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IVN: Expanding Our Impact

IVN: Expanding Our Impact. Sderot, November 2005. Venture practices to better Israel. IVN Portfolio. Strengthening the Education System Municipal Intervention - Tiberias, Galilee, Sderot eMBA: Education Management via Business Approaches Institute for School Leadership (ISL)

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IVN: Expanding Our Impact

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  1. IVN: Expanding Our Impact Sderot, November 2005 Venture practices to better Israel

  2. IVN Portfolio • Strengthening the Education System • Municipal Intervention - Tiberias, Galilee, Sderot • eMBA: Education Management via Business Approaches • Institute for School Leadership (ISL) • Active Citizenship • Investing in Social Leadership • IsraCorps • IVN Social Entrepreneur Fellowship Program • Creating Employment Opportunities • StartUp Jerusalem

  3. Strengthening the Education System

  4. EI – Municipal Intervention The primary goal of the Education Initiative (EI) - Municipal Intervention is to raise student achievements in basic skills, while advancing the management capabilities and culture within the education system.

  5. EI: Scope of Intervention • Locations • Tiberias – 3 years, 100% of schools, 20 projects in 2004-5 • Galilee Panhandle – 2 years, 6 municipalities, 46 projects in 2004-5 • Sderot – 1st year, 100% of schools, municipal-wide intervention in all core languages • Areas of Activity • Formal Education • Informal Education • Children and Youth at-Risk

  6. IVN’s Intervention Approach • Bring a holistic approach that focuses on education and children and youth at-risk in the periphery. • Advocate a system-wide approach, at the municipal level. • Empower and enhance the existing managerial culture of local leaders and professionals. • Coordinate between national and local government bodies and other NGOs working in local municipalities. • Emphasize a culture that sets measurable objectives, and data-based decision-making using measurement and evaluation tools • Focus on developing a sustainable model. • Develop partnerships with leading foundations such as the Sacta-Rashi Foundation, Jewish Federations and industry

  7. Improving Student Achievement:Hebrew Literacy Results • Over 90% of 2nd grade students where IVN intervened in Tiberias can read and understand Hebrew fluently. • Implemented ‘best practice’ Litaf teaching method • Litaf was evaluated by the Ministry of Education as a top method for teaching Hebrew literacy. • A ‘prevention’ program that touches ~60% of 1st-2nd grade students at a cost of ~$60 per student • Sustainability – after two years, 70% of teachers can continue independently

  8. Example of Core Language Results:English (Kiryat-Shemona) Goal:Improve Student Achievement 4-12th grades. Includes a municipal coordinator, intensive training of English teachers, framework for weak students. Teacher training: The teachers’ training addressed their stated needs; now we need to focus on implementing the training in the classroom. Results: Students grades 5 & 6 defined as “weak” at the beginning of the year (shown in table) • Grade average rose significantly • All children in the municipality were impacted • by the program. • More than 30 teachers received intensive training. • Cost per student - $90.

  9. EI - Improving Student Achievement: Mathematics Results • An average class score of 90 was achieved by students in grades 1-4, who participated in the Singapore program for math achievement and development of mathematical thinking. • Average cost per student is only $72/student/year • Teachers work independently after two years of training. • 16% of all students in Tiberias participated in the program.

  10. EI - Improving Student Achievement: Mathematics Results (2) • Intervention with the Tafnit Program to reduce educational gaps and to significantly improve student achievement in math. • Results show significant improvement in children in grades 4th, 5th & 6th in Tiberias and Kiryat Shemona who began the year in the weakest section of the class. • Touches 50% of students in Tiberias and 30% of students in Kiryat Shemona at a cost of ~$365 per student Results from Kiryat Shemona2 schools, grades 3,4,6 ~160 students

  11. EI - Enhancing Local Management Capabilities:Results • Creation of management forums comprised of local professionals • Establishment of local information, measurement and evaluation units in Kiryat Shemona and Tiberias • Initiated a municipal-wide mapping process of student achievement • In Sderot, schools principals are involved in planning and implementing next year’s intervention program

  12. Enhancing Management Capabilities: Feedback from the Field • Mayor of Kiryat Shemona Barbivai, “At the end of the intervention, the municipality will make every effort to continue the best programs… • The involvement of business people is the Zionism of today.” • Mayor of the Upper Galilee Regional Council Valenci, “I now expect to receive quantitative data as an important tool in developing a work plan.” • Education Department Head in the Upper Galilee, “The push for the M&E process caused us a headache at the beginning, but we realize now that our thinking process and resulting actions would otherwise not have been of the same quality.”

  13. Major EI Achievements • Improvements in student achievements in basic skills. • Assimilation of relevant managerial tools from the business culture into the education system. • Promotion of management culture including measurement and evaluation, and data-based decision-making. • Partnership as a model for intervention. • Awareness of our partners of the importance of management tools and IVN’s contribution in this area.

  14. EI: Looking Ahead 2005-6 • Improving the Model of Intervention: • Focus on Sustainability • Project Level • Municipal Level • M&E Units • eMBA Training Courses • Governance Structures • K-12 in Sderot in all core languages • Focus on role of IVN as project integrator • Development of the Municipality Model towards Production

  15. Principal Management Training (eMBA & ISL) • IVN and Yad Hanadiv have developed and implemented eMBA, a training course for in-service school principals. • The knowledge obtained as a result of the course will serve as an important foundation for the Institute for School Leadership (ISL). • ISL will be a national home for school principals that builds and evolves their leadership in teaching and learning, and develops their managerial skills as accountable educational leaders who are a networked group of proud professionals.

