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HundrED: 100 innovaciones educativas 2017


Tomado de HundrED

HundrED es una organización privada, sin fines de lucro, creada en Finlandia. Su objetivo es seleccionar y diseminar innovaciones educativas inspiradoras en todo el mundo. HundrED aspira a convertirse en líder mundial en el campo de la innovación educativa.

En 2017 dio a conocer por primera vez 100 innovaciones seleccionadas a nivel mundial. Además, en 2016-2017 seleccionó 100 innovaciones en Finlandia.

HundrED parte de la convicción de que "la revolución educativa se inicia con la innovación. Las innovaciones deben buscarse y deben basarse en evidencia en torno a la ciencia del aprendizaje, y deben demostrar valores que ayuden a niños y jóvenes a florecer". No obstante, "incluso la mejor innovación no podrá difundirse a menos que aumente globalmente la confianza en todos los niveles del sistema educativo. Creemos que los cambios en educación deben empezar de abajo hacia arriba pero deben también ser estimulados y apoyados desde arriba hacia abajo".

El sitio web de HundrED está - al menos por el momento - solo en finlandés y en inglés. Decidí traducir al español algunos textos, a fin de contribuir a la difusión de esta iniciativa en el mundo hispanohablante. Los textos traducidos corresponden sobre todo a la sección de Preguntas y Respuestas. Al pie la lista de 100 innovaciones seleccionadas en 2017.
El equipo de HundrED revisó cientos de innovaciones de todos los continentes. Empezó identificando áreas de la educación susceptibles de ser transformadas por la innovación tales como: habilidades, ambientes, enseñanza, evaluación, y liderazgo. El equipo utiliza un enfoque multidimensional: investigación de escritorio, conversaciones con expertos, asistencia a eventos y recepción de aplicaciones.

Los criterios para la selección de las innovaciones son:

Potencial innovador: ¿La innovación aporta algo nuevo, dentro del contexto?
Impacto: ¿La innovación muestra evidencia demostrable de impacto y viene funcionando al menos por un año?
Escalabilidad: ¿La innovación puede ser usada, o ya está siendo usada, en otras áreas o en otros países?

Una vez que la innovación ha aprobado estos criterios, se conducen entrevistas semi-estructuradas con sus creadores o representantes. Las innovaciones tienen además la oportunidad de compartir evidencias adicionales de su trabajo.
Finalmente, las innovaciones se seleccionan en base a investigación, entrevistas y recomendaciones de un grupo asesor internacional. Las innovaciones elegidas son invitadas a la Cumbre de Innovaciones de HundrED.

Preguntas y respuestas

¿Por qué se creó HundrED? 

HundrED cree que si se quiere cambiar el mundo, hay que empezar por las escuelas. HundrED se fundó para mejorar la educación y ayudar a facilitar este cambio.

¿Por qué necesitan cambiar las escuelas? 
HundrED cree que la misión de la escuela es ayudar a que niños y jóvenes florezcan en la vida a pesar de los cambios que ocurren a su alrededor. A medida que cambia el mundo, las escuelas necesitan cambiar también a fin de responder a las demandas.

¿HundrED se enfoca en toda la educación? 
No, el foco está en el sistema escolar, incluyendo educación pre-escolar, básica y media.

¿Qué hace HundrED específicamente? 
HundrEd busca innovaciones educativas de todo el mundo y las disemina de manera gratuita.

¿Se enfatiza las innovaciones digitales?
No. Se busca innovaciones que respondan a preguntas tales como: ¿cuáles son las habilidades que necesitamos enseñar en el futuro?, ¿cuál es el papel de los profesores?, ¿cómo debe evaluarse el aprendizaje?, ¿qué es un ambiente de aprendizaje efectivo?, y ¿cómo debería manejarse el cambio educativo? Solo una pequeña porción de las innovaciones seleccionadas se relacionan con la digitalización.

¿Quién selecciona las innovaciones?
Un grupo asesor calificado.

¿Quién tiene derechos sobre las innovaciones?
Todos los derechos los tiene el desarrollador de la innovación, a menos que se acuerde un arreglo diferente.

¿Por qué querría alguien compartir sus ideas? 
A muchos profesores les entusiasma ver que sus ideas se diseminan. La participación en HundrED  es voluntaria y no tiene costo.

¿Puede ponerse un precio a una innovación?
Las innovaciones se compartirán de manera gratuita, pero si el dueño de la innovación desea vender servicios adicionales, puede hacerlo.

¿Está HundrED desarrollando nuevas innovaciones?
HundrED se enfoca sobre todo en buscar y compartir innovaciones en marcha. No obstante, también participa en el desarrollo de unas pocas innovaciones.

¿Cómo se evalúan las innovaciones? 
El modelo de evaluación incluye tres fases: evaluación profesional (grupo asesor), auto-evaluación  (desarrollador de la innovación) y evaluación entre pares.

¿Dónde se ve HundrED en el año 2020? 
HundrED aspira a convertirse en el experto mundial en innovación educativa y espera que decenas de miles de profesores y estudiantes se beneficien de las innovaciones que se comparten.

¿Es HundrED una organización con fines de lucro? 
HundrED es una organización sin fines de lucro.

¿Tiene HundrED un modelo de negocios? 
Su primera prioridad es asistir en la tarea de diseminar grandes ideas e innovaciones en educación. En este momento, HundrED está enfocado en construir un servicio, pero no se excluye la posibilidad de crear un modelo de negocio en el futuro.

¿Cómo se diseminan las innovaciones educativas?
HundrED lanzó su plataforma digital en el otoño de 2017. Esta contiene todas las innovaciones finlandesas y las innovaciones globales. La meta es crear la mejor base mundial de innovaciones educativas.

¿Quién es propietario de HundrED? 
HundrED fue fundado en Finlandia como una pequeña compañía privada. El principal socio es el Grupo Idealista de Saku Tuominen y Juha Tynkkynen. Otros socios son Pekka Viljakainen, Ilkka Paananen, Mikko Kodisoja, Petteri Koponen y Timo Ahopelto. Todos los asociados comparten una pasión por el desarrollo de la educación. La compañía se guía por el cambio verdadero, no por la ganancia.

¿Cómo se financia HundrED? 
La mayor parte de las operaciones de HundrED son sin fines de lucro. El financiamiento proviene de donaciones y de inversiones privadas.

¿Dónde puede encontrarse información adicional sobre HundrED?
Hacer click aquí.

