Lessons Learned from World Bank Education Management Information System Operations

A WORLD BANK STUDY

Lessons Learned from World Bank Education Management Information System Operations P ort f olio R e v iew, 1 9 9 8 – 2 0 1 4

Husein Abdul-Hamid, Namrata Saraogi, and Sarah Mintz

Lessons Learned from World Bank Education Management Information System Operations

World Bank Study

Lessons Learned from World Bank Education Management Information System Operations Portfolio Review, 1998–2014 Husein Abdul-Hamid, Namrata Saraogi, and Sarah Mintz

© 2017 International Bank for Reconstruction and Development / The World Bank 1818 H Street NW, Washington, DC 20433 Telephone: 202-473-1000; Internet: www.worldbank.org Some rights reserved 1 2 3 4 20 19 18 17 World Bank Studies are published to communicate the results of the Bank’s work to the development community with the least possible delay. The manuscript of this paper therefore has not been prepared in accordance with the procedures appropriate to formally edited texts. This work is a product of the staff of The World Bank with external contributions. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. Nothing herein shall constitute or be considered to be a limitation upon or waiver of the privileges and immunities of The World Bank, all of which are specifically reserved. Rights and Permissions

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Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

Contents

Acknowledgments xi Executive Summary xiii Abbreviations xix

Background: What Is an EMIS? Stage 1: Accountability and Compliance Stage 2: Instruction and Management Stage 3: Intelligent and Integrated

Chapter 1

Overview of World Bank EMIS Activities 7 Introduction and Methodology 7 Overview of the World Bank Education Portfolio 8 Education Portfolio through the Lens of EMIS 9 Notes 17

Chapter 2

Successes in EMIS Implementation 19 Establishing EMIS to Facilitate Information Sharing: The Case of Armenia 19 EMIS in Fragile Contexts: The Case of Afghanistan 20 EMIS as a Management Tool: The Case of Bosnia and Herzegovina 22 Creation of a Digital Platform to Access EMIS Data: The Case of Guatemala 23 Strengthening and Expansion of EMIS to an Online System: The Case of Honduras 24 EMIS as a Tool to Strengthen Teaching and Learning: The Case of Lithuania 25 Expansion of EMIS to Remote Schools: The Case of Malaysia 26 EMIS as a Planning Tool: The Case of Nigeria 27

Chapter 3

Challenges in EMIS Implementation Leadership Challenges Data Challenges

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31 31 37 v

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Operational Challenges System and Technological Challenges

45 50

Annual School Census and Statistical Handbooks Pakistan (Sindh): Education Sector Project (SEP) (P107300), 2009–12 Republic of Congo: Support to Basic Education Project (P084317), 2004–13 Ghana: Basic Education Sector Improvement Project (P000975), 1997–2001 Maldives: Third Education and Training Project (P055944), 2000–07 Lao People’s Democratic Republic: A Second Education Development Project (P078113), 2004–14 Sierra Leone: Rehabilitation of Basic Education (P074320), 2003–09

55

Chapter 5

Conclusion: Lessons Learned

67

Chapter 6

Examples of EMIS Implementation beyond World Bank 73 Support EMIS in the Philippines 73 EMIS in Cambodia 73 EMIS in the Republic of Korea 75 Note 77

Chapter 7

Other World Bank Activities Relevant to EMIS 79 Need for ID4D Systems 79 Benefits 80 Portfolio of ID4D Projects 81 Management Information Systems for Social Service 86 Schemes for the Poor Management Information Systems to Improve the Quality of Health Care 88

Appendix A

Database of EMIS Projects

91

Appendix B

Database of ID4D Projects

129

Chapter 4

Bibliography

55 56 57 62 64 64

135

Boxes 2.1 2.2

Armenia: Education Financing and Management Reform Project (1998–2002) 19 Afghanistan: Education Quality Improvement Program (EQUIP) (2005–09) 20 Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Contents

2.3 2.4 2.5 2.6 2.7 2.8 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 3.13 3.14 3.15 3.16 3.17 3.18 3.19 3.20 3.21 3.22 3.23

Bosnia and Herzegovina: Education Development Project (2000–05) 22 Guatemala: Universalization of Basic Education Project (2001–09) 23 Honduras: Education Quality, Governance, and Institutional Strengthening Project (2006–13) 24 Lithuania: Education Improvement Project (2002–07) 25 Malaysia: Education Sector Support Project (1999–2005) 26 Nigeria: Second Primary Education Project (2000–04) 27 Albania: An Education Sector Project (2000–05) 32 Bulgaria: Education Modernization Project (2000–04) 33 Vietnam: Second Higher Education Project (2007–12) 34 Argentina: Rural Education Improvement (PROMER) Project (2006–14) 35 Bolivia: Education Quality and Equity Strengthening Project (2000–07) 35 Latvia: Education Improvement Project (1999–2005) 36 India: Rajasthan District Primary Education Project (1999–2005) 37 Pakistan: Northern Education Project (1998–2004) 38 Chad: Education Sector Project (2003–12) 39 Ghana: An Education Sector Project (2004–11) 40 Kenya: Education Sector Project (2006–10) 41 Lesotho: Second Education Sector Development Project (1999–2003) 42 Azerbaijan: Education Sector Development Project (2003–10) 43 St. Kitts and Nevis: Education Development Project (OECS) (2002–09) 44 Tanzania: Secondary Education Development Program (2004–07) 45 Hungary: Higher Education Reform Project (1998–2004) 46 Lebanon: General Education Project (2000–09) 47 St. Vincent and the Grenadines: OECS Education 48 Development Project (2004–12) Timor-Leste: Education Sector Support Project (ESSP) (2007–13) 49 Turkey: Basic Education Project (1999–2003) 49 Eritrea: Education Sector Improvement Project (2003–12) 51 Mauritania: Higher Education Project (2004–13) 52 Vietnam: Primary Education for Disadvantaged Children 52 Project (2003–11)

Figures B.1 B.2

Stage 1: Accountability and Compliance Stage 2: Instruction and Management

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Contents

B.3 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 1.11 2.1 2.2 2.3 2.4 2.5 2.6 4.1 5.1 5.2 6.1 6.2 6.3 6.4 7.1 7.2 7.3 7.4 7.5 7.6

Stage 3: Intelligent and Integrated 5 Education Commitments by IBRD and IDA, FY 2000–15 9 World Bank EMIS Activities, 1998–2013 10 World Bank EMIS Activities, by Region 10 Project Ratings, Active and Closed Projects 11 EMIS Ratings, Closed Projects 11 Average Cycle of Projects 12 Breakdown of EMIS Activities 13 EMIS Share, as a Percentage of Project Cost 14 Reporting of Basic Education Indicators (2009–13) 15 Status of Implementation of EMIS Activities 16 Categorization of Challenges 16 Stages of Information Flow in Armenia 20 Snapshot of EMIS Data on the Afghanistan Government Website 21 Factors That Led to Successful Implementation of EMIS in Honduras 25 Snapshot of the EMIS Website at the Ministry of Education in Lithuania 26 Example of a Malaysian School System’s Interface 27 Data Collection Process in Nigeria 28 Snapshot of the Annual School Census Survey (2012–13) in Ghana 58 Problems in EMIS Value Chain 70 Number of Challenges at Each Stage of the Project Cycle 70 Snapshot of the Data Generated by EMIS, the Philippines 74 EMIS Cycle in Cambodia 75 Snapshot of the School Census Form 76 Republic of Korea National Education Information System 77 Civil Registration and Identification Trends in 198 Economies (1960–2014) 80 Number of ID4D Projects, by Region 81 Number of Active Projects 82 Number of Projects, by Global Practice 82 Projects Related to Registration Systems 83 Potential of Identification Systems to Improve Service Delivery 85

Map 1.1

World Bank EMIS Operations (1998–2014)

8

Tables 1.1 2.1

Education Portfolio (FY 2007–13) Summary of the Success Stories in EMIS Implementation

9 29

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Contents

4.1 5.1 5.2 7.1 A.1 B.1

Table of Contents, Maldives Handbook on Education Statistics (2014) Key Takeaways: Mapping Challenges to Solutions EMIS Checklist Common Models of ID Systems Database of EMIS Projects Database of ID4D Projects

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Acknowledgments

This report was prepared by a team led by Husein Abdul-Hamid (Senior Education Specialist, World Bank Group) and composed of Namrata Saraogi and Sarah Mintz. The authors are grateful to World Bank peer reviewers, who were immensely helpful in guiding the content and direction of the paper: Peter Darvas (Senior Economist), Lianqin Wang (Senior Education Specialist), Laurence Wolff (International Education Consultant), and Hongyu Yang (Senior Education Specialist). The team is especially thankful to World Bank colleagues Cristian Aedo (Practice Manager, Education Global Practice), Dandan Chen (Program Leader, Education Global Practice), Dingyong Hou (Senior Education Specialist, Education Global Practice), and Anh Lan Vu (Education Specialist, Education Global Practice), who participated in interviews and shared their time and technical expertise with the team. The team would also like to thank those who provided valuable inputs to this document: Jung-Hwan Choi, Jennifer Klein, Michael John Melamed, Cassia C. Miranda, and Wouter Takkenberg.

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Executive Summary

This report provides an overview of the World Bank’s portfolio in the area of Education Management Information Systems (EMISs) over 17 years from 1998 to 2014. It seeks to identify overall trends and characteristics of World Bank s­ upport in this area, with the intent of informing future project preparation and analytical work. Although several good practices were evident, operational ­performance of EMIS activities fell short of expectations, with widespread deficiencies that ranged from unclear definitions and understanding of EMIS to ineffective implementation and utilization. Future projects could benefit from the SABER-EMIS Paper.1 The SABER-EMIS framework focuses on the need for (a) a strong enabling environment, (b) system soundness, (c) quality data, and (d) effective utilization as the key factors essential for the successful implementation of EMIS. This initial needs assessment of a country’s EMIS can play a critical role in benchmarking countries and provide a valuable foundation for the design of new projects. Examples of successful EMIS activities include (a) development of an EMIS to manage teachers and provide access to education (for example, Afghanistan); (b) utilization of an EMIS as a management tool (for example, Bosnia and Herzegovina); (c) creation of an online EMIS to improve access to education data (for example, Honduras); (d) use of an EMIS as a tool to strengthen teaching and learning (for example, Guatemala and Lithuania); and (e) use of an EMIS as a management tool for schools (for example, Malaysia). These success stories highlight how a well-implemented EMIS can improve the performance of an education system. At the same time, numerous challenges have been identified as factors contributing to the shortcomings of EMIS-related projects. These include the following: 1. Misalignment of Activities and Unrealistic EMIS Goals: The portfolio review of projects reveals a frequent mismatch between the realities of a country’s EMIS, including the country’s capacity to implement EMIS, and the intended goals/indicators of the EMIS component set to be achieved by the project. • In some cases, governments did not have a clear understanding of the function of an EMIS throughout the implementation of the projects. Harmonization of EMIS goals, the overall project objectives, and government initiatives (for example, Albania) was lacking. Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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• In other cases, the EMIS activity was tied to the monitoring and evaluation (M&E) component of the project. Including an EMIS as part of M&E makes it less sustainable in the future because investment in the EMIS is made only to monitor the implementation status of that project. Once the project is completed, resources invested in the system are withdrawn, making it obsolete (for example, Pakistan). • The amount of money allocated to the EMIS component was not explicitly stated in the project documents and, in some cases, not proportional to the tasks set to be implemented. The average EMIS share ranged from less than 1–10 percent of the total cost, which is often too low to design a new EMIS in a country (see figure 1.8). 2. Institutionalization of the EMIS: Projects did not focus on developing standards/mechanisms to institutionalize and operationalize the EMIS. • None of the reviewed projects focused on developing EMIS-specific policies. A strong legal framework is needed to guide the implementation work and ensure continuity of operations and long-term sustainability. • The focus of projects was more on the procurement of technology for EMIS development (such as purchasing software, hardware, and equipment) and less on the people and processes surrounding the technology (for example, Lebanon). Systems do not need to be over-designed or complicated. Building a sound information system requires a strong legal framework, clear working processes, reliable data, and effective data utilization. Thus, it is important to take a systemic approach to EMIS development, balancing the technical as well as the political, organizational, and human resource management issues. • Lack of investment was found in the training and professional development activities of the staff using the system. EMIS units within governments need continuous training on how to use the EMIS effectively and efficiently. Moreover, trainings and regular discussions should be held with school staff to inculcate a culture of data-driven decision making. • Poor data quality was a common problem due to lack of measures adopted to verify the accuracy of data provided by schools. In many cases, discrepancies were found in data at the regional and central government levels (for example, Chad). Appointing government officers at each level of the education system (schools, local, regional, and central) and developing automated validation mechanisms for quality assurance purposes would go a long way in improving data quality. • In most countries, separate offices and information systems are used for the EMIS, M&E, human resources (teacher roster), infrastructure, and assessments. Therefore, a stronger focus should be given to these parallel systems of EMIS, M&E, and other data generated and collected for real decisions. Also, often the coding among these systems (school IDs, student IDs, teacher IDs) is not harmonized, and so data cannot be consolidated. As a result, a considerable amount of time goes into consolidation of basic education data Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

Executive Summary

on schools, teachers, and students collected by the Ministry of Education, Ministry of Finance, and Statistical Services. • EMIS systems may overwhelm the Ministry staff and distract their attention from other, equally important management activities. In some countries, for example, for about six months, half of the Ministry is only collecting, analyzing, and presenting information (for example, Ghana). A better model might be to computerize data collection and subcontract analysis to local academic or research groups. • In most countries, the initial EMIS cost is borne by international donor organizations. It is important that this initial investment is accompanied by sustained government investment to continue and maintain EMIS activities. In many countries, EMIS activity comes to a standstill after the project is completed, making continuity of EMIS operations impossible. The government should have a separate budget dedicated to EMIS activities, and the donor funding should be channeled through the government systems to provide transparency. Moreover, World Bank support should be withdrawn in a phased manner through an exit strategy that is closely tied to ongoing capacity building for the government. 3. Sustainability Challenges Resulting from Inconsistent Leadership: Many projects experienced changes in leadership, which, in turn, resulted in continuous revisions to the EMIS objectives. Multiple revisions to goals weaken government support and create problems in implementation (for example, Bolivia). As a consequence, the EMIS component carries forward to the next project, without any subsequent successes. 4. Missed Integration Opportunities: Some projects invested in setting up different information systems without considering the need to integrate them (for example, Eritrea). In other cases, different modules were developed under the same EMIS system without linking them. Understanding these systems as one comprehensive EMIS can help reduce costs, improve data utilization, and eliminate inefficient spending that channels scarce resources to the operations of multiple systems. 5. Private Players in Education: Another key problem faced by projects is capturing information from the private sector. In countries such as Ghana and Nigeria, the private sector is dominant and the consequences of being rendered visible by EMIS are questionable; the reluctance of the private sector to participate fully makes the EMIS unreliable. Governments should find ways to incentivize private schools to supply accurate data for reporting. 6. EMIS at Local Levels: Projects mainly focused on developing an EMIS at the central level as a tool for planning by the Education Ministry. An EMIS should not be just about the central government and development partners such as the World Bank and USAID; it is also about local governments, schools, and communities. It should be seen as a tool for improving learning and instruction, and increasing the information flow back to subnational, institutional, and client levels for building local oversight and social accountability. Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Based on these operational challenges, numerous lessons have been offered to constructively inform and guide World Bank task teams on the effective design and implementation of an EMIS at each stage of the project cycle.

Project Preparation 1. Conducting a needs assessment of the EMIS before the start of the project would be beneficial to understand the current need for an EMIS to inform and guide project preparation. Implementation of an EMIS in low-income, lowcapacity countries is different from in middle-income, higher-capacity countries, perhaps with computerized systems. The scale and scope need to be adjusted to the local capacities and economic and financial conditions. SABER-EMIS can be a valuable tool in making some of the key decisions. These include determining the availability and capacity of staff directly responsible for the EMIS, examining the resources going into it, and ascertaining the extent of high-level buy-in, as well as technical issues such as the current software platform(s) being used, database management, and the compatibility of the system with other education databases in the Ministry for integration purposes that could be instrumental in the project design. 2. The project teams should have a clear understanding of the EMIS goals, and these goals should align with the project costs, overall project objective, and government needs. 3. Project teams should follow a systematic procedure in executing EMIS activities. As a first step, EMIS policies should be identified, and any gaps should be addressed. Second, stakeholders’ needs and aspirations should be identified to design a system that would be effectively utilized by them, for example, a user-friendly interface for parents, students, and teachers to access data. Third, systematic procedures should be adopted for the procurement of software, hardware, and other tools. Fourth, it is important to think of the identifiers needed for integration of databases. Fifth, security and validation mechanisms should be enforced to protect against data thefts. Finally, data should be open and accessible to the public. 4. A strong commitment from the government is needed to implement the system and ensure its long-term sustainability. 5. Steps should be taken to ensure that the EMIS’s full potential is realized. An EMIS should be seen as a tool for teaching and learning, as well as for compliance.

Operational Phase 1. The time lag between the launch of the project and its implementation should be reduced to ensure a strong start. Task team leaders should avoid continuous changes in EMIS goals during implementation. 2. Capacity-building exercises should take place throughout the operational phase and should be designed and budgeted so that they can continue on a Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

Executive Summary

regular and ongoing basis. Professional development activities should encompass necessary technical training for relevant staff at all levels of the education system (including top-level decision makers, local-level teachers, principals, and journalists), as well as training on EMIS policies, processes, and utilization. Steps should be taken to ensure that the data collected and stored in the EMIS are made available to the relevant stakeholders in the country. 3. Government officers should be appointed to verify the quality of data collected from schools. Doing this would reduce delays in data collection at the school level, as well as improve the quality of data collected. 4. Dissemination strategies should be strengthened to make data available to the relevant stakeholders through newspapers, magazines, the Internet, and books, in the process making the government accountable for the published data. 5. Regular discussions and training sessions should be held in schools with principals and teachers to create a culture of data-driven decision making in their core operations. Ongoing communication is needed with all levels of the education system on the vision for the EMIS, as well as ongoing implementation updates. Building a data-driven culture in many countries can take up to 20 years, so continuous efforts should be made by the government to create and foster that culture.

Project Completion 1. World Bank and donor support should be reduced in a phased manner, with continuing support to provide help to improve local capacity. 2. Research and development activities and incentives should be encouraged to promote the utilization of the system.

Note 1. SABER-EMIS Framework Paper: http://wbgfiles.worldbank.org/documents/hdn/ed​ /­saber/supporting_doc/Background/EMIS/Framework_SABER-EMIS.pdf.

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Abbreviations

BEIS CTS DISE EMIS EPU EQUIP ESSP HEMIS HMIS ICR IMU ISR KPIs M&E MEC MEHE MES MIS MoE MRIS PAD PID SABER SEP SEPE SIS TA UBE

Basic Education Information System Child Tracking Survey District Information System for Education Education Management Information System Education Planning Unit Education Quality Improvement Program Education Sector Support Project Higher Education Management Information Systems Health Management Information System Implementation Completion Report Information Management Unit Implementation Status Report key performance indicators monitoring and evaluation Ministry of Education and Culture Ministry of Education and Higher Education Ministry of Education and Science Management Information System Ministry of Education Material Resources Information System project appraisal document project information document Systems Approach for Better Education Results Secretariat of Public Education State-Level Secretariats of Public Education Student Information System technical assistance universal basic education

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Background: What Is an EMIS?

An Education Management Information System (EMIS), in its simplest form, can be defined as a system responsible for collection, maintenance, analysis, dissemination, and utilization of data in an education system. EMISs vary dramatically across countries. In fact, each country is different, and within a country often additional variation is seen at the local school system level. Among the most significant factors driving variation are the political framework in which the EMIS functions, technological means, and differences in the culture around data and types of data utilization. This document identifies three core stages of EMIS development: (1) accountability and compliance, (2) instruction and management, and (3) intelligent and integrated. In practice, countries may be between stages, exhibiting characteristics of multiple stages at one time; however, key differences exist in the type of data collected and how the data are managed and utilized that constitute each stage. Stage 1 of EMIS development, accountability and compliance, refers to a simple flow of student information from schools to the central government, with limited production of reports such as school profiles or student enrollment information. Stage 2, learning and management, includes accountability and compliance capabilities as well as greater sophistication in collection and management of instructional data such as formative/summative assessments, special needs data, or projections of students at risk of dropping out and management information such as school finances and staff evaluations. Stage 2 also introduces feedback loops through which governments share information back to local school systems and communities. Stage 3, intelligent and integrated, includes capabilities from stages 1 and 2, as well as analytics and business intelligence services and integration of a K-12 EMIS with information systems in other government agencies such as higher education and labor agencies. Additionally, reporting and analysis provide quality data on a timely schedule to all levels of the education system.

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Background: What Is an EMIS?

Stage 1: Accountability and Compliance Stage 1 of EMIS development is simple. It comprises student information channeling from local schools to the central government (figure B.1). Student information includes demographic data such as gender and age, as well as data on enrollment and drop-out rates, ideally by grade at each school. Stage 1 does not require advanced technology. In some cases, data are collected in paper form and carried to the school system or central government office, where the data are manually added to the EMIS database. In most cases, this stage does not include high levels of utilization, especially at the local level. One reason for this is that policies and processes that make feedback loops for information to flow back to the local level are rarely found. Even without feedback loops and advanced technology, opportunities exist for principals and teachers to use school data for more than just reporting student information to the government. Projects that develop these utilization skills will help build a strong foundation upon which the EMIS can quickly and effectively advance. The more that principals and teachers use data, even data recorded on paper, the more prepared they will be when technological resources are deployed. Basic EMIS implementation can be easier to implement and utilize, because users are not struggling with issues of system integration and other technological constraints and because users are generally working with smaller datasets. This stage of EMIS development should have a long-term vision and strategy. Special attention should be given to the following: • Alignment with the trajectory of EMIS development into subsequent stages, including an EMIS implementation timeline • Training for stakeholders (teachers, headmasters, parents, policy makers, and others) on the value of data and how to use it and • Design of a simple set of indicators that can grow over time.

Figure B.1  Stage 1: Accountability and Compliance Database

Government

Reports

Student information

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Background: What Is an EMIS?

Stage 2: Instruction and Management Stage 2 of EMIS development introduces the collection, management, and utilization of instructional learning data (figure B.2). This is an important advancement in system functionality because it transitions the EMIS from a focus of reporting data, usually for compliance purposes, to the government, and it moves into utilization of an EMIS to improve learning outcomes for students. Part of this transition also includes using the EMIS to make the work of teachers, principals, and administrators more efficient, through smarter allocation of money, resources, and time. Instructional data include grades and assessment scores (both formative and summative assessments), as well as data on specific learning needs such as special needs, language issues, and even data relating to socioeconomic status of the student’s family. This level of insight transforms the work of teachers significantly because they are able to know how well students are absorbing lessons. Data reveal if a single student or a subgroup of students are struggling with material, or if the teacher is not effectively communicating the lesson. Teachers can also know whether a student is not grasping the information because of absences or as a result of unique learning needs. Likewise, instructional data transform the work of principals and administrators, who are better prepared to manage their staff, design professional development programs, or allocate resources. The addition of instructional data into an EMIS marks a fundamental shift in the delivery of instruction. Another important element in stage 2 of EMIS development is the introduction of feedback loops, through which the government shares information with

Figure B.2  Stage 2: Instruction and Management

Database

Limited feedback to local school systems and communities

Government

Student information + teacher information, instructional data, school data, staff evaluation data, etc. Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

Reports

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Background: What Is an EMIS?

school systems. This may take the form of school profiles, enrollment information and trends, or even news articles that share learning outcomes of local school systems. Research shows that such transparency in information can improve accountability as well as student learning outcomes. Feedback loops during stage 2 are limited and do not yet contain more actionable and sophisticated information-sharing mechanisms such as real-time dashboards, mobile applications, or advanced statistical analysis (e.g., gradebooks or annual reports). Stage 2 establishes the EMIS in the area of learning, increasing the capacity of the system to understand, analyze, and impact student learning outcomes. For education stakeholders who are implementing an EMIS in stage 2 of development, key topics to keep in mind include the following: • Training in how to understand and utilize data remains critically important. Additionally, if feedback loops provide information to communities, projects should also train communities how to interpret public data. • At this point technological systems are steadily advancing, meaning that attention should be paid to system soundness (processes and structures of the EMIS are sound and support the components of an integrated system) and data quality (processes for collecting, saving, producing, and utilizing information ensures accuracy, security, and high-quality, timely, and reliable information for use in decision making).

Stage 3: Intelligent and Integrated Stage 3 of EMIS development includes all aspects of stage 2 and introduces data and utilization for management of the education system at all levels (figure B.3). Management includes data on administration, human resources, and finances, as well as business intelligence and analytics that empower education stakeholders with the applications, infrastructure, tools, and best practices that enable access to and analysis of information to improve and optimize decisions and performance. An important aspect of stage 3 is that the EMIS is fully established across all four policy areas (enabling environment, system soundness, quality data, and utilization for decision making). With the EMIS fully established, it is now able to extend its utility by integrating with systems outside of the K-12 education system. This could include implementation of a longitudinal data system, which integrates with higher education management information systems (HEMISs) and workforce data to track the progression of students through the education system and into the workforce. This type of integration provides insight into the education system and allows policy makers to answer questions such as the following: • Are students academically prepared to enter postsecondary institutions and complete their programs in a timely manner? • Which government programs are most effective in improving access and success (i.e., retention and graduation) for students? Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Background: What Is an EMIS?

Figure B.3  Stage 3: Intelligent and Integrated Integration outside of K-12 EMIS

Database

Comprehensive feedback to local school systems and communities

Government

Student information + instructional data + administrative, human resources and financial data, business intelligence, etc.

• Are community college students able to transfer within the state to four-year institutions successfully and without loss of credit? • Which four-year institutions are graduating students most effectively and in the timeliest fashion? • Are postsecondary and tertiary graduates successful in the workforce? • What are the workforce outcomes of students who drop out of school? Stage 3 of EMIS development supports the highest levels of efficiency and effectiveness across the education system, with regard to both instructional practices as well as management practices. At this level, the EMIS is full institutionalized into the education system, and utilization spans a wide variety of areas within and beyond the K-12 education system. Stage 3 establishes EMIS in the area of learning and management, establishing the system as a central tool in both instruction and management. For education stakeholders who are implementing EMIS in stage 3 of development, key topics to keep in mind include the following: • Agreements with external stakeholders • Continuing to innovate and expand feedback loops to local systems (apps, more data, more training) • Training and utilization of analytics and business intelligence. Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

Reports

Chapter 1

Overview of World Bank EMIS Activities

Introduction and Methodology Assessing the state of education in a country demands information about the inputs, resources, governance, operations, and outcomes of its education system. An education management information system (EMIS) provides systematic, quality data in a well-structured enabling environment that facilitates utilization of the information produced in planning and policy dialogue (Abdul-Hamid 2014). The World Bank Education Portfolio includes more than 415 activities in developing countries since 1998. Out of these, 236 (57 percent) have an EMIS activity, reflecting strong recognition of the importance of EMIS (map 1.1).1 This report reviews all 236 World Bank Education activities, analyzing the challenges and lessons learned, as conveyed in the project documents. The report also reviews the Bank’s support for EMISs through the lens of the EMIS Framework Paper “What Matters for Education Management Information Systems,” recently developed by the Bank under the Systems Approach for Better Education Results (SABER) initiative (Abdul-Hamid 2014). SABER helps countries assess their education systems and benchmark them against those of other countries through its worldwide data on policies and institutions. SABER-EMIS assesses education information systems with the aim of informing dialogue on policies related to education statistics and indicators, as well as to help countries monitor overall progress related to educational inputs, processes, and outcomes (Abdul-Hamid 2014). SABER-EMIS has identified four policy goals that are essential to EMIS design: • Enabling environment: The policies, structure, human resources, and culture surrounding an EMIS that ensure collection, processing, and dissemination of data. • System soundness: The architecture, processes, and integration capabilities of an EMIS, along with the comprehensiveness of the data collected by the system.

