This document discusses strategic planning for underperforming education systems. It provides an overview of the strategic planning process at the circuit level, including establishing baseline indicators, analyzing current performance data, and identifying principle issues. It then outlines a 5-step change process and 16 deliverables/outcomes aimed at school improvement. Preliminary results from implementing this strategy in Lubombo Circuit show significant gains in matric pass rates.
This document outlines Dr. Muavia Gallie's Turn Around Strategy (TAS) for improving schools in South Africa. The TAS is a 5-phase process utilizing 16 principles of turnaround and 8 components of school readiness. It aims to increase ownership among principals, staff, and communities and improve teaching and learning through tools like the School Readiness Components development and the Curriculum Management Model implementation. Preliminary results show the strategy helping underperforming schools improve student retention, pass rates, and quality of education.
The document analyzes South Africa's 2010 matric pass percentage. It shows the average percentage pass from 1999 to 2010, with a steep average drop in learners from Grade 1 to Grade 12 over that period. Only 44% of students who started Grade 1 in 1999 went on to pass matric in 2010.
The document discusses curriculum management frameworks and school readiness. It provides information on several topics:
1. Domains of challenges in curriculum management including planning, ownership, and sustainability strategies.
2. School readiness components that must be in place including attendance tracking, teacher and learner information, and timetabling.
3. Models and theories for strategic planning, conceptualizing adversity, and driving organizational turnaround.
The document presents frameworks, concepts, and strategies to improve curriculum management and school readiness.
The document summarizes a presentation given by Dr. Muavia Gallie on challenges facing education in South Africa. It discusses poor performance on international tests, high dropout rates between grades 1 and 12, and disparities between provinces. While billions are spent on education each year, only a small percentage of students achieve what the system promises. The presentation suggests the system benefits some more than students and examines untruths used to explain challenges. It advocates for a step-by-step approach to improve from dysfunctional to excellent schools.
Dr. Muavia Gallie gave a presentation at the MSED Conference on using awareness to create change. The presentation discussed how people don't know what they don't know, included a 1 minute awareness test clip, and explored two blog posts. It also covered the five stages of concern teachers experience with change and how the focus shifts from self to task to impact of change. The presentation concluded with information on the "bridge" between awareness and change.
This document provides an overview of a presentation on financial education management. It includes:
1) Definitions of financial education management and its aims.
2) An outline of the legal requirements and legislation related to financial matters for schools.
3) Guidelines for financial management including fundraising strategies and the importance of budgeting.
4) Details on creating and managing a school budget, including goals, principles, elements, and control.
This document provides an outline for sessions 5 and 6 of an educational management course being presented by Dr. Muavia Gallie. The sessions will cover [1] the history of parental involvement in schools through organizations like PTAs, [2] the differences between school governance and management, and [3] the 18 statutory functions and duties of School Governing Bodies according to South African law. Students are assigned to study the governance of a school in their community and evaluate how well it is fulfilling its legal responsibilities.
The document provides an overview of the legal requirements and procedures for meetings in educational institutions. It discusses:
1. The key roles and responsibilities of the chairperson, secretary, and members in conducting valid and effective meetings according to legal guidelines.
2. The formal documents required for meetings such as agendas, minutes, and requirements for quorum, notice, and valid resolutions.
3. Procedural rules around discussing and voting on proposals, amendments, validity of decisions, and circumstances for adjournment or suspension of meetings.
4. Additional administrative aspects like contracts, copyright, and document management that impact meetings.
This document outlines Dr. Muavia Gallie's Turn Around Strategy (TAS) for improving schools in South Africa. The TAS is a 5-phase process utilizing 16 principles of turnaround and 8 components of school readiness. It aims to increase ownership among principals, staff, and communities and improve teaching and learning through tools like the School Readiness Components development and the Curriculum Management Model implementation. Preliminary results show the strategy helping underperforming schools improve student retention, pass rates, and quality of education.
The document analyzes South Africa's 2010 matric pass percentage. It shows the average percentage pass from 1999 to 2010, with a steep average drop in learners from Grade 1 to Grade 12 over that period. Only 44% of students who started Grade 1 in 1999 went on to pass matric in 2010.
The document discusses curriculum management frameworks and school readiness. It provides information on several topics:
1. Domains of challenges in curriculum management including planning, ownership, and sustainability strategies.
2. School readiness components that must be in place including attendance tracking, teacher and learner information, and timetabling.