Lista Global de Innovaciones Inspiradoras 2017

Afganistán

Australia
Free Range Kids
Positive Education
Playground Ideas
Smiling Mind
Templestowe
Hands on Learning

Bangladesh
BRAC Boat Schools

Bélgica
Scientix
Global Learning via SDGs

Bután
5 Areas of Development

Bolivia
Student Government Lotteries

Botswana
THINK Global School

Camboya
Liger Leadership Academy

Canadá
Live Time Assessment and Continuous Feedback
Roots of Empathy
Talking Stickers

China
Creatica Lab
TingTing
Microcampus

Colombia
Escuela Nueva

Corea del Sur 
Future Class Network

Dinamarca
Learning Space Design Lab
Snail-Based Learning

España 
Horizon 2020
THINK Global School

Estados Unidos

BLUEPRINTS
Big Picture Learning
Global Oneness
10 Minute Plays
A Cafeteria Designed By Me
Blue School Specialists
New Technology High School: Blog Portfolio
Flexible Seating
Green Bronx Machine
High Tech High Graduate School
Interactive Diversity
Mastery Transcript
Mutt-i-grees
Penpal Schools
Sensation Station-Sensory Room
Shadow a Student
SHINE for Girls
Two Rivers Assessment
Worldreader
Picture of the Day
Newsela

Etiopía
Speed School

Filipinas
BRAC Boat Schools

Finlandia

Icehearts
Mehackit
Personalized Learning Paths
Campus
Hello Ruby
A Solution-Focused Mindset in A City
Seppo
Student Agents
Reading Grandmas and Grandpas
ThingLink

Francia
Ideas Box

Ghana

Empower Playgrounds

Holanda
Slimfit
Universe Awareness

India

Project DEFY
Design for Change
Self Organized Learning Environments
The Museum School
Vega
THINK Global School

Indonesia
Green School Educators
Octagon 4D

Irlanda
Arckit

Israel
Education Cities

Italia
Segni Mossi

Japón
Fuji Kindergarten
Cleaning Tradition
THINK Global School

Líbano
NaTakallam

Malawi
onecourse

México
Redes De Tutoria

Noruega
Kahoot!
Traffic Agents

Nueva Zelanda

Forest Schools

Paraguay

Tikichuela Mathematics

Reino Unido
Musical Futures
Hazelwood School
Mantle of the Expert
MeeTwo
Night Zookeeper
Philosophy 4 Children
Pobble
Times Tables Rockstars
Pi-Top
Voice 21
The Daily Mile
Lyfta
onecourse

Rusia

Equal Opportunities
GlobalLab

Singapur
Initative for Peace
Outdoor Discovery Centre

Suecia

Lexplore

Taiwan
Smart School Alliance

Tanzania
onecourse

Venezuela 

Trix and Trax


Textos relacionados en OTRAƎDUCACION
» On innovation and change in education
» Experiencias inspiradoras: OTRAƎDUCACION 
» Los espejismos de la innovación en educación
» Infraestructura escolar nueva pero no innovadora

Escuela Nueva: An innovation within formal education (Colombia)


Rosa María Torres




This article was published by IBE-UNESCO Prospects (second issue of 1993). I wrote it while working as a Senior Education Adviser at UNICEF Headquarters in New York, and following a study visit (1991) to the Escuela Nueva (EN) Program with an official delegation from the Ecuadorian government. The article looks at the evolution of EN from its creation in 1975 to the early 1990s, period in which it expanded in Colombia, became a national policy for the rural areas, and a regular program within Colombia's Ministry of Education. We also discuss topics related to the survival, scaling up and replicability of the innovation.
In 1987, the Escuela Nueva Foundation was created by the team that developed EN in the 1970s, in order to help strengthen the program, diversify and adapt it to urban areas (Escuela Activa Urbana), and promote its expansion to other countries. The EN model has been experimented in 16 countries. Over the years, it has received numerous international awards, including a WISE Award in 2009 and the 2013 WISE Prize for Education given to Vicky Colbert, co-creator of the EN model together with Prof. Oscar Mogollón.


INTRODUCTION


Colombia's Escuela Nueva (EN) 'New School' Program has become an international reference. UNESCO, the World Bank and UNICEF have lent their support to the program and promoted it. UNESCO described it as "an experience of unquestionable international value." The World Bank recommends disseminating its lessons among education planners and policy-makers. Study missions visit Colombia to find out more about it. Several countries are interested in replicating it.

What makes EN so special? 1) the fact that it is an innovation within the formal school system; 2) the long time over which it has evolved; 3) the system approach adopted; 4) the focus on the curriculum and pedagogy; and 5) its results.

We examine here these five points and conclude with some considerations about the program's survival and potential for replicability in other contexts.

1. ESCUELA NUEVA: AN ALTERNATIVE WITHIN FORMAL EDUCATION

It is common to associate educational innovation with NGOs, grassroot organizations, out-of-school or non-formal education. Many people think Escuela Nueva is a NGO program, like other primary or basic education programs highlighted by international organizations (such as BRAC's non-formal primary schools in Bangladesh). However, perhaps EN's greatest merit is that it is a transformative innovation within the formal, public, mainstream education system. Colombia's EN shows that systemic innovation is possible within government structures.  

2. ESCUELA NUEVA: FROM LOCAL PROJECT TO NATIONAL POLICY

"Pilot projects" have lost credibility. Many pilot projects remain local experiments. At the same time, we also see massive-scale programs rushing without going through a gradual process. Escuela Nueva has grown from a micro experiment to a national education policy.

UNESCO's Unitary School model (1960s)

EN emerged from the Unitary School model promoted by UNESCO in 1961 at a Ministers of Education meeting held in Geneva and adopted in several "developing countries". The Unitary School was characterized by:

a) presence of one teacher in the school,
b) automatic promotion,
c) active learning, enabling children to learn at their own pace,
d) instructional cards ("fichas") for the teacher to work with various groups at the same time,
e) provision of a complete primary education cycle, and
f) application in disperse areas, with low population density.


In Colombia, the first Unitary School was set up at the Instituto Superior de Educación Rural (ISER) in Pamplona, department of Santander, under UNESCO Project 1 for Primary Education. The teacher in charge of that school was Oscar Mogollón, a public school teacher who would later become Escuela Nueva's National Coordinator at the Ministry of Education (See Note below)
- By the mid-1960s, the small unitary school had multiplied into 150 schools. 
- In 1967, the government adopted the Unitary School methodology for all single-teacher (multigrade) schools in the country. A Manual was published and Departments of Education started to train rural teachers in this methodology.
- In 1975, the Escuela Nueva Program was created on the basis of the Unitary School model and experience.
Oscar Mogollón, together with Vicky Colbert and Beryl Levinger, from the US Agency for International Development (USAID), worked on the EN model.
-
Between 1975 and 1978, with USAID support, EN was implemented in 500 schools in three departments. Later, with the support of the InterAmerican Development Bank (IDB),
private Colombian organizations such as the Coffee Growers Association, and FES (Foundation for Higher Education), the program expanded to 3,000 schools. 
- Between 1982 and 1986 EN expanded to the Pacific Coast. Learning Guides were adapted for this region, with UNICEF technical and financial co-operation.