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Map 1.1  World Bank EMIS Operations (1998–2014)

No. of operations with EMIS activities 0 1 2 3–4 5+ Source: World Bank Education Projects Database.

• Quality data: The procedures that ensure the collection of reliable, accurate, and timely data for decision-making purposes. • Utilization for decision making: The extent to which the data produced by an EMIS is used by different stakeholders (principals, teachers, parents, students, and governments) across the education system. Using the World Bank Education Statistics website (EdStats),2 information and analysis in this report draw from an extensive review of project documents including Project Appraisal Documents (PADs), Project Information Documents (PIDs), and Implementation Status Reports (ISRs). In addition, Implementation Completion Reports (ICRs) of closed operations were analyzed to inform the implementation status and progress of relevant projects.

Overview of the World Bank Education Portfolio Since 2000, World Bank lending for education has averaged approximately US$2.2 billion annually, accounting for 8 percent of the total World Bank IBRD and IDA commitment (figure 1.1). The largest number of education projects have been undertaken in the Africa region, followed by South Asia and the Middle East and North Africa (World Bank 2014 Education Statistics Database). As of June 2015, 144 projects are active in the education global practice, amounting to $14.2 billion in the portfolio. Table 1.1 shows the World Bank’s education portfolio from 2007 to 2013. Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Overview of World Bank EMIS Activities

Figure 1.1 Education Commitments by IBRD and IDA, FY 2000–15 6,000

Commitments, in millions

5,000 4,000 3,000 2,000 1,000 0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Source: World Bank 2014 Education Statistics Database.

Table 1.1 Education Portfolio (FY 2007–13) Number of active education projects Number of countries IBRD commitments (US$ million) IDA commitments (US$ million) Recipient-executed trust fund* (US$ million) Special financing (US$ million) Net commitments (US$ million) Education projects as % of total bank portfolio Education commitments as % of total bank commitments

FY07

FY08

FY09

FY10

FY11

FY12

FY13

131 88

141 90

152 86

142 81

142 79

132 73

126 72

3,843

3,232

3,552

4,509

3,624

2,703

2,235

3,579

4,130

5,151

6,448

6,682

5,598

6,289

310

754

705

825

780

771

10

10

10

20

20

27

12

7,432

7,681

9,467

11,682

11,151

9,107

9,306

9%

9%

9%

8%

8%

8%

8%

7%

7%

7%

7%

7%

5%

5%

Source: World Bank 2014 Education Statistics Database: http://datatopics.worldbank.org/education/. Note: IBRD = International Bank for Reconstruction and Development; IDA = International Development Association.

Education Portfolio through the Lens of EMIS Since 1998, the World Bank has extended support to 236 projects with an EMIS component. Of these 236 projects, 150 are closed and 86 are currently active (figure 1.2). The two regions with the highest number of EMIS projects are Sub-Saharan Africa (SSA) and Latin America and the Caribbean (LAC). Brazil and Bangladesh Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Overview of World Bank EMIS Activities

undertook the most EMIS activities (13 projects each). Figure 1.3 illustrates the breakdown of projects, by region. For 133 closed projects for which ICR ratings were available, 70 (52 percent) were rated satisfactory or higher, 42 (32 percent) were moderately satisfactory, and only 21 projects (16 percent) were unsatisfactory. For 71 active projects for which ISR ratings were available, 35 (49 percent) projects were rated satisfactory,

Figure 1.2  World Bank EMIS Activities, 1998–2013

Number of EMIS activities

35 29

30 25 20 15

17

16 13

11

12

12

11

13

13

15

14 11

10

10

9

13

5 0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Figure 1.3  World Bank EMIS Activities, by Region EAP, 26 SSA, 59 ECA, 29

SAS, 45

LAC, 58

MNA, 19 Note: EAP = East Asia and Pacific, ECA = Europe and Central Asia, LAC = Latin America and Caribbean, MNA = Middle East and North Africa, SAS = South Asia, SSA = Sub-Saharan Africa.

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Overview of World Bank EMIS Activities

27 (38 percent) were moderately satisfactory, and only 9 projects (13 percent) were unsatisfactory (figure 1.4). For 62 closed projects for which EMIS ratings were available, 30 projects (48 percent) were rated satisfactory, 14 projects (22 percent) were moderately satisfactory, and 18 projects (30 percent) were unsatisfactory (figure 1.5). The average cycle of a project ranges from four to seven years (figure 1.6). Out of the 220 projects for which information on approval and closing dates were available, 158 projects (66 percent) had an average cycle of four to seven years, 17 projects lasted for eight years or more, and three projects closed during the same year of their approval (figure 1.4). It is interesting to note that longer-term

Figure 1.4  Project Ratings, Active and Closed Projects 120

Number of projects

100 80

35 37

60 40

70 9

42

20

21

0 Satisfactory

Moderately satisfactory Active

Unsatisfactory

Closed

Figure 1.5 EMIS Ratings, Closed Projects 35

Number of projects

30

30

25 20

18 14

15 10 5 0 Satisfactory

Moderately satisfactory

Unsatisfactory

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Overview of World Bank EMIS Activities

Figure 1.6 Average Cycle of Projects 60 53

Number of projects

50

45

40 33 30

27

20

19

10

8 3

0

1

7

2

10

8

4 3

4

5

6

7

8

9

10

3 11

Number of years

projects do not necessarily have better results in development of an EMIS. Projects that lasted for 10–11 years did not develop a well-functioning EMIS. Major technical, operational, and data quality issues were associated with the information system. This report categorizes EMIS activities undertaken within each project into four groups based on the description available in the project documents: (1) strengthening an EMIS, (2) developing an EMIS, (3) upgrading an EMIS, and (4) assessing an EMIS (figure 1.7). Results show that 91 projects were dedicated to strengthening an EMIS, 82 projects focused on developing an EMIS, seven projects focused on upgrading an EMIS, and only three projects focused on assessing an EMIS. 1. Strengthening an EMIS includes activities to improve the capacity of the existing system by, for example, increasing personnel, improving infrastructure, expanding the number of education statistics collected, and providing training to staff. This group was further classified into three categories: • General classification includes a broad range of activities (mentioned above) undertaken to strengthen the existing system • Integration includes activities that focused on linking or integrating the existing information system with other information systems to make it more comprehensive • Monitoring and evaluation (M&E) includes an EMIS as a subcomponent of the M&E component where the EMIS was strengthened to improve the M&E mechanisms for tracking the overall progress of the project. Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Overview of World Bank EMIS Activities

Figure 1.7  Breakdown of EMIS Activities

Number of EMIS activities

100 80

5 6 19

9

60 40

67

67

20 7

3

0 Strengthening EMIS

Developing EMIS Integration

M&E

Upgrading EMIS

Assessing EMIS

General classification

Note: EMIS = Education Management Information System; M&E = monitoring and evaluation.

On average, the amount of money spent on strengthening an EMIS ranged from less than $1 million to $5 million per project. 2. Developing an EMIS includes activities to establish an EMIS such as purchasing equipment, software, hardware, and other essential resources. This activity was further categorized into three groups: • General classification includes a broad range of activities undertaken to develop an EMIS, such as the collection of baseline data, establishing procedures, conversations with stakeholders, and purchase of equipment and other essential resources • Integration includes activities such as interoperability of systems • M&E includes activities where developing/establishing an EMIS was a subcomponent of the M&E component and where the EMIS was built to monitor the implementation status of the project. On average, the amount spent on developing an EMIS ranged from less than $1 million to $7 million, per project. 3. Upgrading an EMIS includes activities that modernize the existing system such as change in the design, structure, and technology to a more advanced level. On average, the amount of money spent on upgrading an EMIS was less than $5 million per project. 4. Assessing an EMIS includes conducting studies and assessments to understand the current design and needs of the information system. On average, the amount of money spent on assessing an EMIS was less than $1 million per project. The amount of money spent on the EMIS component varies from 0.5 to 21 percent of the total project cost (figure 1.8). Countries such as Latvia, Mali, Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Overview of World Bank EMIS Activities

Figure 1.8 EMIS Share, as a Percentage of Project Cost Ethiopia (2013) Malawi (2010) Malaysia (1999) Mozambique (2011) Kenya (2003) Argentina (2006) Mexico (2002) Brazil (1999) Moldova (2013) Chile (1999) Colombia (2003) Chad (2003) Brazil (2005) Argentina (2007) Kenya (2006) Bosnia and Herzegovina (2000) Yugoslavia, former (2002) Nigeria (2007) Hungary (1998) Afghanistan (2005) Lebanon (1998) Kosovo (2000) Vietnam (2002) Albania (2000) Azerbaijan (2003) São Tomé and Principe (2013) Bolivia (2008) Latvia (1999) Mali (2007) Armenia (2009) St. Kitts and Nevis (2002) 0

1

2

3

4

5

6

7

8

9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

EMIS cost as a percentage of project cost

and St. Kitts and Nevis that spent less than 1 percent of the total project cost on an EMIS have not been successful in establishing an EMIS. Interestingly, even countries such as Ethiopia, which spent around 21 percent of their budget on EMIS, did not succeed in its successful implementation. Mapping the number of EMIS activities to the basic reporting of education data, a few interesting patterns emerge (figure 1.9): • Countries such as Mexico, Nepal, Pakistan, and Sri Lanka that had more than five EMIS activities during 1998–2014 reported a 100 percent data capture Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Overview of World Bank EMIS Activities

Figure 1.9 Reporting of Basic Education Indicators (2009–13) 12

PAK, 11

11 10 Number of EMIS activities

9

IND, 8

8 7

NGA, 6

MEX, 6

6

NPL, 5 LKA, 5

5 4

JAM, 4

3 HTI, 2 2 KHM, 1 1 0

JOR, 4 GHA, 4

ETH, 3 MKD, 2 KSV, 2

KEN, 2 IRQ, 1

25

NIC, 3

IDN, 4 MOZ, 3

MRT, 2

NER MWI, 3

NAM, 1

MNG, 1 MDA, 3

50

75

Percentage of data points reported by country Source: World Bank 2014 Education Statistics Database. Note: Basic Education Indicators include (a) Primary Completion Rate; (b) Net Enrollment Rate (Primary); (c) Gender Parity Index for gross enrolment (Primary); and (d) Youth (15–24) Literacy Rate, which are used for reporting Millennium Development Goals (MDGs).

of basic education indicators, showing signs of success in implementation of EMIS activities. • On the other hand, countries in which Bank involvement was very low (fewer than three activities over the last 17 years) reported almost no data on education statistics. These countries include Cambodia, Ethiopia, Haiti, and Kosovo. • On the other hand, countries such as India and Nigeria reported only 75 percent of the data on basic education, reflecting how EMIS activities need attention. Based on the ICR reports, the status of implementation of EMIS activities were categorized into successes and challenges for 103 closed projects.3 The challenges were further classified into four groups based on the nature of the problem: (1) management issues, (2) data quality issues, (3) technological issues, and (4) operational issues (figure 1.10). These four challenges and success stories are explained in more detail in the following section. Each of the implementation issues was further classified into different categories to explain the root cause of the problem (figure 1.11). Data reveal that maximum challenges were faced during operations for various reasons, such as lack of adequate funding, limited training opportunities, and coordination issues across different units of the government. Other challenges related to weak capacity issues, poor quality of data, and untimely production and dissemination of data as well as limited utilization of the data produced. Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

100

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Overview of World Bank EMIS Activities

Figure 1.10  Status of Implementation of EMIS Activities Leadership challenges

10

Data challenges

18

System challenges

19

Operational challenges

25

Achieved

31 0

5

10

15

20

25

30

35

Number of EMIS activities

System challenges

Data challenges

Figure 1.11  Categorization of Challenges Lack of data utilization for decision making

4

Untimely production and dissemination of data

6

Lack of reliable and quality data

8

MIS not functional due to technical problems

6

System capacity issues

13

Leadership challenges

Operational challenges

Lack of training for data usage

2

Coordination issues

3

Funding issues

3

Long-term sustainability

5

MIS not implemented

6

Implementation delays

6

Leadership changes

2

Lack of data culture

2

Lack of clear vision and support

6 0

5

10

15

Number of EMIS activities Note: MIS = Management Information System.

Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

Overview of World Bank EMIS Activities

Notes 1. The maps displayed were produced by EdStats. The boundaries, colors, denominations, and any other information shown on this map do not imply, on the part of the World Bank Group, any judgment on the legal status of any territory, or any endorsement or acceptance of such boundaries. The maps are for reference only. 2. World Bank Education Statistics (EdStats). 3. The rest of the closed projects either did not have an ICR or there was not enough information on their performance to be able to comment on their status.

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Chapter 2

Successes in EMIS Implementation

Establishing EMIS to Facilitate Information Sharing: The Case of Armenia

Box 2.1 Armenia: Education Financing and Management Reform Project (1998–2002) Project Development Objective: The “strategic focus” of the project was (1) to facilitate improvements in the quality of general education by promoting school-level initiatives, by increasing opportunities and incentives for innovation throughout the system, and by improving the supply of textbooks and teaching materials, and (2) to help build the necessary institutional framework and capacity at all levels, for more efficient, equitable, and sustainable operation of the basic education system. Education management information system (EMIS) Cost: Not specified (Project cost: $37.5 million) EMIS Rating: Satisfactory EMIS Objective: To (a) facilitate information sharing between regional and central level by establishing an EMIS, (b) monitor school statistics for planning purposes, and (c) improve monitoring of school performance and educational outputs.

Main Findings Through the Armenia Education Financing and Management Reform Project (1998–2002), the country was able to establish an EMIS for the first time. The project was responsible for the collection, development, and analysis of general statistical data on the education system, at both the regional and country levels (box 2.1). Data were collected using a single annual school questionnaire to provide information on, among other things, (a) student mobility data, (b) student achievement data (graduation exam marks and achievement scores), (c) quality of teaching staff (proportion of unqualified staff requiring in-service retraining), Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Figure 2.1  Stages of Information Flow in Armenia

EMIS

Stage 1: School

Stage 2: Regional government

Initial data collected at the school level (via school questionnaire): Students, teachers, nonteaching staff Assessment Instruction time Resources: infrastructure, budget, etc.

Information is summarized, edited, and corrected to get summative indicators used for accounting, planning, and management

Stage 3: EMIS center, Ministry of Education and science

and (d) teacher distribution by age, subject, and qualification level. The establishment of an EMIS as the focal point of data storage resulted in improved coordination between different units of the government by streamlining the flow of information, eliminating duplication of efforts, and filling information gaps. Reliable and timely information was available, which helped in the utilization of data for policy decision making. The collection, analysis, and dissemination of information became a regular, annual process for the government (figure 2.1).

Key Takeaways (a) Collection of comprehensive data, including student-level learning data to assess the education performance of the country and (b) a decentralized system with validation measures at the regional level to verify the quality of data entered into the EMIS.

EMIS in Fragile Contexts: The Case of Afghanistan Box 2.2 Afghanistan: Education Quality Improvement Program (EQUIP) (2005–09) Project Development Objective: To increase equitable access to quality basic education, especially for girls, through school grants, teacher training, and strengthened institutional capacity with support from communities and private providers. EMIS Cost: Not specified (Project cost: $460 million) EMIS Objective: To develop an EMIS and help build capacity of the Ministry of Education (MoE) officials for its effective use. The component was to support annual data collection from schools to promote the use of data in planning and decision making. It would also support MoE in undertaking a household survey to assess the status of schooling of children, direct and indirect cost of schooling, and any other opportunities and constraints concerning education.

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Successes in EMIS Implementation

Main Findings Afghanistan is a perfect example of how an EMIS can be used to strengthen the monitoring systems in a country, even in fragile contexts. A heavy investment of $460 million was made into the EQUIP project in 2004 (box 2.2). When the project began, no sophisticated EMIS was in use in the country, and data were collected using paper-based census forms, which was unreliable and unsafe. With the growth of the education sector, and the support from young IT professionals, the government started to understand the power of data for decision making. Various technological initiatives were undertaken to collect and disseminate education data in a timely manner. The key achievement of the project was the development of multiple systems capturing education data: (a) Student Management System, (b) School Management System, (c) Human Resource Management System, (d) Geographical Information System (GIS), (e) Certificate Generation System, (f) Infrastructure Management System, and (g) Centrally Hosted Education Information System (at http://emis.af/index​ .aspx, figure 2.2).

Key Takeaways (a) Improved accuracy through comprehensive electronic system of data collection, management, and analysis; (b) improved transparency through a single centralized Ministry portal to provide comprehensive data to all stakeholders; and (c) increased efficiency through the introduction of new technologies such as GIS and mobile applications to ensure data analysis happens in real time; and (d) improved local decision making as provinces manage their own data.

Figure 2.2  Snapshot of EMIS Data on the Afghanistan Government Website

Source: EMIS Website (Ministry of Education, Afghanistan).

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EMIS as a Management Tool: The Case of Bosnia and Herzegovina Box 2.3  Bosnia and Herzegovina: Education Development Project (2000–05) Project Development Objective: The project had the following three broad objectives: (a) to mobilize the professional capacity of teachers to improve the teaching and learning processes in schools and as a result improve the quality of education being offered to primary school children in Bosnia and Herzegovina; (b) to promote the efficient and equitable use of scarce public resources for education in the country by providing public policy makers and decision makers with management tools and information necessary to measure inputs, outputs, and outcomes in the education system; and (c) to promote cooperation and coordination across the three main constituent groups in an effort to reduce inefficient resource use and build a professional basis for stakeholder dialogue in education throughout Bosnia and Herzegovina. EMIS Cost: $2 million (Project cost: $14.43 million) EMIS Rating: Satisfactory EMIS Objective: To finance the development of a country-wide EMIS to enable improved sector management and compatibility of information among the country’s decentralized education systems. It was also to test the viability of a “per-student budgeting model” designed to promote increased efficiency and equity in education spending.

Main Findings The main objective of the EMIS component was to develop and finance implementation of an EMIS in all regions in Bosnia and Herzegovina to promote increased efficiency in education funding through the “per-student budgeting” model (box 2.3). The successful outcomes of the project were the following: • Identification, design, program testing, and distribution of an EMIS for primary and secondary schools and ministries • Successful development and delivery of professional management training on information systems to school directors, school accountants, and Ministry staff • Creation of an electronic-based information system that is compatible with the structure of the country’s education sector • Expansion of the financial module to undertake efficiency analyses based on per pupil costs • Enabling of all key stakeholders to effectively use the information system tools for education performance, monitoring, resource allocation, and accountability reporting • Provide web-based access to the EMIS data for sector stakeholders.

Key Takeaways (a) Developing a web-based system to avoid the delays in manual processing of information, (b) creating a web page to make EMIS data open to stakeholders, and (c) providing trainings to schools and Ministry staff to strengthen local capacity. Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

Successes in EMIS Implementation

Creation of a Digital Platform to Access EMIS Data: The Case of Guatemala Box 2.4  Guatemala: Universalization of Basic Education Project (2001–09)  Project Development Objective: The project had the following development objectives: (a) improve coverage and equity at the primary school level through the expansion and consolidation of PRONADE schools (National Community-Managed Program for Education Development) and by providing scholarships for indigenous girls in rural communities; (b) improve the efficiency and quality of primary education by supporting bilingual education, providing textbooks and didactic materials in 18 linguistic areas, expanding multigrade schools, and improving teachers’ qualifications; (c) facilitate the joint design and execution between Ministry of Education and the Ministry of Culture and Sports of a program to enhance the goals of cultural diversity and pluralism contained in the National Constitution, the Guatemalan Peace Accords, and the April 2000 National Congress on Cultural Policies; and (d) assist the decentralization and modernization of Ministry of Education by supporting the ongoing efforts to strengthen the organization and management of the education system. EMIS Cost: Not specified (Project cost: $87.24 million) EMIS Rating: Not available EMIS Objective: The component supported the continued development and updating of an EMIS. The main objective was to upgrade the EMIS and use the new applications and technology as a tool for uniform educational monitoring, feedback, reporting, and decision making by departments.

Main Findings The Universalization of Basic Education project (2001–09) supported the improvement of the EMIS in Guatemala through the use of enhanced technology (box 2.4). By project completion, significant improvements had been made in the quality of data entered in the system, in the decentralization of data collection and management, and in the availability and use of education data generated by the system, using the Ministry of Education’s website. The Information and Automation System, at both the central and departmental levels, was strengthened through the Internet. A comprehensive Human Resources Information System was developed and implemented that contained 10 modules: posting management and wages, recruitment and selection, controls of personnel actions, disciplinary files, salary scales, training, performance evaluation, and integration of the list system. The Guatemala Ministry of Education site is easily accessible and provides quick access to data that can be downloaded in Excel and HTML formats. The data include population disaggregated by age, enrollments by age/grade, and enrollment rates. The data are also sorted by regions, Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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departments, and municipalities. The website is a real-world example of a system that is easy to use and understand (Cassidy 2006).

Key Takeaways (a) Easy access of data to education stakeholders and (b) use of technology to increase capacity of the system.

Strengthening and Expansion of EMIS to an Online System: The Case of Honduras Box 2.5 Honduras: Education Quality, Governance, and Institutional Strengthening Project (2006–13) Project Development Objective: To support the government of Honduras to increase the coverage, quality, accountability, and governance of its basic education system. EMIS Cost: Not specified (Project cost: $16.29 million) EMIS Rating: Satisfactory EMIS Objective: The component focused on strengthening the Ministry of Education through development and expansion of a web-based technological platform that contains information on education sector performance at all levels of the system. It also focused on expanding, strengthening, updating, and integrating information at central and subnational levels to allow for improved decision making and performance monitoring.

Main Findings Through the Honduras Education Quality, Governance and Institutional Strengthening Project (2006–13), the country upgraded and strengthened the existing EMIS system to produce reliable educational statistics (box 2.5). The main achievements included the following: • Timely collection of information on schools, teachers, and enrollment • Historical education data was checked for consistency, reestimated for precision, and loaded into the system, including a diagnostic census of all schools located in Afro-Honduran and indigenous areas • Computer equipment was provided at the central and departmental levels, along with the required training for staff at all levels • All information was made available to the public to ensure transparency.

Key Takeaways (a) Upgrading the existing system to a web-based platform to encourage effective utilization by all levels of government, and (b) providing training to enable them to use the software, and (c) giving open access to data (figure 2.3). Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Successes in EMIS Implementation

Figure 2.3  Factors That Led to Successful Implementation of EMIS in Honduras

Enhanced technology to increase capacity

Trainings to relevant stakeholders on data use

Open and easy access to data

EMIS as a Tool to Strengthen Teaching and Learning: The Case of Lithuania

Box 2.6 Lithuania: Education Improvement Project (2002–07) Project Development Objective: To improve student achievement in basic education (grades 5–10) and to make a more efficient use of the financial, human, and physical resources allocated to education, by supporting municipalities in their effort to optimize their school network, and by improving energy efficiency and space utilization in an initial group of 62 targeted schools. EMIS cost: $1.5 million (Project cost: $64.89 million) EMIS Rating: Not available EMIS Objective: The component focused on strengthening the EMIS of the Ministry of Education and Sports to enhance the quality of teaching and learning in basic schools.

Main Findings To monitor the education system more closely, the Education Improvement Project (2002–07) focused on strengthening the existing EMIS system in Lithuania (box 2.6). This included efforts to ensure timely collection data on system performance and utilization for decision making. It also generated interest among municipalities and school representatives, leading to the establishment of an EMIS at the local/municipal level and the school level (School Information Systems). The capacity of the Ministry of Education and Science was strengthened to provide timely system information and monitoring of education outcomes, to produce a National Education Report on an annual basis, to measure pupils’ achievements, and to carry out school performance audits through the establishment of the National Audit Agency (figure 2.4).

Key Takeaways (a) Developing an interest among local communities in using EMIS and (b) creating an annual education report to measure student achievement. Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

Increased reliability of data

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Successes in EMIS Implementation

Figure 2.4  Snapshot of the EMIS Website at the Ministry of Education in Lithuania

Source: Centre of Information Technology, Ministry of Education & Science, Lithuania.

Expansion of EMIS to Remote Schools: The Case of Malaysia Box 2.7  Malaysia: Education Sector Support Project (1999–2005) Project Development Objective: The overall objective was to assist the Borrower in (a) mitigating the adverse impact of the regional economic crisis on its education sector and (b) supporting its medium-term economic recovery by developing and enhancing student technical skills. EMIS Cost: $9 million (Project cost: $244 million) EMIS Rating: Highly Satisfactory EMIS Objective: To improve the borrower’s existing EMIS and expand its usage, especially in the states of Sabah and Sarawak.

Main Findings This project in Malaysia on Education Sector Support (1999–2005) was successful in upgrading and expanding the existing EMIS (box 2.7). Equipment, computers, software, and furniture were provided to several targeted departments and divisions at the Ministry of Education (MoE) and selected schools, especially in the regions of Sabah and Sarawak, for the EMIS. In addition, technical assistance was provided in developing the systems and creating training programs for staff. The main achievements of the program were (a) sustaining and improving the already established EMIS; (b) ensuring that the EMIS is implemented nationally, with particular emphasis on reaching remote schools in the states of Sabah and Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Figure 2.5 Example of a Malaysian School System’s Interface

Source: Yahya and Chong, n.d.; Department of Management Science and System, Malaysia.

Sarawak, which were outside the MoE’s computerized data management system; (c) facilitating the EMIS transition to a Y2K-compliant system by phasing out obsolete equipment and operating systems; and (d) building institutional capacity through integration of multiple databases and development of an Executive Information System (EIS) for planning and policy formulation (figure 2.5).

Key Takeaways (a) Expansion of EMIS to schools, (b) complementing the creation of an EMIS with regular trainings, and (c) building capacity through integration of existing databases.

EMIS as a Planning Tool: The Case of Nigeria Box 2.8 Nigeria: Second Primary Education Project (2000–04) Project Development Objective: The objectives of the Second Primary Education Project (PEPII) were to assist the Borrower in (1) strengthening the human resource capacity in its primary schools, (2) creating an environment conducive to effective teaching and learning in its primary schools, (3) improving the quality and availability of curriculum and other instructional materials in the primary schools, (4) developing an enhanced information base to facilitate decision making, and (5) increasing national awareness about HIV/AIDS. EMIS Cost: Not specified (Project cost: $61.11 million) EMIS Rating: Satisfactory EMIS Objective: To develop a comprehensive information base for decision making and for planning and monitoring of the Universal Basic Education (UBE) program.