3. Models and theories for strategic planning, conceptualizing adversity, and driving organizational turnaround.
The document presents frameworks, concepts, and strategies to improve curriculum management and school readiness.
The document summarizes a presentation given by Dr. Muavia Gallie on challenges facing education in South Africa. It discusses poor performance on international tests, high dropout rates between grades 1 and 12, and disparities between provinces. While billions are spent on education each year, only a small percentage of students achieve what the system promises. The presentation suggests the system benefits some more than students and examines untruths used to explain challenges. It advocates for a step-by-step approach to improve from dysfunctional to excellent schools.
Dr. Muavia Gallie gave a presentation at the MSED Conference on using awareness to create change. The presentation discussed how people don't know what they don't know, included a 1 minute awareness test clip, and explored two blog posts. It also covered the five stages of concern teachers experience with change and how the focus shifts from self to task to impact of change. The presentation concluded with information on the "bridge" between awareness and change.
This document provides an overview of a presentation on financial education management. It includes:
1) Definitions of financial education management and its aims.
2) An outline of the legal requirements and legislation related to financial matters for schools.
3) Guidelines for financial management including fundraising strategies and the importance of budgeting.
4) Details on creating and managing a school budget, including goals, principles, elements, and control.
This document provides an outline for sessions 5 and 6 of an educational management course being presented by Dr. Muavia Gallie. The sessions will cover [1] the history of parental involvement in schools through organizations like PTAs, [2] the differences between school governance and management, and [3] the 18 statutory functions and duties of School Governing Bodies according to South African law. Students are assigned to study the governance of a school in their community and evaluate how well it is fulfilling its legal responsibilities.
The document provides an overview of the legal requirements and procedures for meetings in educational institutions. It discusses:
1. The key roles and responsibilities of the chairperson, secretary, and members in conducting valid and effective meetings according to legal guidelines.
2. The formal documents required for meetings such as agendas, minutes, and requirements for quorum, notice, and valid resolutions.
3. Procedural rules around discussing and voting on proposals, amendments, validity of decisions, and circumstances for adjournment or suspension of meetings.
4. Additional administrative aspects like contracts, copyright, and document management that impact meetings.
The design of data systems within education can be challenging due to a lack of easily accessible information and a large variety of stakeholders with differing needs. Architecting Academic Intelligence is the process of centralizing and making accessible the student administrative information to the every member of the administration, faculty and staff of the City Colleges of Chicago so as to more efficiently promote student success.
This document provides an overview of monitoring and evaluation (M&E) for schools. It discusses key M&E concepts including: defining monitoring as day-to-day tracking of activities and evaluation as assessing overall achievement and impacts; developing a theory of change to explain how activities will lead to outcomes and impacts; agreeing on measurable outcomes and selecting
7.1 Mapping Your Processes to Deliver an Exceptional Student ExperienceTargetX
This document summarizes Roberta Oberpriller's presentation on process mapping at the TargetX Summit. Some key points:
1) Process mapping at the institution has gone through multiple iterations over the past few years in an effort to map the student lifecycle and identify pain points. Challenges included resources and establishing process mapping as a standard practice.
2) For an online application project, process maps were used to define the application review process and identify opportunities to streamline workflows and simplify the student experience. This included reducing duplicate efforts and confusion.
3) Lessons learned include the importance of executive sponsorship, managing the challenges inherent in process mapping, and using process maps to focus project teams and contain scope creep
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development.
Come join us for this free Webinar!
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development.
Come join us for this free Webinar!
Get the RoI: Maximise Business Impact with eLearning24x7 Learning
Read this presentation to know:
-Ways to build product knowledge among your front-line employees
-How to consistently train your entire workforce with same level of rigor and application
- How to address key priorities such as training man-days, budget-cuts and coverage
-How to ensure a direct link between your business objectives & your training agenda
- How to include a blended approach in your training initiative for maximum impact
Visit www.24x7learning.com/resources.html To download the presentation
Or
Write to vinita.tyagi@24x7learning.com if you want a copy of this presentation
Connect to Us:
Facebook: facebook.com/24x7LearningIndia
Twitter: twitter.com/24x7learning
LinkedIn: lnkd.in/6qD2pY
Always Prepped Principal Dashboard Overview v1Always Prepped
Christopher Mott is the Director of School Development for Always Prepped, a company that aggregates student data from different educational technology tools into easy-to-understand dashboards. They do this because teachers and administrators are overwhelmed by the large number of reports from various ed-tech systems and struggling to identify gaps in student performance. Always Prepped uses a robust API to integrate data in real-time from systems like SIS and LMS to provide behavioral summaries, academic updates, and teacher details on a single dashboard. They are seeking school partnerships to provide feedback on desired features and system integrations.
