As economies in the global-South mature and calls for decolonizing international assistance become louder, it becomes increasingly important to reimagine the design, planning and implementation of international assistance. This paper will explore the evolution of the relationship between an international funding agency and partner Ministry over a decade of program implementation. USAID has implemented three consecutive education projects in Tanzania since 2011 that focus on improving the quality of teaching to enhance learning outcomes, starting with the USAID Tanzania 21st Century activity. Over time, these programs have shifted the nature of implementation and engagement with Government with the goal of institutionalizing program activities within the administrative structure of the Tanzanian education system. This paper discusses the strategies used under the two most recent activities (Tusome Pamoja and Jifunze Uelewe) and the associated outcomes, providing options for future collaborative engagement. Education service delivery for basic education in Tanzania is a shared responsibility on the mainland, with Ministry of Education and Sports (MoEST) providing policy direction and quality assurance and the President’s Office – Regional Administration and Local Governance (PO-RALG) managing curriculum delivery through the schools. USAID has supported the provision of teaching and learning materials, teacher professional development, sub-national management and community engagement. In this paper we discuss the evolution of four strategies for collaboration: (i) alignment with Government policies; (ii) collaborative work planning; (iii) exploiting opportunities; (iv) consistent communication strategies. Projects, by nature, are perceived as short-term interventions independent of broader system administration. They are frequently perceived as an additional administrative burden but bringing the advantage of substitutive financing. This presentation discusses how Tusome Pamoja addressed these perceptions and expectations, by recognizing the need to demonstrate the alignment between Government initiatives and activity support. We further discuss how consistent and flexible communication led to significant achievement of Government approval of new national guidelines for school quality assurance, parent engagement, and teacher continuous professional development. We will highlight how the most recent activity (Jifunze Uelewe) made significant adjustments to its annual work planning process to address the mismatch between the work planning and budget cycles of the governments of US and Tanzania. We also discuss how clarity and coherence of communication internally between project management and USAID ensured a unified and consistent messaging strategy, with USAID communicating at the political level while project staff engaging at the technical level. This ensured that when important shifts in service delivery implementation were elevated from technical to political approval, the context and concept was already well understood. The presentation will conclude by highlighting that the path to successful collaboration rests upon several critical factors. These include a deep understanding of the political context, the relative power of personalities and positions with the extant institutional structures, consistent communication and an understanding of vested interests. Flexibility and coordination between funder and implementer is key to success.

On mainland Tanzania, most resource allocation decisions are centralized. The President’s Office - Regional Administration and Local Government (PO-RALG) recruits and assigns teachers, supplies teaching and learning materials and funds capital construction projects. Local Governments are provided limited funds for training support or redeployment of teachers among schools. Their main resource, therefore, is to provide management attention and support to schools. With an average of 140 schools in a District and a staff of 5 individuals, only a few schools can be supported. In 2016, The Ministry of Education and Sports developed a School Quality Assurance Framework to guide local administrators on key areas of focus and guidance for school support. The framework focuses on six areas: school inputs, teacher practice, student learning outcomes, school environment, school leadership and community engagement. To facilitate the monitoring of these areas, USAID Tusome Pamoja project piloted a data collection tool that allowed measurement of progress through indicators. Of particular interest was the use of a group administered learning assessment that established benchmarks for success for grade 2 learners across six sub-tasks for reading, writing and mathematics. Due to limited resources, this assessment was only applied to a sample of schools in each district. Districts could assess their overall performance against these indicators and as a result developed somewhat generic district level support plans.. This presentation will explore how initial challenges of vague district plans were overcome through the critical data collection process leading to the establishment of benchmarks for success. o Under a subsequent activity, USAID Jifunze Uelewe, software was developed that allowed districts to capture group administered learning data for every grade 2 student and to aggregate this information at the school level. Districts were then able to rank order all schools in the district by scores on learning sub-tasks and then select the lowest performing schools for additional management attention. At the same time, districts were able to pair high-performing and low performing schools. The result of the access to school specific data was to allow districts to direct their attention to the development of plans at the school level to address low learning performance, and the ability to track progress of these schools over time. Schools enter data on Government provided tablets and the data can be synched when headteachers have access to Government provided wifi. Decentralized administrators have long been seen as critical for translating national policy into local action. However, they are frequently hampered by a combination of distracted management attention and unclear targets or benchmarks for key inputs, which encourages a laissez-faire status quo. In Tanzania, local governments in four regions have been able to contextualize data to meet their needs and use simple technology to prioritize their attention and decision-making. Our presentation showcases the significance of data driven decision making and continuous improvement of the system. We further highlight the important of simple and meaningful change and fostering proactive decision making at the local level.