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Main Findings The project in Nigeria was successful in setting up a comprehensive education information system (box 2.8). Key output deliverables were the following: (a) School statistics were made available: national education statistics reports for 1996–2001 (baseline data) and 2003 (school census) were produced and distributed. These are being used in Education for All (EFA) and Universal Basic Education (UBE) state planning exercises and for wider policy discussion. (b) EMIS equipment and staff capacities were upgraded to manage national data collection, analysis, reporting, and dissemination of data. (c) Capacity was increased within the federal and state education ministries to translate and analyze raw school data into useable form. (d) Data collection and processing for all schools was institutionalized (to be carried out in February of every year). The production and distribution of these statistics reestablished a credible education data system. Education data collection, processing, and publishing improved. (e) Computers and computer accessories were procured for use.

Key Takeaways (a) Institutionalization of data collection process (see figure 2.6), (b) regular production of data, (c) increased capacity at the state and federal ministries, and (d) utilization of data for planning and policy making. See table 2.1 for a summary of success stories in EMIS implementation.

Figure 2.6 Data Collection Process in Nigeria

FME/UBEC EMIS

State comparative and other data EMIS

Education stakeholders

KG1–SS3

KG1–SS3

KG1–JSS3

SMoE EMIS

SUBEB EMIS

SS1–SS3 School/LGEA comparative and other data

Divisional inspectorate SS1 –SS3

Census

LGEA KG1 –JSS3

School/LGEA comparative and other data

Community School Source: World Bank 2005e Nigeria Second Primary Education Project. Note: EMIS = Education Management Information System; FME = Federal Ministry of Education; JSS = junior secondary school; KG = kindergarten; LGEA = Local Government Education Agency; SMoE = State Ministries of Education; SS = senior secondary; SUBEB = State Universal Basic Education Board; UBEC = Universal Basic Education Commission.

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Table 2.1  Summary of the Success Stories in EMIS Implementation Afghanistan Political buy-in from the government to establish EMIS to monitor education performance Development of multiple systems to capture EMIS data Armenia Comprehensive school questionnaire to capture student data Improved quality of data through validation measures at subnational level Bosnia and Herzegovina Establishment of a digital EMIS around the country Efficiency analysis in policy formulation Guatemala Quality of data entered and decentralization of data collection Accessibility of data from Ministry’s website Honduras Web-based system to collect education data Easy and open access to data Trainings to relevant stakeholders for utilization of data Lithuania Development of political interest at schools and municipal level Production of an annual yearbook with educational data Malaysia Expanding EMIS to remote schools Capacity building through integration of databases Nigeria Institutionalization of data collection process Data utilized to make policy decisions

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Leadership Challenges Clarity was lacking among decision makers on the clear definition of an Education Management Information System (EMIS). Policy makers did not clearly understand its use and overall objective. No agreement was found on whether the EMIS aimed to collect and report statistical data to guide informed policy making, or alternatively, if it was simply a system to store information. For most countries, the lack of a clear definition was partly related to the large number of complex departments involved in the process—for example, education, planning and finance, science and technology, facilities—without any one entity assuming a strong leadership role. Often a lack of political buy-in was also found, which made EMIS implementation unsuccessful. In some cases, the lack of clarity about the EMIS stemmed from the lack of a data-driven culture. Leadership challenges can be further categorized into two areas: • Unclear vision and limited buy-in • Absence of institutionalization Ten projects faced this issue: Albania, Argentina, Bulgaria, Bolivia, Colombia, India, the former Yugoslav Republic of Macedonia, Serbia, Sierra Leone, and Vietnam.

Unclear Vision and Limited Buy-In Lack of strong leadership and clear vision on the functioning and objective of EMIS can be a deterrent to the success of an EMIS. A well-functioning EMIS needs strong leaders who have a clear understanding of its function and uses and are able to get support from various education stakeholders and other vested interests to build consensus and ultimately drive the EMIS forward.

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Albania Box 3.1 Albania: An Education Sector Project (2000–05) Project Development Objective: To assist the Ministry of Education and Sciences (MoES) in planning and managing the delivery of educational services and strengthening its accountability to stakeholders for that delivery. EMIS Cost: $0.72 million (Project cost: $14.88 million) EMIS Rating: Unsatisfactory EMIS Objectives: To support a management information system that would link all branches of the Ministry, including district offices and universities. The key outputs were (a) a simple EMIS that could be easily extended in terms of data, applications, and users, introduced and tested in at least two pilot education district offices, and routinely used by policy makers and managers at Ministerial and district levels and (b) publication of the first Statistical Report Card on Albanian Education (SRCAE) for stakeholders.

Main Findings. In Albania, one of the key limitations of the project was that there was no clarity among the decision makers on how an EMIS should be used, that is, whether it should collect student-based information (to monitor participation and student performance) or school-based information (to monitor supplies and efficiency). The lack of clarity also stemmed from the fact that the key strategic and policy documents, which would have been able to identify the key information necessary to monitor, were developed during the last third of the project implementation period (box 3.1). Although the project developed the fundamentals necessary for a functioning EMIS, including the development of a data collection and query system and both general administrative and analytical software, these systems and software never worked adequately. They were supposed to link the Ministry with two pilot school districts, but the link did not become functional, and data have not been collected or analyzed. One positive measure is the statistical report card, which was first issued in 2004. The report is helpful for policy makers and the public alike and is published on a yearly basis. Also, a contact point was established in the Ministry for the public to be able to access information about the education sector; however, this facility is rarely used, and the data are somewhat outdated. Key Takeaways. (a) There is a need for a strong leadership with clearly defined goals and objectives from the start of the project and (b) all concerned units should understand the vision and work together to avoid implementation issues.

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Bulgaria Box 3.2  Bulgaria: Education Modernization Project (2000–04) Project Development Objective: The project objective is to (1) strengthen Ministry of Education and Science (MES) management and technical capacity for modernizing the sector; (2) increase MES capacity for introducing the new education standards and standards-based curriculum in general education, and for collecting and utilizing education information for monitoring and decision making in both general and higher education; (3) provide initial training to inspectors, school directors, and teachers on the newly introduced standards and ­curriculum; (4) expand a pilot program aimed at giving school directors greater discretion on spending decisions in their schools; (5) develop a methodology to support local efforts to optimize the school network; (6) reform the allocation process for resources and seats in higher education; (7) create a competitive fund for improving teaching, resource management, and internal quality assurance in higher education institutions; and (8) establish a modem student loan and stipend program for higher education. EMIS Cost: Not specified (Project cost: $6.05 million) EMIS Rating: Unsatisfactory. EMIS Objective: This project involved setting up of two EMISs under two separate components: the General Education Management Information System (GEMIS) at the Ministry of Science and Education (MES) for the secondary level and the Higher Education Management Information System (HEMIS). The objectives of both EMISs were similar: (a) create and equip a unit for establishing and managing the information system, (b) design and validate data ­collection instruments and processes, and (c) train personnel to build capacity for analyzing and registering data.

Main Findings. In Bulgaria, neither of two proposed EMIS systems—the General Education Management Information System (GEMIS) and the Higher Education Management Information System (HEMIS)—was developed during the lifetime of the project. One of the main reasons was the lack of effective demand for information and policy formulation, performance monitoring, and decision making by the political leaders and senior officials at the Ministry. Although the process of collecting core statistics had begun by the end of the project, a tremendous gap existed between collection of education system statistics and establishment of the information systems (box 3.2). Key Takeaways. (a) Information gathering, analysis, and dissemination is essential not only for the successful implementation of the project but also for the sustainability of an overall education reform, and (b) implementation of a fully operational EMIS requires political will to involve all related parties and stakeholders. Obtaining this political will is a key step in project design.

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Vietnam Box 3.3  Vietnam: Second Higher Education Project (2007–12) Project Development Objective: To increase the quality of teaching and research in universities, in ways to improve the employability of graduates and the relevance of research. EMIS Cost: Not specified (Project cost: $63.4 million) EMIS Rating: Unsatisfactory EMIS Objective: To build a Higher Education Management and Policy Information System (HEMPIS) using a set of standard key indicators to enable decision makers to monitor the performance of the higher education sector.

Main Findings. In Vietnam, the development of the Higher Education Management and Policy Information System (HEMPIS) proved to be more difficult than anticipated and was eventually canceled. Among the factors that contributed to its failed implementation was the lack of a clear definition regarding its overall objective. Specifically, no agreement was found on whether it was aimed at compiling and reporting statistical data or, alternatively, if it was going to serve as a more ambitious management tool. The lack of a clear definition was partly related to the large number and diverse nature of the Ministry of Education and Training (MoET) departments involved in the process—for example, higher education, planning and finance, science and technology, facilities, international training and testing, and accreditation—without any one entity assuming a strong leadership role. Moreover, roughly four hundred higher education institutions that were expected to feed data to HEMPIS, most of which already have their own MIS in place, were not involved in the process (box 3.3). Key Takeaways. (a) The objective for setting up an EMIS should be made clear before the start of the project, and (b) key stakeholders should be involved at early stages of EMIS development to incorporate their recommendations.

Absence of Institutionalization Absence of EMIS specific policies along with continuous changes in the top management can impair the long-term sustainability of EMIS. A strong data governance committee, assembled with representation from all stakeholder groups and educational agencies, is essential to provide leadership and vision to the project. Continuous changes in leadership can impair this vision and make it difficult to implement the system.

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Argentina Box 3.4 Argentina: Rural Education Improvement (PROMER) Project (2006–14) Project’s Development Objective: To support national government policy to (1) improve the coverage, efficiency, and quality of the Argentine education system and (2) improve the governance of the education system through strengthening of the normative, planning, information, monitoring, and evaluation capacity at the national and provincial levels. EMIS Cost: $2.95 million (Project cost: $150 million) EMIS Rating: Moderately Satisfactory EMIS Objective: This component supported the development and implementation of a system of data collection, analysis, dissemination, and use of information for policy decisions at the national, provincial, and school levels. This broadly involved financing technical assistance and equipment (computers and software) for the system.

Main Findings. Argentina faced difficulties in developing an EMIS as a result of multiple leadership changes, which affected the implementation of the system. The National Directorate of Information and Educational Quality Evaluation (NDIEQE) underwent four leadership changes between 2005 and 2009. As a result, considerable delays were seen in the development of a data collection, analysis, and dissemination system and in providing technical assistance to the provinces on its effective use. This slowed down the entire project, because the success of any project and EMIS is dependent on effective leadership and a clear vision from the start of the project (box 3.4). Key Takeaway. There is a need for a strong legal framework that supports a fully functional EMIS to avoid management and operational challenges due to changes in government leadership. Bolivia Box 3.5  Bolivia: Education Quality and Equity Strengthening Project (2000–07) Project Development Objective: To increase the number of years of schooling completed (particularly at the primary level) and to improvement in the quality of that schooling. It will also develop approaches to reduce gender disparities in educational outcomes in selected municipalities where the differences are greatest. EMIS Cost: Not specified (Project cost: $125.3 million) EMIS Rating: Not specified EMIS Objective: To support and finance the existing EMIS, under the M&E component of the project. Throughout the project, Project activities were to support the development and dissemination of relevant descriptive statistics related to indicators and outcomes in the education sector at the national, departmental, and municipal levels.

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Main Findings. In Bolivia, continual changes in leadership led to the failure of the project. During the initial years of the project implementation, the Ministry was able to use the EMIS to produce good quality education statistics in a timely fashion, disaggregated by gender, grade, geographic area, and the like. This information was also made publicly available at the Ministry of Education website. However, the last years of project implementation experienced changes in leadership and vision, and as a result, the information systems were neglected. Very little investment was made in maintaining the systems, and the quality of information became weak. Moreover, significant gaps occurred in delivery of information, all of which seriously impacted the long-term sustainability of the project (box 3.5). Key Takeaway. There is a need for a strong legal framework that supports a fully functional EMIS to avoid management and operational challenges due to changes in government leadership. Latvia Box 3.6 Latvia: Education Improvement Project (1999–2005) Project Development Objective: To improve energy efficiency and space utilization of educational facilities and to build and strengthen institutional management capacity to assess and promote quality learning. The goal of the project was to increase capacity within the Latvian education sector for continuous improvement of education outcomes by strengthening the management of both resource and inputs and the learning process. EMIS Cost: $0.53 million (Project cost: $39.76 million) EMIS Rating: Not specified EMIS Objective: To assess the Latvian EMIS, review the roles and responsibilities of the Ministry of Education and Science (MES) Policy Department, and develop a proposal for its effective implementation.

Main Findings. One of the significant weakness of the project was the insufficient integration of various management information systems into the Ministry of Education. This was extremely important to ensure the long-term sustainability of the system. The report also highlighted that the lack of integration could be due to the result of continuous changes in the top level of the Ministry, affecting the continuity of the projects and lack of a well-defined vision (box 3.6). Key Takeaway. Developing a sound and comprehensive information system requires strong political will and clear objectives.

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Data Challenges Availability of reliable and consistent data remained a concern for most projects. Countries placed too much emphasis on collecting data without focusing on reliability and applicability of the data. As a result, considerable inconsistencies were found in the data. Even when efforts were made to produce quality data, timeliness remained a serious issue. Considerable time lags occurred in the publication and dissemination of information, thereby reducing the utility of data for d ­ ecision making. Major causes for the failure were the inability of the government to understand the definition of EMIS, its objectives, and its usefulness in decision making. Low technical capacity for data collection and analysis also made it ­difficult to produce quality data. Quality data issues could be further categorized into three areas: • Unreliable and poor quality of data • Untimely production and dissemination of data • Limited use of data for decision making. Eighteen projects faced this issue: Brazil, Chad, Colombia, Costa Rica, Côte d’Ivoire, Ghana, Honduras, India, Kenya, Kosovo, Lesotho, FYR Macedonia, Nigeria, Pakistan, Sierra Leone, St. Kitts and Nevis, Tanzania, and Uruguay.

Unreliable and Poor Quality of Data Many countries faced problems relating to the quality of data produced by the EMIS. In most cases, countries collected fragmented data, without any ­reliability and applicability considerations. Moreover, considerable inconsistencies were found in the data produced. The following examples illustrate the problem. India Box 3.7  India: Rajasthan District Primary Education Project (1999–2005) Project Development Objective: To ensure that all 6–11-year-old children in nine districts, especially from socially and economically disadvantaged groups, have access to a five-year primary education cycle of appropriate quality. It is expected to result in increased enrollments and community involvement in primary education, improved teacher performance, better capacity to manage the education system, greater learning, and higher completion rates of the primary cohort. EMIS Cost: Not specified (Project cost: $109 million) EMIS Rating: Moderately Satisfactory EMIS Objective: To put in place an effective EMIS (as a part of M&E) to improve state and district capacity to improve primary education.

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Main Findings. In Rajasthan, availability of reliable data remained a concern throughout the project. Too much data were collected without much emphasis on reliability and applicability. Considerable discrepancies and contradictions were found in the District Information System for Education (DISE) data because the size of the educational administration did not keep pace with the expansion of the school system (box 3.7). In addition to the DISE, the state initiated a baseline survey in 2001 and updated it in 2004 with a Child Tracking Survey (CTS). These data were not disaggregated based on specific groups of out-of-school children (e.g., children from families that migrate, transfers to private schools or to other districts/states, working children, urban deprived groups, and enrollment). Integration of the DISE data and the CTS did not take place, which would have been useful for effective planning. Data gathering and its management continued to remain an area of concern. Along with the first project, the World Bank undertook another project in India called the “Rajasthan Second District Primary Education Project” (2001–08). The combined effort of the World Bank and the government of India (GOI) led to the development and strengthening of the EMIS, which became fully functional by the last year of the project. Now the data generated through DISE are increasingly being put to use by management. Efforts are still being made to integrate the DISE data and the CTS for effective planning and monitoring. The challenge, however, is to strengthen the culture and practice of using the EMIS as a management and planning tool, to continuously update the data and supplement it with additional survey-based information to help education planning. Key Takeaway. Collection of education data should be linked with the overall national education goals. This would ensure more effective utilization of data, and the analysis of data would be useful for evaluating the overall performance of the education system. Pakistan Box 3.8  Pakistan: Northern Education Project (1998–2004) Project Development Objective: To support the program for the development of the ­ lementary school sector in Azad Jammu and Kashmir (AJK) and Northern Areas (NA) and, to that e end, to assist in (a) improving the quality of education, (b) increasing equitable access to education, (c) strengthening institutional capacity, and (d) promoting community participation. NEP was designed to cover education from Katchi (kindergarten) to grade 8, with particular emphasis on the primary years and girls’ education. EMIS Cost: Not specified (Project cost: $31.89 million) EMIS Rating: Not specified box continues next page

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Box 3.8:  Pakistan: Northern Education Project (1998–2004) (continued)

EMIS Objective: To develop a reasonably effective and systematic EMIS with increased use of its data by government departments and development partners, and increased capacity among staff to manage and regularly update the EMIS. It also focused on providing incentives for information reporting and use, and establishing an area-specific education information database.

Main Findings. In Pakistan, incomplete information and low capacity were serious issues. Although education statistics were produced annually by the department in charge during the course of the project, significant gaps in the databases remained, with incomplete reporting from some schools. Moreover, gender aggregation of some data was inadequate (e.g., gender details of School Management Committees). EMIS reports were not distributed to schools, which, as a result, were not aware of their progress against performance indicators or their status in relation to other schools in the area (box 3.8). Some of the common issues raised were (a) use of outdated information from schools, (b) limited data verification at each level, (c) nonuniform consolidation and data entry of all school forms at the district EMIS, (d) lack of understanding of the value of available information, and (e) inadequate capacity to use EMIS data; when used, decisions are focused primarily on facility construction/expansion and textbook provision (Nayyar-Stone 2013). Key Takeaways. (a) Well-established data quality control checks at education level are needed to maintain reliable data useful for decision making and (b) regular discussions should be held with stakeholders to revisit the statistics collected by EMIS.

Untimely Production and Dissemination of Data One of the common problems faced by countries was that they were unable to produce education statistics/report cards on a regular basis. This resulted in untimely dissemination of data to education stakeholders, making it difficult to be used in decision making. The following case studies illustrate the problem. Chad Box 3.9  Chad: Education Sector Project (2003–12) Project Development Objective: To (1) improve access and equity for primary education and (2) increase capacity in strategic management and curriculum development. EMIS Cost: $3.22 million (Project cost: $107 million) box continues next page

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Box 3.9  Chad: Education Sector Project (2003–12) (continued)

EMIS Rating: Moderately Satisfactory EMIS Objective: The component focused on developing capacity at all levels of the Ministry of Education (MoE) to produce timely education statistical yearbook and key education indicators. This was to include technical assistance (TA), training/workshops, and provision of goods and equipment.

Main Findings. In this project, timely production of data remained a concern; delays in data production and incomplete information were recurrent issues in the sector, and the reliability of data was questionable (box 3.9). The Department of Planning was expected to produce national and regional statistics on an annual basis. However, the Education Statistical Yearbook was published with at least a one-year delay and had limited dissemination, which reduced the use of information in policy dialogue and in informing policy decisions. Consistency in indicators was further complicated as a result of the use of population projections based on the 1999 census, which was used until 2009, when a new census was conducted. These data problems were mainly due to low capacity issues at decentralized levels. Currently a project is ongoing in Chad called the “Second Phase of the Education Sector Reform Project (2013–18),” with one of its subcomponents dedicated to overcoming the challenges of the previous project. The EMIS component of this project is included as a part of M&E and aims to identify and pilot improvements in the EMIS. It focuses on strengthening the Ministry’s capacity in evidence-based decision making, using a hands-on approach and data collection to monitor project activities. The Key Performance Indicators (KPIs) include designing/upgrading tools and institutional mechanisms (including coordination across the numerous data producing departments across the Ministry) for collecting and using school-level data for human resource management, statistical, and overall planning purposes. Key Takeaway. Local capacity should be increased to ensure production of timely data and its effective utilization. Ghana Box 3.10  Ghana: An Education Sector Project (2004–11) Project Development Objective: To (1) improve equitable access to and completion of basic education in deprived districts and (2) improve quality of teaching and learning, management efficiency, and relevance of post-basic education. EMIS Cost: Not specified (Project cost: $74.14 million) EMIS Rating: Not specified box continues next page

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Box 3.10  Ghana: An Education Sector Project (2004–11) (continued)

EMIS Objective: To (1) build on the success of the IDA-supported Basic Education Sector Improvement Project (BESIP) that established EMIS in 10 regions and 26 districts and (2) to upgrade the EMIS application to provide reliable, relevant, and timely data. The intermediate indicator used to measure this was the percentage of targeted districts for which the EMIS is used to generate annual reports.

Main Findings. The Ministry of Education in Ghana was able to produce, compile, and generate the education statistics yearbook regularly. However, these data were not made available to the public. Lack of utilization of data was a major problem. The project team believed that, in the future, Ghana would need to enhance their EMIS to reflect the increasing role of private sector provision, distance learning, detailed information on disadvantaged groups, and tertiary education. It also suggested that the Ministry of Education make the education statistics readily available online in a more user-friendly format to all education stakeholders for accountability and decision making (box 3.10). Key Takeaways. (a) It is necessary to build capacity and generate demand for EMIS data so that the data are used in policy making and (b) have a clearly ­outlined public dissemination strategy in place. Kenya Box 3.11 Kenya: Education Sector Project (2006–10) Project Development Objective: To support the government’s program to provide basic education and improve the quality of education for all children by 2010: (1) ensuring equity of access to basic education, (2) enhancing quality and learning achievement, (3) providing opportunities for further education and training, and (4) strengthening education sector management. EMIS Cost: $7 million (Project cost: $1,084 million) EMIS Rating: Not specified EMIS Objective: To strengthen the Ministry of Education’s EMIS and provide timely and reliable data. By the end of the project, EMIS capacity was strengthened, and coverage of EMIS also improved over time.

Main Findings. In Kenya, data production and dissemination issues remained a persistent problem. The data generated via the EMIS were made available with a long delay that undermined the data’s usefulness; validity and reliability remained issues throughout the project. Further, data were highly inconsistent, leading to overestimations of enrollment increases over time.

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Finally, some key indicators, such as the Net Enrollment Rate and regional and gender disparities, did not correspond to information from other sources, such as household surveys (box 3.11). Key Takeaway. Sound administration and implementation are needed to ensure that lags between data collection and publication of statistics get reduced. Lesotho Box 3.12 Lesotho: Second Education Sector Development Project (1999–2003) Project Development Objective: The project will focus on increasing access and equity at the primary school level to lay the foundation for achieving universal primary education (UPE) over the program period (1999–2011), and on improving the quality of primary and secondary education. Furthermore, the project will develop the policy and institutional frameworks for ECD, TVET, and nonformal education. EMIS Cost: Not specified (Project cost: $26.7 million) EMIS Rating: Moderately Satisfactory EMIS Objective: To upgrade the EMIS to enhance the capacity at both the school level and the central level to accurately collect school data with the help of the revised survey forms. The Planning Unit staff would receive training to assist them in analyzing the EMIS data and will learn how to use this data to inform the policy decision-making process.

Main Findings. Lesotho’s Education Planning Unit (EPU) was able to set up basic EMIS activities: (a) basic infrastructure such as hardware, software, and database applications were installed and developed, and (b) critical schoollevel data were collected and continue to be collected annually. Staff at the central and district levels were trained in data collection and processing. The Ministry’s capacity to process education statistics was enhanced, and training courses were taken by the staff in the EPU. It was successful in producing quality education statistics after several years of investment. However, production of statistics remained an issue: The production did not take place in a timely fashion. The EPU was not able to produce these statistics on a yearly basis, as initially planned (box 3.12). Key Takeaways. (a) There is a need to plan ahead to produce data in a timely fashion to ensure no implementation issues and (b) there needs to be a strategy on how to use the data to inform policy dialogue and planning.

Limited Use of Data for Decision Making One of the common problems faced by the countries was the inability of the government to use the available information and education statistics to inform policy choices. Even when an EMIS was effectively implemented, it was not Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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used by education stakeholders (e.g., teachers, parents, policy makers) to inform progress by the schools/education system. This was often due to the lack of a data-driven culture in the country, a culture that prioritizes data as a fundamental element of operations for decision making, both inside and outside of the education system. Evidence of a data-driven culture includes efforts made by the government to promote the collection and utilization of data within and beyond the education system (e.g., national census or population statistics). This is essential for a well-functioning EMIS. Examples bellow illustrate how the absence of this culture could make an EMIS ineffective and redundant. Azerbaijan Box 3.13 Azerbaijan: Education Sector Development Project (2003–10) Project Development Objective: The Project Development Objectives are (1) more effective teaching and improved learning results in general secondary schools (a) that receive new school libraries and (b) where teachers adopt improved teaching practices as a result of ­in-service training and (2) improved efficiency of spending in education. EMIS Cost: $0.7 million (Project Cost: $22.61 million) EMIS Rating: Not specified EMIS Objective: To assist the MoE in establishing a comprehensive EMIS to help managers monitor the system, and develop policy and action plans based on accurate and timely information. This included designing and deploying an EMIS in the Ministry, linking it with the district education offices and other institutions integral to the implementation of education reforms.

Main Findings. Azerbaijan is an example of lacking a data-driven culture. Although the project has been successful in establishing a comprehensive EMIS with quality data, it has not been put to use. Before the start of the project, the Ministry of Education (MoE) had the ­following deficiencies with regard to efficient operations and management of an EMIS: labor-intensive, slow for data aggregation, difficult for data analysis, time consuming, and limited information. The establishment of the EMIS and introduction of national assessments of student learning achievement provided adequate tools for the Ministry to strengthen capacity for planning and monitoring education reforms. An EMIS unit was established in the MoE and became fully operational. The EMIS database comprised information on ­general schools including comprehensive information on students and teachers, school principals and other staff, physical facilities, and the like. The EMIS Unit made publicly available a school-by-school database at the MoE official website. The Unit was also able to electronically receive and handle education statistics. Although the EMIS database was rich with information Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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about general schools and is available on the MoE LAN, not many people used the EMIS. The main user of the EMIS was the M&E Unit of the MoE for purposes related to implementation of different types of assessments including exams and national and international assessments. The main reason for limited use of the EMIS was the lack of culture and skills to use the computerized information database (box 3.13). Key Takeaways. (a) Efforts should be made to educate stakeholders across the education system on the importance of education data to make important policy decisions and (b) a data-driven culture prioritizes data as a fundamental element of operations and decision making, both inside and outside of the education system. St. Kitts and Nevis Box 3.14  St. Kitts and Nevis: Education Development Project (OECS) (2002–09) Project Development Objective: To build human capital in the OECS, which, in turn, will ­contribute to the diversification of their economy and more sustainable growth. This objective will be achieved by (1) increasing access to secondary education, (2) improving the quality of the teaching and learning process, with more direct interventions at the school level and a focus on student-centered learning, and (3) strengthening management of the sector and governance of schools. EMIS Cost: $0.002 million (Project cost: $7.77 million) EMIS Rating: Moderately Satisfactory EMIS Objective: This component focused on upgrading the planning, management, and information processing capabilities of the education system through the expansion of an EMIS, including EMIS training.

