Presentation showcases findings about specific social and emotional skills and their in individual relationships to academic achievement. Importantly, these findings highlight the possible link between inequalities in academic achievement being attributed to the inequalities in SEL. These findings will be published in UNESCO GEMR Spotlight Series 2024.

Too often, teachers are subject to top-down policies, procedures, and pedagogies that either bear little resemblance to their day-to-day experience or are so numerous as to be overwhelming in the face of their other responsibilities. When this occurs, teachers often resist these top-down approaches, instead opting to figure things out on their own, or creating their own hybrid approaches that are acceptable according to local social norms. For example, King and his colleagues (2022) found that while teachers adopted effective reading program content, they often retained their previous, less effective pedagogies; teachers utilized a heuristic short-cut requiring lower mental effort to implement the program while upholding social norms in the school. When teachers fail to adopt new and effective instructional reforms, learners don’t access the benefits of the improved instruction and the impact on learning outcomes is minimized. This situation may explain findings from Nepal, Nigeria, Uganda and Kenya, where 80% of the impact from early grade reading (EGR) interventions is explained by just 13% to 34% of schools, depending on the country context (King et al., 2022). What can be done to increase the uptake of interventions in LMICs? Research on educational change and the diffusion of innovation suggest peer-to-peer learning can be a powerful way to enhance the diffusion of information and provide the support teachers need to adopt new methodologies – and can be more effective than top-down approaches for changing behavior (Fullan, 2015; Daly et al., 2010). Through peer-to-peer interactions, individuals develop social capital, the resources through which information and trust are exchanged and can be called upon to support the successful adoption of innovation and new methodologies. We will present findings from a study (October 2022-September 2023) conducted in collaboration with USAID/Tanzania Jifunze Uelewe Project that seeks to better understand the ways in which teacher peer-to-peer transmission of information, ideas, and support in Tanzania harness that power of social capital to more efficiently diffuse effective pedagogies and support their application in the classroom. Utilizing social network analysis (SNA) combined with key informant interviews, we studied how teacher-influencers and the density of teacher social networks and formal school structures for teacher communication and collaboration (e.g., communities of practice) promote or impede adoption. In this presentation we will seek to accomplish the following objectives: Present findings on the role that teacher social networks and formal school structures for communication and collaboration can play in supporting or impeding uptake of education interventions. Provide a framework for practitioners to enhance teacher peer interactions within and across schools to improve the effectiveness and sustainability of education change innovations. By better understanding the mechanisms of teacher peer interactions and learning in LMICs – such as teacher social networks and formal structures for teacher communication and collaboration - the international education community will be in a better position to leverage these assets to advance the diffusion and support of education innovations in LMICs.

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.

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.

This presentation was delivered during CIES 2024 conference. It describes a pilot remedial reading program that was conducted as part of the Tusome program. The program was focused on improving the foundational English literacy skills of struggling grade 3 learners. Treatment 1 took place in 97 public schools across 12 counties and Treatment 2 took place in 96 learning centers across 20 counties, overseen by 23 youth bunges (youth-led organizations). Teachers in the program were trained and mentored by a combination of senior teachers, Sub-County Quality Assurance and Standards Officers (SCQASOs) and Tusome staff. Sixty control schools were also included as part of the pilot study.

The conventional ways that new pedagogies are taught and supported in low- and middle-income countries rarely leverage the social networks and relationships that are paramount for individuals to shift their beliefs and make positive decisions about adopting new methodologies, and for them to sustain these behavior changes in the long run. The purpose of this study was to apply social network analysis (SNA) and qualitative inquiry to understand the composition and structure of primary school teacher social networks to inform policy basic education programming about how to improve the diffusion and support for implementation of new pedagogies through these social networks. This study used a mixed model design to study the compositional and structural properties of teacher social networks in sub-district administrative areas or “wards” in Tanzania. Using data from completed socio-metric inventories, separate teacher social networks were generated for Mbawala, Madimba, Milangominne, and Nitekela wards in the Mtwara Region of Tanzania. Researchers used SNA to calculate quantitative measurements and generate teacher sociograms (i.e., network graphs) for each of the ward-level teacher social networks. We combined these data with data from teacher informant interviews that described the content, context, and benefit of educators’ interactions in the different wards and to help explain the SNA findings.

This report summarizes the findings of additional analyses conducted to delve deeper and develop more insight into the piloting of the Self-Administered Early Grade Reading Assessment (SA-EGRA) and the Self-Administered Early Grade Mathematics Assessment (SA-EGMA). These tools were developed and tested by RTI International with the support and direction of Imagine Worldwide. Children complete these assessments independently on tablet-based software while in a classroom with their peers. An adult supervises the process.

This report summarizes the findings of an effort to develop and validate tablet-based, self-administered assessments of Chichewa-language foundational literacy and numeracy in the early grades in Malawi. RTI International developed the two assessments, known respectively as the Self-Administered Early Grade Reading Assessment (SA-EGRA) and the Self-Administered Early Grade Mathematics Assessment (SA-EGMA), with the support and at the direction of Imagine Worldwide. The assessments are deemed “self-administered,” because children complete the assessments independently in response to instructions and stimuli embedded in the tablet-based software. However, adults typically supervise the organization and conduct of the assessment as well as the collection of individual data from the tablets for analysis.

Children need a strong foundation in learning to succeed in their education and life. Yet, by the age of 10 years, nearly 9 out of 10 children in SSA cannot do basic mathematics. There is an urgent need to learn from success stories like the TAFITA program in Madagascar to accelerate results in numeracy to ensure that every child is ready to succeed at school. This short brief highlights some of the key successes from the program to provide policy makers and development practitioners with evidence-based strategies for improving instruction and learning in numeracy.