The document discusses the Michael & Susan Dell Foundation's work using data and performance management to improve education outcomes. It outlines key lessons learned, including:
1) Easing data collection burdens on schools is important for successful adoption.
2) Tools should support a shift from compliance-focused to support-focused management to improve outcomes.
3) Extensive stakeholder engagement is needed to design effective tools and ensure uptake.
The foundation is working with districts in South Africa to establish data-driven management through dashboards, routines, and training while easing data collection burdens on schools. The goal is to improve learner performance by empowering districts with insights from education data.
Graph-based Ontology Analysis in the Linked Open DataLihua Zhao
The document outlines a graph-based approach to analyzing ontologies in Linked Open Data. It describes extracting graph patterns from instances, collecting related <predicate, object> pairs, grouping related classes and predicates, and integrating patterns from all graphs. Experiments on linked datasets analyze graph patterns of instances, classes, and predicates. The approach is compared to previous work, and future work is discussed.
This document discusses using semantic web technologies like linked data to improve the sharing, analysis, and reuse of research data. It describes two projects aimed at applying these techniques: the CEDAR project, which semantically links historical census data from the Netherlands, and the LarKC project, which develops a scalable linked data analysis pipeline. Key challenges discussed include building tools to help data publishers while maintaining provenance, accommodating the full research lifecycle, and overcoming heterogeneity to enable querying across datasets. TabLinker is presented as a tool to help with the (semi-)automatic conversion and harmonization of heterogeneous tabular data into linked open data.
The document describes the Semantic Web languages including the Resource Description Framework (RDF), RDF Schema, and SPARQL query language. It provides an overview of these key languages for representing and querying linked data on the web according to common standards. The diagram shows the "Linking Open Data cloud" which depicts the growth in structured datasets and links between datasets published in RDF on the public web.
Balancing Data Limitations and Opportunities with Geographically Linked DatasetsMEASURE Evaluation
This document explores issues in spatially linking population survey data, like Demographic and Health Surveys (DHS), with facility data to expand analytic potential. It compares different linking techniques using administrative boundaries versus geographic buffers and compares linking to census facility data versus sample facility data. The results show that administrative linking links more clusters to facilities but does not account for distance, while buffer linking is impacted by sampling facilities instead of a census. Overall, the study finds linking techniques can impact analyses and misclassify links when moving from census to sample facility data.
The document discusses Linked Data and its principles for publishing structured data on the web using URIs, HTTP, and RDF. It provides examples of datasets that follow Linked Data principles and are connected to each other, forming the Linked Open Data cloud. The LOD cloud diagram shows hundreds of datasets from diverse domains that are interlinked.
As the six-year transitional period defined in the Comprehensive Peace Agreement draws to a close, Sudan is sliding into another crisis. The agreement has largely failed to realise democratic transformation and to make the unity of the country attractive. Political tensions in the run-up to the elections this year indicate that older conflicts still persist – a bad sign for the referendum on the future status of South Sudan that is scheduled for January 2011. It is possible and interesting to delineate potential scenarios, and to identify the political options they open up for different actors in Sudan. Anyway, the international community can play a constructive role in facilitating workable post-CPA arrangements.
The Heinrich Böll Foundation, which has been working both with civil society partners in Sudan and on Sudan-related issues in the German context for several years, has put together this publication in order to reflect on such scenarios.
With contributions by Alex de Waal, Atta El-Battahani, Marina Peter, John Yoh, Roland Marchal, and Peter Schumann.
Publication series on democracy, Volume 18:
Sudan – No Easy Ways Ahead
Edited by the Heinrich Böll Foundation
Berlin, April 2010, 124 pages, photos
ISBN 978-3-86928-030-1
Copies can be ordered from: Heinrich-Böll-Stiftung, Schumannstr. 8, 10117 Berlin, Tel. 030-285340, Fax: 030-28534109, E-mail: info@boell.de Internet: http://www.boell.de/
Motorsport marketing can help brands in several ways: it allows them to gain more fans and customers, obtain TV exposure, and entertain and network with clients and prospects. Motorsports events attract large audiences - the British Touring Car Championship had 371,000 spectators in 2012 and 9 million TV viewers, while the British GT Championship had 200,000 spectators and 19 million TV viewers. Motorsports marketing provides opportunities for corporate hospitality, client rewards, product launches, and motivating employees. Case studies have shown that sponsorship of motorsports is an effective marketing tool that increases brand visibility and engagement with target audiences.
