintenance support to vehicle
fleets in the British Armed Forces. The work involved developing a new lean maintenance support
for multiple helicopter fleet platforms, taking an end-to-end approach to optimizing materials,
resourcing and information flows throughout the entire support and repair loop, leading to significant
increase in fleet up-time and substantial reduction in size of the total fleet to deliver the same
operational fleet requirements.
Major European transit authority. Supported a major European transit authority on a
transformation program to transform operating, maintenance and capital costs, assess opportunities to
raise farebox and ancillary revenue, and assess strategic options including new ownership structures.

Institution
Harvard Business
School
Cambridge University
Cambridge University
Degree
M.B.A., Baker Scholar, High Distinction
Graduated
2004
M.Sc., Experimental Physics

M.A., Natural Sciences, Experimental Physics
1999
1998
Work history
Employer
McKinsey & Company
Mitchel Madison Group
Deloitte and Touche
McKinsey&Company
Role
Partner
Intern
Intern

Date
1999-present
1998-1998
1997-1997
A-4

AUDIT/REVIEW RFP
DOUG SCOTT
November 10, 2014
Project Leadership, Project Leader
Key qualifications
Senior Expert in McKinseys Social Sector Practice, focused on
Education
12+ years of education sector-related experience
Led operational reviews and resource reallocation efforts to improve
student outcomes in multiple systems
Developed a long-term strategic plan for a large Midwestern school
system
Led the transformation effort for a major community college system
Led programs across a wide range of high-needs K-12 school systems on
topics such as teacher effectiveness, teacher professional development
Doug is a Senior Expert in McKinseys Social Sector Practice, and a core leader of the Education
Practice. Doug grew up outside of Boston, benefitting greatly from the strong public schools in the
suburbs of Massachusetts. In many ways, his gratitude for the excellent education he received in public
school fuels his passion to support K-12 systems improvement around the country. Dougs core focus,
both at and prior to joining McKinsey, has been education with specific emphasis in talent development
and performance transformation. Doug is also part of McKinseys Organization Practice which is
focused on ensuring that change efforts are designed and executed sustainably so that progress is durable
and significant. His education work includes: leading operational reviews and resource reallocation
efforts to improve student outcomes in multiple systems, developing a long-term strategic plan for a large
Midwestern school system, leading the transformation effort for a major community college system, and
leading programs across a wide range of high-needs K-12 school systems on topics such as teacher
effectiveness and professional development. Doug also worked on projects to build broad stakeholder
support for a states Race to the Top application, and supported a foundations roll-out of a digitallyenabled professional development strategy. His education experience is built on five years as a Partner
with The New Teacher Project (TNTP). TNTP is a nationally-known organization focused on improving
teacher quality in the districts that need it most, and shaping the national debate on education policy. At
TNTP, Doug led programs across a wide range of high-needs school systems and states including Kansas
City, Missouri; Kansas City, Kansas; New Orleans Parish, Louisiana; the Louisiana Board of Regents;
Pinellas County, Florida; and the Arkansas State Board of Education.
Relevant experience (select examples only)
Long-term strategic plan for an urban school system. McKinsey worked with a major
Midwestern system to develop a 5-year strategic plan. This effort was developed in collaboration
with the Board, system leadership, and business community drawing on extensive input from
parents, teachers, principals, and other local community members. The plan is still the guiding
approach for the system despite Board and Superintendent transitions given the level of support
generated during the effort.
Working with a major urban K-12 system to develop and launch major change initiative.
Doug led McKinseys support of a major urban system in developing an approach to for a 10-year
footprint and neighborhood strategy and accelerate the academic strategy. As part of this, the
McKinsey team built a delivery unit structure to help focus the systems strategy, prioritize
initiatives, and monitor implementation progress to ensure barriers are removed and progress is
accelerated.
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Transforming a large community college system. McKinsey supported the strategic