- In 1985, the Colombian Government adopted EN as a strategy to achieve universal rural primary education. By then, there were 8,000 EN schools in the country.
- In the late 1970s and early 1980s the government negotiated a loan with the World Bank in order to expand and improve basic education in rural areas. In 1987, a second loan assisted the Universalization Plan. The EN program received educational materials, teacher training, sanitary installations, furniture and school improvements (Ministry of Education-UNICEF, 1990). Investments were expanded until the mid 1990s.
- Since 1987 there was a rapid expansion. The program reached 17,984 schools by 1989.
- In 1990 EN received the Simón Bolívar national award. Internationally, it was chosen by the World Bank as one of the three most important basic education models for rural areas.

- In 1991, 20,000 of the 27,000 rural schools were involved in the program, with an estimated coverage of one million children. 
3. ESCUELA NUEVA: A SYSTEM APPROACH

Escuela Nueva is not a methodology. It is an integrated system that combines four components: (a) curriculum, (b) training, (c) administration, and (d) community. None of these components stands on its own. Their interrelationship is what makes the model both coherent and feasible.

(a) The curriculum
Emphasis is placed on the curriculum. Key features include: active learning, learning materials known as "Learning Guides", Study Corners, School Library, School Government, and Flexible Promotion.

The EN Program was devised for rural areas, primary education (five years in Colombia), and multigrade teaching (one or two teachers in charge of all grades). Children study in small groups using Learning Guides, supplied by the State free of charge. The Guides are organized by subjects (mathematics, natural science, social studies, and language) and by grade (from second to fifth grade; there are no guides for the first grade). They are designed for self-instruction, with graded activities and detailed instructions, so that students can work to a large extent on their own, helping one another. This saves teachers' time, reduces their burden, lessens the need for highly qualified teaching staff, and enables students to progress at their own pace. Teachers are trained to adapt the Guides to the specific characteristics of the children and the local environment -- although they seldom do it.

The Study Corners are arranged by field of study and comprise objects collected or made by the children or provided by the parents and the community.

Each school has a small Library: the idea is to encourage reading among children, teachers, families and the community. The school libraries have a stock of about 70 books, including reference books by subject, reference works (encyclopedias, dictionaries, atlases), literature, and materials on community-related topics.

The School Government is a student council responsible for organizing children's school activities. Its purpose is to involve children in school management, initiate them in civic and democratic behavior, and foster attitudes of cooperation and solidarity. The School Government comprises a President, Vice-President, Secretary, Committee Leaders and Assistants for each grade, is elected by the students following democratic procedures, and is renewed periodically to enable all children to gain leadership experience.

Assessment and grade promotion differ substantially from the conventional school system. Its main role is making teachers and students aware of areas needing reinforcement. There is Flexible (not automatic) Promotion. Each child moves on to the next grade when he/she achieves the educational objectives set. This can take more (or less) time than a regular academic year. Any children temporarily absent from school can resume their studies without having to drop out.

The learning environment expands beyond the classroom. EN schools have a vegetable patch and a garden; sports grounds and community facilities form part of the wider school environment. Inside the school, there is space for the study corners, library, kitchen, dining-room and washroom facilities. Teachers often have living facilities for them and their families on the school premises. The natural environment is the main object of study and provides most of the resources for teaching and learning.

(b) Teacher training
EN teachers have a role of facilitators - guiding, directing and evaluating learning - and of  community leaders and organizers. These roles imply major attitudinal changes. Therefore, attitude changes - pedagogical and social - are given emphasis in teacher training.

Initial training (for new teachers) includes three sequential workshops - 
initiation, methodology and organization - each of one week's duration, and use of the library. After the first and second workshops, there is a six-month and a three-month interval, respectively, so that teachers put in practice what they learned. Attending the first workshop is a requisite for including the school in the EN program and for teachers to start working with it. The idea is to reproduce in teacher training the methods and real-life situations that the teachers will encounter in their classrooms and in their relations with the students.

In-service training takes place through so-called Rural Micro-Centers, where teachers can exchange, update and upgrade their knowledge and experience on an ongoing basis. They operate with groups of 10 to 15 teachers from neighboring areas.


(c) The administrative component
This is the one that has received least attention. It is a crucial and complex area, involving political and institutional factors that go beyond administrative issues. Administration "has more to do with giving direction than with controlling" (Ministry of Education-UNICEF, 1990), which means that administrative officials, too, must familiarize themselves with the program's objectives and components, and especially with its pedagogical aspects.

EN is a decentralized program. A coordinator and a small team (ten persons in 1991, most of them involved with EN in leadership positions since its inception) are responsible for co-ordinating and designing policies and strategies, and evaluating implementation. At the departmental level, the structure comprises a representative committee, a coordinator and a team of multiplier agents. From 1987 onwards - when the Plan for the Universalization of Rural Primary Education was launched and the EN expansion process began - several changes were introduced in the administrative structure with emphasis on decentralization. Two new structures were created: a universalization committee at national and departmental levels, and educational units (Ministry of Education-UNICEF, 1990).

(d) The school-community relationship
The EN school is expected to operate as an information center and a focal point for community integration. The school-community relationship is one of mutual benefit, with parents and the community joining in school activities, and the school promoting activities to foster local development and improve the quality of life of the population.

In order to facilitate teachers' understanding of the community and the local conditions, EN uses various tools: the Family Record (information about the agricultural activities of the area and its seasons), the Neighborhood Map and the District Monograph. Students, parents and the community participate in their elaboration.

EN tries various ways of involving parents in their children's activities and stimulating children's interest in learning more about their parents and their lives. The library, the school premises and cultural and recreational activities are open to the community. Achievement Days - days when academic results are announced and the school government reports on its activities - are opportunities for sharing school and community activities.

Demonstration Schools, organized in each department where the program operates, are schools in which the four components can be "seen" operating in exemplary conditions. Visiting a Demonstration School is a key strategy for teacher motivation and training.

4. ESCUELA NUEVA: A PEDAGOGICAL INNOVATION

Educational innovations often give prominence to organizational aspects and neglect the pedagogical ones. Many innovative experiences are recognized as such for the changes they introduce in management, planning and evaluation, infrastructure, and/or curriculum content. Teaching and learning relationships, approaches and methodologies, the corner-stone of educational change, are often overlooked. The central role of pedagogy and of pedagogical change is one of EN's most remarkable features.

EN combines features of progressive educational theory. The program is based on the philosophy of the Unitary School (derived from the Active School): multigrade teaching, individualized instruction, active learning, educational materials that enable the teacher to work with several groups at once, and automatic promotion.

