CHILD & EDUCATION
SUCCESS THROUGH CORDAID CHILD & EDUCATION The Cordaid model will make inclusive educa4on policies work for those who are prepared to invest even in the most adverse situa4ons. You can beneﬁt from Cordaid’s connected ﬁelds of exper4se and track records
You can achieve eﬀec6ve and sustainable change through Cordaid’s model of connected interven6ons. For investors aiming at educa6on for all Cordaid's Balanced Change Model will make educa6on systems work for you.
The shared challenge: reach and empower the most vulnerable groups in fragile regions and states.
WE HELP YOU GETTING THE MOST VULNERABLE CHILDREN INTO SCHOOL
CHANGE THROUGH EDUCATION Relevant programmes, be"er access and high quality of teachers and learning. That’s what makes children and their communi6es believe in educa6on. We facilitate and enable change in schools and in the educa6on system. At the level of pedagogy, teaching prac6ce and school facili6es and infrastructure. Educa6on will provide children with the opportunity and ability to learn how to think for themselves, how to work and live together and for them to discover their role in improving the world. In turn, these skills will contribute to conﬂict preven6on and solving in fragile regions, a core element of Cordaid’s mission.
CHANGE AT SCHOOL LEVEL IS NOT ENOUGH
INTRODUCING CORDAID’S BALANCED CHANGE MODEL Cordaid believes in structural social changes that deﬁne the transforma6on from fragile to ﬂourishing communi6es. The Cordaid Balanced Change Model (BCM) reﬂects this philosophy. It combines educa6on and community development through a context speciﬁc mix of connected interven1ons and support mechanisms (including Results Based Financing). Project evalua6ons and independent research show that educa6on changes require mul6-‐point and connected interven6ons. This will cause sustainable and scalable change at community and system level. The BCM has been tested in many contexts and is based on interna6onal exper6se and research ( see Worldbank, OESO, UNICEF and INEE recommenda6ons plus “All systems go”, Fullan).
We believe in transparency and respect. Together we agree on targets and how to monitor them.
EVERY CHILD TO SCHOOL: EDUCATION IS THE KEY TO FLOURISHING COMMUNITIES Cordaid knows how to strengthen educa4on (classes and systems) and how to ac4vate and engage children and the community in learning
COMMUNITY AND EDUCATION Inves4ng in children and their communi4es Progress has been made worldwide in gran6ng more children access to be"er educa6on. However, 72 million children do not have access to primary educa6on simply because of their birthplace. At the same 6me, too many children quit school without the required skills to enable them to ﬁnd a well-‐paid job. Millions of children are either orphans, homeless or run the risk of being abused or exploited. An investment in children is considered to be an investment in a peaceful future. Educa6on and a caring home are crucial to ensuring that children can make a posi6ve contribu6on to their society in the future. Children who face a future that oﬀers them opportuni6es provide a founda6on that reduces the risk of conﬂict development. What diﬀerence Cordaid makes for communi4es ü Lodging orphans and children without a home with foster homes. ü Providing vulnerable children with addi6onal counseling by family coaches. ü Suppor6ng the families of children with disabili6es. ü Providing for more schools in regions that have been exposed to hardships, such as areas of conﬂict. ü Suppor6ng parents who cannot aﬀord to pay school fees with ﬁnancial assistance.
Community and educa6on share the same interests. That’s why Cordaid links them in aims and at diﬀerent prac6cal levels
COMMUNITY TAKING RESPONSIBILITY Cordaid believes schools and their local communi4es have to deliver the agreed changes together; the community plays a key role in audi4ng the process and measuring community sa4sfac4on
EFFECTIVE STAKEHOLDER AND CHAIN MANAGEMENT Cordaid involves all relevant stakeholders necessary to strengthen the educa6onal system comprehensively: from local community (parents, the girls) to purchasers of educa6onal services, civil society (among others for social audits), local entrepreneurs (to make learning and training locally relevant) and the regulators, as represented by the MoE (na6onal and sub-‐na6onal level). Engaging with decision-‐makers, this how Cordaid makes it work
(example DRC, South Kivu)
The government is a cri6cal decision-‐maker partner in the proposed pilot. The Ministry of Educa6on (MoE) at the provincial and district level serves as the regulator, guaranteeing the quality of services delivered by the school. The provincial and district school inspec6on also plays a role. Cordaid has the support of the government in South Kivu. By including the MoE and inspec6on at both the district and provincial level with performance based contrac6ng and support, the func6ons of regula6on and control are strengthened. As part of their work, school inspectors will follow-‐up and monitor teachers following a teacher training course. Addi6onally, they will be engaged in the content design and the roll-‐out of the radio lessons-‐based teacher training program. Regarding previous (and ongoing) engagement with other decision-‐makers: Cordaid has been partnering with the government in a variety of sectors; for example, we work with the Ministry of Health (MoH) on a health program in 6 provinces funded by the Global Fund.