This document provides an overview of IT project management. It discusses why IT projects often fail, factors that influence success, and approaches to improve outcomes. Key aspects covered include the project life cycle, software development life cycle, project methodology, developing business cases, measuring value, scheduling, budgets, resources, and risk management. The goal is to explain how traditional project management can be combined with software engineering principles to increase the likelihood IT projects are completed on time, within budget, and deliver expected value.
Strategies to Improve Employee Retention in a Diverse Workforce Part One: Eng...Human Capital Media
To accommodate career development and retention in today’s diverse work environment, it’s more important than ever to ensure you have key strategies in place that support the alignment of individual employee goals and development.
Join us for part one of this two-part webinar series and learn key steps to improving employee engagement through goal and development plans that allow everyone in your workforce to share the same vision of success and the tools to get them there.
This document discusses monitoring and evaluating the scale-up of the Standard Days Method (SDM) family planning program in multiple countries. It provides background on a 5-year study of SDM scale-up using the ExpandNet/WHO model. The document outlines the importance of monitoring and evaluation to guide the scale-up process and assess outcomes. It presents the SDM scale-up logic model and operational framework. Metrics for monitoring benchmarks and indicators are proposed, along with data sources and tools for collection. Initial monitoring results are reported for some countries. Challenges of scaling up SDM integration across health systems and service coverage are also examined.
The document discusses process improvement metrics and methods at the Jet Propulsion Laboratory (JPL). It notes that while JPL aims to perform like a CMMI Level 4 organization, it is actually assessed at CMMI Level 3. It outlines some of JPL's data collection methods and key questions around understanding their software environment. Some of the processes in place include tailoring software development processes and measuring performance against processes. Risks, strengths and recommendations are identified from process reviews.
All projects and programs are designed to deliver lasting and successful change. Yet research on project management confirms that most projects fail to meet the triple constraint (time, budget and scope) and fail to deliver the expected ROI. The most important barriers to success are "soft", people-related factors such as sponsorship, communication and culture. These are more important than "hard" factors such as resources, business process, and technology. This presentation covers the linkage between change management practice and project success, provides tips on diagnosing and addressing resistance to change, presents a framework to understand the factors affecting change capacity (skill and motivation), and describes the key roles, deliverables and best practices for change management within the project lifecycle.
The document summarizes the activities of the HandSimDroid project team. It discusses their accomplishments in developing software requirements, implementing the Team Software Process (TSP), managing risks, ensuring quality, and undergoing a CMMI assessment. It also covers their system architecture and plans for going forward. The team aims to create an Android app that can run simulations of Ptolemy models on handheld devices for Bosch.
A representative overview of my expertise and key results delivered by teams I have led. Three situations are highlighted with a defined problem, action plan and results.
Ensuring the future of your business through strategic workforce planning …Workforce BluePrint
Presentation by Head Workforce Planner, Wendy Perry from Workforce BluePrint at the Changing Skills for a Changing World Conference in Melbourne on 14.2.13.
NCCET December Webinar - Restructuring Continuing Education and Corporate Tra...NCCET
The Lone Star College CE and Corporate Training Divisions centralized the operations of 5 separate training divisions 3 years ago into two separate entities. Two years later, a reevaluation, with the collaboration of a consultant from NCCET, shaped the new structure and roles of the continuing education personnel as a more effective and streamlined organization focusing on operations, serving students and program/curriculum development to address workforce needs in a time of tightening budgets.
Lean Six Sigma Yellow Belt Certification BrochurePartner
The document provides an outline for a Lean Six Sigma Yellow Belt training program. The 3-day course aims to impart an understanding of Six Sigma methodology and equip participants with the skills to identify and implement Yellow Belt level improvement projects. The course covers Six Sigma frameworks, terminology, and the DMAIC (Define, Measure, Analyze, Improve, Control) methodology. It includes exercises in problem identification, data analysis, cause-and-effect analysis, and process improvement planning. Participants are assessed through a written test and provided with a Yellow Belt certificate upon completion. Past participants have rated the program highly and found it applicable to their work.