transformation of a top 5 community college system to dramatically improve student success, both
in terms of near-term employment and transfers to a 4-year institution. The work including deep
dives into areas including student support, developmental education, program alignment,
partnerships with local employers and engaging Advisory Boards of local businesses, community
members, academics, and funders. This work also included a capability-building program for task
force members and task force leaders to ensure the faculty, staff, and students were well equipped to
identify promising improvement opportunities for the system across 7 priority areas. To date, the
system has doubled its graduation rate and been nationally recognized for its improved
performance.
Developing a teacher effectiveness strategy for a major urban school system, diving deep into
topics including teacher recruitment, placement policies, career ladders, and professional
development. This collaborative effort resulted in the system submitting a proposal with full support
of its teachers union to dramatically improve effectiveness over the coming years. The systems
proposal resulted in a significant award from the Bill and Melinda Gates Foundation and early
success garnered further financial support for the work.
Supported a state in developing its Race to the Top application: which included working with a
broad range of stakeholders (districts, teachers unions, state leaders, and the community) to
develop an innovative application with a strong base of support.
Worked with a private equity firm to understand a range of issues related to the Education
industry: including the potential migration to digital materials in K-12 and Higher Education.
Effort included understanding administrator perspectives, identifying barriers and enablers for
adoption, as well as the areas most likely to move to digital materials in the near-term
Developing a state-level strategy for Higher Education: Doug led the McKinsey effort to design a
state-level strategy for the higher education system of a large Midwestern US state. The work
focused on helping to develop partnerships between the major public systems in the state and the
business community to improve the alignment of degrees to workforce demands and to adapt in the
face of ongoing funding pressures
Revising McKinseys organizational capacity assessment tool to improve usability and add a full
module for Advocacy Organizations. The original tool has been used by thousands of funders and
nonprofits, and has been translated into 11 languages. In the year since the revision launched online,
it has been used by over 120 organizations and over 1200 users.

Institution
Degree
Northwestern University, Graduate

School of Management
Harvard University
M.B.A., Marketing, Management of

Organization
A.B., Psychology
Graduated
2007
1996
Work history
Employer
McKinsey & Company
Senior Expert
Johnson & Johnson Vision Care

The New Teacher Project
Merck-Medco Managed Care, LLC
Marketing Intern
Partner
Manager
McKinsey&Company
Role

Date
1996-1999
2007-present
2006
2000-2005
1999-2000
A-6

AUDIT/REVIEW RFP
JACOB BRYANT
November 10, 2014
Project Team, Representative Associate
Key qualifications
Has worked with over 40 school districts including Boston, Newark,
Prince Georges County (MD), Baltimore, and Pittsburgh in more than 10
states on topics including operational, academic and financial audits,
strengthening support to struggling students, developing a strategic plan
and a system for performance management, and improving teacher human
capital
Led the planning and launch of a $20 million/year investment portfolio in
attracting and developing new teachers and principals for low-income
schools for the Bill & Melinda Gates Foundation
Taught middle school social studies and ESL in Los Angeles, CA and
Yokohama, Japan
Jacob Bryant is a Senior Associate with McKinsey & Company who lives in Massachusetts, where he
serves education leaders on topics including operational review and improvement, strategic planning,
organizational transformation, and performance management. He is an expert on school district strategy
and resource allocation, special education, elementary reading, and teacher and principal human capital.
Previously, Jacob served as a Program Officer for Education at the Bill & Melinda Gates Foundation,
where he designed and launched a new $20 million per year grant portfolio focused on strengthening the
pipeline of new, high-quality teachers and school leaders for low-income students. Prior to the Gates
Foundation, Jacob served as a senior manager at the District Management Council, a boutique
consultancy focused on supporting the leadership of school systems to plan and implement reform.
In his previous tenure at McKinsey, Jacob helped found the Education Delivery Institute, a non-profit
joint venture between McKinsey and the Education Trust, which works with state superintendents to
articulate goals and manage performance.
He holds a Bachelors degree from Harvard College and has taught elementary and middle school in
Yokohama, Japan, and East Los Angeles.
Recent engagement experience
Comprehensive plan for education division of a large U.S. foundation.- A comprehensive
strategic plan for the education division of a large U.S. foundation, including the articulation of a
theory of change, key initiatives, and the formation of a $25 million innovation portfolio to
stimulate high-risk, high-reward projects to dramatically improve educational outcomes for lowincome and minority students.
Southern U.S. state. An assessment of the workforce development system of a medium-sized
Southern state, including the identification of opportunities to better connect higher education
programs to employers needs and potential interventions to increase economic opportunity.
Large urban district: develop a clear theory of action and realign resources to support the strategy,
including review of staffing ratios, special education investments and opportunities, financial and
enrollment outlook.
Institution
Harvard College
McKinsey&Company
B.A., Social Studies

Graduated
2012
A-7

AUDIT/REVIEW RFP
November 10, 2014
Work history
Employer
McKinsey & Company
Bill & Melinda Gates Foundation
District Management Council
McKinsey&Company
Role
Senior Associate
Program Officer
Engagement Manager

