From 2016 through 2020, Child Trends, in partnership with the D.C. Office of Human Rights and the D.C. Office of the State Superintendent of Education, and with funding from the National Institute of Justice's Comprehensive School Safety Initiative, implemented and evaluated the Safe School Certification (SSC) Program, a three-year technical assistance model to support schools in strengthening organizational capacity across eight elements key to improving school climate: leadership, data, buy-in, policy and policy enforcement, student engagement, family and community engagement, training, and programs and practices. To help support schools' efforts, and to evaluate SSC's effectiveness, survey data were collected annually from students, parents, instructional staff, and non-instructional staff at participating schools using the U.S. Department of Education's School Climate Survey (EDSCLS), which was adapted to include measures of sexual orientation and gender identity, grit, and personal experiences of bullying and fights. Additionally, observations using the Classroom Assessment Scoring System - Secondary (CLASS-S) were conducted in a random sample of five classrooms in each participating school each year. Finally, as part of the implementation evaluation, interviews were conducted with the technical assistance providers, points of contact or leadership at participating schools, the SSC developer, and the manager of the Certification Advisory Board (CAB), which provided feedback to schools over the course of implementation through reviews of compiled workbooks.

BackgroundBuilding community capacity in secondary schools is a promising strategy for the sustainable implementation of school-based health promotion. The Fit Lifestyle at School and at Home (FLASH) intervention explored how building community capacity works for the prevention of overweight following four strategies: leadership, participatory school culture, tailored health-promotion activities, and local networks. This study evaluates the intervention's impact on community capacity and capacity-building processes over a period of 3 years, as well as its effects on adolescents' BMI and waist circumference.MethodsA mixed-methods design guided by the RE-AIM framework was used. Impact on community capacity was evaluated with semi-structured interviews at the start and end of the intervention and analyzed using an anchored coding scale. Capacity-building processes were evaluated using interviews, journals, questionnaires, and the minutes of meetings. The effects on BMI z-scores and waist circumference were evaluated using a quasi-experimental design comparing an intervention (IG) and reference group (RG), based on multi-level analyses.ResultsCommunity capacity improved across all intervention schools but varied between capacity-building strategies. Leadership recorded the greatest improvements, aided by the appointment of Healthy School Coordinators, who increasingly focused on coordinating processes and fostering collaborations. Participatory school culture also improved through the adoption and implementation of participatory methods and a general increase in awareness concerning the importance of the Healthy School approach. Although additional health-promotion activities were implemented, stakeholders struggled with tailoring these to the specific dynamics of their schools. Limited improvements were observed in setting-up local networks that could help schools encourage healthy behavior among pupils. Differences in BMI z-scores between IG and RG over the total sample were negligible whereas waist circumference increased slightly more in IG (0.99 cm, 95% CI [.04; 1.93]). However, differences were inconsistent over time and between cohorts.ConclusionsThis study highlights the potential of building community capacity. It emphasizes that this is a process in which stakeholders must become acquainted with new leadership roles and responsibilities. To navigate this process, schools need support in improving communication, establishing local networks, and sustaining capacity-building efforts in school policy.Trial registrationISRCTN67201841; date registered: 09/05/2019, retrospectively registered.

A Capacity Management Plan (CMP) is one of the strategies that the Department for Education employs to support government schools that are experiencing increased enrolment demand. Increased enrolment demand occurs due to several factors including changes to the demographic profile of the local community and increases in local housing development. The purpose of a CMP is to assist a school to return to, or maintain, a sustainable enrolment level and to assist children to be able to attend their local school. The CMP outlines the enrolment criteria relevant to each school. The Department for Education has been implementing CMPs since 2009. Generally, the CMPs, over a period of time, have supported schools to manage enrolment demand within their school enrolment capacity. Further strategies include the provision of additional accommodation, implementation of a school zone or planning for new educational facilities. CMPs are approved by the Minister and published in the South Australian Government Gazette. Refer to the Capacity Management Plan webpage for more information and links to the CMPs published in the South Australian Government Gazette.