The document outlines the structure and content of a Business Studies exam for Grade 12 consisting of 10 questions across 5 topics, with 300 total marks. It shows the breakdown of marks for 2 exam papers from 2020 and the minimum marks needed to pass. Prior years' exam papers from 2015 to 2019 are also listed. The presenter is thanked at the end.
The design of data systems within education can be challenging due to a lack of easily accessible information and a large variety of stakeholders with differing needs. Architecting Academic Intelligence is the process of centralizing and making accessible the student administrative information to the every member of the administration, faculty and staff of the City Colleges of Chicago so as to more efficiently promote student success.
This document provides an overview of monitoring and evaluation (M&E) for schools. It discusses key M&E concepts including: defining monitoring as day-to-day tracking of activities and evaluation as assessing overall achievement and impacts; developing a theory of change to explain how activities will lead to outcomes and impacts; agreeing on measurable outcomes and selecting
7.1 Mapping Your Processes to Deliver an Exceptional Student ExperienceTargetX
This document summarizes Roberta Oberpriller's presentation on process mapping at the TargetX Summit. Some key points:
1) Process mapping at the institution has gone through multiple iterations over the past few years in an effort to map the student lifecycle and identify pain points. Challenges included resources and establishing process mapping as a standard practice.
2) For an online application project, process maps were used to define the application review process and identify opportunities to streamline workflows and simplify the student experience. This included reducing duplicate efforts and confusion.
3) Lessons learned include the importance of executive sponsorship, managing the challenges inherent in process mapping, and using process maps to focus project teams and contain scope creep
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development.
Come join us for this free Webinar!
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development.
Come join us for this free Webinar!
Get the RoI: Maximise Business Impact with eLearning24x7 Learning
Read this presentation to know:
-Ways to build product knowledge among your front-line employees
-How to consistently train your entire workforce with same level of rigor and application
- How to address key priorities such as training man-days, budget-cuts and coverage
-How to ensure a direct link between your business objectives & your training agenda
- How to include a blended approach in your training initiative for maximum impact
Visit www.24x7learning.com/resources.html To download the presentation
Or
Write to vinita.tyagi@24x7learning.com if you want a copy of this presentation
Connect to Us:
Facebook: facebook.com/24x7LearningIndia
Twitter: twitter.com/24x7learning
LinkedIn: lnkd.in/6qD2pY
Always Prepped Principal Dashboard Overview v1Always Prepped
Christopher Mott is the Director of School Development for Always Prepped, a company that aggregates student data from different educational technology tools into easy-to-understand dashboards. They do this because teachers and administrators are overwhelmed by the large number of reports from various ed-tech systems and struggling to identify gaps in student performance. Always Prepped uses a robust API to integrate data in real-time from systems like SIS and LMS to provide behavioral summaries, academic updates, and teacher details on a single dashboard. They are seeking school partnerships to provide feedback on desired features and system integrations.
This document provides an overview of IT project management. It discusses why IT projects often fail, factors that influence success, and approaches to improve outcomes. Key aspects covered include the project life cycle, software development life cycle, project methodology, developing business cases, measuring value, scheduling, budgets, resources, and risk management. The goal is to explain how traditional project management can be combined with software engineering principles to increase the likelihood IT projects are completed on time, within budget, and deliver expected value.
Strategies to Improve Employee Retention in a Diverse Workforce Part One: Eng...Human Capital Media
To accommodate career development and retention in today’s diverse work environment, it’s more important than ever to ensure you have key strategies in place that support the alignment of individual employee goals and development.
Join us for part one of this two-part webinar series and learn key steps to improving employee engagement through goal and development plans that allow everyone in your workforce to share the same vision of success and the tools to get them there.
This document discusses monitoring and evaluating the scale-up of the Standard Days Method (SDM) family planning program in multiple countries. It provides background on a 5-year study of SDM scale-up using the ExpandNet/WHO model. The document outlines the importance of monitoring and evaluation to guide the scale-up process and assess outcomes. It presents the SDM scale-up logic model and operational framework. Metrics for monitoring benchmarks and indicators are proposed, along with data sources and tools for collection. Initial monitoring results are reported for some countries. Challenges of scaling up SDM integration across health systems and service coverage are also examined.
The document discusses process improvement metrics and methods at the Jet Propulsion Laboratory (JPL). It notes that while JPL aims to perform like a CMMI Level 4 organization, it is actually assessed at CMMI Level 3. It outlines some of JPL's data collection methods and key questions around understanding their software environment. Some of the processes in place include tailoring software development processes and measuring performance against processes. Risks, strengths and recommendations are identified from process reviews.