Date
2013-present
2012-13
2010-12
A-8

AUDIT/REVIEW RFP
November 10, 2014
EVAN SMITH
Project Team, Representative Associate
Key qualifications
Former Director of School Operations for District of Columbia Public
Schools
Former classroom teacher
Board member, Meridian Public Charter School (Washington, DC)
Evan is an Associate in the Washington, DC, Office of McKinsey & Company with broad operational,
analytic and leadership experiences across the public and private sectors.
Before joining McKinsey, Evan was a Teach for America teacher in the New Orleans Public Schools.
After his time in the classroom, Evan joined the Washington, D.C. Public Schools, where he was the
Director of School Operations during a major school district transformation.
Beyond Evans focus on education with McKinsey he has experiences that have spanned sectors
including health care, economic development, technology and education, working in areas of corporate
strategy, organizational design and service operations.
Relevant McKinsey experience
New business development study for a large, global education provider. Built a new business
model for a company who is ambitious to expand into other markets and functions through market
research and organizational design.
Education study for a major national consortium of states to help them develop and implement a
Race to the Top grant supporting the roll out of the Common Core Standards.
Organizational study for a major education non-profit, helping to build a new organization from
scratch, best equipped to assist states and districts with the implementation of the Common Core
curriculum.
Intensive, 6-week workshop for the top team of a U.S. federal agency, to drive them to reimagine
their agencys mission and impacts over the next 5 years.
Institution
University of Virginia, Darden
Graduate School of Business
Administration
University of Cambridge, Girton
College
University of Pennsylvania
M.B.A., Business Administration
Graduated
2012
Masters, History
2007
B.A., Political Science, Urban Studies, History
2004
Work history
Employer
McKinsey & Company
District of Columbia Public
Schools
Federal Emergency Management
Agency
New Orleans Public Schools/
Teach for America
McKinsey&Company
Role
Director of School Operations
Date
2012-present
Summer 2011
2007-2010
Disaster Recovery Center Manager
2005
High School Social Studies Teacher
2004-2005
Associate

A-9

AUDIT/REVIEW RFP
DAVID FUBINI
November 10, 2014
Subject Matter Expert, City of Boston and Transformation
Key qualifications
34 years of public and private sector experience
Deep experience with City of Boston and the Commonwealth of
Massachusetts
Former Managing Partner of McKinseys Boston Office
Current member of several prominent Boston civic organizations
Former leader of North American Organization Practice
Founder and former leader of Worldwide Merger Integration Practice
David Fubini recently completed a 34-year career at McKinsey & Company and remains an Emeritus
Director acting as counsel to the Firm. During his McKinsey career, David was a long-tenured,
Managing Partner of the Boston Office, a leader of the Firms North American Organization Practice, as
well as the founder and leader of the Firms Global Merger Integration Practice. During his tenure at
McKinsey, David led and/or was a member of every Firm personnel committee, as well as a
participant in a wide cross-section of McKinseys governance forums and committees.
David recently joined the faculty of the Harvard Business School as a Senior Lecturer with a focus on
organization leadership and behavior, transformative strategy, and leading professional service
operations. David graduated with a BBA from University of Massachusetts, Amherst, and an MBA from
Harvard Business School, both with distinction.
He is the author of two books: Mergers, Leadership Performance, and Corporate Health as well as Let
Me Explain, a biography of his father, Eugene Fubini.
Relevant experience
Led the organizational transformation of one of the worlds largest media services companies
Supported the reorganization of six sales and marketing divisions, as well as the creation of a
new nameplate division, for one of the major U.S.-based OEM automotive manufacturers
Helped create one of the worlds largest pharmaceutical companies by supporting the largest
merger in the industrys history
Led support for the largest corporate vertical integration effort in the global beverage industry
Aided the consolidation of one of the worlds largest aluminum companies with an equally
prominent mining conglomerate
Supported merger of a leading PC manufacturer with a global high-tech entrepreneurial company
based in the Far East
Current Senior Lecturer at Harvard Business School with a focus on organization leadership and
behavior, transformative strategy, and leading professional service operations
Member of several prominent Boston civic organizations. He was appointed as a Trustee of the
University of Massachusetts and named by the Massachusetts State Legislature as a member of the
Massachusetts Court Management Advisory Board. He is an Executive Committee member of the
Greater Boston Chamber of Commerce, as well as the Boston Municipal Research Board, the Inner
City Scholarship Fund, and is also a co-chair of the Board of Overseers of the Boston YMCA. In
addition, David is a member of Harvard Business Schools Deans Advisory Council, the UMass
Amherst Foundation, and the UMass Eisenberg School of Business Deans Committee.
McKinsey&Company

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AUDIT/REVIEW RFP
November 10, 2014

Institution
Harvard Business School
University of Massachusetts at
Amherst
Degree
M.B.A., with Distinction
B.A., Marketing, with Distinction
Graduated
1980
1976
Title
Emeritus Director
Assistant Brand Manager
Date
1980-present
1976-1978
Work history
Organization
McKinsey & Company
McNeil Consumer Product
Company
McKinsey&Company