Main Findings. In St. Kitts and Nevis, one major success area was the mainstreaming of the electronic tools in data collection. Availability of data was improved by establishing e-mail and Internet connections for all schools and designing school websites and simple instruments for data collection. Basic school data such as student enrollment and teacher employment were collected from schools on a timely basis, improving the time lag from more than two years in 2003 to less than a year in 2008. The statistical digest was published for the school year 2007/08, which contained key education data at all levels such as enrollment, Caribbean Examinations Council (CXC) Report, and number of trained teachers. However, data were not utilized systematically for implementation of activities (e.g., schools did not use the EMIS for making decisions). Based on the progress made on the data collection, but with a major shortfall in utilization of data and implementation of planned activities, the achievement of this objective is rated moderately unsatisfactory. In addition, there

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were other technical problems: The procurement of EMIS software was dropped because of high maintenance costs, which made it difficult to strengthen the system’s capacity (box 3.14). Key Takeaway. Data validation mechanisms to improve the quality of data will generate demand for data for making decisions. Tanzania Box 3.15 Tanzania: Secondary Education Development Program (2004–07) Project Development Objective: To improve the quality of secondary education with a focus on underserved areas. EMIS Cost: Not specified (Project cost: $469.30 million) EMIS Rating: Not specified EMIS Objective: The component focused on the expansion of the EMIS to capture data on secondary education that are accurate, easy to retrieve and process, readily available to all, and useful for decision making and for ensuring transparency and efficiency.

Main Findings. In Tanzania, the Ministry of Education faced many challenges in developing and utilizing a robust EMIS, with weak data quality and verification processes. Analytical work was also underdeveloped, and the potential of the EMIS to facilitate informed planning and policy making within the Ministry was not sufficiently realized. Throughout the project, broader management reforms were undertaken to improve the quality of data available from the EMIS, which resulted in timely statistical information. However, the extent to which the data are being used for policy and decision making still needs to be strengthened, and efforts are being made to improve it (box 3.15). Key Takeaway. There is a need to build a data-driven culture in the country to ensure sustainability of the system.

Operational Challenges For most projects, a common concern was the long-term sustainability of the EMIS because of problems related to management, finance (especially after the World Bank funding was exhausted), and staffing. Some of the challenges included continuous changes in the management team, inadequate functioning of software and systems, incomplete data collection, and lack of staff trained at the local and national levels to understand the system. Thus, it is important to think of an EMIS as more than just an IT system and to create an enabling environment for the people and processes that are the essential operational elements of EMIS.

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Twenty-three countries faced this issue: Albania, Bangladesh, Cape Verde, Chad, Republic of Congo, Costa Rica, Djibouti, the Gambia, India, Kenya, Lebanon, Maldives, Mozambique, Namibia, Nicaragua, Nigeria, Sierra Leone, St. Vincent and the Grenadines, St. Kitts and Nevis, Timor-Leste, Uganda, the West Bank and Gaza economy, and the Republic of Yemen.

Capacity and Coordination Issues Operational issues such as a lack of coordination between different teams of the project, inadequate funding, and other implementation delays can impair and slow down the functioning of an EMIS, resulting in a complete breakdown of the system. Hungary Box 3.16 Hungary: Higher Education Reform Project (1998–2004)  Project Development Objective: To (a) increase responsiveness to social and economic needs, (b) improve the operating efficiency of the system, (c) mobilize private finance, and (d) improve equity in higher education finance. EMIS Cost: $1.09 million (Project cost: $7.29 million) EMIS Rating: Not specified EMIS Objective: Management Information Systems were to be supported through the development of new management information structures, procedures, and systems in the integrating higher education institutions. The project was to finance expert services for the development of strategy and process redesign, software development, upgrading of information technology networks, and training support.

Main Findings. Hungary faced many operational challenges in setting up a new EMIS throughout the implementation of the project. By project closing, there was no real outcome of the component because changes by the manager were continuous throughout the project. Moreover, significant coordination problems occurred between the Ministry of Education, the Higher Education Institutes, and suppliers, which made the execution of the project difficult. The project team ignored the hidden complexities of the information system and overestimated its performance ability, which led to a complete breakdown of the system (box 3.16). Key Takeaways. (a) There is a need to understand the core function of the EMIS before the start of the project, and (b) there should be clarity on the technological aspects and buy-in from all vested interests.

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Lebanon Box 3.17 Lebanon: General Education Project (2000–09) Project Development Objective: To support the government’s efforts to (1) enhance the capacity of the Ministry of Education, Youth and Sports (MNEYS) to function as an effective manager of the education sector, and (2) restore the credibility of the public general education system through improvements in quality and efficiency as well as increased access at the basic and junior secondary levels. EMIS Cost: Not specified (Project cost: $43.2 million) EMIS Rating: Not specified EMIS Objective: The objective of the component was to launch an EMIS to support timely and documented decision making and develop a national education strategy. This included in particular (a) development of EMIS within the Ministry of Education and Higher Education (MEHE) and the establishment of the Information Management Unit (IMU) within MEHE and (b) provision of computer equipment for this task

Main Findings. Lebanon was successful in establishing an effective EMIS at the Ministry of Education and Higher Education (MEHE), together with an Information Management Unit (IMU) and a program of end-user training. A School Information System (SIS), linked to the EMIS, was in place to support information needs at the individual school level. Although these components were delivered, they were not fully operational for use by the Ministry (box 3.17). Some of the common issues that arose were the following: • Operational issues: The SIS software package was developed, equipment was delivered to all schools in Lebanon, relevant staff were trained, but the SIS was operational in fewer than 10 percent of schools. • Staffing issues: The project team came to realize that effective implementation of comprehensive EMIS/IT components required timely recruitment and continuity of a sufficient number of suitable staff at the Ministry to ensure outputs were delivered and fully operational by project closing and to ensure requisite internal capacity is developed in the Ministry. Currently a World Bank project is ongoing in Lebanon, the Second Education Development program (2011–17), to continue with the efforts of MEHE on EMIS. This project is focusing on enhancing and consolidating an EMIS, GIS, academic portal, examination systems, and other systems. A key activity would be capacity building for MEHE staff (headquarters, regional offices, and schools) in the use of information for decision making and utilizing the EMIS. Furthermore, the school information system will be enhanced to include a school management platform to assist principals, teachers, and administrators in managing the educational processes at the regional and school levels.

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Key Takeaway. An EMIS is beyond technology; regular investment needs to go into hiring quality EMIS staff and providing regular trainings to enhance their capacity. St. Vincent and the Grenadines Box 3.18  St. Vincent and the Grenadines: OECS Education Development Project (2004–12) Project Development Objective: To (1) increase equitable access to secondary education; (2) improve the quality of the teaching and learning process, with more direct interventions and provision of resources at the school level, and a focus on student-centered learning and mechanisms to provide student support; and (3) strengthen management of the sector and governance of schools. EMIS Rating: Not specified EMIS Cost: Not specified (Project cost: $9.32 million) EMIS Objective: To strengthen the EMIS to make reliable information available to inform decision making. The strengthening of EMIS and the development of performance indicators was to be sustained through a staff position in the planning unit at the Ministry.

Main Findings. In St. Vincent and the Grenadines, one of the clearly delineated benchmarks for success of the project was the strengthening of the Ministry of Education’s electronic management information system to improve data generation and monitoring and evaluation capabilities of the Ministry (box 3.18). From 1999 to 2011, school-level and aggregate data were collected on enrollment and test performance and broken down by gender. This data collection allowed for tracking of school enrollment as well as test scores on Caribbean Examinations Council exams in aggregate and by gender. Improved school supervision by the education officers contributed to better monitoring and assessment of achievements at the school level. Training was also provided to school principals on the compilation and use of school- and sector-level data. However, the EMIS subcomponent had to be abandoned because the funds allocated were inadequate and the suitable alternative measures could not be implemented within the framework of the project. Key Takeaway. There should be a separate budget set for establishing and maintaining EMIS to ensure continuity of operations.

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Timor-Leste Box 3.19 Timor-Leste: Education Sector Support Project (ESSP) (2007–13) Project Development Objective: To strengthen the capacity of the Ministry of Education and Culture for effective policy development, resource management, and innovation. EMIS Cost: Not specified (Project cost: $20.3 million) EMIS Rating: Moderately Satisfactory EMIS Objective: To set up an EMIS to inform policy making. Through its support for the EMIS and for M&E, ESSP will develop an understanding of the status of education in ­Timor-Leste adequate to facilitate system and student performance monitoring.

Main Findings. In Timor-Leste, the EMIS was established and maintained with support of the Education Sector Support Project (ESSP) and other donors. Their joint efforts resulted in immense progress in development of the EMIS infrastructure and applications, online access to education data, system maintenance, and data collection, input, and initial processing. It has laid a basis for the introduction of evidence-based policy and planning, as well as the promotion of management by reporting. The current system provides the Ministry with an opportunity to measure progress in education sector development using basic indicators. It also resulted in regular production of Education Statistical Yearbooks (box 3.19). However, because of the longer initial phase of EMIS establishment and inadequately coordinated donor support, capacity building in data analysis and consolidated reporting was to a large extent underdeveloped. No capacity is found as yet within the EMIS for exploitation of the database for analytical work and little for the Ministry of Education (MoE) to underpin policy making and budgetary allocation decisions based on the EMIS and learning outcomes findings. The findings of the nonstandardized annual national examination (a scheme operated by the MoE’s Curriculum Directorate) are not articulated with the EMIS data or with the infrastructure information collected by the Infrastructure Facility Unit. Key Takeaways. (a) There is a need to build capacity and generate demand for EMIS data so that they are used in policy making, and (b) coordinated donor efforts and sustained high-level support/political will are essential for a wellfunctioning EMIS. Turkey Box 3.20 Turkey: Basic Education Project (1999–2003) Project Development Objective: The Basic Education Program is the government’s action program to apply its new basic education strategy. The objectives of the strategy (and of box continues next page

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Box 3.20  Turkey: Basic Education Project (1999–2003) (continued)

the Program) are (1) to achieve universal coverage in an expanded, eight-year basic education cycle (formerly five years), (2) to improve the quality and relevance of basic education, and (3) to make basic education schools a learning resource for the community. EMIS Cost: Not specified (Project cost: $286 million) EMIS Rating: Unsatisfactory EMIS Objective: To support the Ministry’s Council for Research and Planning (APK) to improve the Ministry’s educational information management capacity, train and strengthen APK technical staff in the use of education management information systems, and acquire upto-date computer hardware and software.

Main Findings. Turkey was unsuccessful in establishing the planned EMIS under this project. At the provincial level, there was limited capacity building in terms of promoting and coordinating education work. Schools and communities were not able to actively participate in the plans, and eventually the World Bank and borrower agreed to drop the project (box 3.20). Key Takeaway. There is a need to build capacity and generate demand for EMIS data so that they are used in policy making.

System and Technological Challenges Designing an EMIS is a challenging task requiring financing to develop and implement a new information system at both local and national levels. For most projects, this has been a major challenge. At the local level, problems arose in installing the computer equipment and developing the software for an information system. In many cases, the technical specifications for the development of the software were not finalized. The effort lacked coordination and failed to make the specifications compatible with the existing information systems. In some cases, the procurement process for computer equipment failed. Even when software was developed for all levels of the education system and made available to all schools, the computerized student record system is used only partially. Seventeen countries faced this issue: Afghanistan, Bangladesh, Chile, Costa Rica, the Dominican Republic, Georgia, Jordan, Kosovo, the Lao People’s Democratic Republic, Lesotho, Mauritania, Sierra Leone, Turkey, Ukraine, Vietnam, the West Bank and Gaza economy, and Zambia.

Integration Issues Developing the EMIS and expanding the capacity of the system can be a technologically challenging task. The systems and software need to be continuously updated to accommodate the ever-changing need for data. It is also important to Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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ensure that information systems interact with one another to enable the integration of these systems into one comprehensive EMIS. Technical problems related to any of those mentioned above can impair the functioning of the systems. These problems referred to the complete breakdown or inability of an EMIS to function due to system capacity issues, software problems, integration issues, or lack of Internet/computers to make data available to public. The following examples illustrate these issues. Eritrea Box 3.21 Eritrea: Education Sector Improvement Project (2003–12) Project Development Objective: To increase enrolment in basic education, particularly for disadvantaged children, while improving the quality of basic and secondary education. The government of Eritrea has committed to achieving the Millennium Development Goals, including completion of a full course of primary schooling for all children and gender equality at all levels, and the Project will assist in helping the government to establish a firm basis for full achievement of the MDGs. EMIS Cost: Not specified (Project cost: $47.6 million) EMIS Rating: Not specified EMIS Objective: To strengthen the EMIS through Geographic Information System (GIS) technology. The project purchased the technology to facilitate a school mapping exercise and collection of school-level data that could be used with the EMIS.

Main Findings. In Eritrea, data collected through the Geographic Information System (GIS) system were routinely used to produce statistical yearbooks to track progress. Furthermore, with the help of the GIS technology, the project kept a database with information about all schools in the country, including existing ones as well as those financed by donors during the life of the project, which allowed the government to make informed decisions about its school construction program. A separate EMIS was also developed for the entire education sector and is being used to compile the annual education statistics and to inform policy decisions. This was a remarkable achievement considering all of the exogenous factors that affected project implementation. However, the government and the project would have benefited from full integration of the two systems, which would have made tracking and reporting easier and improved the effectiveness of the M&E officer assigned to the activities (box 3.21). Key Takeaways. (a) A multisystem approach to data management is problematic when databases are neither integrated nor compatible, and (b) technological standards regarding integration and compatibility are necessary to ensure sustainability and proper system use. Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Mauritania Box 3.22  Mauritania: Higher Education Project (2004–13) Project Development Objective: To “help the Government of Mauritania to implement its strategy of producing qualified graduates with the skills needed for increased productivity and diversification of its economy.” The project is designed to (1) improve the quality of the learning environment and the relevance of courses to the labor market and (2) establish pedagogic, administrative, and financial management systems in the Institute of Higher Education (IHEs). EMIS Cost: Not specified (Project cost: $6.6 million) EMIS Rating: Not specified EMIS Objective: To support the establishment of, and related training for, an integrated MIS. This system would include information on and tracking of admissions and scholarships, student records, financial management, and inventories for physical plants and equipment. It would also include a quality assurance system covering pedagogic, financial, and administrative functions.

Main Findings. An integrated EMIS for student services, finance, human resources, planning, and monitoring was not established in Mauritania though separate systems do exist; financial and accounting reports, student tracer study reports, and plan of operations based on the MIS were not produced and audited under the project. This project was more complex than initially thought. After several technical problems related to underestimating the complexity of the intended MIS, development of the integrated MIS is still ongoing. In the meantime, the university developed systems for financial, examination, and student flow management (box 3.22). Key Takeaways. It is important to have a sound data architecture and plan for data integration during the early stages of the project. Vietnam Box 3.23  Vietnam: Primary Education for Disadvantaged Children Project (2003–11) Project Development Objective: To improve access to primary school and the quality of education for disadvantaged girls and boys. EMIS Cost: Not specified (Project cost: 258 million) EMIS Rating: Not specified EMIS Objective: To harmonize district-level school data collection efforts with the national EMIS and carry out analytical studies to increase sector-wide effectiveness and efficiency.

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Main Findings. The EMIS component of the project was designed in 2004 and improved through years of the project (box 3.23). The database covered all primary schools in Vietnam and included aggregated information on school-age population, schools, teachers, and students. Indicators and datasets were expanded and updated every year to include information such as disability, migration, and boarding schools. More logic checks were gradually added to avoid data entry mistakes. The most important outcome of the EMIS activity was the creation of a comprehensive EMIS for the primary education level. In addition, authorized school staff were provided with the necessary training on data collection. However, some implementation challenges were involved throughout the project: (a) The project required schools to complete paper forms, then Bureaus of Education and Training to fill in the form online, then the Ministry of Education and Technology (MoET) to conduct data analysis and reporting, which necessitated enormous training needs and costs; (b) issues arose with data accuracy due to paper-form entry; (c) some indicators/data were hard to collect, especially the ones related to disability; and (d) because of large implementation costs, the EMIS was abandoned because no source of funding is available to maintain the system. Current Status. Recently Vietnam developed a new EMIS designed, at no cost, by a state-owned telecommunication corporation. This system covers all general education levels. Schools can fill in the forms online, and data immediately go to the Ministry for analysis. A similar system/component for tertiary education level has also been designed. Key Takeaway. EMIS system design needs to be user-friendly so it is easy to work with and sustainable.

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Annual School Census and Statistical Handbooks

To ensure a well-functioning Education Management Information System (EMIS), regular collection of education data through the annual school census (ASC) is crucial. At the same time, collecting accurate, reliable, and annual data on education from schools is a challenging task. Many countries grapple with the difficulty of conducting the school census annually, which delays the data collection and dissemination process. Most of the projects related to EMIS development did not succeed because of lack of institutionalization of the school census exercise. Even when the school census was conducted, the scope and quality of statistics were not sufficient for use in decision making such as allocation of resources, management of schools, and policy making. Data ­collected are restricted to aggregate school-level administrative numbers such as teachers. The examples below highlight the issue related to school census, which is very common is other countries as well.

Pakistan (Sindh): Education Sector Project (SEP) (P107300), 2009–12 The development objective of the proposed project was to increase school ­participation, reduce gender and rural-urban disparities, increase progression, and improve the measurement of student learning. To this end, one of the components focused on monitoring the EMIS system in Sindh through improvements in the ASC conducted to collect data from schools. Annual School Census: This is an annual census of all government schools and is the government’s primary school facility survey. It captures basic information on school characteristics, enrollment by grade and gender, and teacher-level information. Information for the ASC forms are expected to obtained via observation at school (e.g., such as the state of school infrastructure and amenities),

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interviews with or self-completion by the school head or teachers (such as detailed information on teaching staff), or recording from information in school registers (such as student enrollment on the reference date). Given the importance of this tool for effective evidence-based decision ­making, improvements in the reliability and timeliness of data generated through ASC was key. As such, the World Bank support included (1) the use of standardized processes (for field data collection, entry, verification, and validation), (2) further improvements in the scope of information collected, (3) stronger internal and external controls on data quality, (4) improved dissemination, (5) capacity building of provincial and district staff in data management, analysis, and utilization, and (6) provision of equipment. However, by the end of the project, issues were still present with the quality of data generated by EMIS. The World Bank team felt that the poor achievement on the statistics was very likely the result of estimating this ­statistic from administrative data whose reliability and quality at baseline is highly questionable.

Republic of Congo: Support to Basic Education Project (P084317), 2004–13 The development objective of the project was to improve efficiency in the ­allocation and management of resources, improve the quality of education ­services offered, and reduce inequities in the provision of the services. To this end, one of the components focused on supporting the establishment and operationalization of an EMIS at the central and regional levels that could facilitate the development of coherent and efficient education sector programs. The Project, therefore, planned to (1) support capacity building of planning units at the ­central and regional levels; (2) procure the necessary physical inputs for the planning units to function, including computers and software, energy generators, and office equipment; and (3) pilot and implement yearly data collection and analysis and produce education statistics yearbooks. To implement annual data collection process to produce school yearbooks, the Project financed and provided technical assistance to conduct a school ­census. Baseline data on the sector and on the basic education school network were collected. In addition, questionnaires were prepared and piloted for regular data collection on the key indicators. In addition to supporting data collection activities, the project also supported data cleaning and analysis and production of school yearbooks. The school mapping method was also introduced in several regions of the country, which allowed for the preparation of manuals defining the roles of each administrative level. Finally, the data collected allowed for the preparation of an education sector country status report. However, the full ­rollout of the EMIS was not accomplished during the project life because the annual

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production of statistics was carried out with significant delays. Coordination challenges are still found in terms of preparing for data collection, ensuring adequate funding, undertaking data analysis, and producing annual yearbooks on time.

Ghana: Basic Education Sector Improvement Project (P000975), 1997–2001 The project was designed to support the government of Ghana (GOG) in implementing its policy to achieve free, compulsory, and universal basic education (FCUBE). The EMIS in Ghana was a source of progress for management efficiency. The senior education officials have been sensitized about the importance of the data in management, which was reflected in the Educator Sector Plan (ESP) for which the EMIS will be further developed to serve as a tool for monitoring and evaluation. As such, the project focused on developing the EMIS to support policy analysis and planning, the management review process, and monitoring program targets and standards. By the end of the project, the following milestones were achieved: • Establishment of EMIS sites in 10 regions and 26 districts with training ­provided to the EMIS staff who are able to perform basic data management and data analysis • Generation of five years of ASC data from 1997 to 2001 in a timely manner • Production of the key education indicators and of policy-relevant data analysis • Sensitization of education officials in the use of data for planning and decision making. This was significant given that no systematic annual census using an EMIS had taken place in the country. However, a few outstanding issues still remained: (1) the school census still did not cover all levels of education (e.g., tertiary, ­vocational/technical, and nonformal education data were not captured); (2) the EMIS software application design was lacking, which led to limited data retrieval capability and user-unfriendly interface (e.g., users cannot easily retrieve data without EMIS unit staff’s help); and (3) financial sustainability was an issue: the EMIS staff were still unable to develop the EMIS application independently and had to rely on outside help. The Annual Census form in Ghana has been revised to include education data on enrollment and number of schools disaggregated into public and private by region and district. It also has information on teachers by sex and whether they are trained or untrained. Data on conditions of classrooms and other infrastructural conditions of the school are also captured (figure 4.1).

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Figure 4.1  Snapshot of the Annual School Census Survey (2012–13) in Ghana

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Figure 4.1  Snapshot of the Annual School Census Survey (2012–13) in Ghana (continued)

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Figure 4.1  Snapshot of the Annual School Census Survey (2012–13) in Ghana (continued)

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Figure 4.1  Snapshot of the Annual School Census Survey (2012–13) in Ghana (continued)

Source: Ministry of Education, Ghana.

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Maldives: Third Education and Training Project (P055944), 2000–07 The project objective was to improve education quality and efficiency, increase equitable access, strengthen institutional capacity, and develop professional skills in the national labor force. To this end, the project focused on developing an EMIS to collect data on education statistics, with special reference to student enrollment and transition rates, teachers by gender and location, and participation and achievement rates (see table 4.1 for the contents of the Statistical Handbook). The project made an important contribution in the form of setting up a core EMIS over the project period to collect data on student enrollment and transition rates as well as teachers by gender and location. Since 2004 the Ministry of Education (MoE) has been able to publish reliable annual education statistics. Some further modification of the EMIS is needed to facilitate the collection of data on teachers’ employment history, teacher development activities, school facilities, higher education, examination results, repetition rates, school

Table 4.1  Table of Contents, Maldives Handbook on Education Statistics (2014) Table of contents Pages INTRODUCTION SECTION 1: ENROLMENT TRENDS & ANALYSIS Student enrolment 2001 to 2011 by provider Transition rate from primary to secondary by atoll Net & gross enrolment rate by gender Enrolment trends by level of education Enrolment by level, regions & provider Enrolment in Male’ and Atolls by grade and Sex Enrolment pre-primary age in grade by provider Enrolment primary age in grade (All Schools) Enrolment secondary age in grade (All Schools) New entrants to grade 1 Home Atoll of Students studying in Male’ schools SECTION 2: SCHOOLS No. of schools and Enrolments of Male’ and Atolls Frequency distribution of schools No. of schools (Primary & Secondary) Frequency distribution of pre-schools No. of government schools and their enrolments (Male’ and Atolls) No. of community schools and their enrolments (Male’ and Atolls) No. of private schools and their enrolments (Male’ and Atolls) No. of community & private schools and enrolments (Male’ and Atolls) No. of schools (government, community & private) by (Male’ and Atolls) Student enrolment in Male’ & Atolls by level & institutions

1 2–3 4 5–8 9–15 16 17–21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 table continues next page

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Annual School Census and Statistical Handbooks

Table 4.1  Table of Contents, Maldives Handbook on Education Statistics (2014) (continued) Table of contents Pages SECTION 3: TEACHERS Teachers & students by level & provider Teachers Serving at different levels by sex Teachers’ Trend (Local & Expatriate) Teachers Serving in Male’ & Atolls by job categories Schools, enrolment & Teachers by Male’ & Atolls Percentage of female & untrained teachers by region Percentage of expatriate teachers by region Teachers by employment status by gender

37 38–39 40 41 42 43–44 45 46

SECTION 4: STUDENT & POPULATION AT ISLAND LEVEL National, Male’ & Haa Alifu Atoll Haa Dhaalu Atoll & Shaviyani Atoll Noonu Atoll & Raa Atoll Baa Atoll & Lhavryani Atoll Kaafu Atoll & Alifu Alifu Atoll Alifu Dhaalu Atoll, Vaavu Atoll & Meemu Atoll Faafu Atoll, Dhaalu Atoll & Thaa Atoll Laamu Atoll & Gaafu Alifu Atoll Gaafu Dhaalu Atoll, Gnaviyani Atoll & Seenu Atoll

47 48 49 50 51 52 53 54 55

SECTION 5: ENROLMENTS BY SCHOOL Male’ Haa Alifu Atoll Haa Dhaalu Atoll Shaviyani Atoll Noonu Atoll Raa Atoll Baa Atoll Lhaviyani Atoll & Kaafu Atoll Alifu Alifu Atoll & Alifu Dhaalu Atoll Vaavu Atoll & Meemu Atoll Faafu Atoll & Dhaalu Atoll Thaa Atoll Laamu Atoll Gaafu Alifu Atoll Gaafu Dhaalu Atoll Gnaviyani Atoll Seenu Atoll

56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72

Source: Ministry of Education, Maldives.

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supervision, and student assessment to enable the system to be better used as a policy-making tool. Given the distances and natural barriers between widely spread-out schools, the further development of the EMIS must address both the development of additional modules for data collection and their linkages to schools.

Lao People’s Democratic Republic: A Second Education Development Project (P078113), 2004–14 The objective of the project was (1) increased primary enrollment and completion in the 19 poorest districts in the six poorest provinces, (2) quality improved, and (3) capacities strengthened to develop policies and strategies to monitor and manage primary education. The EMIS component focused on strengthening information systems to support improved collection, analysis, reporting, filing, storing, and maintenance of data and information. The project supported the strengthening of its EMIS system, including the installation of improved software. Although initial delays were seen in setting up the EMIS, the Ministry and international technical assistance were able to overcome these challenges and improve overall data collection and statistics reporting. Some of the main achievements include (1) publishing statistical yearbooks and other education information online and making them accessible via the web or mobile applications, (2) providing education information disaggregated by gender and ethnicity, (3) incorporating personnel and financial information down to school levels, and (4) linking EMIS data collection and analysis with GIS. The EMIS team has also provided extensive training at the central, provincial, district and school levels on a range of information collection, analysis, and management aspects, including the use of GIS.