All projects and programs are designed to deliver lasting and successful change. Yet research on project management confirms that most projects fail to meet the triple constraint (time, budget and scope) and fail to deliver the expected ROI. The most important barriers to success are "soft", people-related factors such as sponsorship, communication and culture. These are more important than "hard" factors such as resources, business process, and technology. This presentation covers the linkage between change management practice and project success, provides tips on diagnosing and addressing resistance to change, presents a framework to understand the factors affecting change capacity (skill and motivation), and describes the key roles, deliverables and best practices for change management within the project lifecycle.
The document summarizes the activities of the HandSimDroid project team. It discusses their accomplishments in developing software requirements, implementing the Team Software Process (TSP), managing risks, ensuring quality, and undergoing a CMMI assessment. It also covers their system architecture and plans for going forward. The team aims to create an Android app that can run simulations of Ptolemy models on handheld devices for Bosch.
A representative overview of my expertise and key results delivered by teams I have led. Three situations are highlighted with a defined problem, action plan and results.
Ensuring the future of your business through strategic workforce planning …Workforce BluePrint
Presentation by Head Workforce Planner, Wendy Perry from Workforce BluePrint at the Changing Skills for a Changing World Conference in Melbourne on 14.2.13.
NCCET December Webinar - Restructuring Continuing Education and Corporate Tra...NCCET
The Lone Star College CE and Corporate Training Divisions centralized the operations of 5 separate training divisions 3 years ago into two separate entities. Two years later, a reevaluation, with the collaboration of a consultant from NCCET, shaped the new structure and roles of the continuing education personnel as a more effective and streamlined organization focusing on operations, serving students and program/curriculum development to address workforce needs in a time of tightening budgets.
Lean Six Sigma Yellow Belt Certification BrochurePartner
The document provides an outline for a Lean Six Sigma Yellow Belt training program. The 3-day course aims to impart an understanding of Six Sigma methodology and equip participants with the skills to identify and implement Yellow Belt level improvement projects. The course covers Six Sigma frameworks, terminology, and the DMAIC (Define, Measure, Analyze, Improve, Control) methodology. It includes exercises in problem identification, data analysis, cause-and-effect analysis, and process improvement planning. Participants are assessed through a written test and provided with a Yellow Belt certificate upon completion. Past participants have rated the program highly and found it applicable to their work.
Similar to Witbank Circuit Strategic Planning (20)
The document outlines the structure and content of a Business Studies exam for Grade 12 consisting of 10 questions across 5 topics, with 300 total marks. It shows the breakdown of marks for 2 exam papers from 2020 and the minimum marks needed to pass. Prior years' exam papers from 2015 to 2019 are also listed. The presenter is thanked at the end.
This document discusses how poverty affects children's academic performance and what schools can do to help. It describes the nature of poverty, outlining different types such as situational, generational, urban and rural poverty. It discusses the effects of poverty on children, including emotional, social, health and cognitive challenges. Children living in poverty often face unstable home environments with fewer resources and opportunities for enrichment compared to wealthier children. The document proposes that schools can help mitigate these challenges through appropriate strategies and support.
High-Performing in High-Poverty schools - The School of Excellence Methodolog...Education Moving Up Cc.
This document summarizes a presentation on teaching in high-poverty schools. It discusses six types of poverty and provides study questions for each chapter of the book "Teaching with Poverty in Mind". The types of poverty are absolute, relative, situational, generational, rural, and urban poverty. The study questions guide reflection on how poverty affects student behavior and learning, the mindset needed for change, school-wide and classroom success factors, and instructional strategies. More than 60% of South African children experience multidimensional poverty, with the highest rates in rural areas, among orphans, and Black African children.
Dr. Muavia Gallie, the director of SiSopen, gave a presentation on using multiple choice questions and heutagogy to transform data into intelligence in education. SiSopen is a school intelligence system that uses open-source technology to help schools design excellence by moving beyond just data to gain intelligence from data. The presentation discussed using MCQs to support student-led or heutagogical learning and provided links to the SiSopen website and blog on open technology in education for further information.
Facilitating the school turnaround methodology, being in process with multiple schools, to ensure that we develop Schools of Excellence, especially in schools located in poor and marginalised communities.
