At the Sanya Village Education Luncheon two years ago, Ma Yun called for the merger of small-scale rural schools with less than 100 people to replace the standard boarding schools. At that time, there was a public outcry, and many people criticized Jack Ma for being “unconnected” and not understanding and increasing the actual burden on rural children.
Two years later, the Ma Yun Charity Foundation has renovated boarding systems in 9 rural schools across the country, and merged 11 teaching sites. At this year's luncheon, Ma Yun reiterated: School consolidation must be implemented. The integration of schools is not a single thing, but a set of boarding systems must be established, including school bus transportation, life management, after-school activities, teacher training, and so on.
Course of "Ma Yun Rural Boarding School Program"
However, the construction of boarding schools is far more difficult than expected, and overall there are problems of overweight project management models, low output rates, and low reproducibility. The Ma Yun Charity Foundation is still exploring and hopes more social resources will join.
On the construction of boarding schools: not much money is spent, only money is not enough
The Ma Yun rural boarding school plan was launched in November 2017. In 2018, five schools in poverty-stricken counties such as Guizhou, Hebei, Jiangxi, and Yunnan were first piloted. Last year, four additional pilot schools were added. The project adopts the "fund-enterprise-education system" tripartite cooperation model, and the foundation co-funds with the cooperative enterprises according to the ratio of 1: 1 donation.
At noon on December 18, 2018, as one of the first five pilot schools in the country for the Ma Yun Rural Boarding School Program, the children of Zitong Town Central Primary School in Chun'an County, Zhejiang Province moved into the new dormitory! This is also the first time that Ma Yun's rural boarding school plans to have a check-in ceremony.
Teacher Ma visited Zitong Town Central Primary School, Chun'an County, Zhejiang Province
The design and renovation of the student living space of the school have made preliminary progress. Eight student dormitories (including toilets, bathrooms), canteens, drying rooms, fun play centers, etc. have been built in Zitong Town Central Primary School. Acceptance was completed on the 14th.
The transformation of the school's living space was completed by the Ma Yun Public Welfare Foundation in conjunction with Zhejiang Lakeside Charity Public Welfare Foundation and the local education department. The Lakeside Good Charity Foundation was established by Lakeside University Phase III students. This time, they devoted themselves to the project, provided financial support, and explored solutions together to promote project implementation.
There are more than 260 students in Zitong Town Central Elementary School, of which there are as many as 140 students living on campus, accounting for more than half, and many of them are left-behind children.
Huanglian Elementary School in Yunnan Province, at an altitude of 2100 meters, is one of the boarding schools. Before the renovation, children walked to and from school every day. The furthest home was 14 kilometers one way from the school. After the transformation, the original 3 teaching sites in Huanglian Village were merged. The new Huanglian Elementary School has 24 dormitories, as well as a reading bar, art room, music room, children's palace, Lego room, and affection (can talk to parents) The cafeteria menu has been specially designed by the Chinese Nutrition Society.
Boarding School Dormitory
The director of the Huashan Township Central School Office introduced that after half a year of boarding, the student performance of Huanglian Primary School improved significantly.
"The boarding system does not solve the problem of education, but the problem of education. It is to build a sunny, bright, and hopeful place for rural children." Ma Yun emphasized that the boarding school must not be a noble school or enjoy a luxurious life , But to let children enjoy learning and develop good habits.
As one of the project partners, Chen Danxia, the director of Zhejiang Lakeside Good Charity Foundation, said, "Building a boarding school is slow work and careful work. Just spending money can't make a good effect." When transforming the central primary school in Zitong Town, Zhejiang Province, they measured the hardness of the mattress, the height of the outdoor sink, and the color of the wallpaper.
Boarding School Library
How to judge children really adapt to and like the new environment? Chen Danxia mentioned a detail. After the renovation, the children made fewer calls to their parents, and the chessboard room was used the most. This shows that they have less love for home and love campus life.
Chen Danxia added that sometimes it is easy for entrepreneurs to set a high tone when they build a school, and using big-name designers is actually neither necessary nor good. In the whole boarding school renovation project, they spent very little money, and they were very wary of the "over-giving" of the hardware. Changing the details was the most important.