Sierra Leone: Rehabilitation of Basic Education (P074320), 2003–09 The objective of the project was to assist the government of Sierra Leone (GOSL) to reestablish education services and prepare the grounds for building up the sector. Specifically, the project would (1) assist participating schools to achieve basic operational levels and (2) build up the capacity of Ministry of Education, Youth and Sports (MEYS) to plan and manage the delivery of education services. The EMIS component focused on financing activities aimed at setting up an EMIS that would include data on schools, staffing, and finances. The proposed EMIS was to have up-to-date school-based, staff-related, and financial data. The project was to finance four Annual School Surveys that would provide an essential part of the information to be integrated in the EMIS system. By project completion the EMIS had been established but was not fully functional. Although the statistical yearbook for first EMIS census was published, annual school surveys were not conducted as planned. As at the time of the implementation completion report (ICR), although plans were in place to recruit Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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a director for the EMIS, no one had been recruited yet, because of a lack of qualified candidates. The most recent data available on enrollment by class at that time were 2003–04, and the most recent data on teachers were 2000–01. Detailed enrollment data have been collected for the 2007–08 academic year, but the Ministry did not have capacity to input the data electronically. The lack of education statistics made monitoring project outcomes and critical education sector indicators impossible, such as primary school completion rate, pupil teacher ratio, and percentage of qualified teachers.

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Chapter 5

Conclusion: Lessons Learned

In this report we have placed the Education Management Information System (EMIS) challenges into four broad areas with examples from country operations. These challenges have been complemented with a list of possible solutions based on the Systems Approach for Better Education Results (SABER)-EMIS framework, which offer key takeaways for the project teams (table 5.1): • Unclear vision and limited buy-in: Many projects remained unsuccessful because of the lack of shared vision on the functionalities of the EMIS as well as because of limited government support and buy-in. To overcome these challenges, the project teams need to focus on developing a legal framework to support EMIS operations. This would lay the groundwork for the establishment of the EMIS. Moreover, conversations should be made with various education stakeholders across the education system to make them understand the importance of data for decision making. Building a “data-driven” culture in many countries is at least a 20-year process, which should be factored in at the planning stage. Training of top decision makers would also be a useful step at this point to avoid conflicts and bring everyone to a common consensus. • Absence of institutionalization: Regular changes in senior management of the government is a common characteristic in many countries. Changes in leadership result in project delays because of varied interests and priorities. Again, having a written legal mandate would be helpful in pushing for reforms. A clearly defined organization structure with a mission statement, structured workflow, and defined roles and responsibilities would be helpful. A legal policy with a dedicated EMIS budget for its operations would avoid funding issues and dependence on donors for EMIS sustainability. An EMIS should be seen as a technical issue but should be raised to the policy level. • Unreliable and poor quality of data: A common problem related to an EMIS in many countries is the collection of inconsistent, incomplete, and unreliable education data. A starting point to solve this issue is to have a well-defined Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Table 5.1 Key Takeaways: Mapping Challenges to Solutions Challenges Leadership

Solutions Legal framework

Data

System

Operational Capacity and coordination issues

Unclear vision and limited buy-in

Absence of institutionalization

Unreliable and poor quality of data

Untimely production and dissemination of data

Limited use of data for decision making

Integration issues

¸

¸

¸

¸

¸

¸

Organizational structure

¸

Human resources

¸

Infrastructural capacity

¸

Budget

¸

Data-driven culture

¸

¸

¸

¸

¸ ¸

Data architecture

¸

Data coverage

¸

¸

¸

Data analytics

¸

Dynamic system

¸ ¸

Serviceability

¸

Methodological soundness

¸

Accuracy and reliability

¸

¸

¸

¸

Integrity

¸ ¸

¸

¸

Periodicity and timeliness

¸

Openness to EMIS users

¸

Operational use

¸

¸

Accessibility

¸

Effectiveness in disseminating findings

¸

¸

Conclusion: Lessons Learned

infrastructure in place that supports data collection, analysis, processing, and dissemination. In addition, discussions should be held with various stakeholders on the type of policy questions they want the data to be able to answer to ensure that data collected are not limited to a small number of indicators such as enrollments and class size. Moreover, sound validation mechanisms (internal and external) must be in place to verify data accuracy and reliability. A code of conduct should be developed for EMIS staff to ensure that the staff exercise professionalism when performing their duties. • Untimely production and dissemination of data: Regular production and dissemination of data are another area of concern. There are often delays in the production and dissemination of a final statistics yearbook to the public. A strategic data dissemination strategy should be in place for publishing data via websites, the annual statistics handbook, and other communication channels. User-friendly platforms should be made available to access data. The dissemination strategy should be bolstered by the policies to support the capacity to disseminate the data. • Limited use of data for decision making: Often because of weak data quality issues, the potential for an EMIS as a tool for making data-driven decisions is not realized. In other cases, even when the EMIS is functioning well, stakeholders do not understand how to use the data. To solve these issues, it is important to create a data-driven culture in the country via workshops and focus group discussions. Charts and graphs should be used to help people understand what the data are trying to reveal. Producing statistics that are easily understandable and accessible would be helpful for using the data. • Integration issues: Technological issues are common in many countries and relate to lack of integration of various information systems, weak Internet access, and availability of computers. Ensuring a sound data architecture with a clearly defined structure of databases, hardware, and software is essential. Moving away from paper-based to IT-based surveys in the form of tablets and phones might simplify the data entry work for schools and ease the process of management and transfer to subnational and national levels. • Capacity and coordination issues: Operational issues revolve around inadequate funding, procurement issues, and lack of coordination between various donors and government as well as weak capacity issues. To overcome these problems, it is important to ensure that the institutionalized processes are sound with clearly outlined mission and duties. Investments should be channeled toward improving the local capacity of the EMIS staff so that dependence on outside support is reduced. A dedicated budget should be allocated toward EMIS operations so that the system continues to work even after the project comes to an end. Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Based on the findings from the operational experiences and analytical work, the problems in the EMIS value chain are categorized into five stages (figure 5.1). The frequencies of the occurrence of these problems were mapped to each of these five stages to find that the operational phase faced the maximum number of issues relating to leadership, coordination, and capacity development (figure 5.2). • Pre-start: This is the stage when an EMIS has not been developed in a country as a means to collect data on education statistics. Common issues at this stage revolve around the difficulty in understanding the functions and uses of an EMIS. A systemic diagnostic of an EMIS from policy intent to implementation would prove helpful. Regular conversations should be held among various education stakeholders to understand their aspirations, identify policy questions that they want the data to be able to answer, and then link those policy questions with the education indicators to be captured by EMIS. • Input: This is the stage when the necessary investment into an EMIS starts to take place. Common issues that arise during this stage include limited availability of funds to support a system, technology (hardware, software) supporting the system, and training of staff to use the system. At this stage, it is important to clearly align the EMIS goals with the allocated project budget Figure 5.1  Problems in EMIS Value Chain

Pre-start EMIS not implemented Unclear vision

Input Funding Technology Training

Operations Leadership Coordination Capacity

Output Data quality Data use

Sustainability Long-term culture

Figure 5.2 Number of Challenges at Each Stage of the Project Cycle

Number of EMIS activities

35 30 25 20 15 10 5 0

Pre-start

Input

Operations

Output

Sustainablity

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Conclusion: Lessons Learned

and government needs, including maintenance costs. Procurement of any software and hardware should be made after consultations with the relevant stakeholders, especially schools, to identify their needs and assess the possibility of integration of different databases into the EMIS. • Operations: Most issues arise during the operational phase when the project is rolled out. These issues range from the procurement of infrastructure for the EMIS to the lack of coordination between the different units in the Ministry and project teams, as well as continuous changes in the leadership. This mainly occurs because of a time lag between the launch of the project and implementation of the system, as well as changes in the EMIS objectives. • Output: This is the stage when an EMIS has been developed in a country. Problems that occur in this stage relate to the quality of the data collected, processed, and disseminated. Considerable issues exist with the reliability and accuracy of the data collected from schools, as well as limited utilization of the collected data by education stakeholders. Creating mechanisms for building capacity at all levels of education system, validating the quality of data collected, creating awareness on the importance of data, as well as providing open access to the data result in increased transparency, accountability, and improved quality. • Sustainability: The most common problem across all countries is the inability to sustain the system once it has been established. This is mainly because of a lack of continued investment into the EMIS, linking the EMIS to M&E components of the project, as well as a weak data-driven culture in the society. Continuous investment is needed into research and development activities such as publication of reports using data generated from the EMIS. World Bank support should be reduced in a phased manner that helps develop local capacity. To fully understand and inform the design and development of an EMIS, it is critical to examine both the policies and programs as well as implementation of the EMIS at the different levels of the education system (central government, local government, and schools). In so doing, the project team is able to gauge the alignment of policies and programs with utilization and to ultimately provide suggestions that bolster the efficiency, sustainability, and accountability relationships of the EMIS. Based on the different problem areas discussed above, a quick and flexible EMIS checklist has been designed to support the teams during the project. This checklist includes a list of items to guide the teams at each stage of EMIS development (table 5.2). This checklist can be conducted simply as checklist, with the teams working their way down the list, or it can be used as a series of questions to guide a focus group. Either way, it is recommended that the investigator ensure that all of the questions are answered, unless information does not exist to answer the question. Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Table 5.2 EMIS Checklist Project preparation Policies/Legal Framework:   Written law mandating data-driven decision making Scope/Plan:   Assessment of existing EMIS   Staged plan for EMIS implementation Alignment:   EMIS goals aligned with education goals and other government initiatives   Identify existing databases, plan for integration within the education system and with external agencies Sustainability:   Long-term vision and commitment to project from the government   Develop relationships and common direction with stakeholders Budget:   Realistic budget allocated for EMIS   Alignment of EMIS goals with budget   Thoughtful breakdown of EMIS budget (capacity building, professional development, staff, infrastructure) Operational phase Strong start of the project by reducing the time gap between launch of the project and its implementation Ensure minimum changes in EMIS goals during EMIS implementation Appoint nodal officer responsible for collection and dissemination of data (at central and regional government levels) Reduce delays in data collection process Utilization of data for decision making (from the beginning ensure access of information to all stakeholders and effective utilization of data) Ensure regular/meaningful capacity-building activities Integration of databases Ending the project Reduce World Bank support in a phased manner Continue to provide necessary support to countries (e.g., capacity building, regional initiatives) Ensure long-term sustainability and continuity of operations:   Regular audits   Upgrading of technology/systems   Ensure efficiencies

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Chapter 6

Examples of EMIS Implementation beyond World Bank Support

EMIS in the Philippines The Basic Education Information System (BEIS) serves as the primary management information system of the Department of Education, helping education planners make important policy decisions on improving the quality of education system in the Philippines. In particular, it collects statistical information on basic education inputs such as enrollments, pupil-teacher ratios, and school infrastructure. Besides BEIS, other information systems reside within the Department of Education: (a) the Human Resources Information System (HRIS), which collects information on people (teachers and administrative staff) employed in the system; (b) the Material Resources Information System (MRIS), which contains information on school facilities such as classrooms, desks, and other logistic components; and (c) the Financial Resources Information System (FRIS), which includes information on all the finances needed for the development of the system (figure 6.1). All four systems work in coordination with each other, but they are not integrated. In addition, an Education Management Information System (EMIS) toolbox interface helps in converting the data produced by EMIS into useful analytics and preparing Basic Education Report Cards annually.

EMIS in Cambodia The government of Cambodia places special emphasis on EMIS as a tool to inform education planning, monitoring, evaluating, and budgeting and for other activities that are essential for monitoring the progress of the education performance. To this end, the government recently developed an EMIS Master Plan (2014–18)1 that provides detailed information on the strategic plan for the EMIS over the next five years.

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Examples of EMIS Implementation beyond World Bank Support

Figure 6.1  Snapshot of the Data Generated by EMIS, the Philippines Pupil:Seatratio

Less than 0.49

Color code

Remarks

Blue

Two-seats per pupil even in one-shift schools

0.50 –0.69

Sky Blue

Surplus seat provision

0.70 –0.89

Green

Generous seat provision

0.90 –1.00

Yellow

Adequate in one-shift schools

1.01 –1.99

Gold

Adequate in two-shift schools

2.00 –2.99

Orange

More than 2 pupils per seat; Inadequate in two-shift schools

More than 3.00

Red

More than 3 pupils per seat ; Severe shortage in two-shift schools

No Seats Available

Black

No existing seats

Elementary

Secondary

Source: Lilia and Deogracias 2004.

The EMIS resides under the Planning Department of the Ministry of Education, Youth and Sport (MoEYS) in Cambodia (see figure 6.2 for the EMIS Cycle). An annual census form is used to collect data from schools, which is then sent to the district and provincial offices, before it reaches the central government. A separate three-or-four-page form exists for each level of the education system, pre-primary, primary, and secondary as well as district and municipal education services on the following attributes: teachers and students, income, some facilities, staff of provinces, cities, and districts (figure 6.3). The EMIS Centre is the focal point for collection and dissemination of education statistics. All schools are required to complete four copies: one to be kept in school for reference purposes, one each to be sent to DEO and PES, and the last copy to be sent to the EMIS Centre at the central level in the Department of Planning for checking, editing, data entry, and analysis (EMIS Master Plan 2014–18). Once the data have been collected, the MoEYS has a comprehensive dissemination strategy where the produced statistics are distributed to the following stakeholders: (a) National Senate, (b) National Assembly, (c) Cabinet of the Prime Minister, (d) Authority of Council Minister, (e) embassies in the Kingdom of Cambodia, (f) national and international organizations (UNESCO, UNICEF,

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Examples of EMIS Implementation beyond World Bank Support

Figure 6.2 EMIS Cycle in Cambodia National Authorised external entity other ministry development partner etc. Partner/ stakeholder

Updated (consolidated) online direct or via synchronisation

Province

FMIS web server and database server (located in the financial department) FMIS

HR web server and database server MoEYS bckup server (located in the HR department) (located in HR department) HRMIS HRMIS, FMIS, EMIS Updated to central server Ezeoom company VPN connection

MoEYS web host and server database (Located in EMIS office) HRMIS, FMIS, EMIS

Firewall server

MoEYS deprtments

Using data

Input census, financial and HR data directly to offline census application Provincial MoEYS web host and database sever (Located in EMIS office) HRMIS, FMIS, EMIS

PEO with internet

Using data 3+ Provincial MOEYS departments

District Forms are verified at district level DEO

School Completed forms are sent from the school to the DEO Paper based census forms are distributed to each school annually

Census forms are completed by the heads of schools

Source: EMIS Master Plan (2014–18), MoEYS.

UNDP, ADB, other NGOs), (g) ministries relevant to education, (h) departments of the Ministry of Education Youth and Sport, (i) Provincial Education Services (PES) and District of Education offices (DEO), and (j) public schools (EMIS office, Department of Planning, MoEYS).

EMIS in the Republic of Korea The National Education Information System (NEIS) is a web-based integrated administration system, housed within the Ministry of Education and Human Resource Department, which is responsible for collecting education data from

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Figure 6.3  Snapshot of the School Census Form

Source: UNESCO 2008.

primary and secondary schools, local education offices, and other education institutions to monitor and manage education performance (figure 6.4). The NEIS was developed to serve the following purposes: • Improving efficiency, transparency, and convenience in education administration (standard and system-based work process) • Reducing teachers’ work load and raising the quality of education by reorganizing the work process • Providing high-quality educational services to citizens: – One-stop online issuance of official certificates – Online service for parents (providing information on children’s school activities through NEIS) It contains information on a wide variety of education statistics such as students’ grades, their activity in school and performance, and human resources data (payroll, facilities for staff and nonstaff). This information is readily available for Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Examples of EMIS Implementation beyond World Bank Support

Figure 6.4 Republic of Korea National Education Information System

School

Academic achievements

Educational affairs system

HR affairs

25 kinds including certification of graduation

Teachers statistics School meal

10 items including school record

Policy statistics DB

33 items including the current status of schools

(Tailored statistics, educational statistics, etc.)

Source: Republic of Korea Education Research and Information Service.

access to parents and students online. This system guarantees the students’ and parents’ right to know and, consequently, increases parent and local community interest and participation. It is also useful if students need to switch schools for any reason; their information is stored in an online database that follows them to whichever school they attend (Severin 2011).

Note 1. EMIS Master Plan.

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Educational statistics

MiEST

Tailored statistics

201 items including school information

Selection data for college admission

General administration system

General administration + School administration DB

38 kinds including school record

All certifications

Office of education

Students statistics

Service for parents

Educational affairs DB

47 kinds including the current status of teachers

Public Announcement of school information

Educational and academic affairs

Chapter 7

Other World Bank Activities Relevant to EMIS

In the field of building information systems, it is important to coordinate among sectors. Working in silos consists of negative consequences, misalignments, and sustainability issues that have led to failures, missed opportunities, and increased expenditures because funding these systems tend to be expensive. Breaking silos and helping stakeholders to see their contributions to particular goals in an integrated manner is important toward achieving the Sustainable Development Goals. A major issue across all education systems around the world is the need for a national identity. Linking of the identity with the education system is crucial to monitor and track performance of students, teachers, and management of schools. The potential impact of these identity systems can have far-reaching implications on service delivery and management of education information systems. Leveraging these systems to track students and teachers and electronically validate academic and employment histories can certainly contribute to the growth of the education systems while providing the necessary data for government to make interventions.

Need for ID4D Systems Across different global practices such as health, social protection, and finance and markets, projects have activities related to information systems. Only recently has the ID4D—Identification for Development—initiative (launched in 2015) materialized as the first step toward harmonizing various cross-practice projects. The ID4D initiative aims to bring different units of the World Bank under one umbrella to achieve the objective of providing a unique legal identity and enable digital ID-based services to all. Providing a legal identity for all (including birth registration) by 2030 is a target shared by the international community as part of the Sustainable Development Goals. Moreover, there has been an increasing demand for these services across countries (figure 7.1). Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Figure 7.1  Civil Registration and Identification Trends in 198 Economies (1960–2014)

Cumulative number of economies : Identification and civil registry solutions

200

198 196 182

180 160

148 145

140

119 120 115

120 100 80 60

53

40 20 0 1960

1965

1970

1975

1980

Birth/civil registration institution Civil identity institution Business ID

1985

1990

1995

2000

2005

Right to inform laws Business regulatory institution Unique business indentity

2010

2015

2020

Data protection laws e-ID e-Passport

Source: World Bank 2015b. Note: ID = Identity.

Benefits In relation to students, the ID system can be put to use to track students in the following ways: (a) simplifying procedures to seek school admission, (b) establishing mechanisms to verify entitlements such as scholarships and grants, (c) tracking attendance, drop-out rates, transitions, and transfers to different schools, (d) tracking the education history of a student over his or her life, (e) monitoring employment status after school completion, (f) preventing misuse of data by identifying ghost student and teachers, and most importantly (g) monitoring student learning and designing interventions aimed at improving the academic performance of weak students. In the case of teachers, ID systems can be used to track data about teacher demographics such as age, gender, academic, and professional qualifications, as well as their salaries and payroll transactions. The system could also be used monitor teacher training activities and completion of professional development courses. The ID system can also be useful to track information about schools such as (a) management of financial and material resources, (b) asset allocation, (c) civil works, and (d) recruitment of staff. Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Portfolio of ID4D Projects Over the last 30 years, the World Bank Group has financed 142 projects related to developing a unique national identity to provide digital ID-based services to all due to the growing demand for these systems across countries. The maximum concentration of these investments are in Africa (47), followed by LAC (29) and ECA (21) (figure 7.2). Out of these, 63 (44 percent) are currently active, 56 (40 percent) are closed, and 23 (16 percent) are in the pipeline (figure 7.3). Figure 7.4 shows the distribution of these projects by the Global Practice. Maximum projects (82) are concentrated in the Governance Global Practice, followed by Social Protection (31), mainly because the development of ID systems in most developing countries is tied to governance and administration and provision of social protection schemes such as cash transfers. The focus of the projects was mainly on creating the following registries: (a) national ID and civil registries for birth registration and creating of national identity, (b) beneficiary registry to determine the recipients of social protection schemes, (c) taxpayer registry to determine the number of taxpayers, (d) business registry to account for the number of businesses, (e) civil service registry to determine the number of government officials and account for the wages received, and (d) other miscellaneous registries. Each project could be designed to create more than one registry (figure 7.5). Maximum projects undertaken were designed to develop identities to enable effective delivery of public services, Figure 7.2 Number of ID4D Projects, by Region percent LAC, 29 SSA, 47 MNA, 6

ECA, 21

EAP, 17

SAS, 20

Source: ID4D database 2015. Note: EAP = East Asia and Pacific, ECA = Europe and Central Asia, LAC = Latin America and Caribbean, MNA = Middle East and North Africa, SAS = South Asia, SSA = Sub-Saharan Africa.

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Figure 7.3 Number of Active Projects 70

63 56

Number of projects

60 50 40 30

23

20 10 0 Pipeline

Closed

Active

Source: ID4D database 2015.

Figure 7.4 Number of Projects, by Global Practice 90

82

Number of projects

80 70 60 50 40

31

30 20 10 0

1

2

2

5

POV

F&M

T&C

SURR

9

10

T&ICT

HNP

SPL

GGP

Global practice Source: ID4D Database 2015. Note: POV = Poverty; F&M = Finance & Markets; T&C = Trade & Competitiveness; SURR = Social, Urban & Rural Development; T&ICT = Transport & Information and Communication Technology; HNP = Health, Nutrition, and Population; SPL = Social Protection and Labor; GGP = Governance Global Practice.

reflecting the importance of the ID systems to improve the governance and management of education, health, and social protection programs. The structure and technology of identity systems differ across countries. For example, Estonia uses a sophisticated civil registration system using a digital system issuing a chip-based identity card with a photograph. This mechanism works well in a developed country with a good education system, where people are familiar with online services and a civil registry is developed. In contrast, India uses a biometric system using fingerprints and iris scans to issue a unique 12-digit Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Figure 7.5  Projects Related to Registration Systems 18 16

15

16

15

16

Number of activities

14 12

12 10

10

9

8

10 8

7

6

6 4 2

3 3 1

3 1

3

8

7 5 3

2

6

5

1

2

2 2

3

2 2 2

3

7

4

0 Civil registries + Natl ID

Beneficiary registries

Taxpayer registries

Business registries

Civil service registries

Type of registration systems AFR

EAP

ECA

LAR

MNA

SAR

Source: ID4D Database 2015.

number (Atick et al. 2014b). Similarly, Ghana and Pakistan also use biometrics to issue the identity cards (table 7.1). Various examples have been selected to illustrate the importance of identity systems in ensuring effective delivery of social protection schemes and health care services. • In Thailand, the national civil registration database is established and maintained by the National Civil Registration Office, Ministry of Interior (MOI). By law, this office is responsible for registering all births, deaths, marriages, divorces, and migrations. A unique 13-digit identification number is generated for each Thai citizen at the time that their birth is registered in the national civil registration database. National ID cards are issued to citizens when they reach the age of seven years old. This national identification number is used by health care providers to verify eligibility, track delivered services, settle claims, and build a shared medical record for each patient. The use of the national ID numbers has led to improvements in the efficiency and transparency of the national social health protection system’s management as well as prevented misuse of public resources (ILO 2015). • In Costa Rica, universal health coverage is provided to all poor, who are identified using the National Identity Card Number. When an individual seeks services in a health center, these centers can identify individuals according to socioeconomic status through a household survey with 267 variables including health and risk factors that the health service team administers. The health center will confirm the information and visit and interview the household Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Table 7.1  Common Models of ID Systems Estonia

India

Governing body: Citizen and Migration Board, Ministry of Internal Affairs Registration type: Civil registration Credential: Identity card with a photograph and chip for security purposes Target population: 1.3 million people Use of ID: Personal ID number

Ghana

Governing body: Unique Identification Authority of India (UIDAI), under Planning Commission of India Registration type: Biometrics (10 fingerprints and iris) Credential: 12-digit unique ID number called “Aadhaar” (no physical credential) Target population: 1.2 billion people Use of ID: Aadhaar number, along with demographic, biometric, or password

Pakistan

Governing body: National Identity Authority, within the Office of the President Registration type: Biometrics (fingerprints) Credential: National Identity Card (“Ghana Card”) and smartcard Target population: 25 million people Use of ID: National Identity Card and biometrics

Governing body: National Database and Registration Authority (autonomous body) Registration type: Biometrics (fingerprints) Credential: National Identity Card with a photograph, smartcard, and mobile ID Target population: 180 million people Use of ID: Smartcards, mobile phones, and biometrics

Source: Atick et al. 2014b.

before formally enrolling the individual. The identification of the individual is based on the national identity card number and a CCSS (Social Security of Costa Rica) beneficiary card, which contains this and other information relevant for administrative purposes (type of beneficiary, employer, work address, and so forth). Individuals enrolled do not need to be recertified and remain as beneficiaries of the noncontributory regime unless their work status changes and they enroll in the contributory regime (Montenegro Torres 2013). • In India, digital IDs enable targeted cash transfers to a bank account number that is linked to a unique identifier. This ensures that those who are entitled to receive subsidies or benefits are actually getting them. For example, in India’s fuel subsidy program, by implementing cash transfers to Aadhaar-linked bank accounts for the purchase of liquefied petroleum gas cylinders, realizable savings are about 11–14 percent, or $1 billion per year when applied throughout the country. This is just one of many subsidy programs in India that are being converted to direct transfers using a digital ID, impacting more than $11 billion per year (World Bank 2015d). • Pakistan’s National ID (NADRA) to implement the Benazir Income Support Program (BISP) has been a role model for many South Asian countries such as Bangladesh and Nepal. Established in 2000, Pakistan’s national ID agency, NADRA, is one of the earliest developing country ID agencies to use biometrics to ensure unique ID numbers for its citizens. With estimated coverage of the adult population at almost 90 percent, the National ID Card has become the dominant form of identification for most transactions. Most recently, NADRA has worked closely with the BISP to ensure robust identification of the beneficiaries of the country’s largest cash transfer program and has helped implement an e-payments system linked to this robust form of identification (World Bank 2015c). Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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• In Peru, legislation passed in 1995 created a consolidated, sole-purpose agency called National Registry of Identification and Civil Status (RENIEC) that is responsible for both civil registry and national IDs. An ID number is generated for adults, and uniqueness is ensured using biometrics. The ID number is now used for the vast majority of public and private transactions—from voting to opening bank accounts—and is used for social programs such as cash transfers and social insurance. In the last decade, huge efforts have been made to identify children through RENIEC; these efforts have important implications for the delivery of certain social programs, such as World Bank–supported nutrition programs for young children. Coverage is almost universal for the adult population and has reached 95 percent for children (World Bank 2015c). • In 2006, the Arab Republic of Egypt implemented a smartcard system for its subsidized food program that now covers three-fourths of its population. The Ministry of State for Administrative Development (MSAD) maintains the registry of the individual members of families that have a “family card,” which entitles them to receive subsidized food under a program run by another ministry. The same card is used for social assistance payments from a third ministry. The transaction information flows to the MSAD and is then accessible to the other two ministries, which use the information to allocate cash and food, respectively, and to track their transactions. Although there are different points of transaction—food shops and post offices for cash—the transaction process and the back-end information system are the same (World Bank 2015c). The examples illustrate the importance of identity systems to the bottom 40 percent of the population to have better access to job opportunities, services, and finance. A robust identity system involves capturing the unique identity of each individual in a national identity registry. The national registry can then be used across sectors—from education and health care to transportation and urban development—for the delivery of services, both public and private (figure 7.6). Figure 7.6  Potential of Identification Systems to Improve Service Delivery Education (monitoring students, schools, and teachers)

Civil registration

Identity enrollment

National identity registry

Record unique identity of citizens

Social protection (improving efficiency of cash transfers, etc.) Health (tracking immunization and health delivery)

Source: World Bank 2015.