This document contains a presentation by Dr. Muavia Gallie on school turnaround. It discusses moving from dysfunctionality by design under apartheid to excellence by design. It highlights strategies like setting individualized learner targets and plans, focusing on learning over opinions, and allocating 170 days per year to teaching and learning with extended time. Target setting is identified as key, with learners and teachers having quantifiable annual targets to work towards. 170 days of teaching time per year is cited as best practice, originating from CAPS policy documents. Differentiation of time based on learner needs is also discussed.
This document outlines an approach to school excellence through intentional design of school systems and processes. It discusses 12 topics that characterize a school focused on excellence versus one experiencing chaos. Some of the key points include having daily lesson plans that are 50-60 minutes long and include 15-20 minutes of classwork, allocating 170 days for teaching and learning, conducting risk analysis on learners to provide early intervention, and including digital teaching time to support self-directed learning. The approach aims to move schools away from seeing failure as normal and toward the goal of 100% learner success.
Focus on the school turnaround methodology in order to fix up the operational, managerial and leadership processes in underperforming and high functioning schools. Intended to ensure that all learners are successful in schools, and that excellence become the target to strive towards.
Dr. Muavia Gallie presented on school turnaround strategies. The presentation discussed moving schools from dysfunctionality by design under apartheid to excellence by design. It outlined eight components for school readiness, 50 operational systems, and 60 quality systems that schools need to implement excellence. The presentation also compared school improvement to school turnaround, noting that turnaround requires redefinition, modification or substitution of approaches and tasks. Finally, it provided examples of implementing excellence by design at Zwelethemba High School, including setting targets for learners and teachers, allocating 170 days for teaching and learning, including transitional time in the timetable, and extending the school day to maximize learning time.
ATKV - Back to basics - From underperforming schools to institutions of excel...Education Moving Up Cc.
The document provides information about a presentation given by Dr. Muavia Gallie on school turnaround. It discusses taking underperforming schools and making them institutions of excellence. It provides the presenter's credentials and organizations, as well as websites for additional information. Graphs and figures are shown on topics like the virtuous circle of inclusive growth and development, and the varying role of redistribution in reducing inequality.
TeachSA 2016 cohort - The Why, What, How and When of school turnaround method...Education Moving Up Cc.
This document provides an overview of school turnaround methodology presented by Dr. Muavia Gallie. It discusses the need for school turnaround due to poor education outcomes in South Africa. Only 1 in 100 students who enter school will complete tertiary education. The document outlines the difference between school improvement and school turnaround, with turnaround requiring deeper change. It then presents frameworks and principles for school turnaround methodology, including 5 domains with 20 frameworks addressing various areas like beliefs, knowledge, processes, implementation and monitoring/evaluation. The methodology follows 5 phases and includes tools like a school turnaround planning framework and the STP problem-solving approach.
An alternative way of managing and leading schools in communities that are not seeing success for all learners, due to contextual (poverty-stricken) issues.
Dr. Muavia Gallie presented on school turnaround methodology. Key points included:
- South Africa's education system is inefficient, with only 1 in 100 students completing tertiary education. Student dropout rates are very high.
- The presentation defined the differences between school improvement and school turnaround, with turnaround requiring deeper change like redefinition of approaches and goals.
- A school turnaround methodology was presented involving 5 phases to transform underperforming schools to excellence through principles, frameworks and operational systems.
This document outlines a presentation on school turnaround and target setting. It details 17 portals or levels for setting targets, from the funder level down to the individual learner level. At each level, key performance data is displayed, such as average subject scores over time. Targets are then set to show areas for improvement and growth goals at each analysis level within the school system.
This document outlines a school turnaround methodology presented by Dr. Muavia Gallie. It discusses key principles of school turnaround including ownership, planning, curriculum management, and sustainability. The methodology involves 5 phases and includes self-assessment of 8 school readiness components to rate a school's performance from under-performing to excellent. The readiness components cover areas like attendance, teacher/learner information, annual planning, timetabling, teaching schedules, organizational structure, and instructional support materials. Schools conduct quarterly self-assessments and workshops to improve their ratings by focusing on 3 components, including the weakest, per quarter with confirmation from change agents. The methodology aims to turn under-performing schools into academic champions through
CWED - Roles and Responsibilities of Heads of Department in Curriculum Manage...Education Moving Up Cc.