Graph-based Ontology Analysis in the Linked Open DataLihua Zhao
The document outlines a graph-based approach to analyzing ontologies in Linked Open Data. It describes extracting graph patterns from instances, collecting related <predicate, object> pairs, grouping related classes and predicates, and integrating patterns from all graphs. Experiments on linked datasets analyze graph patterns of instances, classes, and predicates. The approach is compared to previous work, and future work is discussed.
This document discusses using semantic web technologies like linked data to improve the sharing, analysis, and reuse of research data. It describes two projects aimed at applying these techniques: the CEDAR project, which semantically links historical census data from the Netherlands, and the LarKC project, which develops a scalable linked data analysis pipeline. Key challenges discussed include building tools to help data publishers while maintaining provenance, accommodating the full research lifecycle, and overcoming heterogeneity to enable querying across datasets. TabLinker is presented as a tool to help with the (semi-)automatic conversion and harmonization of heterogeneous tabular data into linked open data.
The document describes the Semantic Web languages including the Resource Description Framework (RDF), RDF Schema, and SPARQL query language. It provides an overview of these key languages for representing and querying linked data on the web according to common standards. The diagram shows the "Linking Open Data cloud" which depicts the growth in structured datasets and links between datasets published in RDF on the public web.
Balancing Data Limitations and Opportunities with Geographically Linked DatasetsMEASURE Evaluation
This document explores issues in spatially linking population survey data, like Demographic and Health Surveys (DHS), with facility data to expand analytic potential. It compares different linking techniques using administrative boundaries versus geographic buffers and compares linking to census facility data versus sample facility data. The results show that administrative linking links more clusters to facilities but does not account for distance, while buffer linking is impacted by sampling facilities instead of a census. Overall, the study finds linking techniques can impact analyses and misclassify links when moving from census to sample facility data.
The document discusses Linked Data and its principles for publishing structured data on the web using URIs, HTTP, and RDF. It provides examples of datasets that follow Linked Data principles and are connected to each other, forming the Linked Open Data cloud. The LOD cloud diagram shows hundreds of datasets from diverse domains that are interlinked.
As the six-year transitional period defined in the Comprehensive Peace Agreement draws to a close, Sudan is sliding into another crisis. The agreement has largely failed to realise democratic transformation and to make the unity of the country attractive. Political tensions in the run-up to the elections this year indicate that older conflicts still persist – a bad sign for the referendum on the future status of South Sudan that is scheduled for January 2011. It is possible and interesting to delineate potential scenarios, and to identify the political options they open up for different actors in Sudan. Anyway, the international community can play a constructive role in facilitating workable post-CPA arrangements.
The Heinrich Böll Foundation, which has been working both with civil society partners in Sudan and on Sudan-related issues in the German context for several years, has put together this publication in order to reflect on such scenarios.
With contributions by Alex de Waal, Atta El-Battahani, Marina Peter, John Yoh, Roland Marchal, and Peter Schumann.
Publication series on democracy, Volume 18:
Sudan – No Easy Ways Ahead
Edited by the Heinrich Böll Foundation
Berlin, April 2010, 124 pages, photos
ISBN 978-3-86928-030-1
Copies can be ordered from: Heinrich-Böll-Stiftung, Schumannstr. 8, 10117 Berlin, Tel. 030-285340, Fax: 030-28534109, E-mail: info@boell.de Internet: http://www.boell.de/
Motorsport marketing can help brands in several ways: it allows them to gain more fans and customers, obtain TV exposure, and entertain and network with clients and prospects. Motorsports events attract large audiences - the British Touring Car Championship had 371,000 spectators in 2012 and 9 million TV viewers, while the British GT Championship had 200,000 spectators and 19 million TV viewers. Motorsports marketing provides opportunities for corporate hospitality, client rewards, product launches, and motivating employees. Case studies have shown that sponsorship of motorsports is an effective marketing tool that increases brand visibility and engagement with target audiences.
The document discusses the results of a study on the impact of COVID-19 lockdowns on air pollution. The study found that lockdowns led to short-term reductions in nitrogen dioxide and fine particulate matter concentrations globally. However, the decreases in air pollution were temporary and levels rose back to normal once lockdown restrictions were lifted and activity resumed.