It was only over a decade ago that data on dismal learning outcomes in low- and middle-income countries (LMICs) shook the international education field out of its complacency with rising enrollment rates. The organizations and researchers that led this protest catalyzed a global shift toward prioritizing effective learning as the ultimate goal of education. However, acts of protest or disruption occur in a single point in time, whereas the transformations they advocate for are the labor of many years. Such is the case of the call to action to address the learning crisis. In the past decade, donor agencies like USAID have partnered with ministries of education in LMICs to design and implement programs at scale based on evidence of what works to improve foundational skills. A recent retrospective on the past ten years of USAID early grade reading programming (EnCompass LLC & MCI [2021]. Ten Years of USAID Early Grade Reading Programming: A Retrospective) estimates that USAID programs have improved reading outcomes for more than 7 million children and acknowledges tangible progress in the agency and its partners’ understanding of effective early reading instruction. The study also found that despite significant accomplishments, even the best-designed programs were hindered in their effectiveness by factors related to education systems’ low capacity to implement best practices at scale. Similarly, the Learning at Scale study, funded by the Bill & Melinda Gates Foundation, is examining some of the most effective large-scale early learning programs of the last ten years to understand the elements of their success. Learning at Scale researchers point out that improving learning at scale is hard because it usually requires working through the complex realities of government systems. Therefore, while the first chapter of the “learning crusade” yielded important lessons on what works to improve learning, there is still a lot to be learned about how to apply this knowledge to build effective government systems that ensure learning for all children. Case in point are government systems for continuous teacher professional development (TPD). It is well-known that better teaching is one of the fundamental interventions for improved learning outcomes. There is also a growing evidence base on the characteristics of effective TPD programs, as curated through initiatives like Learning at Scale and The Science of Teaching, also funded by the Gates Foundation. Among these characteristics are trainings that emphasize practice over theory and coaching programs based on structured coaching tools and frequent interaction with teachers. Another teacher support element that can be important to program success is school-based teacher communities-of-practice, which enable peer-to-peer feedback and opportunities to reflect on the ongoing application of instructional approaches. Both Learning at Scale and the retrospective study on USAID early reading programming observe a trend toward shorter but more frequent teacher training events that take place at the local level, in contrast to the massive national trainings of the past. The use of online content for teacher training is also on the rise, though preliminary findings from Learning at Scale suggest that an initial face-to-face training event continues to be essential. However, being able to identify the ingredients of effective teacher support does not automatically equate with an understanding of how to build a continuous TPD system that incorporates them. Neither does it mean that a TPD system built entirely on evidence-based best practices is guaranteed to succeed in improving learning outcomes. As more LMICs advance toward instituting standards and structured career ladders for the teaching profession, and toward developing mechanisms to increase the equity and efficiency of teacher training and support, it becomes increasingly important to identify effective models for implementing continuous TPD at scale. the panel will feature a USAID program in Jordan that exemplifies the desired result: a national-scale, comprehensive TPD model that is aligned with a broader policy on the teacher career path and is linked to a robust assessment data system that reinforces accountability for learning. It is the only program with solid evidence of positive changes in teaching practices that led to significant improvements in student outcomes.