Clarifying the legislative, professional, social justice, monitoring and evaluation, and support and development roles and responsibilities of heads of departments
Constructing of Lesson plan; legislative requirements of CAPS; teaching lesson based on days or periods; weighting or pace setters; teaching and learning methods; assessment plans for teachers and learners; data bank of questions for examination purpose
School Turn-around Methodology; Deep Change; Sources of our work; Construction of Lesson Plans; Personalised Learning; Target Setting; Learner Dreams; SiSopen (school intelligent system)
School Turn-around Methodology; Deep Change; Sources of our work; Construction of Lesson Plans; Personalised Learning; Target Setting; Learner Dreams; SiSopen (school intelligent system)
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
1. The role of Strategic Planning in an
Under-Performing (Dysfunctional)
education system in a circuit, district,
province and country –
Systemic reflections
Presenter:
Dr Muavia Gallie (PhD)
Education Moving Up Cc.
muavia@mweb.co.za
http://muavia-gallie.blogspot.com
http://iwanttoturnaroundmyschool.blogspot.com
www.slideshare.net (search “Witbank Circuit Strategic Planning”)
3. Strategic AGREEMENTS
Planning (Let's dot it!)
Process STRATEGIES
(How can we do it?)
INNOVATIONS
(What can we do about it?)
SYSTEMS
(Why is it happening?)
INDICATORS
(What is happening?)
4. What is happening? (5yrs) Per Unit
• How many schools do we have? How many primary and
secondary? Rank them from best to worst performing based
on pass rate (Matric and ANAs).
• How many teachers? How many male and female? Average
teacher qualification and years of experience? What is the
absenteeism rate? Rank them from best to worst performers in
terms of learner results (Matric and ANAs).
• How many learners? How many girls and boys? How many
‘child headed household’ learners? How many have ‘eye-sight’
and ‘hearing’ problems? Average of pass rate among learners
in every grade? What are the type of jobs learners want to do
when they finish school, and what are the percentages?
• What is the total budget for the circuit? How is it allocated?
What is the total and average ‘cost to company’ personnel
spending on school-based and office-based personnel? ETC.
6. % Different Types of schools in SA
Quality of Pass (Grades)
100%
90%
80%
70%
60%
Quantity of Pass
50%
40% 20%
30%
20% 50%
10%
0% 20%
-10%
-20% 10%
Anti- Dysfunctional Under- High-
Functional Performing Performing
7. ACCOUNTABILITY SCALE
25%: 50%: 25%
Compliance
towards
Seniors
50%
Job
25% Description -
Salary
25%
Support and
Development
- Juniors
8. Success is not Rocket Science!
Learner
Learning &
Performance
PERFORMANCE
High Effective
Performing Communication
Workforce
PEOPLE
Safe, Healthy and
Effective use of
Innovative Learning
Resources
Environment
PROCESS
11. 16 Principle Issues
1. Psyche of Dysfunctionality;
2. Organised dysfunctionality;
1
3. Data/information/knowledge/intelligent decision
making; 5 6 7
4. Champion/ leader driven;
5. Readiness; 12 13
6. Whole school development/ school
improvement plan; 4 16 8 2
7. School level support;
8. Networking/ partnering systems; 15 14
9. Compliance/ governance/ operational
management/ leadership systems; 11 10 9
10. Accountability commitments;
11. Aligning the curriculum, instruction, teaching, 3
learning, assessment systems;
12. The Generation Gap;
Purpose (Vision)
13. Expert and mentor support;
14. Time on task; Hands (Action)
15. Managing what you know (ICT); Head (Systems)
16. Focus on the core - student achievements.
Heart (Believes)
12. 5 Turn-around Phases
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Focus • Ownership • Buying into this • SRC tools development • SRC + CMM • Ensuring
strategy • Design CMM implementation sustainability
• Closing gaps
Participants • Principal • Principal, SMT, • Principal and SMT • School staff • District
Teachers, SGB reps, (professional and • School leaders
District, Community support) • Community
Data tools • 16 Principles • (B) Baseline Survey • 8 School Readiness • Staff development • Compliance
Issues of Turn (P) Components = • Teacher • Governance
Around • (D) SRC self-rating (P Attendance, T+L Info, professional • Operational
Strategy as + SMT) Annual Plan, TT, TL development management
Inputs • (A) Functionality Schedules,
• T+L intelligence
• 16 Questionnaire (S) Organogram, TLSM
systems
Deliverables • CMM = Attendance,
as Outputs SBA, Curr. completion
Period • 2 hours • 2 days (full days) Or • 3 - 6 months • 1,5 - 2 years • 6 - 12 months
• 6 x 2.5 hours
Methods • Workshops • Workshops • Face to face site work • Face to face site • Workshops + Face
• All schools • All schools together • Individual schools work to face site work
together • Muavia Gallie • Mentors • Individual schools • Individual schools
• Muavia Gallie • Mentors + Experts • Muavia Gallie
13. 16 Deliverables/Outcomes
Individual Relationships
1. Recognise the high risk; 1. Utilise organisational strength;
2. Think differently; 2. High commitment and expectation to
3. Redefine normal and reality ; succeed;
4. Know, understand and service young 3. Recognise ability to transform and
people . change;
4. Teachers care deeply about all
learners.