EN's methodology includes learning by doing, linking theory and practice, individual and group work, study and play, guidance and self-instruction. Children learn to think for themselves, to analyze, investigate and apply what they have learned. Active learning principles are also applied to teachers in their own training and in their daily work in schools. The conventional duties of the teacher-instructor are shared the learning guides (contents and methods), the library (an additional reference source), the study corners (observation and experiment areas), the group of students (who work together and help each another) and the school government (where children learn democratic values and procedures).

Teacher training emphasizes teaching and the capacity to innovate. The micro-centers promote team work, experience sharing and critical analysis of teachers' practice.

EN's slogan "More and better primary education for rural children in rural areas", describes this attempt to reconcile quantity and quality. It is not just a matter of providing children in rural areas with access to education: they deserve and need good education. Departing from conventional teaching practice -- top-down, authoritarian, rote and passive learning -- is a crucial element in EN's development and achievements.

5. ESCUELA NUEVA RESULTS

Comprehensive evaluations of EN have been conducted so far by Psacharopoulos et al. (1992), and Rojas and Castillo (1988). Both utilize data collected in 1987 in 11 Colombian departments.

Psacharopoulos found that EN students achieve higher scores than their counterparts in conventional rural schools (except in fifth grade Mathematics) as well as improved self-esteem, creativity and civic behavior -- co-operation, responsibility and solidarity. EN has increased community participation in school-related activities and has reduced drop-out rate among children completing fifth grade (however, not third grade). Rojas and Castillo found that EN has had a significant impact on adult education, agricultural extension, athletic competitions, health campaigns, and community celebrations.

EN has changed the face of rural education in Colombia. It is proving that it is possible  to design an educational model tailored to the rural context, that includes both quality and efficiency. EN is showing that some of the traditional disadvantages of rural areas can be turned into advantages - ample space, linkages with nature, natural resources, contact with the community, central role played by the school and the teacher in community life, etc.

6. SOME CONCERNS 

As with other acclaimed innovative experiences, there is a tendency to deny or minimize problems and limitations. However, we know there are always discrepancies between the ideal, desired model and its implementation.

A study trip (1991) to see EN operating in the field allowed me first-hand contact with the many EN strengths and also with some of its weaknesses (Torres, 1991). So far I have referred to the former; I shall now refer to the latter.

There is room for improvement in all the components and elements described. In fact, the EN coordinating team is not satisfied with any of them. The Guides require thorough revision (three revisions have been carried out to date), especially in Mathematics and Language. Many contents and activities need to be better adjusted to the circumstances and needs of a rural child. Not many teachers are using the adaptation mechanism built into the Guides. There are limitations in the instructional design, too formal and inflexible for the requirements of do-it-yourself learning materials such as these.

There are shortcomings in teacher training -- coverage and quality. The rural micro-center strategy is not yet fully understood or established in all areas. School governments are not always set up or, where they are, not always as planned. A controlling or paternalistic approach by teachers and adherence to form and ritual may defeat the objective of the school government. The school-community relationship depends to a great extent on the teachers' initiative; their characteristics, training and personal motivation determine the quality of that relationship, which often replicates conventional school patterns.

The teaching of reading and writing - basic skills and the factor which largely determines children's academic future - is still one of EN's main shortcomings. As indicated, there are no Guides for first grade, leaving teachers free to choose the literacy methods and techniques they deem most appropriate. This is an open invitation to the conventional teaching approaches and outdated methods that prevail in literacy education. One of the major challenges facing EN is coming up with new ideas in this area, drawing on the important knowledge and experience gained in the region and internationally.

The teacher-student relationship proposed by EN has yet to be fully owned and applied. While some teachers are moving towards a new teaching role, others continue to apply conventional teaching approaches. Translating EN principles and strategies into practice implies a long and complex process.

EN demands two main roles from teachers: a teaching role and a community role. It is not easy to strike a balance between the two. Demonstration Schools seem to be placing more emphasis on the community relationship than on teaching. 


There is a conflictual institutional issue. Although EN is a government program framed within the Ministry of Education, the relationship is difficult and never fully clarified. From open boycott to passive resistance, EN has often had to swim against the tide or operate on the fringes of the system, looking for the support of international organizations and private Colombian organizations. Its precarious situation within the government structure weakens the program's capacity to consolidate and expand.

A long evolutionary process such as the one EN has witnessed can lead to development and progress, but also to stagnation. Efforts are necessary to rejuvenate it continually. The aging of Escuela Nueva is a recurrent concern among those involved in the program. 

Expansion has brought both an aggravation of old problems and a series of new ones. As stated (Ministry of Education-UNICEF, 1990), the "cost of going for scale" has included "inevitable sacrifices in terms of effectiveness and efficiency" and has resulted in "a reduction in the number of days spent on training workshops or, in some places, a failure to provide the study guides in time for the training sessions. One consequence of these problems is, of course, a weakening of experiential learning in teachers' training, added to teacher apathy and criticism of the program." The new administrative structure that has emerged as a result of the program's expansion has led to conflict with the technical teams, not always consulted, and has caused a sharp rise in the number of administrative officials with training demands that the program has been unable to meet.

Another factor is the proliferation of "demonstration schools" during the expansion phase. Although such schools are considered to be a key strategy to maintain quality, their introduction on a massive scale may have the opposite effect.

6.1. IS ESCUELA NUEVA A MODEL THAT CAN BE REPLICATED?

The combination of innovation and replicability is highly valued, especially by international organizations. Innovative experiences are expected not only to expand, but also to adapt to other contexts.
In fact, many would like to find a magic one-size-fits-all formula for primary education in rural areas in "developing countries". A few comments on EN in this regard.

In the first place, the specific nature of EN as it has developed in Colombia must be born in mind. It is a formal, public, rural, multigrade, primary education program. These characteristics must not be overlooked when considering possible adaptations or variants. Nor must it be forgotten that EN is a system organized around four components (curriculum, training, administration, and community), not an assortment of isolated elements.

There are a number of factors of Colombia's EN Program that are unique and not readily available or easily replicable in other contexts. 


"Rural school"  "Rural schools" are very different in different places. Colombian "rural schools" are generally well endowed with infrastructure and equipment (government loans with the World Bank in the late 1970s and in the 1980s improved the physical infrastructure of rural schools in the country). Many EN schools have housing facilities for the teachers and their families. Many have a kitchen, a dining-room, washrooms, running water, electricity, television. This is not the reality of rural schools in many Latin American countries and in most "developing countries". 


Languages  Colombia is a rather homogenous country in linguistic terms. The EN program has a tremendous advantage in dealing with one language: Spanish. In the majority of Latin American countries and throughout the world, multilingualism is the norm. Introducing the EN model in bilingual or multilingual contexts means venturing into entirely new territory.

Teachers' educational background  According to the World Bank study (Psacharopoulos, 1992), most EN teachers have secondary or higher education. Also, compared with other rural schools in Colombia, EN has more teachers living on the school premises. Both factors - teachers' level of education and teachers living in the school - have a positive impact on students (a university education was associated with better cognitive outcomes; teachers residing in the school was associated with better scores in creativity and civic behavior).
 