In 2021, approximately 288 million school-aged people across the globe lacked access to drinking water in schools, down from roughly 326 million people in 2015. Meanwhile, more than 1.3 billion people had access to at least basic drinking water at school in 2021. Sub-Saharan Africa was the region with the lowest basic drinking water coverage in schools at the time.

List of establishments concerned by the support system for high school students for the implementation of Theater Clubs.

A public contract between the Region and the CEMEA aims to provide support to high school students and apprentices for the implementation of Theater Clubs in high schools and CFAs in the Île-de-France Region. The final objective of the operation is to lead to the establishment, by Ile-de-France students, of Theater Clubs within their schools and to enable them to manage and run them independently.

Foster the initiatives of Ile-de-France high school students and apprentices around theatrical practice, develop their knowledge and creative capacity within a group, enable the creation and ensure support for theater clubs within high schools and CFA Ile-de-France residents, encourage young people to become autonomous in the organization, animation and management of this activity: these are the objectives of the new Theater Clubs operation, initiated by the Ile-de-France Region for the 2012 school year -2013. 240 high school students and apprentices spread across 24 establishments in the Ile-de-France region (3 establishments per department) can benefit, throughout the school year, from all the support actions of this operation:

- a component “theatre practice” based on a weekly 1.5 hour workshop;

- a “discovery of the professional environment” component, over 3 days, allowing you to meet professionals from cultural structures;

- a technical support component providing support to students and training them in the independent management of Theater Clubs;

- a program of outings to the theater to encourage the discovery of contemporary creation.

This operation is free and open to groups of 10 young people from the same establishment.

The School Attendance Boundaries Survey (SABS) was an experimental survey conducted by the U.S. Department of Education’s (ED) National Center for Education Statistics (NCES) with assistance from the U.S. Census Bureau to collect school attendance boundaries for regular schools in the 50 states and the District of Columbia. Attendance boundaries, sometimes known as school catchment areas, define the geographic extent served by a local school for the purpose of student assignments. School district administrators create attendance areas to help organize and plan district-wide services, and districts may adjust individual school boundaries to help balance the physical capacity of local schools with changes in the local school-age population. The SABS collection includes boundaries for more than 70,000 schools in over 12,000 school districts throughout the U.S.All information contained in this file is in the public _domain. Data users are advised to review NCES program documentation and feature class metadata to understand the limitations and appropriate use of these data.

The global market for Help Desk Software for Schools is projected to reach $1611.3 million by 2033, exhibiting a CAGR of 7.8% during the forecast period 2025-2033. The growth is attributed to the increasing adoption of digital technologies in schools and the need for efficient and effective student support. Cloud-based solutions are gaining popularity due to their flexibility, scalability, and cost-effectiveness. Additionally, the growing need for centralized communication and tracking of student support requests is driving the demand for help desk software. Major players in the market include Ellie Technologies, SolarWinds, Zendesk, Asset Vue, SysAid Technologies, Vivantio, GoCodes, LiveHelpNow, Freshworks, InvGate, Capacity, Simplisys Service Desk, Monitor 24-7, BOSS, Bloomfire, HelpCrunch, Shelf, Syxsense, SunView Software, and many more. Key market trends include the integration of artificial intelligence (AI) and machine learning (ML) to automate support tasks, the adoption of mobile-friendly solutions, and the growing focus on data analytics for performance improvement. North America is the largest market for Help Desk Software for Schools, followed by Europe and Asia Pacific.