A-11

AUDIT/REVIEW RFP
KARTIK JAYARAM
November 10, 2014
Subject Matter Expert,

Education and System Administration and Operation
Key qualifications
Co-leader of the North American Education Practice
Leader in McKinseys North America Operations practice and member of
McKinseys Business Technology Practice
Expert in system administration and operations
Has led work in multiple urban U.S. public school systems
Kartik is a Partner in McKinseys Chicago Office. Since joining the Firm, he has worked with a broad
range of clients including social sector, public sector, high-tech, and industrial clients. Before settling into
the Chicago office, Kartik spent time in Asia and Europe, primarily working in McKinseys Kuala
Lumpur, Shanghai and Paris offices.
Kartik leads McKinseys North America Education Practice. He has served global foundations,
community colleges, K-12 school districts, charter/turnaround operators, universities and private sector
companies. His recent work in education includes initiatives to develop performance management
systems, drive financial and operational efficiencies, develop organization and talent management
strategies, and increase student success/ improve productivity in the U.S. post-secondary education sector
In addition to his education work, Kartik works on economic development with governments and bilateral
agencies in Africa and interested in driving operations and org transformations with his clients.
Relevant experience
Strategic planning for leading universitys Graduate School of Education. Kartik was part of
the leadership team supporting the blue sky strategy review to rethink the way the School of
Education prepares students to be leaders at school systems, and to become global educators. A
large part of the blue sky strategy hinged upon the role of technology in global education and school
systems of the future. In addition to helping to develop the strategy, the McKinsey team supported
stakeholder engagement and alignment. Included in the stakeholder management efforts, the team
convened and supported a periodic faculty steering committee as well as an integrated
faculty/administration committee. Other stakeholder management activities included managing
defensive faculty and admin attitudes by holding a gallery walk to syndicate findings of the
studys diagnostic, and working closely with the dean and lead faculty members as endorsers of the
work to their colleagues.
Transforming a large community college system: McKinsey supported the strategic
transformation of a top 5 community college system to dramatically improve student success, both
in terms of near-term employment and transfers to a 4-year institution. The work including deep
dives into areas including student support, developmental education, program alignment,
partnerships with local employers and engaging Advisory Boards of local businesses, community
members, academics, and funders. This work included a capability-building program for task force
members and task force leaders to ensure faculty, staff, and students were well equipped to identify
promising improvement opportunities for the system across 7 priority areas.
Winning by Degrees: Kartik was a contributing author of the report, "Winning by degrees: The
strategies of highly productive higher-education initiatives." Through that work, the team found that
college attainment rates in the U.S. have remained nearly flat for the past 10 years, whereas they
have continued to rise in most industrialized nations. Based on a recent analysis, the report
estimated that the U.S. needs to graduate roughly one million more people per year by 2020 to
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AUDIT/REVIEW RFP
November 10, 2014
ensure that the country has the skilled workers it needs to maintain economic growth. To graduate
up to one million additional students per year without increasing public spending or compromising
quality, U.S. higher-education institutions need to improve their degree completion productivity by
an average of 23 percent. Through an in-depth study of detailed data on performance, costs and
practices shared by eight highly productive schools, the report identified five winning strategies,
focusing on raising the rate at which students complete their degrees and improving cost efficiency.
Together these strategies could result in over 60 percent higher degree productivity.
inBloom, Inc. Kartik helped to lead our work on designing and standing up a new non-profit in the
K-12 education technology space. We supported the Bill and Melinda Gates Foundation and
Carnegie Corporation of New York in developing the sustainable organization, governance, and
business model for inBloom, a K-12 education database and application platform in the U.S. We
have also supported this new organization as it transitioned from a project of the two foundations to
an independent 501c3, and continue to support the organization as it establishes itself as a
transformative new player in the education market.
Education technology strategy for leading technology company. Kartik has worked on many
education technology strategy studies with companies in the high-tech space. An example of this
work includes recent work with a leading technology conglomerate thinking through possible
solutions to support universities. The strategy incorporated McKinseys best thinking on online
growth, and incorporated options for hardware/software product strategies and infrastructure needs.
In addition to developing as strategy and business case for building the new business, McKinsey
helped with the implementation planning and support.