A long process  EN has made a long and distinctive process. "In Escuela Nueva, the necessary technical conditions have been met, since the program has been designed and put to the test over a period of 15 years. Furthermore, the present government has fulfilled the necessary political conditions. In addition, adequate financial conditions have been assured through the allocation of government funds, a loan from the World Bank and the cooperation of UNICEF, which has lent its support to maintain the quality of the program as it expands" (Ministry of Education-UNICEF, 1990). How many countries and governments can offer such a combination of technical, political and financial circumstances?

Technical capacities  Let us mention only one crucial component of EN: the Learning Guides. As acknowledged by the World Bank, elaborating good textbooks needs highly specialized technical competence that is not easy to find: "Translating curriculum specifications into good textbooks requires considerable expertise. Textbooks must have the appropriate content and reading level; be consistent in approach, method and exposition; be properly sequenced; motivate the students; and finally, be readily taught by less qualified teachers, yet allow good teachers to expand upon them. Throughout the world, few individuals possess the expertise required for writing good textbooks" (Lockheed and Verspoor, 1991). How many programs can avail themselves of such human and technical expertise?

Financing  In addition to government funds channeled through the Ministry of Education, EN has been receiving regular financial support from various international agencies - USAID, IDB, UNICEF, the World Bank - and from private organizations. The estimated cost of EN is between 5% and 10% higher than that of conventional schools (Schiefelbein, 1991), while teacher training costs at least three times higher (Psacharopoulos, 1992). Can similar financial support be expected in other countries? Can EN itself expect sustained support to enable it to continue to expand while improving its quality?

Survival  In a world where policies and programs are easily discontinued by government changes or international decisions, EN stands out as an exceptional innovative experience. How has EN been able to survive the political and administrative instability characteristic of Latin America and of Colombia specifically? Someone has attributed EN's success to "a mixture of advertisement, strategic support, academic standing of the developers, and simple luck" (Schiefelbein, 1991). The "luck" factor no doubt covers a wide range of unpredictable, inexplicable and non-reproducible factors.

Leadership  Studies show that one of the characteristics of successful programs and effective schools is the role played by specific individuals with drive, vision, leadership, charisma, and perseverance. This is true in the case of EN. The original team remained relatively stable. Individuals in key positions have had a decisive impact on the program's development, locally and nationally. "Even though Escuela Nueva has been institutionalized in the whole country, the support it receives in some provinces largely depends on the personal preferences of local administrators" (Psacharopoulos, 1992, p. 19).

Ten years elapsed between EN's official establishment as a program in 1975 and its adoption as a national education policy in 1985. The process has followed three stages (Ministry of Education-UNICEF, 1990): (a) learning to be effective (1975-1978), (b) learning to be efficient (1979-1986), and (c) learning to expand (since 1987). Even with the time, resources and planning that went into the program's development, everything indicates that EN was not equipped to cope with its rapid expansion, at least not without jeopardizing its quality. If this happens with a resourceful program such as EN, what can be expected of programs that are required to expand and even achieve universal implementation without having gone through the stages and met the requirements essential to their very survival? Pressure from governments and international organizations to reach big numbers, show results and become successful models in record times does not help real, transformative, sustainable innovation in the educational field.

There is a great deal that Colombia and other countries can learn from EN. There is also a great deal that can be done to consolidate and improve the program, while protecting it from the hazards of fashion and the risks of domestic shifts.

Radical changes required in education today takes second place when concerns continue to focus on access rather than on effective learning. Universalizing access to education without universalizing quality education, is delivering more of the same that produces non-learning, frustration, drop-out, repetition, and wastage of resources.

Transforming formal education is a major challenge. Schools must become less formal and more flexible, relevant, useful, creative, enjoyable, responsive to students' and teachers' needs, respectful of diversity, open to participation by parents and the community and accountable to society. EN is showing a way to do it in Colombia. It is important to know the program better and learn from its many lessons.

ADDED NOTES


[1] In 1992, professor Oscar Mogollón joined the Academy for Educational Development (AED) - a US-based non-profit -  to work on the design and implementation of the Active School approach in Guatemala, Nicaragua, Peru and Equatorial Guinea. He passed away in 2010. See: Oscar Mogollón and Marina Solano de Mogollón, Active Schools: Our Convictions for Improving the Quality of Education, AED, 2011.

REFERENCES

COLBERT, Vicky and Jairo Arboleda, "Universalization of Primary Education in Colombia: The New School Programme", UNESCO-UNICEF-WFP Co-operative Programme, Paris, July 1990. 


COLOMBIA Ministry of Education-UNICEF, El Programa de Escuela Nueva. Más y mejor educación primaria para los niños de las zonas rurales, Bogotá, 1990.

LOCKHEED, M. and VERSPOOR, A., Improving Primary Education in Developing Countries, Oxford University Press, a World Bank publication, Washington, 1991.

PSACHAROPOULOS, George, ROJAS, Carlos, and VELEZ, Eduardo, "Achievement Evaluation of Colombia's Escuela Nueva", in Working Papers, World Bank, Washington, D.C., April 1992.

SCHIEFELBEIN, Ernesto, In search of the school of the XXI century: is the Colombian Escuela the right pathfinder?, UNESCO-UNICEF, Santiago, 1991.

TORRES, Rosa María, Escuela Nueva: Una innovación desde el Estado, Fronesis, Colección Educación Nº 2, Quito, 1991.



Related texts in this blog 
» Rosa María Torres and Manzoor Ahmed, Reaching the Unreached: Non-formal approaches and Universal Primary Education
» Rosa María Torres, Transforming formal education from a Lifelong Learning perspective
» Rosa María Torres, On Innovation and Change in Education
» Rosa María Torres, "Antes, aquí era Escuela Vieja"

On Innovation and Change in Education


Rosa María Torres

Light bulb - Fubiz

"You cannot force ideas. Successful ideas are the result of slow growth."
Alexander Graham Bell

Innovation - leading to meaningful change - is imperative  

Innovation is about change towards improvement. The term innovation does not say anything about the nature, orientation, pertinence and depth of such change and of such improvement. Education - both in and out of school - requires major, radical change. Minor, superficial, isolated, scattered changes modify nothing. In fact, innovation is over-rated. The innovation rhetoric is often embraced and promoted by conservative mentalities that do not see the need for profound and systemic change. Increasing access to the school system as we know it, and improving its results as measured by standardized tests, without changes in obsolete teaching and learning mentalities and patterns, reinforces and amplifies the same old "banking education" model, no matter how much money or technology is injected into the system. What is needed - and has been needed for a long time now - is not only more or better education, but a different education, teaching and learning model.