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Management Information Systems for Social Service Schemes for the Poor In the case of Social Protection, Management Information Systems (MISs) serve to support social services and to provide information to institutions on the delivery of services. This information enables stakeholders to make adjustments in their planning and allocation decisions, especially for the Cash Transfer Schemes. MISs can have several advantages and can be used in the following forms: (a) a single beneficiary registry, (b) an integrated information system for all social protection programs and for beneficiaries, and (c) a single entry point for beneficiaries to access social protection programs (Bassett, Blanco, and Villalobos 2010). The following section describes some of the projects undertaken by the World Bank in the area of MIS that were instrumental in monitoring the effective delivery of these services.

Timor-Leste Social Protection Administration Project (P125784), 2011–14 In Timor-Leste, the World Bank entered into a project agreement with the government to improve the management of cash transfer programs in an efficient, reliable, and transparent manner through standardizing information management and strengthening program implementation and management capacity. The entire project was dedicated toward the improvement of the information systems. As such, it had two objectives: (a) to support MIS development and service delivery innovation and (b) to support capacity-building activities. Through the project, the Ministry of Social Solidarity (MSS) has developed a MIS that will improve the implementation of the social programs by integrating the databases of three existing cash transfer programs: (a) Bolsa da Mae, (b) the Elderly and Disabled program, and (c) the National Disasters Program. The new system is intended to allow for cross-checks and updates, monitoring transactions, facilitating payments, allowing grievance management, and generating reports on program implementation. In addition, the project places special emphasis on developing skills, capability, and expertise to ensure that staff at the Ministry are able to maintain, update, and modify the database as required.

Promoting an Inclusive, Equitable, and Efficient Social Protection System in Colombia (P106708), 2009–10 In Colombia a social protection project was initiated to strengthen the system in the country. To increase the efficiency of the system, the operation sought improved information systems, rationalization, and simplification in several programs, such as public pensions, extreme poverty alleviation, or training. These policy actions built upon previous achievements in the different areas supported by the operation, such as the implementation of a unified payment mechanism for social security contributions (PILA: Integrated Contributions Payment System, Planilla Integrada de Liquidación de Aportes), the existence of Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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a single registry of participants in social programs (RUAF: Unified Registry of Affiliates, Registro Unificado de Afiliados), utilization of a targeting mechanism (SISBEN: System for the Selection of Programs’ Beneficiaries, Sistema de Identificación de Potenciales Beneficiaries de Programas), and existing regulations and policies to improve income generation opportunities for the poor, among others. In many cases, the operation sought to increase the coverage of these instruments (e.g., PILA, RUAF) to improve their effectiveness (e.g., SISBEN) or to implement improvements and previously designed reforms (e.g., consolidation of public pensions, labor market observatories). The new system allowed programs to more efficiently target their beneficiaries and monitor their activities. It can also play a key role in identifying potential overlaps or synergies between programs.

Bihar (India) Integrated Social Protection Strengthening Project (P118826), 2013–20 In India the World Bank entered into an agreement with the government to strengthen institutional capacity of the Department of Social Welfare and the Rural Development Department to deliver social protection programs and services and expand outreach of social care services for poor and vulnerable households, persons with disabilities, older persons, and widows in the state of Bihar. To this end, one of the objectives of this project was to support the design and implementation of a comprehensive MIS, including (a) setting up an electronic registry of persons with disabilities and older persons, (b) developing a beneficiary database of persons who are currently receiving social pensions, and (c) design and development of transactions-enabled applications for social pensions and social care services. It is expected that investment into MIS would strengthen governance and decision making by providing accurate and timely information to decision makers on the implementation and effectiveness of the programs.

Kenya Cash Transfer for Orphans and Vulnerable Children (CT-OVC) (P111545), 2009–16 The proposed project intended to contribute to strengthening the government’s capacity to develop social protection policy, coordinate social protection interventions, and manage the CT-OVC Program at national, provincial, district, and local levels. It would also improve governance and accountability through the implementation of awareness campaigns, a communication strategy, and enhanced oversight and accountability mechanisms (including spot checks and citizens’ score cards). It would also improve information and financial management as well as monitoring and evaluation. To this end, the MIS was developed to provide the basic architecture for conditional cash transfers and would be used for identifying and selecting the target population. Although the MIS was built at the national level, plans are now being made for decentralization of the system to the district level. Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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Azerbaijan Social Protection Development Project (P105116), 2008–15 The objective was to improve delivery of labor market and social protection interventions through strengthened institutions, enhanced institutional and human resources capacity, and improved targeting of social safety net programs. To achieve this objective, the project focused on developing a labor market information system to inform policy making. Through the information system, improved targeting through evidence-based decision making can be made possible, and real-time information sharing among various stakeholders will result in fewer errors of inclusion and exclusion and thus more efficient use of public resources. The project activities in the labor market such as increased registration of unemployed and their placement in jobs, enforcement of occupational safety, and modernization of occupational and training standards all would contribute to an overall productivity increase from improvements in the quality of the labor force and more efficient allocation of labor and government revenues from taxes. These examples highlight the importance of an MIS beyond monitoring and evaluation of projects, as a tool instrumental for effective delivery and management of social services.

Management Information Systems to Improve the Quality of Health Care Similar to EMIS and SPMIS, the health management information system (HMIS) is sometimes equated with monitoring and evaluation, but this is too reductionist a perspective. In addition to being essential for monitoring and evaluation, the HMIS also serves acts as a red flag system, supporting patient and health facility management, enabling planning, supporting research, permitting health analysis, and enabling communication of health challenges to diverse users. Information is of little value if it is not available in formats that meet the needs of multiple users such as policy makers, planners, managers, health care providers, communities, and individuals. Therefore, dissemination and communication are essential attributes of the health information system (HIS) (WHO 2008). Below we describe some of the projects undertaken by the World Bank in the HMIS area to improve project management and delivery.

Albania Health System Improvement Project (P144688), 2015–21 In Albania, the World Bank and the government are working toward improving the efficiency of care in selected hospitals in the country, through improving the management of information in the health system, and increasing financial access to health services. This includes various complementary and interrelated subcomponents that will move HMIS forward on several critical fronts. (a) The component addresses the need for improved provider-based systems, focusing on the country’s regional hospital sector, which significantly impacts the orchestration of services across the spectrum of care. It places emphasis on strengthening referrals to and from both the primary care and tertiary care levels. (b) It also addresses the need to provide the hospitals with a means of adopting the new Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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provider payment methods. (c) In addition, it addresses the need for improved automation in the country’s health insurance payer, the HIF, where an improved health insurance information system will be placed. (d) Finally, it provides the foundational activities to support these developments and an institutional home to support and sustain them in the long run.

Swaziland Health, HIV/AIDS, and TB Project (P110156), 2011–16 In Swaziland, a MIS was developed to form the basis for a national registry of OVC to establish a beneficiary enrollment, registration, and verification system and setting up a payment delivery mechanism. The MIS is intended to not only facilitate maintaining accurate OVC data, but also to ensure coordination with other ongoing OVC support interventions and monitor the implementation of OVC cash transfers. Human and institutional capacity of the Ministry and government staff will be enhanced at the central and regional levels to ensure effective implementation of the proposed OVC cash transfer pilot and to improve coordination with other ministries, development partners, and NGOs for more comprehensive and efficient OVC support.

Sri Lanka Health Sector Development Project (P050740), 2004–10 In Sri Lanka, an MIS was set up to strengthen the stewardship functions of the central Ministry of Health (MOH), including development and effective use of evidence and information systems for policy, planning, monitoring, and management. The motivation was that significant amounts of data get generated through the HMIS without any use of information for planning, and management is limited. The project aim of reducing the delay in compiling the Annual Health Bulletins from four years to under six months from the end of the fiscal year was partly met (under two years). The project supported community surveillance activities for prevention and control of selected communicable diseases. The Family Health Bureau operates an effective system for monitoring the Maternal and Child Health program, but its success in operating its parallel information system has become a hindrance to the government’s efforts to harmonize and consolidate the HMIS.

China Basic Health Services Project (P003566), 1998–2007 The project focuses on achieving sustainable health improvement for the populations of poor rural counties through (a) improved allocation and management of health resources, (b) upgraded health facilities at the township level, (c) improved quality and effectiveness of health services and programs, and (d) increased risk sharing and affordability of essential health care for poor families. One of the project activities aimed at improving the collection and use of information for planning and monitoring health programs and the project through (a) improvements to the reporting system and (b) surveys. Funds supported equipment, software development, training, surveys, supervision, and technical support. The establishment of an upgraded information system, supported by specific surveys, improved the information base for decision making. Significant Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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capacity was developed to (a) design, build, and equip improved hospitals, (b) plan technical content and implement public health programs, (c) establish improved referral systems and treatment protocols, (d) manage hospitals more effectively, (d) develop complex administrative processes and the staff capacity to implement schemes, and (e) undertake and sustain reforms.

Turkey Health System Strengthening and Support Project (P152799), 2009–15 The project was set up with the objective of assisting the government in (a) expanding the capacity of the MOH and the Social Security Institution to formulate and effectively implement health policies, health sector regulatory mechanisms, and health insurance functions and (b) supporting the implementation of critical health services delivery reforms (family medicine and hospital autonomy) with the objective of improving access, efficiency, quality, and fiscal sustainability of the health sector. To this end, the project focused on improving the existing HMISs in the country. This involved financing technical assistance, training, and goods in support of the expansion of the MOH National Health Information System. The objective of the HIS was to improve health informatics standards, ensure the confidentiality, security, and privacy principles of personal and institutional health records, establish a data warehouse within the scope of a decision support system, and initiate data mining practices to establish telemedicine and tele-health systems.

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App e n d i x A

Database of EMIS Projects

Table A.1 Database of EMIS Projects

Project ID P132768

P126452

P129652

P127245

Project Brazil: Pernambuco Equity and Inclusive Growth Development Policy Loan Brazil: Rio Grande Do Norte Regional Development and Governance Project

Brazil: Sergipe Development through Inclusion Project Brazil: Strengthening Public Sector Management Technical Assistance Project

Task team leader

Project Approval Closing cost (US$, year year millions)

EMIS components

Region

Subcomponent 1.1: Regional economic development (under Component 1: New Economy— Opportunities for All Pernambucans) Subcomponent A3: Improve the quality of basic education and support regional development (under Component A: Integrated Economic and Human Development) 2.b.1: Improve School Management in State-Run Schools (under Component 2.b: Education) 2.2: Education: Early Child Education (ECE) management system (under Component 2: Innovating in Service Provision)

LAC

Joana C. G. Silva

2013

2015

550

LAC

Maria de Fatima de Sousa Amazonas

2013

2019

400

LAC

Tania Dmytraczenko

2013

2015

1,050

LAC

Rafael Chelles Barroso

2013

2018

32.4

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Table A.1  Database of EMIS Projects (continued)

Project ID P126343

P117596

P132742

P130182

P107772

P102117

P145749

Project Brazil: Swap for Parana Multi-Sector Development Project

EMIS components

Subcomponent 2.7: Education: development of an integrated system for the management of the Borrower’s school infrastructure and equipment (under Component 2: Technical Assistance for More Efficient and Effective Public Management) China: Guangdong Component 1: Social Social Security Security MIS Integration and Rural Worker Training Project Afghanistan: MIS system for M&E Second Skills (under Component 4: Development Project Management, Project Monitoring & Evaluation and Public Awareness) Armenia: Subcomponent 1.3: Education Improving data-collection Improvement and monitoring of the Project education system performance (under Component 1: Enhancing the Quality of General Education) Armenia: Second Subcomponent 2.2: Adaptable Developing a Tertiary Program Education Management Lending (APL2) Information System (under for the Education Component 2: Supporting Quality and Tertiary Education Reforms Relevance in the Context of Bologna Project Agenda) Azerbaijan: Subcomponent 5.2: EMIS Second expansion (under Education Component 5: Sector Strengthening Education Development Development and Project Management) Bangladesh: (i) Improving the strategic Additional capacity of UGC (under Financing for Component 2: Building Higher Education Institutional Capacity) Quality Enhancement Project

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

LAC

Fanny Weiner

2013

2018

713.2

EAP

Sun Changqing

2013

2019

149.1

SAS

Leopold Remi Sarr

2013

2018

55

ECA

Mario Cristian Aedo Inostroza

2014

2020

37.5

ECA

Dandan Chen

2009

2015

31.26

ECA

Dandan Chen

2008

2016

45.4

SAS

Yoko Nagashima

2014

NA

146.2

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Table A.1  Database of EMIS Projects (continued)

Project ID P146255

P106216

P131394

P106161

P090807

P113435

P107146

Project Bangladesh: Additional Financing for Secondary Education Quality and Access Enhancement Project

EMIS components

Subcomponent 3.2: Institutional Capacity Building (under Component 3: Institutional Capacity Strengthening), Monitoring and Evaluation (under Component 4: Monitoring and Evaluation) Bangladesh: Higher Subcomponent 2.1: Education Improving the Strategic Quality Capacity of UGC (under Enhancement Component 2: Building Project Institutional Capacity) Bangladesh: Subcomponent 4.1: Second Monitoring (under Reaching Component 4: Out-of-School Monitoring and Children Project Evaluation) Bangladesh: Subcomponent 4. I: Secondary Monitoring (under Education Component 4: Quality and Monitoring and Access Evaluation) Improvement Bangladesh: Skills (b) Development and and Training management of a Enhancement Human Resource Project Management Information System (HRMIS) (under Component 3: Institutional Capacity Development) Bangladesh: Third Monitoring and Evaluation Primary (M&E) (under Education component Improving Development Program Planning and Program Management, and (PEDPIII) Strengthening Institutions) Brazil: Acre Social Subcomponent 2.1: and Economic Expansion and Inclusion and improvement of quality Sustainable of basic education Development services (under Project Component 2: Social and Economic Inclusion in Rural Areas)

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

SAS

Dilip Parajuli

2014

NA

280

SAS

Yoko Nagashima

2009

2019

91.5

SAS

Dilip Parajuli

2013

2017

137.5

SAS

Dilip Parajuli

2009

2018

155.7

SAS

Md. Mokhlesur Rahman

2010

2016

88

SAS

Ayesha Y. Vawda

2012

2016

5,860

LAC

Adriana Goncalves Moreira

2009

2020

150

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Table A.1  Database of EMIS Projects (continued)

Project ID P126372

P120830

P106605

P117107

P123146

P123315

Project

EMIS components

Brazil: Recife Swap Subcomponent 2(c): Public Education and debt management Public (under Component 2: Management Strengthen Institutions Project for More Efficient and Effective Public Management) Brazil: Sector-Wide A8: Development and Approach implementation of a (SWAp) to contract management Strengthen information system Public (under Sector 4: Public Investment Sector Management) Project Cambodia: Higher (a) Strengthen the HE Education Management Quality and Information System Capacity (HEMIS) (under Improvement Component 4: Project Project Management and Monitoring and Evaluation) China: Liaoning Subcomponent 2.1: and Shandong Conduct of monitoring, Technical and evaluation, and policy Vocational studies (under Education and Component 2: Training Project Knowledge Development, Policy Studies and Capacity Building) Costa Rica: Higher Subcomponent 2.2: Education Developing the Labor Improvement Market Observatory and Project the public higher education information system (under Component 2: Strengthening Institutional Capacity for Quality Enhancement) Djibouti: Subcomponent 1.1: Strengthening Improving Institutional management and Capacity and accountability Management of (under Component 1: the Education Reinforcing Institutional System Capacity and Performance of the Education System)

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

LAC

Michael Drabble

2012

2018

890.5

LAC

Thomas Kenyon

2012

2017

903.5

EAP

Tsuyoshi Fukao

2011

2016

23

EAP

Liping Xiao

2010

2016

74.43

LAC

Marcelo Becerra

2013

2018

249.1

MNA

Karine M. Pezzani

2012

2018

6

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Table A.1  Database of EMIS Projects (continued)

Project ID P126364

P089898

P147924

P124134

P102549

Project El Salvador: Education Quality Improvement Project

EMIS components

Subcomponent 2.1: Strengthening of MINED’s policy making, planning, implementation, and monitoring capacity (under Component 2: Improvement of MINED’s Institutional Capacity and the Schooling) Guatemala: 3.a: Consolidation and Education Strengthening of Quality and School-Based Secondary Management for Education Education Quality; Project 3.b: Consolidation and Strengthening of Departmental Supervision and Technical Assistance to Schools (under 3: School Management in Support of Education Quality) Guyana: Subcomponent 3.1: Design, Secondary develop, and implement Education a new education Improvement management Project information system to increase efficiency in education sector data management and information use for planning and policy making (under Component 3: Strengthen Institutional Capacity and Project Management) Haiti: Education Restructure and reinforce for All Project in education sector Support of the governance Second Phase of the Education for All Program Project India: Second Component 2.2: Project Technical Monitoring, Evaluation, Engineering and Management Education (under Component 2: Quality ImproveImproving System ment Project Management)

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

LAC

Robert J. Hawkins

2012

2018

70.4

LAC

Juan Diego Alonso

2007

2016

80

LAC

Hongyu Yang

2014

2020

10

LAC

Juan Baron

2012

2015

70

SAS

Andreas Blom

2010

2015

500

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Table A.1  Database of EMIS Projects (continued)

Project ID

Project

P144447

India: Third Elementary Education Project (SSA III)

P099047

P121842

P147074

P095673

P107407

EMIS components

11.4: Unified District Information System for Education (UDISE) (under Component II: Strengthening Monitoring and Evaluation for Improved Accountability) India: Vocational (c) Project monitoring and Training dissemination of Improvement information with the Project help of a computerbased management information system (under Component 3: Project Management, Monitoring and Evaluation) Indonesia: 1(a) (iv): S&T information Research and system (under Innovation in Component 1: Science and Improving Innovation Technology Policy Framework and Project Performance of Public) Jamaica: Additional (c) Updating the manage­ Financing and ment information Restructuring systems of the ECC and for the Early MOH to capture Childhood information from the Development CHDP (under Part 2: Project Institutional Strengthening) Jamaica: Early 1: Evidence Based-Decision Childhood Making (under Development Component 1: Project Co-­Financing the Implementation of the NSP under SWAP Modalities) Jamaica: Education 3.3: Monitoring and Transformation Evaluation (under Capacity Project Component 3: Building Project Communications, Project Management, and Monitoring and Evaluation)

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

SAS

Shabnam Sinha

2014

29,662

SAS

Nalin Jena/Hong W. Tan

2007

2015

359

EAP

Dandan Chen

2013

2021

95

LAC

Harriet Nannyonjo

2014

2015

14

LAC

Christoph Kurowski

2008

2019

508.9

LAC

Cynthia Hobbs

2010

2015

16

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Table A.1  Database of EMIS Projects (continued)

Project ID P105036

P113350

P145544

P118187

P128378

P131331

P127388

Project Jordan: Second Education Reform for the Knowledge Economy

EMIS components

Subcomponent 2.1: Policy Development, Strategic Planning, Monitoring and Evaluation (under Component 2: Monitoring & Evaluation and Organizational Development) Kyrgyz Republic: Design and operationalize Sector Support an automated for Education monitoring system that Reform Project incorporates key variables pertaining to school budgets, expenditures, and efficiency Lao PDR: Early Develop the foundations Childhood for a child development Education monitoring system Project (under Component 3: Project Management, Capacity Development and Monitoring and Evaluation) Lebanon: Second Subcomponent 3.2: Education Information for Planning Development and Management Project (Component 3: Education Sector Policy Development and Management) Macedonia, FYR: Subcomponent 1.1: Skills Devel­ Quality Assurance in opment and Higher Education Innovation (under Component 1: Support Project Improving Transparency of Higher Education) Maldives: 3.2: Project Coordination, Enhancing Monitoring and Education Evaluation (under Development Component 3: Project Project (EEDP) Coordination, Monitoring and Evaluation, and Program Development) Moldova: Establish a consolidated Education EMIS (under Reform Project Component 1: Strengthening the Quality of Education)

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

MNA

Francis Peter Buckland

2009

2016

408

ECA

Dingyong Hou

2013

2018

16.5

EAP

Omporn Regel/ Boun Oum Inthaxoum

2014

2020

28

MNA

Juan Manuel Moreno Olmedilla

2011

2017

42.6

ECA

Bojana Naceva

2014

2019

24

SAS

Harsha Aturupane

2013

2018

11

ECA

Andrea C. Guedes

2013

2018

40

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Table A.1  Database of EMIS Projects (continued)

Task team leader

Project Approval Closing cost (US$, year year millions)

Project ID

Project

EMIS components

Region

P148110

Mongolia: Education Quality Reform Project

Supporting the Department of Monitoring and Evaluation of the MES to integrate studentlearning outcomes into tracking of learning trends. Supporting the capacity building of the MES (under Component 4: System Management, Monitoring and Evaluation)

EAP

Prateek Tandon

2014

2020

14.9

P146332

Myanmar: Decentralizing Funding to Schools Project

Contribute to strengthening the use of data in the education system (under Component 3: Capacity Improvement to Strengthen Monitoring and Implementation of Programs)

EAP

James Stevens/ Lars Sondergaard

2014

2019

100

P125610

Nepal: Additional Develop an integrated Financing for Education the School Management Sector Reform Information System Program Project (EMIS), integrated with Financial Management Information system, making it operational

SAS

Afrah Al-Ahmadi/ Saurav Dev Bhatta

2013

2017

4954

P104015

Nepal: Enhanced 4.2: Monitoring and Vocational Evaluation (under Education and Component 4: Project Training Project Management and Monitoring and Evaluation)

SAS

Saurav Dev Bhatta/ Sangeeta Goyal/ Venkatesh Sundararaman

2011

2016

60.9

P113441

Nepal: School 3.3: Program Management Sector Reform and Monitoring and Program Project Evaluation (under Component 3: Institutional Capacity Strengthening)

SAS

Raiendra D. Joshi/ Venkatesh Sundararaman

2010

2017

2635

P126357

Nicaragua: Second 3.1: Improving and Support to the Integrating MINED’s Education Planning and Statistical Sector Project Information Systems (Component 3: Strengthening MINED’s Education Management Capacity)

LAC

Michael Drabble/ Robert Hawkins

2012

2016

32.95

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Table A.1  Database of EMIS Projects (continued)

Project ID P125958

P125952

P118779

P122194

P118904

P110733

P113402

Project

EMIS components

Pakistan: Second Monitoring and evaluation Punjab system Education Sector Reforms Program (PESRP-II) Project Pakistan: Second Annual School Census Sindh Education (under I: Results-Based Sector Project Component) Pakistan: Tertiary (2.2) Policy design and TA Education (under Component II: Support Project Capacity Building, Policy Design and Monitoring and Evaluation) Peru: Higher Subcomponent 2.1: Education Development and Quality consolidation of an Improvement observatory of the Project accreditation of Peru’s higher education (under Component 2: Development and Consolidation of a Higher Education Quality Assurance Information System) Philippines: 3.11: Improvement of Learning, targeting of Equity, and Disadvantaged Groups in Accountability the Target Regions Program (under Component 3: Support Project Improvement of Program Design for Targeting Disadvantaged Groups in the Target Regions) Yemen, Rep.: To foster the planning and Higher monitoring capacity of Education the MoHESR (under Quality Component 3: Improvement Institutional Capacity Project Development) Sri Lanka: Higher Component 4.2: Monitoring Education for and Evaluation, Studies, the Twenty-First Coordination and Century Project Communication (under Component 4: Human Resource Development, Monitoring and Evaluation, Studies, Coordination and Communication)

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

SAS

Dhushyanth Raju

2012

2016

4,407

SAS

Umbreen Arif/ Dhushyanth Raju

2013

2017

2,600

SAS

Halil Dundar

2011

2016

2,015

LAC

Marcelo Becerra

2013

2018

52.17

EAP

Lynnette de la Cruz Perez

2014

2019

300

MNA

Ayesha Vawda/ Lianqin Wang

2010

2018

13

SAS

Yoko Nagashima

2010

2016

40

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Table A.1  Database of EMIS Projects (continued)

Project ID P132698

P113488

P116520

P126408

P110693

P117393

P130853

P147244

Project Sri Lanka: Skills Development Project

EMIS components

Component 1: Program Support to the Skills Sector Development Program Sri Lanka: R. Strengthening Transforming the monitoring (under School Education Theme 3: Strengthening System as the Governance and Foundation of a Delivery of Education Knowledge Hub Services) Project Timor-Leste: 2.3: Upgrade Monitoring Second Chance and Evaluation capacity Education of DNEAENF (under Project Component 2: Improved Quality of Service Delivery) Uruguay: Support 3.1: Information for to Uruguayan Monitoring and Public Schools Evaluating Project Project Activities (under Component 3: Monitoring, Evaluation and Project Management) Vietnam: 1.5: Management and New-Model operational systems Universities (Component 1: Policy Project and Regulatory Framework) Vietnam: School 2.1: Strengthening Planning Readiness and Reporting Systems Promotion (under Component 2: Project National Early Childhood Education Policy Development and Capacity Building) Yemen, Rep.: Subcomponent 3.2: Second Basic Education Management Education Information System Development (EMIS) (under Project Component 3: Institutional Capacity Development) Mexico: Third Upper Design and implemen­ Secondary tation of the whole Education Mexican Education Development Evaluation System Policy Loan Project

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

SAS

Halil Dundar

2014

2020

650

SAS

Deepa Sankar

2012

2017

100

EAP

Stephen Close

2011

2016

5

LAC

Diego Ambasz/ Peter A. Holland

2013

2017

73.8

EAP

Mai Th. Thanh

2010

2018

200.6

EAP

Christian Bodewig/ James Stevens

2013

2017

100

MNA

Kamel Braham

2013

2019

72

LAC

Peter A. Holland/ Rafael E. de Hoyos

2014

2016

601

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Table A.1  Database of EMIS Projects (continued)

Project ID

Project

EMIS components

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

P128891

Ethiopia: Third (B3) Managing for Phase of the Results (under Promoting Basic Sub-Program B: Services Project Strengthening Local Accountability and Transparency Systems)

SSA

Qaiser M. Khan

2013

2018

4,887

P132617

Chad: Second Phase of the Education Sector Reform Project

3.2: Monitoring and Evaluation (under Component 3: Project Management, Monitoring and Evaluation)

SSA

Marie-Helene Cloutier

2013

2018

15

P128628

Congo, Rep.: Skills Development for Employability Project

Component 2: Strengthen the Technical, Planning, Implementation, and Monitoring and Evaluation Capacity of METPFQE

SSA

Celine Gavach

2013

2018

n.a.