Culture Systems efficiency
1. Bring it on! attitude; 1. Being ready (proactive);
2. Adults who model what they value; 2. Always focus on the key
3. Teachers don t sweat the small deliverables ;
stuff ; 3. Data driven decision-making;
4. Teachers know what it takes to be 4. Clear and implementable rules.
successful .
15. How many days and/
or hours of Teaching
and Learning do every
learner qualify for (is
entitled to) during an
academic year?
16. At least 170 days, which is 935
hours per year!
Where do I get this?
Legal requirement of 27.5 hours
per week X 34 out of 40 weeks
for Teaching and Learning!
As principal, you should be
expected to account for the 27.5
hours every week!
17. Why do teachers get
90 days leave per
year, when all other
workers get between
20 – 24 days?
18. It is expected from them to be active
in the Teaching and Learning
process for 198 days per year. If
they miss a day, they need to MAKE
UP the day from the 90 days!
When a teacher is absent, including
‘sick leave’, he/she must submit a
strategy as to how he/she is going to
MAKE UP days lost, but …
19. TAS - Face-to-Face view (4 Tools)
1. Nat. Educ. Strategy 1. Attendance
2. District Curr. Man. 2. Teacher Info
3. School Instr. Design 8 (eight) 3. Learner Info
4. Faculty T + L 4. Annual Planning
5. Classroom L + Assess. School Readiness 5. Timetabling
6. Home L Plan 6. TL Scheduling
Components 7. Organogram
8. LTSM
[Planning]
6 (six)
Curriculum 6 (six) 1.
2.
Teachers
SMT
Management
Design 24 Sustainability
Model
3.
4.
5.
6.
Principal
SGB
District
Community
[Input] [Outputs]
4 (four)
Closing the Gap
BEAR
1. Beliefs
[Process] 2. Expectations
3. Attitudes
4. Relationships
20.
21. Curriculum Management
Framework
• National Education Philosophical Model (NEPM);
• District Curriculum Management Model (DCMM);
• School Instructional Design Model (SIDM);
• Faculty Teaching and Learning Model (FTLM);
• Classroom Learning and Assessment Model (CLAM);
• Student Learning and Expectations Plan (SLEP).
24. Lubombo Circuit (Buy-in)
• Circuit in Mpumalanga, bordering with
Mozambique;
• 34 Schools (both primary and secondary) attended
the 2 days session;
• Circuit manager was present for the entire two
days;
• After introductory questions were posed to schools
(2.5 hours session), schools had to self-identify
at what level they are of school functionality;
• 1 high; 17 under-performing; 16 dysfunctional.
25. GE UPS 14 Matric Results
1.5.2 GE UPS Matric Results
100
90 88.2 88.2
86.2
80 2008-2010 74.4 74.5
82.8
70 67.7
67.58 65.99 66.08 65.99 67.5
65.7
64.75
60 60.5
60.23
57.86
56.25 56.67
52.5 52.6 54.07
52.9 52.48 52.94 52.48 52.8
50 49.3 49.6 49.11 49.55 48.57 49.54 49.53
47.62
46.27
45.61 45.4
43.42
40
37.5 36.82
34.18 35.51
30 28.51
20
10
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2008 2009 2010
26. SMS from GE school
------ SMS ------
From: +27826257426
Received: Jan 13, 2011 11:15
Subject: Dr Muavia Gallie ,
Dr Muavia Gallie, the name of our school is Asser
Maloka in Duduza(Nigel). When we joined your
programme were sitting @ 35%(2008), 49%(2009),
and for 2010 we are @ 86.23%. My principal and I
wish to express our heartfelt gratitude to you and
your whole team. From Deputy Principal:FET.Vuyo
Ncokazi.