BackgroundBuilding community capacity in secondary schools is a promising strategy for the sustainable implementation of school-based health promotion. The Fit Lifestyle at School and at Home (FLASH) intervention explored how building community capacity works for the prevention of overweight following four strategies: leadership, participatory school culture, tailored health-promotion activities, and local networks. This study evaluates the intervention's impact on community capacity and capacity-building processes over a period of 3 years, as well as its effects on adolescents' BMI and waist circumference.MethodsA mixed-methods design guided by the RE-AIM framework was used. Impact on community capacity was evaluated with semi-structured interviews at the start and end of the intervention and analyzed using an anchored coding scale. Capacity-building processes were evaluated using interviews, journals, questionnaires, and the minutes of meetings. The effects on BMI z-scores and waist circumference were evaluated using a quasi-experimental design comparing an intervention (IG) and reference group (RG), based on multi-level analyses.ResultsCommunity capacity improved across all intervention schools but varied between capacity-building strategies. Leadership recorded the greatest improvements, aided by the appointment of Healthy School Coordinators, who increasingly focused on coordinating processes and fostering collaborations. Participatory school culture also improved through the adoption and implementation of participatory methods and a general increase in awareness concerning the importance of the Healthy School approach. Although additional health-promotion activities were implemented, stakeholders struggled with tailoring these to the specific dynamics of their schools. Limited improvements were observed in setting-up local networks that could help schools encourage healthy behavior among pupils. Differences in BMI z-scores between IG and RG over the total sample were negligible whereas waist circumference increased slightly more in IG (0.99 cm, 95% CI [.04; 1.93]). However, differences were inconsistent over time and between cohorts.ConclusionsThis study highlights the potential of building community capacity. It emphasizes that this is a process in which stakeholders must become acquainted with new leadership roles and responsibilities. To navigate this process, schools need support in improving communication, establishing local networks, and sustaining capacity-building efforts in school policy.Trial registrationISRCTN67201841; date registered: 09/05/2019, retrospectively registered.

2015 NYC School Survey teacher data for all schools To understand the perceptions of families, students, and teachers regarding their school. School leaders use feedback from the survey to reflect and make improvements to schools and programs. Also, results from the survey used to help measure school quality. Each year, all parents, teachers, and students in grades 6-12 take the NYC School Survey. The survey is aligned to the DOE's Framework for Great Schools. It is designed to collect important information about each school's ability to support student success.

2017 NYC School Survey parent data for all schools; Each year, all parents, teachers, and students in grades 6-12 take the NYC School Survey. The survey is aligned to the DOE's Framework for Great Schools. It is designed to collect important information about each school's ability to support student success. To understand the perceptions of families, students, and teachers regarding their school. School leaders use feedback from the survey to reflect and make improvements to schools and programs. Also, results from the survey used to help measure school quality.

2015 NYC School Survey data for all schools.
To understand the perceptions of families, students, and teachers regarding their school. School leaders use feedback from the survey to reflect and make improvements to schools and programs. Also, results from the survey used to help measure school quality. Each year, all parents, teachers, and students in grades 6-12 take the NYC School Survey. The survey is aligned to the DOE's Framework for Great Schools. It is designed to collect important information about each school's ability to support student success.