Institution
Booth School of Business,
University of Chicago
University of North Carolina
Indian Institute of Technology
Degree
Graduated
M.B.A.
2000
M.S., Operations Research Engineering

B.Eng., Industrial Engineering
1998
1996
Work history
Employer
McKinsey & Company
Kenan Flagler Business School,
UNC Chapel Hill
McKinsey&Company
Title
Director
Instructor, Business Statistics/Management
Science

Dates
2000-present
1996-1998
A-13

AUDIT/REVIEW RFP
SUSAN COLBY
November 10, 2014
Subject Matter Expert K-12
Key qualifications
Leader in McKinseys Education Practice
Former CEO of Stupski Foundation, a national education philanthropy
Led K-12 education and foundation strategy for more than a decade at
The Bridgespan Group
Susan Colby is a leader in McKinseys Education Practice. She recently left the Stupski Foundation, a
national education philanthropy, where she served as Chief Executive Officer. Before that, Susan was a
founding partner of The Bridgespan Groups San Francisco office and led the groups work in K-12
education and foundation strategy for more than a decade. Susan has also served as co-president of the
Sustainable Development Sector at Monsanto. Earlier in her career, she worked at McKinsey.
Relevant Experience
Developed a U.S. K-12 education strategy, the biggest initiative in the United States, for a major
foundation. The strategy has led to unprecedented national impact on teacher effectiveness, data,
standards, and innovation in teaching and learning.
Fashioned the post-secondary initiative of a large private foundation. She started with a blank
sheet of paper, researched and prioritized issues, and designed major programs
Worked with a foundation to understand education reform in the relevant geography, including
district efforts, the small school movement, and nonprofit and community actors. She worked with
the foundation and industry to improve education in the locality.
Developed the strategy and organizational plan for a medium-sized urban school district. She
aligned all efforts to enable great teaching and learning in every classroom for all students . She
developed supports for students and teachers. Susan reorganized the overall leadership structure and
various departments within the district to increase effectiveness and efficiency. And she worked with
internal and external stakeholders, including the business community and local community, to build
support.
Worked hand in glove with leaders of client and non-client organizations to design conferences
to launch new initiatives, enable innovative thinking, develop plans, and forge partnerships across
actors and organizations.
Developed internal meetings that help develop strategy, implement new initiatives, improve
service, and increase clarity and alignment with core values.
Led the research and writing of major reports that have been published in journals ranging
from the Harvard Business Review to Education Next and internal publications.
Worked with internal teams and external communications firms to develop high-impact,
attractive, engaging materials in PowerPoint, Word, and other presentation software.
Worked with a foundation and nonprofit organization to develop and support a career pathways
initiative that spanned K-12, higher education, and career.
Worked with five CEOs of Charter Management Organizations and their teams to develop and
implement best-in-class teacher effectiveness and data practices across their networks.
Worked with school districts to develop strategies and implementation plans that take reform
from the idea stage through to implementation at scale. For example, she has worked with a district
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AUDIT/REVIEW RFP
November 10, 2014
to ensure that every school has the resources it needs (talent and budget) to deliver excellent
educational outcomes for all students.
Worked with organizations to develop local, state, and federal policy agendas to enable scaling
of reforms.
Worked with charter management organizations to develop and implement ambitious growth
strategies.
Worked with many education nonprofits to develop scaling strategies for their organizations.

Institution
American University
Stanford University
Degree
B.A.
M.B.A.
Graduated
1983
1987
Work History
Employer
McKinsey & Company
Expert Partner
Stupski Foundation
Bridgespan Group
CEO
Partner
McKinsey&Company
Role

Date
1987-1997
2013-present
2010-2012
2000-2010
A-15

AUDIT/REVIEW RFP
JULIE GORAN
November 10, 2014
Subject Matter Expert Organizational Improvement
Key qualifications
Leader in McKinseys North America Organizational Practice
Developed a new school support model for a major U.S. school district
Implemented a major cost program at a top health payor to reduce
administrative costs
Extensive experience designing new organizational and governance
structures across industries
Julie Goran is a Principal in the New York Office of McKinsey & Company. Julie first joined the Firm in
2000 as a Business Analyst, and then again in 2005 as a Senior Associate. She focuses on serving clients
across industries on organizational issues, in particular on issues of governance, structure, and
organizational design. Julie is a leader in McKinseys North America Organizational Practice.
Relevant experience
Developing a new school support model for a major U.S. school district. Included assessing
needs of schools, other district models, and strengths and weaknesses of current and past district
model. Worked closely with senior education and city officials to develop recommendations
Developing a strategy for a retirement player to better serve its customers across lines of
business. Including assessing the current organization and operating model and working with senior
executives to develop and implement solutions.
Designing and implementing a major cost program at a top health payor to reduce
administrative costs in context of a corporate strategy and responding to health care reform.
Focused on program management, organizational assessment, and change management.
Designing a new governance structure for a global asset manager, including top level
organization structure and committee structure. Worked closely with senior leaders to define roles
and responsibilities for making firm-wide strategic decisions.
Designing a transformation program for a U.S. financial institution, including diagnosing and
analyzing the companys organizational health. Worked closely with the CEO, head of HR, and
senior business leaders to understand issues and develop a broad-based transformation program.
Redefining the operating model for the marketing function at a global life insurer. Includes
understanding of current structure and capabilities, analysis of best practices and design of new
structure.
Conducting a spans and layers analysis for the operations and IT functions at a global life
insurer to improve efficiency and effectiveness.
Designing a top team organization structure and governance model for a top health insurance
payor. Worked directly with the incoming president to design a structure to enable the organization
to achieve its long-term strategic goals.
Designing a new reporting structure for the operations and IT functions at a global life insurer.
Included counseling sessions with the CEO and top team in addition to analysis of best practices
Designing a governance model for a U.S. financial institution, including committee structure,
mandates, membership, and decision-making authorities. Worked closely with the CEO to design
structure and decision-making rights.
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November 10, 2014
Designing a new top management structure for a global pharmaceutical company undergoing a
major strategic shift. Worked closely with the CEO and senior leadership team to define options,
implications of options, and implementation plan.
Designing a new governance structure for a global asset manager, including top-level
organization structure and committee structure. Worked closely with senior leaders to define roles
and responsibilities for making firm-wide strategic decisions and to define the annual planning and
budgeting process.
Developing a new organizational model for a large global professional services firm. Included
defining top management roles, responsibilities, and committees and streamlining the firms
geographic, practice, and industry structure.
Designing a new organizational model for a global law firm, including leadership positions,
organizational structure and governance model. Work also included developing a new compensation
and a new retirement program.
Education, professional licenses, Certifications, and memberships