This document discusses reliable reporting for social development projects. It notes that reporting has shifted from solely accounting and governance to also incorporating social development goals. A good monitoring and evaluation (M&E) framework is key, distinguishing monitoring from evaluation. Monitoring ensures implementation and self-reporting, while evaluation assesses outcomes and impact through external review. The framework must link strategy to M&E and provide a theory of change to connect activities to goals. Funders and organizations must work together to co-create appropriate M&E without overburdening organizations.
Social investment is no longer just about what funders spend.
The FirstRand Group's Sizwe Nxasana speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
How funders consume information dictates how they should collect it.
The RMB Fund's Yvette Nowell speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
Different performance monitoring models are appropriate for different funders.
JPAL's Kamilla Gumede speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
This document discusses ensuring data quality for funders. It notes that funders can lapse in terms of data quality and consistency, and provides some tools to address this, such as data quality audits. For small funders on limited budgets, it recommends deciding on desired outcomes, using data for site/participant selection, requiring capacity building, and auditing data quality. The document provides various examples of reporting data issues and suggests investing in data quality will lead to better quality data.
Knowing what you you want to change should help how you go about making that change.
The Ubuntu Fund's Jacob Lief speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
Different performance monitoring models are appropriate for different funders.
JET's Godwin Khoza speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
Learn about how the South African government uses monitoring and evaluation to assess its performance.
Dr Ian Goldman, from the Department of Performance Monitoring and Evaluation: The Presidency, speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
Design and implement social investment programmes that speak to your vision.
Dr Elmie Castleman and Dr Sue Cook from the Royal Bafokeng Nation speak at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
Consider funding advocacy to amplify social investment impact.
SECTION27's Mark Heywood speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
The document discusses various obstacles faced by small enterprises both locally and internationally. It notes that small businesses share many common challenges related to fear of failure, lack of access to opportunities, funding, skills and networks. An example from Barcelona, Spain called Barcelona Activa is provided, which supports entrepreneurs through programs focused on entrepreneurship, businesses, human capital, employment, and innovation. Challenges facing small businesses and cooperatives in South Africa are also outlined, including literacy, financing, marketing and operational issues. Recommendations include increasing funding, improving the policy environment, building entrepreneur skills and training, and strengthening the small business ecosystem.
Presented during Tshikululu Social Investments' 2011 Serious Enterprise Development workshop.
How do the objectives of enterprise development under B-BBEE codes compare to those in other countries? Dr Woolley will review the basis of ED qualification under the codes; ask how a company
might engage in value-adding ED in a way that aligns with business strategy; and consider what to do, and what not to do, during the implementation of ED.
Presented during Tshikululu Social Investments' 2011 Serious Enterprise Development workshop.
Enterprise development is a multi-faceted and complex endeavour with simple solutions. One of the greatest challenges it faces is the satisfaction of competing agendas of multiple partners, each monitoring different key performance indicators and reporting on different time-lines to different stakeholders.
The document discusses various obstacles faced by small enterprises both locally and internationally. It notes that small businesses share many common challenges related to fear of failure, lack of access to opportunities, funding, skills and networks. As an example, it outlines the work of Barcelona Activa, a municipal organization that supports entrepreneurs and job creation through programs focused on entrepreneurship, businesses, human capital, employment, and innovation. Recommendations for supporting small businesses in South Africa include improving access to funding, developing the entrepreneurial ecosystem, and providing skills training.
The document discusses asset-based community development (ABCD), which focuses on identifying and mobilizing community assets rather than deficiencies. It emphasizes that communities possess untapped skills, knowledge, associations, and other resources. ABCD aims to stimulate community-driven development by strengthening local agency and catalyzing change from within. The document contrasts this approach with traditional needs-based frameworks that emphasize problems and promote dependency on external aid.
Presented during Tshikululu Social Investments' second annual Serious Social Investing workshop, which took place on 17 and 18 March 2011.
Mothomang Diaho (Head of dialogue programme: Nelson Mandela Foundation) believes that most companies and organisations have very
clear policies that spell out their commitment to community engagement and community development.
Unfortunately, the manner in which communities are
engaged and consulted have often lacked inclusiveness
and structure.