P106855

Ethiopia: General Subcomponent 4.3: Education Education Management Quality Information Systems Improvement (EMIS) (under Program Project Component 4: Management and Administration Program)

SSA

Thanh Thi Mai

2009

2017

417.3

P133079

Gambia, The: Results for Education Achievement and Development Project

SSA

Nathalie Lahire

2014

2018

34.8

P145741

Ghana: Secondary Web-based school Education monitoring (under Improvement Component 2: Project Management, Research and Monitoring and Evaluation)

SSA

Deborah Newitter Mikesell

2014

2019

156

P118112

Ghana: Skills and Technology Development Project

SSA

Peter Darvas

2011

2016

70

Subcomponent 3.2: Institutional support and capacity building (under Component 3: Technical and Institutional Support)

Subcomponent 1.1: Development of COTVET technical capacity, strategic systems, and policies (under Component 1 (Part A): Institutional Strengthening of Skills Development)

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Table A.1  Database of EMIS Projects (continued)

Project ID

Project

EMIS components

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

P114847

Malawi: Improve Education Quality Project

Subcomponent 3.1: Support Teacher Management Reform (under Component III: Improve Management Capacity at All Levels)

SSA

Deepa Sankar

2010

2015

256

P131660

Malawi: Skills Development Project

Developing monitoring and evaluation systems and piloting new monitoring tools (under Component 2: Technical Assistance for System Strengthening and Policy Reforms)

SSA

Deepa Sankar

2014

2019

n.a.

P124729

Mozambique: Additional Financing for the Early Child Development Project

Adding ECD to main EMIS through capacitybuilding activities

SSA

Fadila Caillaud

2012

n.a.

n.a.

P125127

Mozambique: Education Sector Support Project

Subcomponent 4.1: Continuing the consolidation of the reforms in the areas of financial management and procurement as well as planning budgeting and monitoring (under Component 4: Strength­ening Management of the Education Sector Administrative System)

SSA

Fadila Caillaud

2011

2015

161

P126049

Niger: Skills Development for Growth Project

Subcomponent 3.2: Monitoring and Evaluation (under Component 3: Institutional Capacity Strengthening and Monitoring and Evaluation)

SSA

Kirsten Maigaard

2013

2019

30

P123353

Nigeria: First Edo Piloting of Education State Growth Information and Employment Management Support Credit Information Systems Program (EMIS)

SSA

Joseph-Raji/ Gloria Aitalohi

2012

2014

75

P122124

Nigeria: State Education Program Investment Project

SSA

Irajen Appasamy

2013

2017

1,342

Educational development (under Component 2: Technical Assistance)

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Table A.1  Database of EMIS Projects (continued)

Project ID P121455

P150828

P146877

P133333

P123673

P098496

P114866

Project

EMIS components

Nigeria: State B.5: State Integrated Financial Employment Management Information and Expendi­ Systems (SIFMIS) (under tures for Results Component B: Public Project Financial Management Reforms) São Tomé and Scale up the planned Príncipe: development of the EMIS Additional by providing additional Financing for computers to schools and the Quality central-level structures Education for and by ensuring Internet All Project connectivity between schools and the central level São Tomé and Subcomponent 2.1: Príncipe: Development of a Second Phase Management of Quality Information System Education for (under Component 2: All Project Strengthening Management of Human Resources in the Education Sector) Senegal: Quality Provide training on how to and Equity of manage a district level Basic Education EMIS as well as collecting, inputting, analyzing, and reporting results to inform policy making Senegal: Tertiary Subcomponent 1.3: Education Development of a Governance Monitoring and and Financing Evaluation system (under for Results Component 1: Project Strengthening the Governance of the Tertiary Education System) Tanzania: Science Component 2B: and Technology Investments in Higher Education System-Wide ICT and Project Libraries Tanzania: Second Expansion of the EMIS Secondary currently under Education development (under Development Component 4: Program Project Providing Capacity Building and Technical Assistance to Implement Reforms)

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

SSA

Jens Kromann Kristensen

2012

2017

200

SSA

Atou Seck

2014

n.a.

3.5

SSA

2013

2017

2

SSA

2013

2018

217.7

SSA

2011

2016

127.3

SSA

2008

2016

100

SSA

2010

2015

469.3

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Table A.1  Database of EMIS Projects (continued)

Project ID

Project

P122700

Angola: Learning for All Project

P129828

Ethiopia: Second Phase of General Education Quality Improvement Project

P121805

Afghanistan: Additional Financing for Strengthening of Higher Education Project

P083964

Afghanistan: Education Quality Improvement Program

P078933

Albania: Education Excellence and Equity Project

P069120

Albania: Education Reform Project

P095514

Argentina: Lifelong Learning and Training Project

Task team leader

Project Approval Closing cost (US$, year year millions)

EMIS components

Region

Component 2: Establishing a System for Student Assessment Subcomponent 4.3: Education Management Information Systems (under Component 4: Management and Capacity Building, Including EMIS) Design of Quality Accreditation and Assurance System Financing of the National Entrance Exam (for students) and of initial improvement to MIS for processing entrance examination Component 3.2: Monitoring and Evaluation (under Component 3: Policy Development and Monitoring and Evaluation) Component 1: Strengthening Leadership, Management and Governance of the Education System Component 2. Education Management Information System (1) Installation of an integrated management information system (MIS) (under D: The Strengthen Management Information System, Project Administration and Studies Component)

SSA

2013

2018

80

SSA

2013

2018

550

SAS

Habibullah Wajdi

2010

NA

20

SAS

Samantha de Silva

2005

2009

35

ECA

Keiko Inoue

2006

2013

75

ECA

Peter Darvas

2000

2005

14.88

LAC

Marcela Ines Salvador

2007

2014

678.7

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Table A.1  Database of EMIS Projects (continued)

Project ID

Project

EMIS components

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

P070963

Argentina: Rural Education Improvement (PROMER) Project

Subcomponent B2: Supporting the development and implementation of a system of data collection, analysis, dissemination, and use of information for policy decisions at the national level (under Component B: Enhancing the Stewardship Capacity of National Government)

LAC

Diego Ambasz

2006

2014

150

P074503

Armenia: An Education Quality and Relevance Project

Component 4: System Management and Efficiency

ECA

Meskerem Mulatu

2004

2010

20.6

P008281

Armenia: Education Financing and Management Reform Project

A. The Strategy for Finance and Management Reforms (under Component II: Capacity Building for Reform Management (US$4.4 million appraisal estimate)

ECA

Kari L. Hurt

1998

2003

20.7

P070989

Azerbaijan: Education Sector Development Project

Subcomponent 2: Establishment of Education Management Information System (EMIS) (under Component 4: Management, Planning, and Monitoring Capacity)

ECA

Juan Manuel Moreno Olmedilla

2003

2010

22.61

P044876

Bangladesh: Female Secondary School Assistance Project

MIS database (under Component 3: Strengthening Management, Accountability and Monitoring)

SAS

Irajen Appasamy

2002

2008

127.3

P050752

Bangladesh: Subcomponent 4.1: Post-Literacy Systems Improvement and Continuing (under Component 4: Education for Strengthening Human Institutional Capacity) Development

SAS

Mark F. LaPrairie

2001

2008

48.6

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Table A.1  Database of EMIS Projects (continued)

Project ID P009550

P077789

P084567

P074966

P006204

P083965

P058512

Project Bangladesh: Primary Education Development Project

EMIS components

Subcomponents 2.1: Strengthening institutional capacity at the national level (under Component 2: Strengthening Institutional Capacity and Management) Bangladesh: Monitoring and Programmatic Evaluation: Enhancing Education capacity of BANBEIS, Sector dissemination of Adjustment information on school Credit quality Bangladesh: Second Monitoring and Programmatic Evaluation: Enhancing Education Sector capacity of BANBEIS, Development dissemination of Support Credit information on school Project quality Bangladesh: The EMIS capacity (under Second Primary Component 1: Quality Education Improvement through Development Organizational Project Development and Capacity Building Including Program Management and Monitoring and Evaluation) Bolivia: Education Information subsystem Quality and (under Component B: Equity Institutional Strengthening Strengthening) Project Bolivia: Secondary (i) Management and Education monitoring information Transformation system (under Project for the Component 3: Municipality of Education Management La Paz and Institutional Strengthening) Bosnia and Component 3: An Herzegovina: Education Management Education Information System Development Project

Project Approval Closing cost (US$, year year millions)

Region

Task team leader

SAS

Hena G. Mukherjee

1998

2004

129.1

SAS

Amit Dar

2005

2005

100

SAS

Amit Dar

2006

2007

100

SAS

Helen J. Craig

2004

2011

150

LAC

Patricia Alvarez

1998

2007

125.3

LAC

Patricia Alvarez

2008

2013

10

ECA

Zorica Lesic

2000

2005

14.43

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Table A.1  Database of EMIS Projects (continued)

Project ID

Project

EMIS components

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

P079226

Bosnia and Herzegovina: Education Restructuring Project

Extension of education management information system (under Component 2: Education Finance and Management)

ECA

Zorica Lesic

2005

2010

0

P059565

Brazil: Bahia Education Project

(3.2) Institutional strengthening of educational management (under Component 3: Strengthening Educational Management)

LAC

Andrea C. Guedes

2001

2003

113.7

P082523

Brazil: Human Development Technical Assistance Project

Designing and developing a Ministry-wide information system to track and monitor key programs (under Component 2: Strengthening Monitoring and Evaluation in the Education Sector)

LAC

Michele Gragnolati

2005

2010

8.927

P069934

Brazil: Pernambuco Integrated Development: Education Quality Improvement

3.2 Strengthening and Modernizing Education Management (under Component 3: Supporting the State Reform)

LAC

Ricardo Rocha Silveira

2005

2010

51.23

P050762

Brazil: School Improvement Project (Fundescola I)

Strengthening national education information systems and programs (under Component 4: Strengthening Education Management and Project Administration)

LAC

Robin S. Horn

1998

2001

138.7

P050763

Brazil: Second School Improvement Program— Fundescola II

Component 4: Strengthening National Education Information Systems and Programs

LAC

Andrea C. Guedes

1999

2006

414.5

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Table A.1  Database of EMIS Projects (continued)

Project ID P055158

P055481

P068271

Project Bulgaria: Education Modernization Project

EMIS components

(2.3) Establishment of a General Education Management Information System (GEMIS) in the MES at the secondary level (under Component 2: Create Conditions for Improving Overall Resource Management in Primary and Secondary Schools), (3.2) Establishment of a Higher Education Management Information System (HEMIS) in the MES (under Component 3: Create Conditions for Improving Overall Resource Management in Higher Education Institutions), Component 5: Create a Competitive Teaching and Management System for Higher Education (CTMSHE) for Improving Teaching and Resource Management, Component 6: Strengthen MES Internal Management Capacity for Project Management and Communications Chile: Higher A2: Policy and Institutional Education Capacity Building Improvement (under Project Project Component A: Policy Framework and Capacity Building) Chile: Lifelong (b) Establishing lifelong Learning and learning and training Training Project information systems (MISs) (under Establishing Instruments to Support the Provision of a Lifelong Learning and Training Services)

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

ECA

Reema Nayar

2001

2004

6.05

LAC

Kristian Thorn

1999

2005

278.2

LAC

Dena Ringold

2002

2010

218.5

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Table A.1  Database of EMIS Projects (continued)

Project ID P077757

P074138

P046112

P057857

P086671

Project Colombia: A Cundinamarca Education Quality Improvement

EMIS components

(a) Strengthening of administrative, financial, and management systems of municipal schools through the provision of technical assistance, training, tailored-made internships, sharing of good practices, and acquisition of equipment (under Component A: Improving School Management to Enhance Education Quality and Relevance) Colombia: Higher Strengthening of the EducationNational Information Improving System for Higher Access Education (SNIES) to provide better system-wide information for stakeholder decision making (under Component 3: Institutional Strengthening) Colombia: Pasto Promoting the Education consolidation of an Project efficient Education Information System as a management tool (under Project Component 2: Institutional Strengthening) Costa Rica: Equity The development and and Efficiency implementation of an of Education education sector Project information system at the school level (under Component 3: Improving MEP’s Institutional Efficiency) Croatia: Education Support developing Sector policies, activities and Development structures (under Project Priority 2: Improving Monitoring and Evaluation)

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

LAC

Martha Laverde

2004

2008

2.71

LAC

Alejandro Caballero

2003

2009

460

LAC

Martha Laverde

1998

2004

10.9

LAC

Marcelo Becerra

2005

2014

44.2

ECA

Ivan Drabek

2006

2012

89.55

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Table A.1  Database of EMIS Projects (continued)

Project ID

Project

EMIS components

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

P086994

Djibouti: Second School Access and Improvement Program Project

Subcomponent 2.4: Learning Assessment (under Component 2: Quality Improvement)

MNA

Christina D. Wright

2006

2012

10.3

P121778

Dominican Republic: Second Performance and Account­ ability of Social Sectors Development Policy Loan Program

Improving EMIS’s ability to provide information to verify education conditions for Conditional Cash Transfers

LAC

Carine Clert

2011

2012

150

P125806

Establishing an integral Dominican system of monitoring Republic: Third and evaluation (under Performance Policy area 1: Enhancing and Account­ ability of Social the Performance of Sectors Social Sector Agencies (PASS3) to Promote Equitable Development Access to Human Policy Loan Capital) (DPL) Program

LAC

Aline Coudouel

2012

P087831

Ecuador: Support Improved Human for the Strategy Resources Management of Inclusion and (under Component 1: Quality Providing Technical Education Assistance to MEC) Project

LAC

Livia M. Benavides

2007

2011

43

P055173

Georgia: Education Development and implementation of an System effective and reliable Realignment EMIS (under and Strength­ ening Program Component B: Strength­ ening Capacity for Policy and Management)

ECA

Richard R. Hopper

2001

2008

36.13

P077759

Grenada: (OECS) Education Development Program

LAC

Harriet Nannyonjo

2003

2011

2.36

Expanding the Education Management Information System (EMIS) (under Component 3: Improved Governance and Management of the Education Sector)

70

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Table A.1  Database of EMIS Projects (continued)

Project ID P048652

P099918

P007397

P101218

Project

EMIS components

Guatemala: Development of the Universalization National Cultural of Basic Resources Information Education System (NCRIS) (under Project Component 3: Cultural Diversity and Pluralism) Continued Development and Updating of an Education Management Information System (EMIS) (under Component 4: Decentralization and Modernization) Haiti: First Phase of Component 3: Improving the Education Institutional for All Project: Governance of MENFP Adaptable and the Education Program Sector (Establishment Lending of an adequate MIS system for tracking all per student subsidies and school grants) Honduras: Support the design and Communityimplementation of an Based information system for Education the programs financed Project by the Project (PROHECO, Multicultural Bilingual Education—EIB and Preschool Centers— CCPREB) (under Component 4: Strengthening of Institutional Support for Community Participation and School-Based Management Program) Honduras: (3.1) Information for Education improved performance Quality, and greater Governance accountability (under and Institu­tional Component 3: Strength­ening Governance and Project Institutional Strengthening of the Ministry of Education)

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

LAC

Martha Laverde

2001

2009

87.24

LAC

Patrick Philippe Ramanantoanina

2007

2012

38.19

LAC

Andrea C. Guedes

2001

2008

53.03

LAC

Juan Diego Alonso

2008

2013

16.29

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Table A.1  Database of EMIS Projects (continued)

Task team leader

Project Approval Closing cost (US$, year year millions)

Project ID

Project

EMIS components

Region

P039449

Hungary: Higher Education Reform Project

Management Information Systems component

ECA

Mary Canning

1998

2002

7.29

P072123

India: Technical/ Engineering Education Quality Improvement Project

Component 2: System Management Capacity Improvement (Establishing EMIS)

SAS

Andreas Blom

2002

2009

315.1

P045050

India: Rajasthan To monitor project District Primary implementation, Education carrying out Project evaluation studies by third party, carrying out sample surveys and classroom observation studies, and putting in place functional Education Management Information System (EMIS) and Project Management Information System (PMIS). (under Component C/3: (c) Improving State and District Capacity to Manage Primary Education)

SAS

Prema Clarke

1999

2005

109

P055455

India: Rajasthan Second District Primary Education Project

Institutional Capacity (under Project Component 3: Building Capacity to Manage Primary Education at the State, District, and Local Levels)

SAS

Nalin Jena

2001

2008

74.4

P102547

India: Second Elementary Education Project (AFR II)

Component 1: Improving Quality with Equity (capacity building, monitoring, and evaluation)

SAS

Deepa Sankar

2008

2013

600

P050658

India: Third Technical Education Project

(c) Instituting computerbased project and financial management systems (under (iii) Efficiency Improvement)

SAS

Shashi K. Shrivastava

2001

2007

83.41

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Table A.1  Database of EMIS Projects (continued)

Project ID P097104

P085374

P039644

P096234

P071589

P100534

P069326

P102487

Project Indonesia: Better Education through Reformed Management and Universal Teacher Upgrading Project (BERMUTU) Indonesia: Managing Higher Education for Relevance and Efficiency Project

EMIS components

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

Subcomponent 4.1: Monitoring of project activities and teacher certification (under Component 4: Improving Program Coordination, Monitoring, and Evaluation)

EAP

Susiana Iskandar

2008

2014

137.3

Subcomponent 1.1: Modernization of higher education sector oversight and management (under Component 1: Higher Education Reform and Oversight) School Mapping

EAP

Ratna Kesuma

2005

2013

73.12

EAP

Mae Chu Chang

1998

2005

124.4

Strengthening the planning and management capacity of MoE and DoEs (under Component 1: Educational Infrastructure) Jamaica: Reform of Development of an Secondary education management Education information system (EMIS) Project II (under Component 4: Institutional Strengthening) Jordan: Employer- Enhance information Driven Skills systems (under Development Component 1: E-TVET Project System and Council Development) Jordan: Higher Subcomponent 1.1: Education System-Wide Support Development (under Component 1: Project Initiate Improvements in Quality, Relevance, and Efficiency) Jordan: Higher Component 2: Modernize Education Governance, Reform for Accountability, and Knowledge Management Systems Economy Project

MNA

Amira Mohamed Ibrahim Kazem

2006

2014

100

LAC

Cynthia Hobbs

2003

2010

16.5

MNA

Juan Manuel Moreno Olmedilla

2008

2014

4.3

MNA

Adriana Jaramillo

2000

2007

41.83

MNA

Ghassan N. Alkhoja

2009

Indonesia: West Java Basic Education Project Iraq: Third Emergency Education Project

0

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Database of EMIS Projects

Table A.1  Database of EMIS Projects (continued)

Project ID P069516

P102174

P078113

P118494

P049172

Project

EMIS components

Kosovo: Education Subcomponent 1.1: and Health Developing Education Project Funding and Management Systems and Subcomponent 1.4: Developing Education Governance and Management Structures (under Project Component 1: Education) Kosovo: Providing training and Institutional an enabling Development operational for Education environment for the Project use of the EMIS for analysis of key policy issues and decision making by MEST and municipalities (under Building Institutions and Management Capacities to Promote Quality Improvements in Primary and Secondary Education) Lao PDR: A Second Strengthening information Education systems to support Development improved collection, Project analysis, reporting, filing, storing, and maintenance of data and information (under Component C: Strengthen Capacities for Policy Analysis and Management) Lao PDR: Component C (Strengthen Additional Capacities for Policy Financing for Analysis and the Second Management, Including Education Project Management): Development Update of EMIS Strategy Project and Implementation Plan Latvia: Education B.5. Institutional Capacity Improvement Building (under Project Component B: Education Quality)

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

ECA

Betty Hanan

2000

2004

4.41

ECA

Flora Kelmendi

2008

2014

10

EAP

Boun Oum Inthaxoum

2004

2014

29.87

EAP

Suhas D. Parandekar

2010

ECA

Ana Maria Parchuc de Jeria Figueroa

1999

15.5

2005

39.76

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Database of EMIS Projects

Table A.1  Database of EMIS Projects (continued)

Project ID

Project

P045174

Lebanon: General Education Project

P038687

P070112

P066157

P058681

P055944

P040199

EMIS components

1.1 Education information management and planning (under Original Component 1: Management and Institutional Development) Lebanon: Development of a Vocational and Vocational Education Technical Management Education Information System Project (EMIS) (under Component 1: VTE Policy Planning and Management) Lithuania: Subcomponent 1.2: Education Education Quality Improvement Management (under Project Component 1: Quality Learning) Macedonia, FYR: Subcomponent 2.2: An Education Education Management Modernization Information Systems Project (EMIS) (under Component 2: Capacity Building for Decentralized Education) Malaysia: Subcomponent 3.1: Education Improve the Borrower’s Sector Support existing Education Project Management Information System (EMIS) (under Component 3: Institutional Strengthening) Maldives: Third Providing technical Education and assistance to develop an Training Project Education Management Information System (EMIS) (under (c) Strengthen Institutional Capacity) Mexico: Basic Strengthening the national Education evaluation system Development (under Component B: (PAREIB) Project Strengthening Institutional Capacity at Federal and State Levels)

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

MNA

Juan Manuel Moreno Olmedilla

2000

2010

43.2

MNA

Bassam Ramadan

1998

2004

21.6

ECA

Nina Arnhold

2002

2007

64.95

ECA

Bojana Naceva

2004

2011

20.73

EAP

Omporn Regel

1999

2005

244

SAS

Venita Kaul

2000

2007

17.6

LAC

Venita Kaul

1998

2002

214.5

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Database of EMIS Projects

Table A.1  Database of EMIS Projects (continued)

Project ID

Project

P057531

Mexico: Basic Education Development Phase II

P115347

Mexico: SchoolBased Management Project (APL2)

P088728

Mexico: SchoolBased Management (APL) Project

P085593

Mexico: Tertiary Education Student Assistance Project

P084597

Montenegro: Education Reform Project Nepal: Basic and Primary Education Project

P040612

EMIS components

Region

2.2 Consolidation of the national school mapping system and use in regional planning at state level (under Component 2: Strengthening Institutional Capacity at Federal and State Levels) Component: Monitoring and Oversight (Maintenance and Upgrading of National Management Information Systems) Subcomponent 2.1: Program monitoring would finance the continuous operation, maintenance and upgrading of the PEC national management information system (under Component 2: Program Monitoring and Oversight) Subcomponent 1.2: Development of a national regulatory framework for tertiary education student assistance (under Component 1) Developing EMIS

LAC

Harry Anthony Patrinos

2002

2004

300

LAC

Rafael E. De Hoyos Navarro

2010

2014

220

LAC

Ricardo Rocha Silveira

2006

2010

240

LAC

Erik A. Bloom

2006

2012

289.9

ECA

Nina Arnhold

2005

2009

5.34

EAP

Rajendra Dhoj Joshi

1999

2005

70.33

Develop information systems and skills to manage a decentralized school system (under Component 1: Strengthening Institutional Capacity)

Task team leader

Project Approval Closing cost (US$, year year millions)

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Table A.1  Database of EMIS Projects (continued)

Project ID

Project

Project Approval Closing cost (US$, year year millions)

EMIS components

Region

Task team leader

Strengthening of the EMIS system (under Component 3: Higher Secondary Education): develop a computerized Education Management Information System (EMIS) (under Component 4: Strengthening System Capacity)

SAS

Mohan Prasad Aryal

2007

2014

80

P090967

Nepal: Second Higher Education Project

P078990

Nicaragua: (b) Provision of a Education technological platform Project (PASEN) for the establishment of the National Management Information System (SNIGI) at central and departmental levels (under Component 1: Institutional Strengthening of Management Capacities of the MINED

LAC

Michael Drabble

2005

2011

15.66

P050613

Nicaragua: Second Supporting the design and Basic Education implementation of a Project supervision system (under Component 3: Institutional Strengthening and Modernization)

LAC

Suhas D. Parandekar

2000

2005

59.8

P100846

Pakistan: First Sindh Education Sector Development Policy Credit Project

Improve education sector management

SAS

Reema Nayar

2007

2008

100

P102607

Pakistan: Higher Education Support Program

Widening the use of a Higher Education Management Information System (HEMIS) (under d) Governance and Management)

SAS

Naveed Hassan Naqvi

2010

2010

100

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Database of EMIS Projects

Table A.1  Database of EMIS Projects (continued)

Project ID P037834

P083228

P097636

P097471

P107300

P090346

P106686

Project

EMIS components

Pakistan: Northern (b) Improving the Education information base for Project planning and management decisions through the conduct of baseline studies, rationalizing information flows, and developing information management systems at the local level (under 3: Strengthening Institutional Capacity) Pakistan: Punjab Education Sector Reforms Education to strengthen Reform monitoring and Program evaluation in order to gauge education performance outcomes and to use these to improve and readjust education policies Pakistan: Second Education Sector Reforms Education to strengthen Sector monitoring and Development evaluation in order to Policy gauge education Credit–Punjab performance outcomes Province– and to use these to Project improve and readjust education policies Pakistan: Second Improving coverage and North West utility of EMIS (under Frontier Province Monitoring and Development Evaluation) Policy Credit Pakistan: Sindh Improving education Education sector management Sector Project (SEP) Pakistan: Third Strengthening M&E Punjab Education Development Policy Credit Panama: Basic Strengthening institutional Education capacity Quality Improvement Project

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

SAS

Ameer Hussein Naqvi

1998

2004

31.89

SAS

Tahseen Sayed Khan

2004

0

SAS

Tahseen Sayed Khan

2006

0

SAS

Harsha Aturupane

2007

0

SAS

Dhushyanth Raju

2009

2012

1,911

SAS

Tahseen Sayed Khan

2006

2006

0

LAC

Maria Eugenia Bonilla-Chacin

2009

0

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Database of EMIS Projects

Table A.1  Database of EMIS Projects (continued)

Project ID P052021

P105555

P073967

P044614

P050474

P075189

P050741

P010525

P086664

Project

EMIS components

Panama: Second (b) To support the then Basic Education ongoing implemen­ Project tation of MEDUCA’s management information system (under Component C: Institutional Strengthening) Panama: Second Component 3: Institutional Basic Education Strengthening. Project (Additional Financing) Romania: Rural Component 3: Strengthen Education Monitoring, Evaluation Project and Policy Making Romania: School Institutional capacity Rehabilitation improvement Project Russian Objective 3: Improving Federation: Quality and Standards Education Reform Project Republic of Serbia Component 3: Education Education Information System Improvement Project Sri Lanka: A. Strengthening national Improving planning, monitoring Relevance and and evaluation systems, Quality of and coordination at the Undergraduate national level (under Education Component 1. Building Institutional Capacity in the Tertiary Education System) Sri Lanka: Second (c) Develop and General implement an Education Education Management Project Information System (EMIS)/Financial Management System (under Component 6: Education Management and Planning) St. Vincent and the Strengthening Grenadines: management and OECS Education governance Development Project

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

LAC

Maria Eugenia Bonilla-Chacin

2001

2009

38.2

LAC

Maria Eugenia Bonilla-Chacin

2008

ECA

Mariana Doina Moarcas

2003

2009

91.88

ECA

Mariana Doina Moarcas

1998

2004

130

ECA

Ernesto P. Cuadra

2001

2006

123.7

ECA

Tobias Linden

2002

2007

11.05

SAS

Yoko Nagashima

2003

2010

55.32

SAS

Helen J. Craig

1997

2006

88.1

LAC

Harriet Nannyonjo

2004

2012

9.32

5

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Database of EMIS Projects

Table A.1  Database of EMIS Projects (continued)