Institution
New York University
Yale University
Degree or Certification
J.D.
B.A., magna cum laude
Graduated
2005
2000
Work history
Employer
McKinsey & Company
McKinsey&Company
Role
Partner

Date
2000-present
A-17

AUDIT/REVIEW RFP
JUNG PAIK
November 10, 2014
Subject Matter Expert, Education, IT, and Operations
Key qualifications
Leader in McKinseys Corporate and Business Support Functions
Practice and State and Local Government Practice
Deep expertise in operational diagnostics in the public sector, with a
focus on educational organizations
Former member of Boston Public Schools COOs Strategic Planning
Team
Jung Paik is an Associate Partner in the Boston Office of McKinsey & Company. Prior to transferring to
the Boston Office in 2010, she was a social sector fellow in McKinseys Washington D.C. Office
focusing on education and economic development. Jung serves public and private sector clients on
operational and strategic topics, with a focus on operational transformations in support functions. Jung is
a leader in McKinseys State and Local Practice and Corporate and Business Support Functions Practice.
Relevant experience
Developing a 90-day operations turnaround plan for a large public school district. Supported
the new superintendent of a large urban school district in conducting a high-level diagnostic of
operational challenges facing the district and developing a 90-day plan for addressing priority
opportunities.
Conducting an in-depth cost diagnostic for a leading educational system to identify
>$200 million in savings opportunities over the next five years that would enable the system to
reinvest in academic and student programs. Established historic and current baselines on spend, and
fostered input and buy-in from key stakeholders on opportunities for reallocating resources.
Building the business case for operational improvements in support functions across a
university systems 64 campuses, to improve quality of services and cost savings. Identified and
sized the opportunity for operational improvements and shared services across a wide range of
functions including finance, procurement, HR, financial aid, and IT
Implementing and scaling up a finance and HR state shared services center serving 50+
agencies across a large U.S. state. Designed key processes including staff and agency onboarding,
performance management, and capacity management. Developed a value assurance model to track
impact of the shared services center against the States objectives and implemented a robust
capability-building program to train the new senior leadership team.
Implementing an operational transformation across all support functions for a large industrials
corporation. Identified 20 percent to 30 percent of efficiency opportunity across multiple
departments, freeing up resources that could be redirected to priority strategic efforts. Designed a
sustainable rollout plan to increase coverage of the lean management system from 600 FTEs to over
5,000.
Creating a growth strategy for a top 10 medical school seeking to improve its rankings to be a top
5 school in the near future. Assessed the quality of its clinical, research, and academic programs and
the schools funds flow model. Engaged key stakeholders in setting new strategic goals and priorities
for the school.
Developing an IT transformation for a federal tax agency to dramatically improve the
organizations ability to respond to varying work volumes, time-to-development, and quality.
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November 10, 2014
Conducted a broad diagnostic of current performance, designed new work flows and processes, and
coached client team in implementation across multiple pilots.
Institution
Degree
Graduated
Harvard Business School
MBA
2010
Harvard Kennedy School
MPA
2010
Harvard College
B.A.
2004
Work history
Employer
Role
Date
McKinsey & Company
Associate Partner
2004-2007
2010- present
Boston Public Schools
Strategic Planning Associate
2011
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November 10, 2014
Appendix B: Corporate and Business Support Functions