The risks associated with this are farreaching and specific methodologies should be used for the success of structured and strategic community engagements. Dr Diaho shows how.
Presented during Tshikululu Social Investments' second annual Serious Social Investing workshop, which took place on 17 and 18 March 2011.
Janina Martin (Director: K3 Strategies) discusses job creation attempts, using the platform of Setas as examples.
The document discusses the importance of developing exit strategies when providing grants to organizations. It notes that exit strategies help ensure clarity, maintain a healthy relationship between the donor and grantee, and allow the work to continue after funding ends. Effective exit strategies involve transparent communication, realistic timelines, capacity building efforts, and planning to transition organizations to other sources of funding.
The document discusses the results of a study on the impact of COVID-19 lockdowns on air pollution. The study found that lockdowns led to short-term reductions in nitrogen dioxide and fine particulate matter concentrations globally. However, the decreases in air pollution were temporary and levels rose back to normal once lockdown restrictions were lifted and activity resumed.
This document discusses reliable reporting for social development projects. It notes that reporting has shifted from solely accounting and governance to also incorporating social development goals. A good monitoring and evaluation (M&E) framework is key, distinguishing monitoring from evaluation. Monitoring ensures implementation and self-reporting, while evaluation assesses outcomes and impact through external review. The framework must link strategy to M&E and provide a theory of change to connect activities to goals. Funders and organizations must work together to co-create appropriate M&E without overburdening organizations.
Social investment is no longer just about what funders spend.
The FirstRand Group's Sizwe Nxasana speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
How funders consume information dictates how they should collect it.
The RMB Fund's Yvette Nowell speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
Different performance monitoring models are appropriate for different funders.
JPAL's Kamilla Gumede speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
This document discusses ensuring data quality for funders. It notes that funders can lapse in terms of data quality and consistency, and provides some tools to address this, such as data quality audits. For small funders on limited budgets, it recommends deciding on desired outcomes, using data for site/participant selection, requiring capacity building, and auditing data quality. The document provides various examples of reporting data issues and suggests investing in data quality will lead to better quality data.
Knowing what you you want to change should help how you go about making that change.
The Ubuntu Fund's Jacob Lief speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
Different performance monitoring models are appropriate for different funders.
JET's Godwin Khoza speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
Learn about how the South African government uses monitoring and evaluation to assess its performance.
Dr Ian Goldman, from the Department of Performance Monitoring and Evaluation: The Presidency, speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
Design and implement social investment programmes that speak to your vision.
Dr Elmie Castleman and Dr Sue Cook from the Royal Bafokeng Nation speak at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
Consider funding advocacy to amplify social investment impact.
SECTION27's Mark Heywood speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
The document discusses various obstacles faced by small enterprises both locally and internationally. It notes that small businesses share many common challenges related to fear of failure, lack of access to opportunities, funding, skills and networks. An example from Barcelona, Spain called Barcelona Activa is provided, which supports entrepreneurs through programs focused on entrepreneurship, businesses, human capital, employment, and innovation. Challenges facing small businesses and cooperatives in South Africa are also outlined, including literacy, financing, marketing and operational issues. Recommendations include increasing funding, improving the policy environment, building entrepreneur skills and training, and strengthening the small business ecosystem.
Presented during Tshikululu Social Investments' 2011 Serious Enterprise Development workshop.
How do the objectives of enterprise development under B-BBEE codes compare to those in other countries? Dr Woolley will review the basis of ED qualification under the codes; ask how a company
might engage in value-adding ED in a way that aligns with business strategy; and consider what to do, and what not to do, during the implementation of ED.
Presented during Tshikululu Social Investments' 2011 Serious Enterprise Development workshop.
Enterprise development is a multi-faceted and complex endeavour with simple solutions. One of the greatest challenges it faces is the satisfaction of competing agendas of multiple partners, each monitoring different key performance indicators and reporting on different time-lines to different stakeholders.
The document discusses various obstacles faced by small enterprises both locally and internationally. It notes that small businesses share many common challenges related to fear of failure, lack of access to opportunities, funding, skills and networks. As an example, it outlines the work of Barcelona Activa, a municipal organization that supports entrepreneurs and job creation through programs focused on entrepreneurship, businesses, human capital, employment, and innovation. Recommendations for supporting small businesses in South Africa include improving access to funding, developing the entrepreneurial ecosystem, and providing skills training.