Project ID P075978

P097141

P095873

P070268

P082999

P005741

P075809

P009089

Project

EMIS components

St. Kitts and Nevis: Expansion of the Education education management Development information system Project (OECS) (EMIS) (under Component 3: Improved Governance and Management in the Education System) St. Lucia: OECS Development of the MIS Skills for (under Component 3: Inclusive Project management Growth Project and institutional strengthening) Timor-Leste: Subcomponent 3.2: SchoolEducation site selection aiming to Sector Support finance the review Project (under Component 3: Construction/ Rehabilitation Design and Quality Assurance) Timor-Leste: School mapping Emergency School Readiness Project Tunisia: Education Subcomponent B2 (Career Quality Information and Improvement Guidance) (under Program II Component B: Diversity (EQIP) in Secondary Education) Tunisia: Higher Computerizing university Education management Reform Support information systems Project (under Component D: Intensified Use of New Technologies) Tunisia: Second Management information Higher systems and IT Education infrastructure (under Reform Support Component 3: Provide Project Grants to Improve Academic Quality and Institutional Performance) Turkey: Basic Strengthen Education Education Management Project Information Systems (under Component (3): Program Implementation Support)

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

LAC

Harriet Nannyonjo

2002

2009

7.77

LAC

Harriet Nannyonjo

2007

2014

5.52

EAP

Susiana Iskandar

2007

2013

20.3

EAP

Alfonso F. de Guzman

2001

2002

41.7

MNA

Adriana Jaramillo

2004

2011

129.7

MNA

Linda K. English

1998

2005

79.7

MNA

Karine M. Pezzani

2006

2014

60.18

ECA

Robin S. Horn

1998

2003

286.5

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Database of EMIS Projects

Table A.1  Database of EMIS Projects (continued)

Task team leader

Project Approval Closing cost (US$, year year millions)

Project ID

Project

EMIS components

Region

P077738

Ukraine: Equal Access to Quality Education in Ukraine Project

(ii) Development of an Education Management Information System (EMIS) (under Component 3: Efficiency and Management of Resources)

ECA

Scherezad Joya Monami Latif

2005

2010

86.59

P070937

Uruguay: Third (ii) Development and Basic Education implementation of Quality Education Improvement Improvement Projects (PMEs) (under Project Institutional Strengthening)

LAC

Diego Ambasz

2002

2013

137.6

P004823

Vanuatu: Second Education Project

School Mapping

EAP

Ian R. Collingwood

2001

P004828

Vietnam: Higher Education Project

Monitoring and evaluation of higher education system

EAP

Thanh Thi Mai

1999

2008

98.75

P044803

Vietnam: Primary Subcomponent 3.2: Education for Institutional Disadvantaged Strengthening (under Children Project Component 3: National and Provincial Institutional and Technical Support for FSQL)

EAP

Binh Thanh Vu

2003

2011

258.6

P051838

Vietnam: Primary Teacher Development

B4: Capacity Building in TTIs and in DoETs (under Component C: Quality Assurance)

EAP

Thanh Thi Mai

2002

2007

32.2

P079665

Vietnam: Second Development of HEMPIS Higher Education Project

EAP

Thanh Thi Mai

2007

2012

63.4

P065593

West Bank and Subcomponent 1.1: Policy, Gaza: Education Planning and Financing Action Project (under Component 1: Strengthening the MoE Capacity)

MNA

Adriana Jaramillo

2001

2006

7

P043255

Yemen, Rep.: Basic Subcomponent 3.2: Education Planning, monitoring, Expansion and evaluation (under Project Project Component 3: Capacity Building)

MNA

Ayesha Y. Vawda

2001

2007

67.3

P076183

Yemen, Rep.: Higher (b) Capacity building in the Education MHESR (under Learning and Component I: Innovation Governance) Project

MNA

Gillian M. Perkins

2002

2008

2.72

0

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Table A.1  Database of EMIS Projects (continued)

Project ID

Project

EMIS components

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

P086308

Yemen, Rep.: Development of a basic Second management Vocational information system for Training Project TVET

MNA

Kamel Braham

2007

P128284

Senegal: First Governance and Growth Support Credit Program

HR MIS for teacher/ nonteaching staff salaries

SSA

E. Philip English

2013

2014

55

P075964

Cameroon: Education Development Capacity Building

Improvement in the efficiency of the education sector’s information system (under Strengthening the Education Information System and Planning Capacity)

SSA

Shobhana Sosale

2005

2012

22.2

P055468

Cape Verde: Education and Training Consolidation and Modernization Project

EMIS (under Component 4: Capacity Building)

SSA

Geraldo Joao Martins

1999

2004

7.4

P000527

Chad: Education Sector Reform Project

Strengthening of the Education Management Information System (EMIS) and project management (under Enhancing Institutional Capacity)

SSA

Marie-Helene Cloutier

2003

2012

107.5

P084317

Congo, Rep.: Establishment and Support to operationalization of Basic Education an Education Management and Information System (EMIS) (under Capacity Building for Planning)

SSA

Cristina Isabel Panasco Santos

2005

2013

35

P035655

Côte d’Ivoire: (ii) The development and Education and installation of an Training education and Support Project management information system (EMIS) (under Component 3: Developing Institutional Capacity)

SSA

Hamoud Abdel Wedoud Kamil

2002

2012

82.8

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Table A.1  Database of EMIS Projects (continued)

Project ID

Project

EMIS components

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

P086294

Congo, Dem. Rep.: (i) Strengthening SECOPE’s Education capacity at the central Sector Report and provincial level in the field of database planning and management, as well as resources management and monitoring

SSA

Dung-Kim Pham

2007

2014

150

P070272

Eritrea: Education Sector Improvement Project

SSA

Susan E. Hirshberg

2003

2012

47.6

P068463

Eritrea: Integrated Monitoring and evaluation Early Childhood Development Project

SSA

Susan E. Hirshberg

2000

2007

51.7

P035643

Gambia, The: Third Establishing a Education comprehensive Sector Project management and information system (under Component 9: Capacity Building for Sector Management)

SSA

Meskerem Mulatu

1998

2005

51.3

P050620

Ghana: An Education Sector Project

Education Management Information System (under Component A: Sector Capacity Building (SCB))

SSA

Peter Darvas

2004

2011

74.14

P000974

Ghana: National Functional Literacy Program

Improvement of management information systems (MIS) (under Component 4: Monitoring, Evaluation and Research Project)

SSA

Eunice Yaa Brimfah Ackwerh

1999

2006

7

P057188

Guinea: PreService Teacher Education Project

SSA

Souleymane Sow

1999

2002

3.86

P087479

Kenya: Education Sector Support Project

SSA

Shobhana Sosale

2006

2010

1084

(d) Introduce improved methods for school mapping (under Component 1: Increasing Equitable Enrollment in Basic Education)

(b) Strengthening the MoE’s Education Management Information System (EMIS) (under Strengthening Sector Management)

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Database of EMIS Projects

Table A.1  Database of EMIS Projects (continued)

Project ID P082378

P056416

P083326

P040650

P093991

P071308

Project

EMIS components

Kenya: Free (iii) Education Primary management Education information system Support Project (under Component 2: Capacity Building) Lesotho: Second Subcomponent F: Capacity Education Building in Planning, Sector Monitoring and Development Evaluation (under Project Component II: Primary and Secondary Education) Madagascar: (i) Developing a plan to Second Poverty strengthen the Reduction monitoring and Support Credit evaluation system, (ii) Project elaborating a data collection system, (iii) strengthening coordination among donors (under Monitoring and Evaluation) Mali: Education Component 3: Sector Strengthening Expenditure Education System Program Capacity for Decentralization and Policy Monitoring Mali: Second (iii) Setup of an Integrated Education Education Sector Management Investment Information System Program Project (under Strengthening Institutional Management Capacities of the Education Sector) Mauritania: Management Capacity in Education the Education Sector Sector (under Component 4: Development Strengthening the Program Administrative, Financial, and Pedagogic Management Capacity in the Education Sector)

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

SSA

Michael Mills

2003

2007

54.98

SSA

Xiaoyan Liang

1999

2003

26.7

SSA

Benu Bidani

2005

2006

80

SSA

Adama Ouedraogo

2000

2007

541.2

SSA

Pierre Joseph Kamano

2007

2010

35

SSA

Cherif Diallo

2001

2010

49.9

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Database of EMIS Projects

Table A.1  Database of EMIS Projects (continued)

Project ID

Project

EMIS components

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

P087180

Mauritania: Higher The establishment of, and Education related training for, an integrated management information system (MIS) (under Component 2: Institutional Development)

SSA

Irajen Appasamy

2004

2013

6.6

P001786

Mozambique: (iv) Ensuring systematic Education monitoring and Sector Strategic evaluation (under 3: Program Project Institutional Capacity to Strengthen Management Capacity)

SSA

Xiaoyan Liang

1999

2006

72.2

P109333

Namibia: Second Development Policy Loan in Support of the Education and Training Sector Improvement Program

Integrated Financial Management and Information Systems (IFMIS) (under component Strengthening Institutional and Management Capacity)

SSA

Tazeen Fasih

2008

2011

60.37

P061209

Niger: A Basic Education Project

Strengthening the Capacity of COGESs (under Part C: Strengthening Management Capacity at MoE and Empowerment of Local Communities)

SSA

Adama Ouedraogo

2003

2009

30

P066571

Nigeria: Second Primary Education Project

Subcomponent 1: (a) Collection, collation, and processing of information gathered under the First Primary Education project; (b) development of a comprehensive information base for decision making and for planning and monitoring of the UBE program (under Component D: Develop an Enhanced Information Base for Decision-Making for UBE)

SSA

Olatunde Adetoyese Adekola

2000

2004

61.11

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Database of EMIS Projects

Table A.1  Database of EMIS Projects (continued)

Project ID P096151

P071494

P122247

P047319

P089254

P074320

P083080

P002789

Project Nigeria: State Education Sector Project

EMIS components

Subcomponent 1: Strengthening Education Management Information Systems (under Component 3: Institutional Development for Key Functions of the State Ministries of Education and LGEAs). Nigeria: Universal (b) Develop Education Basic Education Management Project Information Systems (under Provision of Support to Participating States) Rwanda: Eighth Monitoring and Evaluation Poverty Reduction Support Financing Project Senegal: Quality Implementation of a Education for computerized, All integrated School Information System Senegal: Quality (ii) Strengthen M&E Education for (under Component III. All Project Strengthening Management, Monitoring and Communication throughout the System) Sierra Leone: Education Management Rehabilitation Information System of Basic (under Component Education 2: Enhanced Institutional Capacity of the MEYS) Tanzania: A Improving access to and Secondary use of EMIS Education Development Program Tanzania: Human Capacity Building by Resources Providing Technology Development (under Component III: Pilot Project Capacity Building)

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

SSA

Olatunde Adetoyese Adekola

2007

2011

65.42

SSA

Marito H. Garcia

2002

2006

59.1

SSA

Yoichiro Ishihara

2011

2012

125

SSA

Atou Seck

2000

2005

0

SSA

Atou Seck

2006

2012

85.6

SSA

Eunice Yaa Brimfah Ackwerh

2003

2009

42.54

SSA

Arun R. Joshi

2004

2007

250

SSA

Rest Barnabas Lasway

1997

2005

24.02

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Database of EMIS Projects

Table A.1  Database of EMIS Projects (continued)

Project ID P002972

P003249

P057167

Project

EMIS components

Uganda: Education Strengthening sector Sector management Adjustment Operation Zambia: Basic Administration and Education capacity-building Subsector component Investment Program Zambia: Technical Component 7: Information Education Systems Vocational & Entrepreneur Training (TEVET) Development Program Support Project

Region

Task team leader

Project Approval Closing cost (US$, year year millions)

SSA

Patrick D. Murphy

1998

2000

155

SSA

Dandan Chen

1999

2006

224

SSA

Carlos A. Rojas

2001

2008

28.17

Note: EAP = East Asia and Pacific; ECA = Europe and Central Asia; LAC = Latin American and the Caribbean; MNA = Middle East and North Africa; SAS = South Asia; SSA = Sub-Saharan Africa.

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App e n d i x B

Database of ID4D Projects

Table B.1 Database of ID4D Projects Country

Project ID

Afghanistan Afghanistan

P082610 P099980

Albania

P096263

Albania

P105143

Albania Albania Albania

P107382 P122233 P129332

Albania Antigua and Barbuda Argentina

P151972 P126791 P006029

Argentina

P070448

Argentina Armenia Armenia

P101171 P111942 P115647

Bangladesh

P121528

Bangladesh

P129770

Bangladesh Bangladesh

P132634 P146520

Project name Emergency Public Administration Project II Public Financial Management Reform Project Land Administration and Management Project (LAMP) MDTF for Capacity Building and Support to Implement the Integrated Planning System Social Service Delivery Project AF Social Assistance Modernization Project Second MDTF for Capacity Building Support to Implement the IPS (IPS 2) Citizen-Centered Public Services Public and Social Sector Transformation Project (PSST) Public Sector Reform Technical Assistance Project Subnational Government Public Sector Modernization Program Social and Fiscal National ID System II Tax Administration Modernization Project E-Society and Innovation for Competitiveness (EIC) Project Identification System for Enhancing Access to Services (IDEA) Project Revenue Mobilization Program for Results: VAT Improvement Program (VIP) Safety Net Systems for the Poorest Project Income Support Program for the Poor

Region

Global practice

Project status

SAR SAR

GGP GGP

Closed Closed

ECA

SURR

Closed

ECA

GGP

Closed

ECA ECA ECA

SPL SPL GGP

Closed Active Active

ECA LCR

GGP SPL

Pipeline Active

LCR

GGP

Closed

LCR

GGP

Closed

LCR ECA ECA

GGP GGP T&ICT

Closed Active Active

SAR

GGP

Active

SAR

GGP

Active

SAR SAR

SPL SPL

Active Pipeline

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130

Database of ID4D Projects

Table B.1  Database of ID4D Projects (continued) Country

Project ID

Bolivia Brazil Burkina Faso Burkina Faso Burundi Chad Chile Chile China Colombia Colombia Colombia Congo, Dem. Rep. Congo, Dem. Rep. Congo, Dem. Rep. Congo, Dem. Rep.

P006160 P101504 P000301 P124015 P078627 P133021 P006669 P069259 P036041 P006889 P040109 P106628 P104041 P122229

Region

Global practice

Project status

Public Financial Management Project Second Bolsa Familia Public Institutional Development Project Social Safety Net Project Economic Management Support Project Value Chain Support Project Public Sector Management Project (2) Public Expenditure Management Project Fiscal Technical Assistance Project Public Financial Management Project Public Financial Management Project (02) Improving Public Management Project Enhancing Governance Capacity

LCR LCR AFR AFR AFR AFR LCR LCR EAP LCR LCR LCR AFR

GGP SPL GGP SPL GGP T&C GGP GGP GGP GGP GGP GGP GGP

Closed Active Closed Active Closed Active Closed Closed Closed Closed Closed Active Active

AFR

GGP

Active

AFR

HNP

Active

AFR

HNP

Pipeline

LCR AFR AFR

HNP SURR GGP

Pipeline Active Closed

ECA

GGP

Active

AFR

SPL

Active

LCR LCR

GGP HNP

Closed Closed

Project name

Costa Rica Côte d’Ivoire Côte d’Ivoire

P148435 P082817 P108809

Croatia

P102778

Djibouti

P130328

Dominica Dominican Republic Dominican Republic Ecuador

P094869 P076802

Public Service Reform and Rejuvenation Project DRC Human Development Systems Strengthening Health System Strengthening for Better Maternal and Child Health Results Project (PDSS) National Health Insurance System Post-Conflict Assistance Project—AF Support to the Safeguard and Modernization of Civil Registry Revenue Administration Modernization Project DJ Crisis Response—Social Safety Net Project Growth and Social Protection TA Credit Health Reform Support (APL)

P090010

Social Sectors Investment Program

LCR

SPL

Active

P007136

LCR

GGP

Closed

El Salvador

P007164

LCR

GGP

Closed

El Salvador

P095314

LCR

GGP

Active

Ethiopia

P074020

AFR

GGP

Closed

Ethiopia

P148447

Modernization of the State Technical Assistance Project Public Sector Modernization Technical Assistance Project Fiscal Management and Public Sector Performance TA Loan Public Sector Capacity Building Program Support Project Ethiopia: Financial Sector Development Project

AFR

F&M

Pipeline

P145965 P147555

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Database of ID4D Projects

Table B.1  Database of ID4D Projects (continued) Country

Project ID

Project name

Region

Global practice

Project status

Ethiopia

P150922

Ethiopia PFM Project

AFR

GGP

Pipeline

Ethiopia

P151432

Ethiopia Equitable Basic Services

AFR

SPL

Pipeline

Gambia, The

P057995

Capacity Building for Economic Management Project

AFR

GGP

Closed

Gambia, The

P132881

GM-Integrated Financial Management and Information System Project—Additional Financing

AFR

GGP

Active

Georgia

P063081

Public Sector Financial Management Reform Support

ECA

GGP

Closed

Ghana

P045588

Public Financial Management Technical Assistance Project

AFR

GGP

Closed

Ghana

P115247

Ghana—Social Opportunities Project

AFR

SPL

Active

Ghana

P144140

eTransform Ghana

AFR

T&ICT

Active

Guatemala

P066175

Integrated Financial Management III—TA Project

LCR

GGP

Closed

Guinea

P123900

Productive Social Safety Net Project

AFR

SPL

Active

Guinea

P125890

Economic Governance Project

AFR

GGP

Active

Honduras

P034607

Public Sector Modernization Technical Assistance Credit

LCR

GGP

Closed

India

P108258

e-delivery of Public Services

SAR

GGP

Closed

India

P118826

India: Bihar Integrated Social Protection Strengthening Project

SAR

SPL

Active

India

P121731

India: ICDS Systems Strengthening and Nutrition Improvement Program (ISSNIP)

SAR

HNP

Active

India

P149182

IN: Citizen Access to Responsive Services SERV SEWA Project

SAR

GGP

Pipeline

India

P150288

IN: Karnataka Panchayat Strengthening II

SAR

GGP

Pipeline

India

P150308

IN: Citizen-Centric Service Delivery Reform

SAR

GGP

Pipeline

Jamaica

P007457

Financial and Program Management Improvement Project

LCR

GGP

Closed

Jamaica

P007490

Public Sector Modernization Project

LCR

GGP

Closed

Kazakhstan

P116696

Tax Administration Reform Project (JERP)

ECA

GGP

Active

Kazakhstan

P143274

Justice Sector Institutional Strengthening Project

ECA

GGP

Active

Kenya

P066490

Public Sector Management Technical Assistance Project

AFR

GGP

Closed

Kenya

P090567

Institutional Reform and Capacity Building Technical Assistance Project

AFR

GGP

Closed

Kenya

P131305

National Safety Net Program for Results

AFR

SPL

Active

Kenya, Burundi, Madagascar

P094103

Regional Communications Infrastructure Project

AFR

T&ICT

Active

Lao PDR

P074027

Health Services Improvement Project

EAP

HNP

Active

Lao PDR

P151425

Lao PDR Health and Nutrition Program

EAP

HNP

Pipeline

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Database of ID4D Projects

Table B.1  Database of ID4D Projects (continued) Country

Project ID

Liberia

P107248

Liberia Liberia Madagascar Malawi Malawi

P109775 P143064 P149323 P001657 P078408

Malawi

P133620

Mauritania Mauritania Mauritania Mauritania Mexico Moldova

P082888 P146804 P146804 P150430 P147212 P105602

Moldova Moldova Mongolia Montenegro Morocco

P121231 P127734 P077778 P149743 P125799

Mozambique Myanmar

P129524 P144952

Myanmar Myanmar

P145534 P153113

Nepal Nicaragua

P144075 P111795

Nigeria

P074447

Nigeria

P088150

Nigeria OECS countries

P151488 P100635

OECS countries

P117087

Pakistan

P036015

Project name Economic Governance and Institutional Reform Public Financial Management–IFMIS Public Sector Modernization Project Social Safety Net Project Institutional Development Project (2) Financial Management, Transparency and Accountability Project (FIMTAP) Strengthening Safety Nets Systems— MASAF IV Public Sector Capacity Building Project Governance Enhancement Project Mauritania Public Sector Efficiency program Mauritania Social Safety Net System MX Social Protection System Government’s Central Public Administration Reform (CPAR) Governance e-Transformation Project Strengthening PFM and Tax Administration Economic Capacity Building TA (ECTAP) Revenue Administration Reform Judicial Performance Enhancement for Service to Citizen Project (“Mahkamati”) Social Protection Project Modernization of Public Finance Management MM: Telecommunications Sector Reform National Community Driven Development Project National Identification Project Public Financial Management Modernization Project State Governance and Capacity Building Project Federal Government Economic Reform and Governance Project Social Protection Project OECS E-Government for Regional Integration Program (APL) OECS E-Government for Regional Integration—St. Vincent and the Grenadines (APL 2) Improvement to Financial Reporting and Auditing Project

Region

Global practice

Project status

AFR

GGP

Active

AFR AFR AFR AFR AFR

GGP GGP SPL GGP GGP

Closed Active Pipeline Closed Closed

AFR

SPL

Active

AFR AFR AFR AFR LCR ECA

GGP GGP GGP SPL SPL GGP

Closed Pipeline Pipeline Pipeline Active Closed

ECA ECA EAP ECA MNA

T&ICT GGP GGP GGP GGP

Active Pipeline Closed Pipeline Active

AFR EAP

SPL GGP

Active Active

EAP EAP

T&ICT SPL

Active Pipeline

SAR LCR

T&ICT GGP

Pipeline Active

AFR

GGP

Closed

AFR

GGP

Closed

AFR LCR

SPL GGP

Pipeline Closed

LCR

T&ICT

Closed

SAR

GGP

Closed

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Database of ID4D Projects

Table B.1  Database of ID4D Projects (continued) Country

Project ID

Pakistan Pakistan Pakistan Pakistan

P077306 P103160 P128182 P132234

Papua New Guinea Peru Philippines

P114042 P131029 P101964

Philippines

P153446

Philippines

P153744

Romania

P130202

Russian Federation Rwanda

P093050 P149095

Sierra Leone South Sudan Tajikistan Tajikistan Tanzania Timor-Leste

P143588 P143915 P127807 P130091 P124045 P092484

Tunisia Turkey Uganda

P144674 P035759 P130471

Uruguay Venezuela, RB

P097604 P057601

Vietnam Vietnam Vietnam

P096418 P099376 P123960

Vietnam

P131359

Vietnam World

P132776 P114598

World

P150580

Project name Pakistan Tax Administration Reforms Project Social Safety Net Project Revenue Mobilization DLI Pakistan: Punjab Public Management Reform Program Urban Youth Employment Project PE Social Inclusion TAL National Program Support for Tax Administration Reform Philippines Cross-Sectoral Public Health Enhancement Project Philippines Social Welfare Development and Reform Project II Revenue Administration Modernization Project Registration Project Rwanda Public Sector Governance Program for Results Sierra Leone Safety Nets Project Safety Net and Skills Development Tax Administration Modernization Project Private Sector Competitiveness Tanzania Productive Social Safety Net Planning and Financial Management Capacity Building Program DTF Social Protection Reforms Support Public Finance Management Project Competitiveness and Enterprise Development Project (CEDP) Institutions Building TAL Country Public Expenditure Management Reform Project Land Administration Project Tax Administration Modernization Project Social Assistance System Strengthening Project Study on e-ID Infrastructure to Improve Public Services Delivery Programmatic Social Protection AAA e-Id—How Secure Identification Technologies Contribute to Development Civil Registration Vital Statistics Plan

Region

Global practice

Project status

SAR SAR SAR SAR

GGP SPL POV GGP

Closed Active Pipeline Active

EAP

SURR

Active

LCR EAP

SPL GGP

Active Closed

EAP

HNP

Pipeline

EAP

SPL

Pipeline

ECA

GGP

Active

ECA

SURR

Active

AFR

GGP

Active

AFR AFR ECA ECA AFR EAP

SPL SPL GGP GGP SPL GGP

Active Active Active Active Active Closed

MNA ECA AFR

SPL GGP T&C

Active Closed Active

LCR LCR

GGP GGP

Active Closed

EAP EAP EAP

SURR GGP SPL

Active Active Active

EAP

T&ICT

Active

EAP LCR

SPL T&ICT

Active Closed

SAR

HNP

Closed

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Database of ID4D Projects

Table B.1  Database of ID4D Projects (continued) Country

Project ID

Yemen, Rep. Yemen, Rep.

P050706 P101453

Yemen, Rep. Yemen, Rep.

P104946 P151923

Zambia

P082452

Project name Civil Service Modernization Project Institutional Reform Development Policy Grant Safe Motherhood Voucher Program Emergency Support to Social Protection Project Public Sector Management Program Support Project

Region

Global practice

Project status

MNA MNA

GGP F&M

Closed Closed

MNA MNA

HNP SPL

Closed Active

AFR

GGP

Closed

Note: AFR = Africa; EAP = East Asia and Pacific; ECA = Europe and Central Asia; F&M = Finance and Markets; GGP = Governance Global Practice; HNP = Health, Nutrition, and Population; LCR = Latin America and the Caribbean; MNA = Middle East and North Africa; OECS = Organisation of Eastern Caribbean States; POV = Poverty and Equity; SAR = South Asia; SPL = Social Protection and Labor; SURR = Social, Urban, Rural and Resilience; T&C = Trade and Competitiveness; T&ICT = Transport and ICT.

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Lessons Learned from World Bank Education Management Information System Operations http://dx.doi.org/10.1596/978-1-4648-1056-5

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essons Learned from World Bank Education Management Information System Operations provides an overview of the World Bank’s portfolio in the area of Education Management Information Systems (EMISs) over the course of 17 years, from 1998 to 2014. It seeks to identify overall trends and characteristics of World Bank support in this area, with the intent of informing future project preparation and analytical work. The portfolio review revealed that although several good practices were evident, operational performance of EMIS activities fell short of expectations, with widespread deficiencies that ranged from unclear definitions and understanding of the EMIS to ineffective implementation and utilization. Examples of successful activities include the development of an EMIS to manage teachers and provide access to education (for example, Afghanistan); utilization of an EMIS as a management tool (for example, Bosnia and Herzegovina); creation of an online EMIS to improve access to education data (for example, Honduras); use of an EMIS to strengthen teaching and learning (for example, Guatemala and Lithuania); and use of an EMIS as a management tool for schools (for example, Malaysia). These success stories highlight how a well-implemented EMIS can improve the performance of an education system. The challenges that have been identified as contributing to the shortcomings are related to the following: • Misalignment of activities and unrealistic EMIS goals • Institutionalization of the EMIS • Sustainability challenges resulting from inconsistent leadership • Missed integration opportunities • Private players in education • EMIS at the local level Future projects could benefit from the SABER (Systems Approach for Better Education Results)-EMIS Assessment Framework. The SABER-EMIS Framework focuses on the need for a strong enabling environment, system soundness, quality data, and effective utilization as the key factors essential for the successful implementation of an EMIS. Initial needs assessment of a country’s EMIS can play a critical role in benchmarking countries and provide a valuable ­foundation for the design of new projects.

ISBN 978-1-4648-1056-5

SKU 211056