Key Table Information.Table Title.Per Pupil Amounts of Public Elementary-Secondary Education School System Finances by Enrollment-Size Groups - Expenditure: 2012 - 2023.Table ID.GOVSTIMESERIES.GS00SS11B.Survey/Program.Public Sector.Year.2024.Dataset.PUB Public Sector Annual Surveys and Census of Governments.Source.U.S. Census Bureau, Public Sector.Release Date.2025-05-01.Release Schedule.The Annual Survey of School System Finances occurs every year. Data are typically released in early May. There are approximately two years between the reference period and data release..Dataset Universe.Census of Governments - Organization (CG):The universe of this file is all federal, state, and local government units in the United States. In addition to the federal government and the 50 state governments, the Census Bureau recognizes five basic types of local governments. The government types are: County, Municipal, Township, Special District, and School District. Of these five types, three are categorized as General Purpose governments: County, municipal, and township governments are readily recognized and generally present no serious problem of classification. However, legislative provisions for school district and special district governments are diverse. These two types are categorized as Special Purpose governments. Numerous single-function and multiple-function districts, authorities, commissions, boards, and other entities, which have varying degrees of autonomy, exist in the United States. The basic pattern of these entities varies widely from state to state. Moreover, various classes of local governments within a particular state also differ in their characteristics. Refer to the Individual State Descriptions report for an overview of all government entities authorized by state.The Public Use File provides a listing of all independent government units, and dependent school districts active as of fiscal year ending June 30, 2024. The Annual Surveys of Public Employment & Payroll (EP) and State and Local Government Finances (LF):The target population consists of all 50 state governments, the District of Columbia, and a sample of local governmental units (counties, cities, townships, special districts, school districts). In years ending in '2' and '7' the entire universe is canvassed. In intervening years, a sample of the target population is surveyed. Additional details on sampling are available in the survey methodology descriptions for those years.The Annual Survey of Public Pensions (PP):The target population consists of state- and locally-administered defined benefit funds and systems of all 50 state governments, the District of Columbia, and a sample of local governmental units (counties, cities, townships, special districts, school districts). In years ending in '2' and '7' the entire universe is canvassed. In intervening years, a sample of the target population is surveyed. Additional details on sampling are available in the survey methodology descriptions for those years.The Annual Surveys of State Government Finance (SG) and State Government Tax Collections (TC):The target population consists of all 50 state governments. No local governments are included. For the purpose of Census Bureau statistics, the term "state government" refers not only to the executive, legislative, and judicial branches of a given state, but it also includes agencies, institutions, commissions, and public authorities that operate separately or somewhat autonomously from the central state government but where the state government maintains administrative or fiscal control over their activities as defined by the Census Bureau. Additional details are available in the survey methodology description.The Annual Survey of School System Finances (SS):The Annual Survey of School System Finances targets all public school systems providing elementary and/or secondary education in all 50 states and the District of Columbia..Methodology.Data Items and Other Identifying Records.Fall enrollmentTotal expenditure per pupilTotal current spending per pupilCurrent spending per pupil - Instruction - TotalCurrent spending per pupil - Support services - TotalCurrent spending per pupil - Support services - Pupil support servicesCurrent spending per pupil - Support services - Instructional staff supportCurrent spending per pupil - Support services - General administrationCurrent spending per pupil - Support services - School administrationCurrent spending per pupil - Support services - Operation and maintenance of plantCurrent spending per pupil - Support services - Pupil transportationCurrent spending per pupil - Support services - Other and nonspecified support servicesCurrent spending per pupil - Other current spendingCurrent spending per pupil - All functions - Salaries and wagesCurrent spending per pupil - Instruction - Salaries and wagesCurrent spending per pupil - Support services - Salaries and wagesCurrent spending per pupil - All functions - ...