The document discusses asset-based community development (ABCD), which focuses on identifying and mobilizing community assets rather than deficiencies. It emphasizes that communities possess untapped skills, knowledge, associations, and other resources. ABCD aims to stimulate community-driven development by strengthening local agency and catalyzing change from within. The document contrasts this approach with traditional needs-based frameworks that emphasize problems and promote dependency on external aid.
Presented during Tshikululu Social Investments' second annual Serious Social Investing workshop, which took place on 17 and 18 March 2011.
Mothomang Diaho (Head of dialogue programme: Nelson Mandela Foundation) believes that most companies and organisations have very
clear policies that spell out their commitment to community engagement and community development.
Unfortunately, the manner in which communities are
engaged and consulted have often lacked inclusiveness
and structure.
The risks associated with this are farreaching and specific methodologies should be used for the success of structured and strategic community engagements. Dr Diaho shows how.
Presented during Tshikululu Social Investments' second annual Serious Social Investing workshop, which took place on 17 and 18 March 2011.
Janina Martin (Director: K3 Strategies) discusses job creation attempts, using the platform of Setas as examples.
The document discusses the importance of developing exit strategies when providing grants to organizations. It notes that exit strategies help ensure clarity, maintain a healthy relationship between the donor and grantee, and allow the work to continue after funding ends. Effective exit strategies involve transparent communication, realistic timelines, capacity building efforts, and planning to transition organizations to other sources of funding.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
5. Together with the DBE, in 2012 we conducted a diagnostic study of data
at every level of the school system across all 9 provinces
Research across all 9 provinces
▪
Deep-dive visits (2 weeks)
Over 250 interviews
Light touch visits (1-2 days)
School locations Limpopo
▪ National-, Province-, district-,
school-, and class-level
interview
Gauteng
▪ Diverse and representative
North West
mix of educational
Mpumalanga
environments:
– Mix of urban and rural
Free state
Kwazulu Natal
schools
Northern Cape
– Distribution of wealth
quintiles
– Spectrum of PC and
internet access
Eastern Cape
Western Cape – Range of performance
bands
Note: Infrastructure descriptions: Poor IT = Less than 2 computers, no phones, no internet // Fair IT = 2 - 5 computers used by staff, maybe internet connected and phone lines
Good IT = More than 5 computers, phone lines and internet, printers, copiers etc.
Below average, Average and Above average determined by using reported pass rate – with 40-60% being considered average – considers both primary and secondary schools
5
7. Despite collection and recollection of data, schools, circuits and districts
receive little to no insight or feedback on submissions
Data flows upwards to satisfy compliance requirements
Public National National
Queries EMIS directors
Provincial Generic Province
?
EMIS Reports directors
District
District EMIS
director
SMGD
Other data
requests
School
7
8. Schools are overburdened by data requests
Duplication of data requests on schools EXAMPLE
Number of survey questions asked by district per quarter
245
-68%
572
144
How does this district analyse 500+ 183
questions per quarter per school?
Questions Questions Questions “Net new”
asked by with answers duplicated questions
district tools in SA-SAMS across set
submissions of surveys
8
9. Outside of planning, few management routines use data to guide
decision making
System-wide difficulty in translating collected data into insights and actions
Common Capture Input data Aggregate Create Establish
focus data to in and actionable skills and
goals measure shareable analyse outputs routines
progress system data
Metric requested at province level
Learner demographic and ID info
Learner registration and promotion
Learner daily attendance
Learner subjects and timetable
Leaner marks (daily, weekly, quarterly)