In Tanzania, learning outcomes in early grades have remained stubbornly below expectations. Over a decade ago, the Tanzanian Institute for Education recognized that the curriculum for foundational learning needed to change. Textbooks were updated to reflect a more phonics-based strategy and the existing teacher workforce needed to be re-skilled. The Ministry of Education developed a framework for Continuous Professional Development for Practicing Teachers which focused on close-to-school delivery of new professional content. Unfortunately, the framework was not fully implemented, and instead large-scale face-to-face trainings remained the norm. Two USAID early learning programs at scale in Tanzania (one implemented from 2016 to 2021 and one that is currently ongoing) have focused on implementing the Ministry’s teacher professional development (TPD) framework to overcome three significant challenges: (i) ensuring that content did not get diluted by face-to-face cascade training; (ii) providing an incentive for teachers to apply content; (iii) ensuring that content could be adapted to context. Change is disruptive; old habits die hard – more so when there are financial incentives to retain the status quo. Moving from large scale ineffective face-to-face programs to a more holistic localized approach to TPD was met with protest and it has taken time to overcome the resistance from teachers. The first program adopted cluster-based delivery of training, with 4-5 schools in a cluster and local administrators or head teachers delivering the abbreviated training. Teachers no longer received per diems for attending centralized training. The cluster-based training was extended down to school-based communities of learning. These sessions provided an opportunity for teachers to share how they implemented new strategies in their classrooms – they provided contextualization to the content. However, not all schools or clusters had teachers who were able to adapt the content. The program introduced the idea of coaching, initially by Ward Education Officers (WEO) and then by head teachers, exemplary teachers, and eventually, peers. This allowed more experienced and knowledgeable colleagues to observe a teacher and provide feedback through a constructive dialogue. Because coaching is unfamiliar to the administrative structure in Tanzania it had to be included in the job descriptions of administrators and included in staff annual performance assessments. Despite initial resistance, this process has provided a clear incentive for teachers to apply the content that is administered in the training. Finally, to ensure training is not diluted in the translation through cascades, the follow-on USAID program introduced virtual delivery of key messages. To accommodate teachers with feature phone capabilities only, teachers access content through interactive voice instruction, calling a toll-free number and selecting to listen to a 2 minute “lesson”. With WEO support, over 90% of teachers complete a 5-lesson course. The course is aligned to content discussed at the Community of Learning and is reinforced through classroom observations. Using data collected at the beginning and end of each school year for the past two years, we show how this holistic approach to delivering professional development content has led to improved teaching practice and this in-turn has contributed to improved learning outcomes.

In the past two years, the COVID 19 pandemic and the ensuing and repeated school closures has caused an unprecedented upheaval to the education of children world-wide. With the onset of the pandemic, actors in education systems responded in myriads of ways to ensure children continued to learn while at home and when schools reopened. The purpose of this case study is to explore how educational stakeholders in the federal and provincial governments in Pakistan – Balochistan, Islamabad Capital Territory (ICT), Kyber Pakhtunkhwa (KP), and Sindh, responded to school closures and re-openings during the COVID 19 pandemic in 2020 and 2021. As such, the research questions for the study are 1. How did actors in education respond to the COVID 19 pandemic in Pakistan? 2. What types of resilience capacities did actors in education exhibit? To answer these questions, the case study delves into how the education actors - communities, parents, teachers, federal and provincial government education officials, private schools, non-governmental organizations, and international development partners responded and collaborated to support children’s learning, psycho-social support and well-being. The case study draws on resilience, and social ecological frameworks to explore the response of Pakistani education system to the pandemic. A social ecological lens enables the examination of the interaction and relationships of the individual, the community, the learning environment and educational systems and policies (Bronfenbrenner, (1986). Resilience frameworks explore the practices of education actors which promote resilience during and after disasters. (Reyes, 2013; Shah, Paulson, Couch, 2020; Shah, 2019). A qualitative case study method was best suited for this research study as it allows for an in-depth, descriptive and analytical study of how these education stakeholders responded to the challenges of the pandemic (Merriam, 1998). Data collection comprised semi structured interviews with purposive sampling of 34 individuals and 11 focus groups with public and private school teachers and parents. Emerging themes include the digital divide, strength in community, parent engagement and a lack of focus on marginalized populations. The emerging themes give examples of resilience capacities of stakeholder responses and illustrate positive, and promising practices as well as areas which need considerable reflection, and change in and implementation of federal and provincial policies. References Bronfenbrenner, U. (1986) Ecology of the family as a context for human development. American Psychologist.32:513–531. Merriam, S. B. (1998). Qualitative Research and Case Study Applications in Education. Revised and Expanded from" Case Study Research in Education." Jossey-Bass Publishers, 350 Sansome St, San Francisco, CA 94104. Reyes, J. (2013). What matters the most for education resilience. A framework paper. World Bank Shah, R. (2019). Transforming systems in times of adversity. White Paper, USAID Education and Conflict Network.

Presentation delivered at CIES 2017 (Atlanta.) In 2004, the Federal Government of Nigeria passed the Universal Basic Education Act. In order to support State governments to implement this Act, a Federal Intervention Fund was established and financed by a 2% deduction from the Consolidated Revenue Fund. This UBE fund allocates funds equally to States, on a matching basis, to fund school construction, textbook provision, teacher training and other equity activities. This presentation looks at evidence from the 2010 and 2015 national household surveys on education to examine whether this Federal fund has improved educational opportunities for the poorest quintile and whether the fund has affected household expenditures on education. The presentation concludes that the middle quintiles have benefited most from the fund, that the richest quintile has opted out of Government education and into private education, whilst the poorest quintile remains financially unable to meet basic requirements of school uniforms and school supplies.