▸ Innovations are particularly important in periods of crisis 

Throughout the world, in "developed" and "developing" countries (the North and the South), there is deep dissatisfaction with current education, training and learning systems. Innovative experiences contribute to generate critical awareness on the weaknesses of conventional education practices. They show new angles, possibilities, alternatives, ways out. They reveal that commitment, creativity and change are there and alive behind the apparent inertia and despite adverse conditions. In fact, the most inspiring educational innovations are usually found in the most difficult and disadvantaged circumstances - rural and remote areas, urban slums, small villages, poor neighborhoods, multilingual settings, learners with special needs, etc.

It is critical to transform the school system, the most widespread vehicle of systematic education  

While innovation occurs on a daily basis in schools and classrooms, change is slow and non-systemic. Innovation is often the initiative of enthusiastic, committed and subversive individuals, whether teachers, headmasters or higher ranking officials. Activating and accelerating change requires persistent and co-ordinated interventions from all sides: top-down and bottom-up, from inside the school and from the outside, from parents and students, universities, the media, civil societies, political actors, private enterprise. Experience shows that innovations developed on the margins of the school system tend to be shortlived if they are unable to influence mainstream education

Out-of-school education also requires major changes 

The term education is generally reduced to school education. On the other hand, innovation in education is often associated with non-formal or out-of-school education, with NGO programmes rather than with government ones. However, more and more education and learning take place out of the school system, in the family, the community, the workplace, the media, cultural activities, sports, contact with nature, use of the Internet and digital technologies, autonomous reading and writing, social and political participation, etc. Not all education labelled non-formal or run by non-governmental organizations is innovative. At the same time, there are many examples of powerful innovation taking place within public school systems. Renovation is a need and a challenge for the education, training and learning field as a whole, governmental and non-governmental, formal, non-formal and informal, dealing with people of all ages - children, youth and adults.   

Innovation is not necessarily related to, or dependent on, the introduction of technologies  

The emergence and extraordinary expansion of Information and Communication Technologies (ICTs) in the past few years is leading many to view them as the new saviors that will ensure universal education and learning as well as educational innovation, improvement and change. The so-called Knowledge Society and the image of "the world as a huge classroom" are today strongly associated to the utopia of a connected world where every individual will have access not only to information but to knowledge. Realities show, however, the limits of such overconfidence on ICTs as guardians of educational democratization and change. Experience is already showing that incorporating digital devices and the Internet to schools and classrooms does not necessarily change curricula or pedagogical practice. Acesss to does not ensure effective use of. Access to the Internet is no longer enough; the speed of the Internet connection is a new critical component of the digital gap. One third of the world's population remains excluded from the Internet, and broad band is still a luxury in most countries in the South. And yet, social and pedagogical innovation continue to take place in those contexts that have limited or no contact with the digital world.

Innovation is nourished by collaboration, not competition 

People tend to associate innovation with isolated individuals or institutions rather than with groups and teams. However, innovation flourishes
when there is collaboration rather than competition, when many minds and efforts are involved. Learning to collaborate, rather than to compete, is today a key challenge for school systems, which are going exactly in the opposite direction, forcing students to compete with each other in the name of "excellence". Learning to collaborate is also a challenge at the workplace, in social and political life. In an increasingly competitive world and with an increasingly competitive Global Education Reform Movement (GERM), chances of technological and social innovation become slimmer rather than bigger.

Innovators get better with age 

Contrary to popular belief, the capacity to innovate and the quality of the innovation become better with age. Research shows that "the age of eventual Nobel Prize winners when making a discovery, and of inventors when making a significant breakthrough, averaged around 38 in 2000, an increase of about six years since 1900." "A 55-year-old and even a 65-year-old have significantly more innovation potential than a 25-year-old." Reasons for this include: 1. It is necessary to learn the patterns before daring and being able to break them. 2. The capacity to learn from mistakes is essential for innovating and it grows with age. 3. Gray hair gives more confidence and better capacity to convince others. The Finnish school model considers that a teacher is better equipped for good teaching after at least ten years of practice. All this contradicts "common sense" and regular practices in school systems worldwide, where 60 or 65 year old teachers are forced to retire when many of them are often in the best years of their careers.

Innovations are of very different kinds and scopes  

Innovations may have an eminently transforming or an eminently preserving nature, and may vary greatly in scope and impact. Some innovations challenge the traditional  education model in important aspects ("disruptive", "radical", "alterative", "transformative", "paradigmatic", are some of the terms used); others focus on marginal modifications. Some innovations produce the illusion of change, while replicating conventional teaching-learning practices (this is often the case of innovations that rely on technologies as main motors of change). Many are the result of exceptional situations and processes and are thus hardly replicable in other contexts. Many operate in well-controlled micro conditions and are thus hard to scale-up. Most innovations do not transcend the micro and the local level. Few reach the required depth, consistency and persistence to become true educational alternatives. 

Innovations are never totally innovative  

Experiences considered "innovative" may have one or more innovative components, while other aspects remain unchanged. Continuity and discontinuity, tradition and innovation, are not mutually exclusive. In fact, education carries the double mission of preserving tradition and promoting change, learning about the past while preparing for the future. Very often innovations in education are related to administration, organization and infrastructure, which are the easiest to for top-down initiative and control; curricular and pedagogical innovations are rare and hard to sustain since they require educators' will, motivation and competencies. In this terrain, attention is usually given to instructional materials; less attention is given to critical dimensions such as changes in role/behavior, knowledge production, dissemination and use, understanding, internalization of values, etc. Influencing the real curriculum and changing the teaching culture (stereotypes, ideologies, styles, practices) have proven the most difficult and challenging.
 
The starting point for innovation is critical awareness and analysis of practice

Innovation implies seeing the obvious with new eyes, or putting into practice what is already known. Innovation is often about old ideas being resuscitated, rejuvenated, placed in new contexts or applied to new issues, or about new combinations of the same ideas, or about new components integrated into old ones. While external inputs and stimuli are important, change takes place only when it involves ownership, understanding, reflection and critical analysis of one's own practice. 

Educational change requires working at both macro and micro levels 

The term innovation is usually associated with local actors and initiatives and with on-the-ground experiences. The term reform, on the contrary, is associated with large-scale, top-down initiatives, coming from governments and/or international agencies. Educational development and change require both bottom-up and top-down efforts and interventions. Sustained and effective change can only be systemic and this requires complementary and coordinated interventions at both levels. If the school is the focus for change, students, teachers and parents must be placed at the center of the process. Trusting teachers, empowering them, investing in their professional autonomy and status, are essential conditions to ensure building change from the ground up.