Learner grade performance and pass quality
Learner scores for standard provincial assessments
Learner scores for standard national assessments
Learner social needs and discipline record
Educator ID, qualifications and assignment
Educator curriculum coverage
Educator development and training
Educator attendance and leave
Educator teaching and learning results and trends*
School ID and contact information
School infrastructure and facilities
School finances
School LTSM ordering and delivery
School improvement plans
School posts vacancies and appointments
School support services - transport and feeding
School teaching and learning results and trends**
School management meetings
Circuit and district management visits
Province, district, and/or circuit level goals/targets
9
12. Districts are a critical point of leverage in the school system
Primary levers for improving learner performance
▪ Strategy, policy and direction
National DBE ▪ Design and delivery of instructional support material
▪ Educational system resourcing
▪ Strategy, policy and direction
Provincial DoE (9) ▪ Human resources and hiring
▪ District and school resourcing Performance
management
▪ Instructional and administrative support and tools improvements at
▪ Performance management the district level
Districts (86) ▪ Quality assurance and compliance can put learner
▪ Professional development performance at
▪ School and community engagement the forefront of
thought in
classrooms and
▪ Local and operational support provincial offices
Schools (~27 000) ▪ Enrolment and progression alike
▪ Delivery of facilities instructional material
Classrooms ▪ Teaching and learning
Districts are also historically the most ignored and atrophied
part of the delivery chain across South Africa 12
13. What will it take to establish 86 data-driven school districts?
Agree on a small-set of student outcome metrics across
Metrics 1 grades R-12, aligned at province, district, & school level
Identify and build
capabilities and
5 mindsets to
Script data-driven management routines for districts to implement data-
Action /
support and review schools‟ performance driven action
Routines 2
Scale
Outputs / Put data in the hands of people who can act on it by
nationally, pione
Dashboard ering first across
creating data dashboards that:
3 districts that
• are visually easy to interpret, 6 represent a wide
3 • trigger action where it is needed
range of district
Analyse • display analyses for root-cause identification,
contexts, „to meet
• designed into management routines, and
districts where
• are user-tested
they are‟
Input and Streamline and strengthen data collection processes to Work in close
[1] improve accuracy and [2] reduce duplication & burden 7 partnership with
aggregate
government
4
Collection
13
14. We have selected districts of three different types and have begun
work with them to map processes and design a dashboard
National DBE
Limpopo Free State Gauteng Other 6 provinces
Waterberg Thabo Mafutsanya Ekudibeng One per province
“Builder” pioneer “Architect” pioneer “Experimenter” “Twin” districts
pioneer
Overstretched district in Similarly rural setting,
rural area with large but with more Functioning • Shadows process
number of schools per technology dashboard developed • Reality checks work
Circuit Manager infrastructure and in Excel, tracking a to ensure
support in place full range of indicators generalizability
Limited technology in
place Practice of using data Management for
to manage for results results change
Matric results only real
established process underway for
indicator managed
2 years
SI and Design: Frog Design, Double Line Partners
Training and coaching organizations: New Leaders Foundation
Consulting and operations team: McKinsey
14
15. A district management system can support the transition to data-driven
performance through a combination of processes, tools and capabilities
Building KPIs and business processes Establishing tools and capabilities
60% 40%
Business processes and tools will be tailored to meet districts‟ schooling and technology realities
15
16. Work has started to create visually appealing dashboards for
different district archetypes
16
22. Participants felt the workshop was an “eye- opener” and it
motivated them to improve current practices
The pilot would be a
good tool for us to use
in the district
”
My eyes are open I feel empowered to
now…we are able to change It shows we have been
read the statistics and haphazard in the way we
see how they relate have been doing
things…this is the start
of change
It seemed like child’s
play at first but now we
are empowered
You can pick up
problems through the
data
”
It was not boring, it
was like playing and
now we are empowered
Source: Waterberg design workshop
22
23. We have identified a core set of student and school metrics
to guide school performance support and management PRELIMINARY
Indicators Unit of measure Range Archetype
Learner outputs
▪ ANA, NSC1 ▪ Levels, % 1-7, 0-100 ▪ All
Achievement ▪ Common Tests2 ▪ Levels, % 1-7, 0-100 ▪ Experimenter
▪ Grades 9, 10, 11 pass ▪% 0-100 ▪ All
Progression rates
▪ Grade 12/Grade 8 ▪% 0-100 ▪ All
learners
▪ Matric pass rate ▪% 0-100 ▪ All
Inputs
▪ Educator attendance ▪ % of days 0 - 100 ▪ All
Attendance
▪ Learner attendance ▪ % of days 0 - 100 ▪ All
Curriculum
▪ Option 1: Common Tests2 ▪ % of curriculum 0 -100 ▪ Experimenter