  16. eMBA: 1st Year Feedback • The first year of the program was conducted successfully and has generally high marks in terms of quality of organization, content, workshops and lecturers. • As compared to baseline measurement, by the end of the 1st year, principals’ self-perceptions of their ability toplan, organize, analyze, control situations and consult teachers has risen substantially. • Mentoring was rated as one of the most crucial components of the program, in particular for ensuring implementation of program content in the schools. There is a need to develop a comprehensive and efficient model of mentoring. • 19/24 principals have started to lead a change project in their school (such as a measurement & evaluation team to track student achievement).

  17. eMBA: Looking Ahead 2005-6 Foci of Year 2 • Expanding the change into the schools by focusing on the school management team. • Implementation and adaptation of managerial processes, including tools and methods that were learned in the first year of the course, based on the work plan developed by the principals Primary Goal of Year 2 Making the change of managerial culture from a new one to a sustainable one Methods Workshops, meetings with other managerial worlds, mentoring the principal and his/her managerial team Expansion Preparing for 2 pilots in North & South in 2006-7

  18. ISL: Looking Ahead 2005-6 • ISL will act in 3 areas: • The principals’ professional home • The MoE’s executive arm for all the training and development needs of school principals • The leading professional organization in the area of school headship • The plan is to establish the ISL at the beginning of 2006 and to make it operational by the beginning of the 2006-7 school year

  19. Active Citizenship: Why Unique • For the first time, citizenship will be taught in all age groups • Citizenship will be taught in conjunction with local social action activities • Program is potentially scalable nationwide, as it is being developed with the Ministry of Education • Defined clear and measurable objectives in the areas of knowledge, attitudes and civic skills

  20. Active Citizenship: First Year Progress • Measured baseline attitudes of students and teachers towards democracy. • Succeeded in positioning civics as a core language. • The intervention in 2005-6 will take place in six grade levels in eight schools covering @1400 students.

  21. Active Citizenship: Looking Ahead 2005-6 • The Active Citizenship Program will focus on 3 areas: • The Pilot Program in Sderot • The National Advocacy plan • Planning expansion to 2 new localities • Increase our activity in Sderot working with 10 schools and about @1600 students. • Aim to build a council for citizenship education in order to raise public consciousness. • Scalability: find partners for expanding in new localities in 2006

  22. Investing in Social Leadership

  23. IsraCorps Action Center:First Year Results • Trained and placed 178 young adults volunteering in the periphery • 23 groups • 17 municipalities throughout Israel • Included partnerships with Israeli youth movements and representatives from the Bedouin, Christian and Druze communities • Developed work plan for volunteers including work in structured school programs in the mornings, and youth movement activities in the afternoon and evening • Built strategic partnership with Ministry of Defense and the Ministry of Education • Laid the foundation for the US chapter

  24. IsraCorps: Looking Ahead 2005-6 • Increase the number of volunteers to @400. • Expand area of activities to include: • Informal education skills/working with children and youth at risk • Activities with national service, soldiers, Ethiopian national service girls, and graduates of schools for dropout prevention • Increase significantly the participation of volunteers from the periphery and minority groups including Druze, Bedouin, Christians & Muslims. • Increase the number of pupils affected and improve the achievements of the participating pupils. • Create an organizational platform & infrastructure as well as content program for IsraCorps activities in the Diaspora.

  25. Social Entrepreneur Fellowship Program: First Fellowships • Identified two leading social entrepreneurs and provided them with funding, mentoring and technological resources. • Fellow Chaim Fox-Emmett launched ISRAEMPLOY, (www.israemploy.net) a one-stop on-line resource for immigrant and minority job seekers. • Circulates an average of 750-1000 job vacancies a month to 7500+ job seekers. • Over 1500 people have succeeded in securing employment through ISRAEMPLOY to date. • Fellow Amiad Lapidot launched a program that encourages citizens to separate out organic waste, which is then recycled in and for the community. • The organic waste is processed into compost in an environmentally friendly method using red worms, never before implemented in Israel.

  26. SE Program: Looking ahead 2005-6 Major Change: Growth of the program from 2 Fellows to 6, with accompanying IVN member Mentors and the growing positive feelings of community, purpose and excitement generated. Goals: • Locate and close at least 1 more Sponsorship to add to 6 current sponsorships • Complete Detailed Evaluation reports on the first year of the SE Fellows and their projects • Place large emphasis throughout this 2nd year, on marketing, locating funding sources and/or enabling commercialization of the Fellow projects • Complete mapping of S.E. world in Israel; UK and U.S. • Refine current evaluation procedures of fellows and SE Initiative

  27. Creating Employment Opportunities

  28. StartUp Jerusalem: Key Accomplishments 2004-5 • Recruitment of Prof. Michael E. Porter as Honorary Chair • Government Buy-In – from political and professional echelons of the Ministry of Finance, Ministry of Industry & Trade, PM’s Office • Matching funding from Government Health & Life Sciences • Israel-California Stem Cell research cooperation (in process) Culture & Tourism • 300-person “Leveraging Jerusalem as Tourism Destination" Conference • Development of world-class culture-tourism website Outsourcing • Successfully lobbied Government for incentives for Jerusalem-based call centers – for 800 new jobs in the city • Commissioned international report on Outsourcing to Jerusalem

  29. SUJ:Looking Ahead 2005-6

  30. Partnerships as a Concept of Operation • Strategic Partnerships • Sacta-Rashi Foundation • New Israel Fund • Yad Hanadiv • Project Partnerships • Federations • Industry • Government Partnerships • Ministry of Education • Local Municipalities

  31. Leveraging our Investments

  32. Thank you for listening. www.israelventurenetwork.org

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