Key Table Information.Table Title.Expenditure of Public Elementary-Secondary School Systems in the United States: Fiscal Year 2012 - 2023.Table ID.GOVSTIMESERIES.GS00SS13.Survey/Program.Public Sector.Year.2024.Dataset.PUB Public Sector Annual Surveys and Census of Governments.Source.U.S. Census Bureau, Public Sector.Release Date.2025-05-01.Release Schedule.The Annual Survey of School System Finances occurs every year. Data are typically released in early May. There are approximately two years between the reference period and data release..Dataset Universe.Census of Governments - Organization (CG):The universe of this file is all federal, state, and local government units in the United States. In addition to the federal government and the 50 state governments, the Census Bureau recognizes five basic types of local governments. The government types are: County, Municipal, Township, Special District, and School District. Of these five types, three are categorized as General Purpose governments: County, municipal, and township governments are readily recognized and generally present no serious problem of classification. However, legislative provisions for school district and special district governments are diverse. These two types are categorized as Special Purpose governments. Numerous single-function and multiple-function districts, authorities, commissions, boards, and other entities, which have varying degrees of autonomy, exist in the United States. The basic pattern of these entities varies widely from state to state. Moreover, various classes of local governments within a particular state also differ in their characteristics. Refer to the Individual State Descriptions report for an overview of all government entities authorized by state.The Public Use File provides a listing of all independent government units, and dependent school districts active as of fiscal year ending June 30, 2024. The Annual Surveys of Public Employment & Payroll (EP) and State and Local Government Finances (LF):The target population consists of all 50 state governments, the District of Columbia, and a sample of local governmental units (counties, cities, townships, special districts, school districts). In years ending in '2' and '7' the entire universe is canvassed. In intervening years, a sample of the target population is surveyed. Additional details on sampling are available in the survey methodology descriptions for those years.The Annual Survey of Public Pensions (PP):The target population consists of state- and locally-administered defined benefit funds and systems of all 50 state governments, the District of Columbia, and a sample of local governmental units (counties, cities, townships, special districts, school districts). In years ending in '2' and '7' the entire universe is canvassed. In intervening years, a sample of the target population is surveyed. Additional details on sampling are available in the survey methodology descriptions for those years.The Annual Surveys of State Government Finance (SG) and State Government Tax Collections (TC):The target population consists of all 50 state governments. No local governments are included. For the purpose of Census Bureau statistics, the term "state government" refers not only to the executive, legislative, and judicial branches of a given state, but it also includes agencies, institutions, commissions, and public authorities that operate separately or somewhat autonomously from the central state government but where the state government maintains administrative or fiscal control over their activities as defined by the Census Bureau. Additional details are available in the survey methodology description.The Annual Survey of School System Finances (SS):The Annual Survey of School System Finances targets all public school systems providing elementary and/or secondary education in all 50 states and the District of Columbia..Methodology.Data Items and Other Identifying Records.Fall enrollmentTotal expenditureTotal current spendingCurrent spending - All functions - Salaries and wagesCurrent spending - All functions - Employee benefitsCurrent spending - Instruction - TotalCurrent spending - Instruction - Salaries and wagesCurrent spending - Instruction - Employee benefitsCurrent spending - Support services - TotalCurrent spending - Support services - Pupil support servicesCurrent spending - Support services - Instructional staff support servicesCurrent spending - Support services - General administrationCurrent spending - Support services - School administrationCurrent spending - Support services - Other and nonspecified support servicesCurrent spending - Other current spendingTotal capital outlay expenditureOther expenditure - Payments to other governmentsOther expenditure - Interest on debtDefinitions can be found by clicking on the column header in the table or by accessing the Glossary.For detailed information, see Government Finance and Employment Classification Manual...

Private schools have struggled to maintain enrollment and revenue as the population of children in the K-12 age range evaporates. The Federal Reserve Bank of Dallas and the International Monetary Fund report that the fertility rate has continued to plunge further below replacement levels, and the National Center for Health Statistics reports a drop of over 100,000 births per year since 2020. This demographic shift has led to fewer children entering the K-12 age range and smaller graduating classes. Immigration helps reduce low birth rates' impact on the US population, but less than a tenth of immigrating students attend private K-12 schools. Ultimately, the National Center for Education Statistics projects a drop in private school enrollment from 6.0 million in 2020 to 5.5 million by 2025. To mitigate these challenges, many private schools have increased tuition fees, which may exclude families unable to afford the higher costs. Revenue has been sinking at a CAGR of 1.5% to an estimated $79.3 billion over the five years through 2025, including an expected 0.3% slump in 2025 alone. Declining birth rates, alongside the rise of charter schools, have reshaped the educational landscape. Charter schools now operate in 45 states, offering specialized education at lower costs than private schools and attracting many parents. This expansion has resulted in only a slight 2.3% slump in public school enrollment since 2020, compared to an 8.2% drop in private schools. However, government assistance is beginning to help private schools become more accessible. School choice programs, especially vouchers and Education Savings Accounts (ESAs), are becoming especially prevalent and have the full support of the Trump administration. Private schools will continue becoming more accessible as parents gain the ability to use public funds for private education. Birth rates will continue dropping, but government assistance and growing incomes will help stave off further dips in revenue. Larger, well-established private schools may better navigate challenges by balancing tuition hikes with financial aid offerings targeted at higher-income families. To stay competitive with charter and public alternatives, private schools might offer more personalized educational experiences. By leveraging potential government support and adjusting their strategies, private schools will buoy enrollment and revenue amid persisting headwinds. Revenue is set to see stagnant growth and will reach $73.4 billion by the end of 2030.

