As a data-driven decision-maker, the coach is expected to support educators to interpret qualitative and quantitative data to inform their decisions and support individual student learning.
In the Program Evaluation project, after collecting all the raw data from the focus group, interview sessions, and teacher diaries, I had to think through a framework for organizing the data for analysis and interpretation. Since all the data was qualitative in nature, the data analysis and interpretation exercise proved more challenging than dealing with quantitative data.
I started off by grouping similar topic parent responses together under the same category. Once all the collected data has been categorized and sorted, the data were analyzed to derive insights and actions. As the data collected was mainly qualitative in nature, I used sentiment analysis as an indicator to determine if the sentiment behind each response was positive or negative.
Next, I performed a further layer of analysis on all the responses to determine if each response was a suggestion for something new, a praise for something done well, or a critique for something not done well and needs improvement. I used a color coding system to keep the data organized.
Impact on Decision Making
I found the method of categorizing each qualitative data by either “Start”, “Keep”, or “Stop” to be helpful in guiding the final decision making. The “Start-Keep-Stop” analysis can be summarized as follows:
- Start – A suggestion to begin doing something that was not thought of previously. Identifies a gap in student needs that has not been previously addressed and hence an opportunity to “start doing.”
- Keep – A positive response indicating that something was done well or right and should be kept and continued.
- Stop/Improve – A negative response indicating that something was not working well and that the practice should be discontinued or improved.
Introduction Carrying out Employee Satisfaction Surveys has many benefits including the ability to measure the level of engagement and satisfaction of staff, to identify areas of strengths and best practices, as well as potential risks and opportunities for improvement, and to provide input for managers for performance improvement. Besides, the survey can also serve to inform organizations of training and development as well as career development needs of staff. When carried out consistently, results from Employee Satisfaction Surveys can serve as a benchmark for future progress tracking. Survey Design Questionnaire Design Framework In developing the survey questionnaire, reference can be made to Labaw’s Framework for Questionnaire Design (Labaw (1980) as cited in Gendall (1998)). Labaw’s framework is divided into three main layers relating to question design, question wording, and formatting or layout. All three layers should be looked at and considered holistically during the survey design process. The general principles presented by Labaw (1980) states that survey design is very much driven by the respondent’s orientation and defines the type of questions we can ask, words we can use, concepts we can explore, and the methodology we can use. It is important to craft questions by considering what the respondents can
Program evaluation for an English Immersion Program to review the marketability and program effectiveness …