Our Corporate and Business Support Functions (CBF) Practice, led by Jules Seeley in North America,
specializes in driving efficiency and effectiveness of these processes. We have over 200 partners and
function-by-function experts in this area. Our value proposition in improving these support functions
rests on three qualifications
Extensive experience and track record. We have completed over 2,000 shared services/G&A
redesign transformation engagements over the past 11 years, including helping many leading Fortune
100 firms set up shared services organizations. These projects span the whole improvement cycle
from diagnostic to planning and to implementation and value capture. We were among the first
professional services organizations globally to drive a range of internal shared service efforts (e.g.,
knowledge, HR, treasury and finance, IT); recognized as pioneers in India and we have over 600
practitioners worldwide dedicated to shared services and G&A.
Deep functional expertise. We maintain proprietary benchmarking data based on experience with
largest companies, including:
Business and Corporate Support Functions Benchmarking Database, with ~2,130 companies, 13
functions, and 50 subfunctions across multiple sectors and geographies
OPP (Organizational Performance Profile)

Global Process 360 (Outsourcing & Off-shoring) database
Spans and layers database

Sector specific in-depth benchmarking databases (e.g., BOSS for banking, COD for CPG).
These databases are complemented by our Organization Practice that has pioneered research on talent
acquisition and retention (war for talent, creating wealth from talent in 21st century).
Proprietary tools and methodologies. In addition to these data, in-depth functional assessment
tools gauge effectiveness and efficiency (360 surveys) spanning finance, HR, IT, facilities/real
estate, marketing, communications and legal. Our idea bank is a web-based repository of over 1,000
improvement ideas/ initiatives for each sub-function and driver gathered from over 300 client studies
and continuously updated. WAVE is an online initiative training tool that supports implementation of
these ideas.
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We are helping companies drive efficiency and effectiveness with

McKinseys CBF 360 a robust and proprietary approach
>2000 global companies benchmarked against key efficiency

& effectiveness metrics, and operating practices
Results include 20-35% savings in most cases; as well as
improved capabilities & effectiveness (financial controls,
service levels, cycle times, etc.)
CBF 360
~100,000 responses from support function & business

personnel (voice of customer)
Database of best practices, improvement initiatives, and idea
library across business support functions and processes
Action oriented, involves detailed root cause analysis for
issues and translates insights into actions including a clear
roadmap to transform the support function
Exhibit 4. McKinseys CBF 360 Approach.
Through this work, we have established a set of five core beliefs for what makes an organization
successful at deriving sustainable value from business and corporate support functions:
1. Believes transforming support functions is not a one-time event, improvement becomes a matter of
course through business cycles
2. Uses a comprehensive approach focused on an integrated set of levers, versus slash and burn tactics
3. Addresses organizational structure, governance, mindsets, and capabilities, in addition to fundamental
operating practice
4. Focuses on effectiveness as much as efficiency to drive economic value (Exhibit 5)
5. Optimizes end-to-end cross functional business processes to complement functional improvements
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Example: Focus on effectiveness as much as efficiency to drive

economic value
Typical impact and time frame
Effectiveness
3-6 mos
6-18 mos
Sub-total
Reduced Procure-to-Pay (P2P)
Demand
management
3-4%
2-5%
6-9%
Consolidation and
centralization
1-2%
2-5%
4-7%
Off-shoring and
outsourcing
5-7%
8-11%
Lean process
optimization
~1%
3-6%
5-7%
Technology
enablement
0-1%
2-4%
3-5%
Org. structure
and governance
2-3%
2-3%
4-6%
~ 6-10%
~15- 25%
20-35%
Efficiency
Total
cycle time by 30% and generated

$20 million in supplier discounts
Reduced Order-to-Cash (O2C)

cycle time by 40% and increased
seller productivity by 25%
Improved workforce planning

process, resulting in better matches
in demand-supply of staff
Streamlined FP&A at regional hubs

to enable faster and higher quality
decision making for BUs
Exhibit 5. Focus on Effectiveness is Key to Creating Sustainable Value.
McKinsey&Company

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November 10, 2014
Appendix C: Minimum Evaluation Criteria

Minimum Qualifications for Proposal: Please respond Yes or No to the questions below.
Has an authorized representative of the Offeror signed the proposal where required and
returned all requested forms?
[X ] Yes [ ] No
Did Offeror submit separate sealed Price and Technical proposals as required by
law?
[X ] Yes [ ] No
Has Offeror submitted completed signed copies of Standard Contract Forms (Appendix A Standard Contract Forms) including the CM 9 Form: Contractor Certification?
[ X] Yes [ ] No
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November 10, 2014
Appendix D: City of Boston Standard Contract Forms
A. Form CM10-11: Standard Contract
McKinsey&Company

