Improving Student Study Skills for Academic Development in South Africa

1. This slide series aims to briefly cover information relating to student academic development in South Africa. Specifically, it provides motivation for financial support of a non profit Public Benefit Organisation with the sole aim of improving student study skills.

2. Student performance in higher education is concerning. Dropout and throughput rates are alarming

4. Time to graduate (2005 cohort excluding UNISA) HALF DROP OUT ABOUT A QUARTER PASS IN STD TIME +/- QUARTER PASS TAKE TWO EXTRA YEARS

5. WHY IS SUCH A STUDY SKILLS PROGRAMME NECESSARY? • National throughput rates at universities and pass rates in matric present a long term competitive challenge to national economy. • Throughput at HE level programmes is as low as 12.5% and often less. • Male university students from rural areas show a 7% throughput rate at University with less than one in fourteen passing in standard time.

6. WHY IS A STUDY SKILLS PROGRAMME NECESSARY? • Educational resource investment has been proven to show little correlation to student academic performance. “Simple resource policies hold little hope for improving student outcomes” (Hanushek 1997 in an analysis of almost 400 academic articles). • Yet we continue to use a resource approach?? Bigger car analogy – Giving a learner driver a bigger vehicle? Research shows that once students learn to direct their study skills a two grade performance increase can be expected.

7. The proposed formal pilot programme aims to address and improve the study skills abilities of students, thus providing a materially better student for ongoing education. • The programme methodology is based upon The Cornell University Note-taking System and later extensions such as SQ5R. Such approach has been shown by formal research to add two grades to academic performance

8. WHY IS SUCH A PROGRAMME VIABLE? Research shows that effective study skills add two grades to student performance. Informal pilot programme testing in the Uthunguludistrict showed a 20-40% increase in student academic performance.

9. How? • Large volumes of practical applications, data and academic examinations on study skills improvement are openly available. We are already delivering to local high schools with positive response from students. • Funding will be primarily from business, supported by SARS Public Benefit Organisation status allowing tax credit to donor organisations.

10. SOME IMPORTANT FACTS • Concerted parental guidance has been proven to be a stronger influence on student academic performance THAN ANYTHING ELSE. • Our application of learning techniques redresses balance by introducing concepts that are learnt from parental figures in successful academic nations.

11. SOME IMPORTANT FACTS • The informal pilot project used a broad spectrum of proven techniques that are applied the world over. • Our offering is group specific and tailored to each session • we attend with students. • We don’t believe one size fits all and aim to advance our • technique through programme development based upon • applied research.

12. FORMAL PILOT PROGRAMME • TARGET POPULATION • Students entering Higher Education. Year one and two and Students presently in Matric. • One should note that whilst the initial offering is limited to specific student groups, the long-term potential of the programme is to achieve delivery to students at all levels.

13. We don’t do magic – becoming a great student is no trick, it is a learnt skill • We cannot ensure the successful provisions of the skills to students who do not meet these basic requirements: • The will to work hard • Dedication and motivation • A level of study suited to their own intellect • Application discipline • An open mind • Students with these, even those whose performance is average or below average, can become study stars.

14. HOW WILL WE ACHIEVE THE OBJECTIVES? • Implementation of proven models which show positive results. Development of a model to meet local challenges in education. • SASSI is a Public Benefit Organisation to allow full tax deductibility for donors. • The system designed as a self sustaining non-profit commercial concern and run by experienced personnel. • Incremental regional roll out allowing for delivery model refinement. • The model is replicable. A Copy-&-Paste style roll out in other regions is possible.

15. WHERE WILL THE FORMAL PILOT BE RUN? • Uthungulu DC • Phase 1 • Umhlathuze • Phase 2 • Nkandla • Mthonjaneni • Ntabanana • Mbonambi • Umlalazi • Population • 907,000 • Area - 8,213 km2 Umhlathuze UThungulu

16. FINANCIAL MODEL Offer tax deductable Community Development Services to organisations with delivery in their own locality. Costing at R5000 per delivery unit allows organisations of all sizes to participate. Delivery unit of five to six hours. 8-12 students per unit within operational area. Breakeven at 32 units per month. Capacity 126 units per month. Two expected annual funding peaks at year end and provisional tax point. Estimated donor base size for region is 12750. Projected sales per annum just in excess of 350 The model’s 2.7% success rate is below norms of 7-11%. Sustainability point achieved at 25 months. Cash positive at 17 months Only commercial funding stream applied in model – No grants, projects or other funding sources added. BUT…. PROFIT IS REALLY MEASURED IN STUDENT PERFORMANCE

17. Just a thought before going through the financials • The financial model is based on data from call centre performance in South Africa. • Worst case scenarios are used in all cases. • In case you don’t know it financial projections in business plans are usually just a best guess. Please take these figures as a measure of sustainability potential. Oh and for one single region only…. • The based model presented in this slide set does not demonstrate growth. We would need another slide set for that… • The model has been tested for several variables and found to be relatively stable. • Less than 4% of South African startups survive five years. As an experienced business person I am confident enough in the concept to commit all of my time and effort to the enterprise.

18. FINANCIAL MODEL Fundraising is primarily through call centre type operation. Even below industry minimum success rates the financial model remains viable with minimal adjustment. Monthly sales are expected to vary with tax year peaks in March and September. Sales over time follow expected call centre growth rates. As with all enterprise, Cash is King and cash flow for the unit is stable even at minimum expected levels shown. Growth in sales uses predictive data from national telesales organisations

19. EXECUTIVE BOARD MEMBERS • Professor MpumeZondi – University of Zululand • Mr ClaebMadondikoza– Lecturer Rhodes University • Mrs Rosemarie Burke – Lecturer University of Zululand • Mr Brennan Williams CEO, S.A.S.S.I. NON-EXECUTIVE MEMBERS • Mrs EwaLatecka, HOD Philosophy -Unizulu • Mrs Marljin van Berne – CEO Onevoice SA

20. HOW-TO-STUDY EFFECTIVELY – OUR MODEL This learning strategy is grounded in constructivist theory, which states that we create meaning in the interaction of our ideas and experiences. By developing meaning and thus understanding, students are better able to retain learned knowledge. Additional techniques such as study timetables, listening in class, note taking and reading texts to learn are included in the programme SQ5R STUDY METHOD

21. PROJECT OUTPUT SUMMARY The pilot project shows potential for expanded regional application. This is planned for in year three of the proposed programme roll-out. National roll out could optimistically begin in year five. The proposed project provides opportunity for commercial organisations to directly influence local educational outcomes thus improving their own local labour pool.

22. PROJECT SPIN-OFFS • Address a National Strategic issue critical to our countries growth. • Enhance workforce performance potential • Address in specific areas educational challenges created through poverty and historical discrimination. • Provide skills that can be passed peer to peer across communities. • Leave a legacy that can be passed to future generations. • Job creation within a growing NPO • Offer sustainability in Corporate Social Initiatives • Businesses make a tax deductable investment in improvement specific to their own locality and labour forces.

23. SUMMARY • Intercept commercial tax payments to improve student skills. • To use a focused application in both service delivery and fundraising. • To provide students with enhanced study skills knowledge, through discussion and practical application. • Use standard fundraising techniques allowing organisations to contribute with tax credit benefits. • Build and refine a replicable model for national application.

24. THANK YOU