▪ Option 2: CAPS syllabus ▪ % of curriculum 0 -100 ▪ Ekudibeng
coverage
Resourcing ▪ LTSM ▪ %3 0-100 ▪ Experimenter,
Architect
▪ Vacant educator ▪% 0-100 ▪ All
positions
1 Annual National Assessment, National senior Certificate (Matric) 2 Written test, standardised across the region/province, data with/without
SBA
3 100% TBD
SOURCE: Team analysis 23
24. We are developing a baseline which will track core metrics along
with operational improvements and school feedback
Description Rationale Time to impact
▪ Measures of learner ▪ Improvements in achievement ▪ Long-term
Education achievement and progression and progression are the
outcomes at all stages of the basic ultimate goal for DBE and all
education system stakeholders
▪ Measures of enablers that ▪ Enablers are the leading ▪ Medium-term
contribute to achievement and indicators for performance in
progression improvements achievement and progression
▪ Measures of the effectiveness ▪ Operational indicators ▪ Short-term
Operational of data-driven management measure the levers that the
improvements processes project will use to drive
improvements in education
▪ Measures of the efficiency of outcomes
data processes
▪ Measures of the schools‟ ▪ Schools are in the best ▪ Medium-term
Feedback from assessment of the position to assess the shift
schools quality, frequency and impact form compliance to support
of their interactions with the and give districts feedback on
district their service to schools
SOURCE: Team analysis
25. PRELIMINARY
Preliminary timeline for pioneering districts
= Current phase
Beyond 3 months the timeline is subject to revision as we proceed
National
3 months 6 months 12 months TBC…
rollout
Prepare for Begin
implementation ▪ Deliver online
“Experimenters”
implementation
dashboard, linked to
▪ KPIs ▪ Implement existing data
change
systems ▪ Work with
▪ Map of data process within
▪ Deliver training district, circuit
collection, and schools
pioneer
storage, and to embed
districts
use tools and
practices
▪ Develop actual
▪ Design ▪ Deliver offline
All district types
All district types
dashboard
process dashboard, drawing ▪ Finalize DBE leads roll
“Architects”
system
changes from existing data reporting
out together
structures to
▪ Forge systems
▪ Develop partnerships ▪ Conduct dashboard province and with provinces
dashboard and report training national
to expand
prototype funding base
▪ Package
▪ Assess materials and
baseline of
▪ Create local printed prepare for
outputs and traing next district
district
“Builders”
effectiveness
▪ Shift output and rollouts
analysis capabilities
to province
▪ Plan for
implementation
& roll-out
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29. Findings suggest that stakeholders face common challenges across all
phases of a data-driven decision-making cycle
Data driven decision cycle Research themes Example analyses*
Stated goals and incentives do not always line up,
Create shared focus resulting in managers prioritising the items that lead to
Assessment
on measurable goals funding or publicity above all else
Schools are overburdened by reporting requirements,
Capture data to
which exist in duplicate and triplicate because districts,
measure progress
provinces and national offices do not share data
against goals
There is no single source of accurate data for circuits or
Input data into a districts, as each function sources its own data and EMIS
Analysis
sharable system remains outside of core conversations
Despite its promise, SA-SAMS is not being used as a
Aggregate and analyse school management tool, and is primarily used by
data administrative clerks as an “electronic accountability tool”
District, circuit and school personnel do not receive
Create actionable feedback on submitted data, as most data is collected and
outputs for various passed upwards in compliance, with limited desire to inform
ground-level actors of relevant data insights
Action
users
Outside of planning, few management routines use data
Establish skills and to guide decision-making, instead most rely on touch and
routines to review data feel and ad hoc efforts to manage crises
and guide action
* Detailed view of analyses can be found in appendix and supporting documents 29
30. Our current work in implementation preparation is guided by six
key questions
1
What are the core guiding metrics for data-driven school
performance management, and what is the current baseline of
performance and practices?
2
What are the data-driven routines that districts should put in place
for supporting schools and managing their performance on a
regular (termly) basis to drive lasting improvements in education
outcomes?
3
How can data best be How can data systems (inputs, processes and access) be
optimised and used to optimised to ensure that accurate and unique inputs result in
support schools to relevant information that supports data driven support and
improve performance? performance management?
4
How can school data be best displayed to result in the most
effective action by school officials, politicians and other decision
makers to improve R-12 education across all districts?
5
How will we build the capabilities and mindsets needed to drive
data-driven school support?
6 How do we plan for a successful rollout to all districts in the
country?
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