Snapshot img

North America Virtual Schools Market Size 2025-2029

The virtual schools market in North America size is forecast to increase by USD 2.24 billion billion at a CAGR of 14.2% between 2024 and 2029.

The market is experiencing significant growth, driven by the need for cost-effective teaching models and the emergence of E-learning via mobile devices. The increasing popularity of open-source learning content is another key trend fueling market expansion. With budget constraints and the desire for flexible learning options, virtual schools offer an attractive solution for students and educators alike.
This shift towards virtual education is transforming the education landscape, presenting both opportunities and challenges.Staying abreast of these market dynamics is essential for stakeholders looking to capitalize on the potential of this rapidly evolving sector.

What will be the Size of the Market During the Forecast Period?

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The market is experiencing significant growth, driven by the increasing adoption of online collaboration tools and educational innovation. Virtual school management systems facilitate online school choice for students, enabling personalized instruction and improved student retention. Educational research highlights the effectiveness of digital accessibility and virtual learning technology integration in enhancing learning outcomes. Student engagement strategies, such as educational video and interactive simulations, are essential components of virtual school design. The future of education lies in the development of digital learning ecosystems, which incorporate online reputation management, equity in education, and learning analytics. Virtual schools require robust online learning infrastructure to support student support systems and ensure digital accessibility for all students.
The integration of learning technology and online learning platforms into virtual schools is crucial for delivering effective instruction and promoting student success. Virtual school governance is a critical aspect of the virtual schools market, ensuring the provision of high-quality education and addressing the digital divide. Online learning platforms must prioritize student engagement and provide effective student support systems to mitigate potential challenges and promote positive learning experiences. The use of virtual schools and online learning infrastructure offers significant benefits, including increased flexibility, accessibility, and personalized instruction. However, challenges remain, including the need for effective online reputation management and ensuring equity in education.The market will continue to evolve, with a focus on developing innovative learning technologies and digital content to enhance the virtual learning experience.

How is this market segmented and which is the largest segment?

The market research report provides comprehensive data (region-wise segment analysis), with forecasts and estimates in 'USD billion' for the period 2025-2029, as well as historical data from 2019-2023 for the following segments.

Type

  For-profit EMO
  Non-profit EMO


Application

  Elementary schools
  Middle schools
  High schools
  Adult education


Delivery Mode

  Online Courses
  Learning Management Systems
  Mobile Learning
  Virtual Classrooms


Subject Area

  STEM
  Business & Management
  Healthcare
  Creative Arts


Deployment Type

  Cloud-Based
  On-Premises


Geography

  North America

    US
    Canada
    Mexico

By Type Insights

The for-profit emo segment is estimated to witness significant growth during the forecast period.

For-profit Education Management Organizations (EMOs) are private entities that offer administrative and operational support, curriculum development, and teacher training to schools or districts while aiming for profit generation. These organizations have extensive experience and expertise in delivering virtual education programs. They invest in advanced technology infrastructure, learning management systems, and instructional resources to create engaging virtual learning experiences for students. For-profit EMOs prioritize personalized learning, student engagement, and parent involvement through digital textbooks, online curriculum, and interactive digital learning platforms. They also emphasize student success by providing online tutoring, adaptive learning, and data analytics. Virtual classrooms and mobile learning enable students to access education from anywhere, while virtual field trips offer immersive educational experiences.

For-profit EMOs build educational partnerships to expand their offerings, including virtual labs, online libraries, and virtual school networks. They also focus on online marketing, branding, and student recruitment to attract a diverse student population. Higher education institutions collaborate with for-profit

K-12 School Management System Market Outlook

The K-12 School Management System market size is projected to grow significantly from USD 5.2 billion in 2023 to USD 12.3 billion by 2032, exhibiting a robust CAGR of 10.1%. This impressive growth is driven by the increasing adoption of digital technologies in educational institutions and the need for efficient school management solutions. The demand for streamlined administrative processes and enhanced academic management tools is a key factor propelling the market forward.