D-1

AUDIT/REVIEW RFP
McKinsey&Company

November 10, 2014
D-2

AUDIT/REVIEW RFP
McKinsey&Company

November 10, 2014
D-3

AUDIT/REVIEW RFP
McKinsey&Company

November 10, 2014
D-4

AUDIT/REVIEW RFP
November 10, 2014
B. Form CM06: Certificate of Authority (For Corporations

Only)
McKinsey&Company

D-5

AUDIT/REVIEW RFP
November 10, 2014
C. Form CM09: Contractor Certification
McKinsey&Company

D-6

AUDIT/REVIEW RFP
McKinsey&Company

November 10, 2014
D-7

AUDIT/REVIEW RFP
McKinsey&Company

November 10, 2014
D-8

AUDIT/REVIEW RFP
November 10, 2014
D. Forms CM15A-B: CORI
McKinsey&Company

D-9

AUDIT/REVIEW RFP
McKinsey&Company

November 10, 2014
D-10

AUDIT/REVIEW RFP
November 10, 2014
E. Living Wage Forms (LW-2 and LW-8)

LW-2
McKinsey&Company

D-11

AUDIT/REVIEW RFP
McKinsey&Company

November 10, 2014
D-12

AUDIT/REVIEW RFP
McKinsey&Company

November 10, 2014
D-13

AUDIT/REVIEW RFP
November 10, 2014
LW-8
McKinsey&Company

D-14

AUDIT/REVIEW RFP
McKinsey&Company

November 10, 2014
D-15

AUDIT/REVIEW RFP
McKinsey&Company

November 10, 2014
D-16

McKinsey Response To RFP

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CITY OF BOSTON, OFFICE OF FINANCE AND BUDGET

BOSTON PUBLIC SCHOOLS OPERATIONAL

November 10, 2014

Vivian Riefberg, Senior Partner

Navjot Singh, Managing Partner, Boston Office

BOSTON PUBLIC SCHOOLS OPERATIONAL

November 10, 2014

OUR UNDERSTANDING OF THE BOSTON PUBLIC SCHOOLS (BPS) SYSTEM....... 1

OFFEROR PROFILE ..................................................................................................... 2

TECHNICAL PROPOSAL IN RESPONSE TO THE SCOPE OF SERVICES ................12

RESUMES .................................................................................................. A-1

CORPORATE AND BUSINESS SUPPORT FUNCTIONS .......................... B-1

MINIMUM EVALUATION CRITERIA .......................................................... C-1

CITY OF BOSTON STANDARD CONTRACT FORMS............................... D-1

Use or disclosure of data contained on this sheet is subject

BOSTON PUBLIC SCHOOLS OPERATIONAL

November 10, 2014

Use or disclosure of data contained on this sheet is subject

BOSTON PUBLIC SCHOOLS OPERATIONAL

November 10, 2014

1.0 OUR UNDERSTANDING OF THE BOSTON PUBLIC

Use or disclosure of data contained on this sheet is subject

BOSTON PUBLIC SCHOOLS OPERATIONAL

November 10, 2014

2.0 OFFEROR PROFILE

McKinsey & Company Profile and Background

Home office address

Boston Office address and contact person information

Number of years company has

Use or disclosure of data contained on this sheet is subject

BOSTON PUBLIC SCHOOLS OPERATIONAL

November 10, 2014

Brief Description of the Nature of the Companys Business

McKinseys history and structure

McKinsey's Industry Knowledge and Experience

Use or disclosure of data contained on this sheet is subject

BOSTON PUBLIC SCHOOLS OPERATIONAL

November 10, 2014

Use or disclosure of data contained on this sheet is subject

BOSTON PUBLIC SCHOOLS OPERATIONAL

November 10, 2014

Use or disclosure of data contained on this sheet is subject

BOSTON PUBLIC SCHOOLS OPERATIONAL

November 10, 2014

Reference 1: Rochester City School District's (RCSD)

Rochester City School District's (RCSD) Spending Money Smartly Engagement

Use or disclosure of data contained on this sheet is subject

BOSTON PUBLIC SCHOOLS OPERATIONAL

November 10, 2014

Rochester City School District's (RCSD) Spending Money Smartly Engagement

Use or disclosure of data contained on this sheet is subject

BOSTON PUBLIC SCHOOLS OPERATIONAL

November 10, 2014

Reference 2: Gates Foundation / Improving teacher

Use or disclosure of data contained on this sheet is subject

BOSTON PUBLIC SCHOOLS OPERATIONAL

November 10, 2014

Reference 3: Denver Public Schools / Improving teacher

Denver Public Schools / Improve teacher effectiveness and student achievement

Use or disclosure of data contained on this sheet is subject

BOSTON PUBLIC SCHOOLS OPERATIONAL

November 10, 2014

Reference 4: Mayor Walsh 2014 Transition Team