Innovation must be based on realistic grounds  

Perennial, ambitious or radical reform projects often succumb to reality, leaving in their wake skepticism and increasing resistance to change. Many times, changes proposed are too complex or not feasible under concrete conditions and proposed timetables. Typically, teachers are expected to change long-entrenched teaching models and styles with little explanation and short in-service training courses; group work and participatory methods are prescribed regardless of overcrowded classrooms, overloaded curricula or lack of the minimal physical conditions; parental and community involvement in the school is promoted in the absence of any tradition of such involvement and of information, communication or capacity-building efforts. A thorough diagnosis of the starting point and of actual conditions - including resistance to the changes proposed (often confused with "resistance to change" in general), especially when they are not properly communicated and understood - is essential for effective reform implementation.

The innovation process takes time 

Developing, consolidating, institutionalizing and expanding an innovation takes time. Based on lessons from concrete experiences, some authors recommend an initial period of three to five years, and others even a decade or more, before starting an expansion and dissemination process. The fact is that it is easy to initiate innovation but it is hard to sustain and institutionalize it. Many innovative initiatives die before they can even walk by themselves. The field of educational innovation is full of tombs, an indication of the complexities involved and of the haste and simplistic approaches adopted by policy makers and administrators. Survival beyond a limited period of time becomes an indicator of success in itself.

Consolidating and expanding innovation requires a careful strategy  

Systemic does not mean simultaneous: change requires a progressive experimentation and implementation strategy that foresees the different stages and components, the necessary conditions, capacities, resources, support and evaluation to be provided along the way. Understanding, ownership and full involvement of those engaged in the innovation process are conditions for its success. Resistance of some sort must be expected, and a strategy devised to deal with it from the beginning rather than letting it come as a surprise. It is also important to bear in mind that, while initial steps may be encouraging, innovation does not follow a linear evolution: reversion or stagnation is common, as revealed by reports on innovations and reforms that went back into the "old" ways.

Innovation can capture educators' enthusiasm provided that certain conditions are met  

The proverbial "resistance" of teachers to change has less to do with teachers' characteristics than with what is required of them and under what conditions. Experience has taught teachers that "change" is routine rhetoric in education, something that comes in waves and always from the top. If desired change does not occur within a given (usually short) period of time, it is the teachers who are blamed, not the architects of the plan. Changing teachers' role is not something that can be imposed from the outside and taught through some brief lecture or course. No change in school culture should be expected if it continues to be an external push, and if teachers continue to be viewed as mere implementors.

Innovation is not primarily about money

Often, the possibility of promoting change is perceived primarily as a monetary issue. However, abundant international experience, research and evaluation shows that higher spending in education is not necessarily related to improved teaching or improved learning. The main bottleneck for education reform is not economic or technical but political and cultural. The most important, sustainable and promising change in education has to do with mentalities, with values and attitudes towards education, towards teaching and learning, and towards learners. Ultimately, it is the will to change, at all levels, from central bureaucracies to school classrooms, that makes change foreseeable and possible.

Innovation is not about saying but about doing 

Educational rhetoric has been characterized by ambitious goals and grandiloquent words. Trends towards homogenization and "global education reform" have resulted in a well-known set of words: equity, quality, improvement, decentralization, school autonomy, teacher professionalization, assessment, evaluation, standardized testing, 'merit pay', parental and community involvement, cost-sharing, partnerships, consensus-building, focus on learning, participatory approaches, learner-centered methodologies, learner-friendly schools, technology in education, 1 to 1 models, and, of course, innovation.

There is a big gap between words and facts. Often, programmes are considered innovative because they say they are innovative; education reform proposals are confused with actual reform processes and results; the curriculum reform is considered to be a document; access to modern technologies and to the Internet is confused with actual and effective use, and taken as equivalent to innovation and change; etcetera. Real innovation and change must be perceivable, not intended.

Innovative experiences cannot be transplanted  

Education and learning are highly dependant on the actors engaged and on the contexts in which they develop. Historical, political, economic, social, cultural, linguistic and other dimensions shape education realities. In a way, each experience is unique. What is innovative in one place may be perfectly conventional in another; what is feasible and works in a certain context may be rejected or prove ineffective in a different one. There is no "what works/what does not work" in general. Accepting this and acknowledging diversity would avoid the common temptation to "model" successful experiences and try to replicate them with little or no regard for the particular context and conditions that enable, and ultimately explain, them. 

Innovative experiences may inspire or challenge similar attempts elsewhere but cannot be adopted - and sometimes even adapted - successfully from one context to another. Innovation is about search, exploration and experimentation, not about importing ready-to-use 'one size fits all' models.

Little is still known about educational change   

The nature of educational change is complex and as yet not fully understood. Little is still known on how innovations are initiated, developed, disseminated and institutionalized. Innovations, "success stories" and "best practices" tend to be described superficially and included in boxes in national and international reports. We lack information about cultures and contexts, dynamics and contradictions involved in the process. Educational and pedagogical change worldwide would benefit enormously from thorough contextual and in situ studies (not mere accounts), analyses (not mere descriptions) and debate (not mere information sharng) on successful and sustainable innovative practices.

To learn more

About "good practice" in international co-operation in education


Gurbuz Calimar

Rosa María Torres
(document in process)

¿What would be good practice in "international cooperation" or "development aid" for education in countries in the South?

Just as "improving the quality of education" has become insufficient, showing the need for a radical shift and for renewed paradigms for education and learning, "improving the quality of international co-operation" and "improving aid effectiveness" is no longer enough. Major changes are needed to make financial "aid" and technical "assistance" really such and beneficial in the short, medium and long term for the countries they are supposedly addressed to.

Currently, "aid effectiveness" and its identified problems are defined as follows:

"Aid effectiveness is about ensuring maximum impact of development aid to improve lives, cut poverty and help achieve the Millennium Development Goals."
"At the beginning of the 21st century it became clear that aid was not delivering the expected results. Inadequate methods and differences in donor approaches made aid less effective. Action was needed to boost impact."
In: Fourth High Level Forum on Aid Effectiveness, Korea, 29 Nov-1 Dec 2011

COUNTRIES AND DEVELOPMENT

▸  Review "countries"
International agencies traditionally think of countries as divided in government and civil society.
When they say they work with "countries" they often mean government entities and officials. When they say they work with "civil society" or Civil Society Organizations (OSCs) they usually mean Non-Governmental Organizations (NGOs). However, in most countries NGOs represent a small portion of civil society, a portion that is highly dependent on international funding and increasingly dependent on government funding (thus making it necessary to redefine the N of Non-). Grassroots organizations and social movements constitute the core of civil society, representing major social segments such as indigenous groups and nationalities, youth, women, peasants, workers or the unemployed, teachers, etc. In many countries, social movements are key social and political actors with national scope and representation.

▸  Review "development"  
The idea behind "development co-operation" is that countries in the South are "poor" - in need of "poverty alleviation strategies" - and "underdeveloped" or "less developed" -  in the process of "developing" in the same direction of developed countries. This route to development, and the very concept of development, are today under question all over the world and stressed by the global crisis of capitalism (see for example degrowth). Alternatives to development are also being proposed in several countries in the South, challenging conventional development cooperation and aid as we know them.