Close-‐up: working closely with the ministry of educa4on on more relevant and eﬀec4ve school and community educa4on programmes
Cordaid’s own chain Cordaid is rela1vely new in the ﬁeld of educa1on ﬁeld but brings experience from other sectors (health system strengthening, community care, state building). We work in a consor1um with educa1on experts from APS Interna1onal and innova1on experts from Tipping Point and researchers through University of Amsterdam.
The impact: MORE VALUE FOR MONEY Our Balanced Change Model will make inclusive educa6on policies work for those who are prepared to invest (even in the most adverse situa6ons)
IMPROVED CHAIN PERFORMANCE Cordaid connects all relevant stakeholders to establish a sustainable market driven chain.
INCREASED COMMITMENT THROUGH BETTER COMMUNICATION Relate to needs We know how to engage community and stakeholders. We translate aims and outcomes to realis6c promises answering real needs and expecta6ons.
ally Typic id Corda
Process management and communica4on Cordaid applies the result chain methodology to plan and share aims, ac6vi6es and outputs, outcomes and impact. We know how to design and manage workﬂows, roadmaps and communica6on.
COMMUNICATION AND COMMITMENT
We believe in transparency and open communica4on to guide and manage expecta4ons and strengthen commitment
FINANCIAL INSTRUMENTATION OF CHANGE
Financial drivers: supply-‐side (PBF/RBF and investment funds); demand side (condi4onal cash transfers).
RESEARCH AND CONVINCING EVIDENCE
Research: partnering model to build knowledge in the process and strengthen research skills and aZtude (capacity building in the region).
TOGETHER WE INVEST IN A SUSTAINABLE FRAMEWORK OF CHANGE Cordaid believes in structural social changes that deﬁne the transforma6on from fragile to ﬂourishing communi6es. That’s why we invest in an ins6tu6onal framework of change. This framework provides a transparent contract structure to manage the performance based ﬁnancing mechanism. The purchaser func4on: this func6on is ﬁlled in by an independent local and trusted organisa6on that coordinates the process and the related ﬁnancing. The change func4on: Cordaid believes schools and their local communi6es have to deliver the agreed changes together (school and parent commi"ees); the community plays a key role in audi6ng the process and measuring community sa6sfac6on; this func6on is ﬁlled in by a local civil society organisa6on. The regulator func4on is ﬁlled in both at the ministry level and the inspec6on level. Research is in in the hands of a local public or private ins6tu6on (university or centre of exper6se) twinned to a Cordaid interna6onal centre of exper6se. Capacity building is in the hand of a local public or private ins6tu6on twinned to Cordaid’s interna6onal capacity building team. The Cordaid local team provides general coordina4on and support. This sustainable ins6tu6onal framework of change deﬁnes all cri6cal func6ons and their rela6onships. Diﬀerent partners can ﬁll in the func6ons as the process of change develops.
Cordaid invests in transforma6on of communi6es and educa6on systems. The Balanced Change Model is Cordaid’s tool to make change happen. This is planned in three steps: Step 1: all formal and social stakeholders (including NGO’s and civil society organisa6ons in the region) are ac6vated and brought together to deﬁne their ambi6ons and synchronize ac6vi6es; the Balanced Change Model (including the network and contract structure) is conﬁgured to the context. Step 2: the Balanced Change Model is implemented and ac6vi6es and processes are delivered, monitored and researched (to provide input for ﬁne-‐tuning and maximizing outputs and outcomes). Step 3: when conﬁguring the Balanced Change Model in step 1, the scaling and sustaining of the agreed changes is planned; Cordaid remains available to share exper6se and research in the post-‐ transforma6on period.
SUSTAINABLE AND SYSTEMIC CHANGE
BALANCED CHANGE MODEL (example)