"Renovation of boarding schools is a very big challenge"
Yu Xiuhong, Executive Secretary General of the Ma Yun Public Welfare Foundation, said that the nine boarding schools supported by the foundation fall into three categories.
The first type is the boarding school, which needs to be upgraded and rebuilt, and the construction speed is the fastest among the three types. The second type is small-scale boarding schools. Because there are too few people to build them, and students are unwilling to board, they are useless and need to expand the original boarding scale. The third category is the most difficult. Schools are not boarding schools and need to be built from scratch.
Boarding school three types of transformation schools
In fact, building boarding schools faces many challenges. Yu Xiuhong bluntly felt that it was not so difficult at that time, but after two years of doing it, it became more and more difficult. She summarized the challenges into four points: inconsistent top-level design, parental opposition, insufficient financial investment, and backward management capabilities.
The first is the difficulty of planning and design. There is no uniform standard for withdrawal sites in different places, that is, it is impossible to make overall planning and it is difficult to form a breakthrough in the system. At present, school promotion is still the main unit of the project, and the participation of the Education Bureau is low.
The second is that parents are not assured of school conditions, and are unwilling to send them to school even if the conditions at home are not good. In addition, Lu Yuan's left-behind children have difficulty in picking up and dropping off on weekends, and the shuttle bus is costly and risky.
The third is resource constraints. The county's financial resources are very limited, and some facilities, equipment, and staffing of boarding schools still need to be solved by the school itself.
Finally, operation management is difficult. Local principals generally lack management boarding experience and training is necessary. What is "heartbreaking" is that the turnover rate of rural principals is too high, making the training effect unsustainable. For example, Yu Xiuhong, in the five pilot schools in the first phase, three principals were transferred to other schools within two or three years.
Yu Xiuhong concluded that, on the whole, boarding schools are widely dispersed, the management costs are high, the management model is too heavy, the output rate is low, and the replicability is low. These are the practical difficulties encountered by the Ma Yun Foundation for implementing the project in the past two years.
Retraction points and content sections involved
In addition, building a boarding school is a technical problem with a high degree of professionalism. The Ma Yun Rural Boarding School Project includes seven sections including school building renovation, life management, nutrition and health, after-school activities, teacher training, and school bus pick-up. It is almost impossible for a charitable foundation to have so many professional talents. To do this, we must find professional partners. At present, nine boarding schools have completed school building renovations, and other sections are still in progress.
"(This thing) is not something you can do with a sum of money, it is a very big challenge," Yu Xiuhong said.
So far, Ma Yun's rural boarding school plans to invest a total of 28.35 million yuan, went to the school for research and activities 129 times, and participated in a total of 50 employees.
This year, the Ma Yun Public Welfare Foundation plans to change the "project school" model to "project counties", to improve single-point school improvement to county-level and school promotion, and to complete county-level school planning, policies and resources.
Ma Yun: Coordinating schools must be implemented, and the whole society needs to work together
"I can hardly imagine that two or three teachers and seven or eighty children can provide high-quality education." Ma Yun believes that integrating schools with teaching resources is more likely to provide a "educating" environment outside of "teaching." He resolutely supports the rural education consolidation mechanism. It is impossible for each county and each village to merge, but how much can be merged.
"I think that the withdrawal of schools and the establishment of boarding schools have entered the tackling period. It is easy to merge. Many of the remaining poor areas are difficult and hard bones. We need to work hard."
Ma Yun also emphasized that the integration of schools is not a single thing, and a whole boarding system must be established. He hoped that the boarding school was a platform for integrating social resources. One person and one enterprise could not solve the problem, and they needed to integrate local resources.
Guests present, Yu Dan, a professor at Beijing Normal University, considered that retreat and consolidation is a very complicated matter. The county party secretary's "non-cooperation" is sometimes not because he doesn't want it, but because he can't take care of it. The basic people's livelihood economy has not been solved, and he can't take care of "remote education". The complexity of merging schools is that it involves the relationship between villages and villages. It is difficult for the principal to make this decision.
Her suggestion is that the first thing is to "jump away from education to see education." First, we must systematically solve the livelihood problems that the secretary is most worried about. For example, we can use the Internet to solve the problem of lack of money. Only then can we activate education, and then we can talk about the problems of school integration. The second is to respect the opinions of the principals pragmatically and not be hostile to them.
Author: mustard heap Liu black