▸  Accept diversity and act accordingly
So-called "developing countries" ("the South") are highly heterogeneous even within each region: Africa, Asia, and Latin America and the Caribbean. Each country is unique in its own way, beyond economic categories (low/middle/high income) or even more complex indicators such as the Human Development Index and others. They are different in dimensions that are not easy to quantify or classify: history, languages, cultures, traditions, values, citizenship, democracy, education and learning practices, etc. While diversity is increasingly acknowledged in rhetoric, international agencies favor one-size-fits-all policies and policy recommendations for the South. Failure with so many education reform attempts shows the urgency for radical rethinking and doing in this regard. Countries, just as learners, need customized interventions. There is no one size fitting all. There are no universally valid "success stories" waiting to be replicated elsewhere. There is not "what works" and "what doesn't work" in general.
Single sets of education goals with the same deadlines for all - such as Education for All (EFA) or the Millennium Development Goals (MDG) - end up in the usual sense of failure for some and easy accomplishment for others.

EDUCATION

Rights approach
Education is a human right -- the right to free and quality education for all, children, youth and adults. International agencies must thus enhance a rights approach to education, adopting the four As -
availability, accessibilty, adaptability and acceptability - as criteria to ensure such right as well as to identify and develop "good practices" in the fields of education, training and learning.

▸  Wide understanding of education and Lifelong Learning as framework
Agencies must review traditional ideas on education and embrace new knowledge and developments in this and in related fields. It is time for holistic and cross-sectoral approaches, looking beyond school education, beyond access (to schools, to computers, etc.), and beyond Ministries of Education as the obvious and only actors at the country level. It is time to really place learning at the center, beyond tests and testing, and beyond schooling, and to adopt Lifelong Learning (LLL) as a principle and a holistic framework from early childhood (and even before birth) to the elderly. LLL is not reduced to adults, neither does it call for the creation of new, separate sections or departments or new, separate education goals.

▸  Systemic vision
Dealing with education and with educational change requires abandoning
narrow sectoral and piecemeal approaches, and adopting a systemic vision: (a) of education, including all levels, modalities and all types of learning, in and out of school; and (b) of society, understanding that education policies cannot be dealt with in isolation, without taking into account the economy, and broad social and cultural issues, which determine to a great extent the teaching and learning conditions and expectations of the population.

CO-OPERATION

▸  Co-operation among agencies themselves 
Agencies must co-operate, rather than compete, among themselves, if they want to effectively co-operate with countries. Co-operating means, among others, looking for common understandings on issues and concepts, sharing a common statistical base, harmonizing evaluation and reporting criteria and mechanisms, etc. This would alleviate terminological and conceptual confusion in the field, avoid usual overlapping of agendas and duplication of efforts, reduce waste, and save lots of time and resources. Co-operation requires will to dialogue and to coordinate, identifying specific strengths and weaknesses so that they complement each other and ensure synergy. The term "international community" still needs to become a reality. 

▸  Acknowledge and assume their own learning needs
If they are to provide technical advice, international agencies have the responsibility to permanently upgrade their own professional competencies, as well as the knowledge related to the countries where they work. Good technical assistance and advice require people who
see themselves as lifelong learners, open to new realities, humble and ready to listen, dialogue and rectify whenever necessary.

▸  Review the ‘event culture’
International co-operation is usually associated with abundant travel and with events (each with its own report and follow-up process). It is essential to reduce both - events and travel  - looking for more effective and less costly strategies, and taking full advantage of modern technologies, in order to cut costs and ensure efficiency and good use of scarce financial resources.

▸  Redefine publication and dissemination strategies
Agencies routinely produce heavy and fancy national and international reports. Most of the international ones are published in English, sometimes with translations to other languages that are made available with big delay. Few people understand and use such reports for meaningful research or action purposes. It is thus important that agencies review their production and dissemination strategies, making sure they come up with relevant new information and knowledge, easy to access and use by policy-makers, researchers, specialists, journalists, etc. Evaluating the real use and impact of such reports is also essential, without assuming that distribution is an indicator per se.

▸  Support South-South and South-North cooperation 
Not only the term "aid" but also the broader term "co-operation" are conceived as unidirectional: the North doing something for the South. The usual wording of "recipient countries" and "donor countries" makes this transparent. Although South-South co-operation gains ground, it is often also mediated and even coordinated by international agencies themselves. South-North co-operation remains mostly inconceivable. However, the North genuinely interested in the advancement of the South needs not only to learn together with, but also from, the South. 

▸  Work so as to become unnecessary 
Countries' "ownership" - the much repeated phrase "putting countries on the driver's seat" - has been long advocated but little implemented. It is time to do it, abandoning traditional top-down approaches and strategies of international agencies vis a vis "developing countries". Working towards ownership implies respecting and honoring countries' needs and priorities, eliminating conditionalities and untying "aid", giving top attention to the development and use of national capacities and national research rather than continuously importing/imposing them from abroad. The South needs to develop a generation of cadre that manages both relevant international knowledge and country-specific knowledge so as to be able to understand and deal with the interconnectedness between the local and the global. We need competent professionals equipped not only with knowledge but also with empathy, critical thinking, holistic perspectives and systemic understandings of education, learning, community and human development.

The best international co-operation is, ultimately, that which works to benefit countries and not agencies' own interests and agendas, and which deliberately works to become unnecessary. International co-operation and aid have been ineffective so far especially in that they have rather contributed to perpetuate technical and financial dependency as well as external debt.

To learn more

The Paris Declaration on Aid Effectiveness and the Accra Agenda for Action (2005)
Fourth High Level Forum on Aid Effectiveness, Korea, 29 Nov-1 Dec 2011
Aid Effectivesness (Wikipedia)
Eurobarometer Special Surveys: Making a difference in the world: Europeans and the future of development aid, EB76.1, Nov. 2011
Demystifying Aid, by Yash Tandon
The Indicator Tree - a visualisation of the right to education indicators


Related texts by RosaMaría Torres
▸ International initiatives for education ▸ Iniciativas internacionales para la educación
Lifelong Learning in the South: Critical Issues and Opportunities for Adult Education, Sida Studies 11, Sida, Stockholm, 2004.
The 4 As as criteria to identify "good practices" in education  
Lifelong Learning: moving beyond Education for All
On Innovation and Education
Knowldedge-based international aid: Do we want it? Do we need it?
▸ The green, the blue, the red and the pink schools

Lifelong Learning for the North, Primary Education for the South?  
Children's right to basic education
Over two decades of 'Education for All' ▸ Más de dos décadas de 'Educación para Todos'
The World Bank and its mistaken education policiesEl Banco Mundial y sus errores de política educativa

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