One of the primary growth factors in the K-12 School Management System market is the rapid digitization of educational institutions. Schools are increasingly implementing digital platforms to manage administrative tasks, academic records, and communication channels efficiently. This shift towards digital solutions not only reduces paperwork and manual errors but also enhances the overall productivity of the educational institution. Moreover, the integration of advanced technologies like artificial intelligence and machine learning in school management systems is revolutionizing the way schools operate, providing personalized learning experiences and predictive analytics for better decision-making.

The growing emphasis on personalized learning and student-centric approaches is also significantly contributing to the market growth. K-12 School Management Systems are equipped with features that allow for individualized education plans, tracking of student progress, and tailored learning experiences. These systems provide tools for teachers to create customized lesson plans and assessments, catering to the unique needs of each student. This personalized approach not only improves academic outcomes but also fosters a positive and engaging learning environment, thereby driving the adoption of these systems.

Additionally, the increasing need for data-driven decision-making in schools is fueling the demand for K-12 School Management Systems. These systems offer robust data analytics capabilities, enabling school administrators to gain insights into various aspects of school operations, student performance, and resource allocation. By leveraging data analytics, schools can make informed decisions that enhance operational efficiency, improve academic outcomes, and optimize resource utilization. The ability to generate real-time reports and dashboards further supports effective school management, making these systems indispensable for modern educational institutions.

In the realm of educational technology, the implementation of an Alumni Management System can significantly enhance the connectivity and engagement between schools and their graduates. Such systems are designed to maintain a comprehensive database of alumni, facilitating communication and fostering a sense of community. By leveraging these systems, educational institutions can organize events, manage donations, and track the career progress of their alumni, thereby strengthening the school's network and reputation. Furthermore, an effective Alumni Management System can serve as a valuable resource for current students, providing mentorship opportunities and career guidance through established alumni networks. This integration not only enriches the educational experience but also contributes to the long-term success and sustainability of the institution.

Regionally, North America is expected to dominate the K-12 School Management System market owing to the high adoption rate of advanced technologies and well-established educational infrastructure. The presence of key market players and the availability of funding for educational technology initiatives further bolster the market growth in this region. However, Asia Pacific is projected to witness the highest growth rate during the forecast period due to the increasing government initiatives to digitalize education and the rising number of K-12 schools in countries like India and China. The focus on improving the quality of education and the integration of technology in classrooms are significant drivers in this region.

Component Analysis

The K-12 School Management System market is segmented by components into software, hardware, and services. The software segment holds a significant share of the market, driven by the increasing demand for comprehensive school management solutions. These software solutions encompass various modules such as student information systems, learning management systems, and academic manageme

To understand the perceptions of families, students, and teachers regarding their school. School leaders use feedback from the survey to reflect and make improvements to schools and programs. Also, results from the survey used to help measure school quality. Each year, all parents, teachers, and students in grades 6-12 take the NYC School Survey. The survey is aligned to the DOE's Framework for Great Schools. It is designed to collect important information about each school's ability to support student success.

Abstract

The Service Delivery Indicators (SDI) are a set of health and education indicators that examine the effort and ability of staff and the availability of key inputs and resources that contribute to a functioning school or health facility. The indicators are standardized allowing comparison between and within countries over time.

The Education SDIs include teacher effort, teacher knowledge and ability, and the availability of key inputs (for example, textbooks, basic teaching equipment, and infrastructure such as blackboards and toilets). The indicators provide a snapshot of the learning environment and the key resources necessary for students to learn.

Kenya's Service Delivery Indicators Education Survey was implemented in May-July 2012 by the Economic Policy Research Center and Kimetrica, in close coordination with the World Bank SDI team. The data were collected from a stratified random sample of 239 public and 67 private schools to provide a representative snapshot of the learning environment in both public and private schools. The survey assessed the knowledge of 1,679 primary school teachers, surveyed 2,960 teachers for an absenteeism study, and observed 306 grade 4 lessons. In addition, learning outcomes were measured for almost 3,000 grade 4 students.

Geographic coverage

National

Analysis unit

Schools, teachers, students.

Universe

All primary schools

Kind of data

Sample survey data [ssd]

Sampling procedure

The sampling strategy for SDI surveys is designed towards attaining indicators that are accurate and representative at the national level, as this allows for proper cross-country (i.e. international benchmarking) and across time comparisons, when applicable. In addition, other levels of representativeness are sought to allow for further disaggregation (rural/urban areas, public/private facilities, subregions, etc.) during the analysis stage.

The sampling strategy for SDI surveys follows a multistage sampling approach. The main units of analysis are facilities (schools and health centers) and providers (health and education workers: teachers, doctors, nurses, facility managers, etc.). In the case of education, SDI surveys also aim to produce accurate information on grade four pupils’ performance through a student assessment. The multistage sampling approach makes sampling procedures more practical by dividing the selection of large populations of sampling units in a step-by-step fashion. After defining the sampling frame and categorizing it by stratum, a first stage selection of sampling units is carried out independently within each stratum. Often, the primary sampling units (PSU) for this stage are cluster locations (e.g. districts, communities, counties, neighborhoods, etc.) which are randomly drawn within each stratum with a probability proportional to the size (PPS) of the cluster (measured by the location’s number of facilities, providers or pupils). Once locations are selected, a second stage takes place by randomly selecting facilities within location (either with equal probability or with PPS) as secondary sampling units. At a third stage, a fixed number of health and education workers and pupils are randomly selected within facilities to provide information for the different questionnaire modules.

Detailed information about the specific sampling process conducted for the 2012 Kenya Education SDI is available in the SDI Country Report (“SDI-Report-Kenya”) included as part of the documentation that accompanies these datasets.

Mode of data collection

Face-to-face [f2f]

Research instrument

The SDI Education Survey Questionnaire consists of six modules:

Module 1: School Information - Administered to the head of the school to collect information on school type, facilities, school governance, pupil numbers, and school hours. It includes direct observations of school infrastructure by enumerators.

Module 2a: Teacher Absence and Information - Administered to the headteacher and individual teachers to obtain a list of all school teachers, to measure teacher absence, and to collect information on teacher characteristics.

Module 2b: Teacher Absence and Information - Unannounced visit to the school to assess the absence rate.

Module 3: School Finances - Administered to the headteacher to collect information on school finances (this data is unharmonized)

Module 4: Classroom Observation - An observation module to assess teaching activities and classroom conditions.

Module 5: Pupil Assessment - A test of pupils to have a measure of pupil learning outcomes in mathematics and language in grade four. The test is carried out orally and one-on-one with each student by the enumerator.

Module 6: Teacher Assessment - A test of teachers covering mathematics and language subject knowledge and teaching skills.

Cleaning operations

Data entry was done using CSPro; quality control was performed in Stata.

Sampling error estimates

At the national level, an anticipated standard error of 1.6 percentage points for absenteeism, and 4.4 percentage points for pupil literacy were calculated. At the county level, an anticipated standard error of 3.1 percent for absenteeism and 9.0 percent for literacy were estimated.

2017 NYC School Survey teacher data for all schools; To understand the perceptions of families, students, and teachers regarding their school. School leaders use feedback from the survey to reflect and make improvements to schools and programs. Also, results from the survey used to help measure school quality. Each year, all parents, teachers, and students in grades 6-12 take the NYC School Survey. The survey is aligned to the DOE's Framework for Great Schools. It is designed to collect important information about each school's ability to support student success.

The 2021/2022 school population concerns students who, in the territory of the municipality of Lecce, attend State and non-State nursery schools, primary secondary schools and secondary schools, both public and private. With regard to schools that have the school meals service, reference is made to those that use the municipal canteen service entrusted to an external company. Adults enrolled in the CPA are also included in the total school population.