AWS EdStart is focused on innovative teaching and learning technologies that create positive student outcomes
India is the third largest country in terms of investment in education technology, after China and the US, for EdStart
New Delhi: Amazon Web Services (AWS) EdStart, AWS’s
educational technology startup accelerator, was launched in India in
June 2018 and focuses on addressing education problems unique to India.
On a visit to India last week, Vincent Quah, Regional Head, Education,
Research, Healthcare and Not-for-Profit Organizations, Worldwide Public
Sector, Asia Pacific and Japan, Amazon Web Services talks about how
EdStart is powering Indian edtech start ups. Edited excerpts:
What is the EdStart programme all about?
EdStart is a global programme designed to help entrepreneurs build
the next generation of online learning, analytics, and campus management
solutions on the AWS Cloud. The programme is designed to enable
educational technology (edtech) startups to move faster with specially
tailored benefits. Right now, we have two tiers in this programme. The
first is the innovator tier, and the second is the member tier. They are
primarily differentiated by how early start-ups are in their journey to
become an edtech company. The Innovators Tier supports the earliest
stage edtech start-ups and provides them with resources, technical
assistance and exposure to a large community of fellow entrepreneurs
besides giving them AWS promotional credits valued at $500. The members
tier is for entrepreneurs to advance their business, driving further
innovation and growing their footprint globally. AWS EdStart is focused
on innovative teaching and learning technologies that create positive
student outcomes.
What is the application criteria?
Start-ups can apply to join AWS EdStart if they are less than five
years old and generate less than $10 million in annual revenue. The
application is online and very simple. We also have an innovators
application criteria where those start-ups that have been founded within
the past two years, with annual revenues not exceeding $1 million can
apply. I believe that AWS EdStart’s launch in India can help edtechs
grow and scale rapidly, and provide learning and teaching resources to
even the remotest areas of the country.
Why did you think of launching EdStart in India?
India is the third largest country in terms of investment in
education technology, after China and the US. So India is an important
market that we want to make available our EdStart programme. We find
that edtech companies here are actually spearheading innovation with
cutting edge technology and what better way for us to catalyse this
market than to bring about a programme like this.
What is your long-term plan in India?
The message that we want to send out is inviting all the education
technology startups in India to come and join us. Innovation has always
been part and parcel of our DNA so we are delivering more innovation and
innovative services to our customer. You know, AWS is a technology
company, so we can’t say that we actually understand education. And so
the combination of us being the technology services provider, the cloud
service provider, and collaborating with the education expert, is a
perfect combination, to bring the best of the technology and cloud
services, with the knowledge of the education domain and solve a
problem. The Indian startup community is one of the most robust and
exciting in the world and we want to be part of this.
Tell us about some of the Indian EdStart customers.
I’d like to mention three members — Eckovation, enGuru and PlayAblo
— who are using AWS to transform the learning experience and grow their
user base. Social learning platform Eckovation, for instance, uses more
than 20+ services offered by AWS. These include machine learning tools
like Amazon SageMaker, large scale image processing for OMR, face and
emotion recognition (using Amazon Rekognition) in the classroom to judge
effectiveness. enGuru which is an app that teaches English for
employability uses Amazon Polly, that enables them to offer voice
support in Indian accents on non-Android devices. Similarly, PlayAblo, a
gamified learning platform has been part of the edStart programme since
June 2019 and offers a seamless experience over AWS cloud to learners
across various channels (mobiles, tablets, browsers, AmazonAlexa).
Technology and digital footprints have altered the way businesses work, employees perceive work and even the way families function.
Classrooms were not to be left behind. In 2018, there was a marked increase in investor interest in learning startups, especially those that are AI-based.
More recently, UK education conglomerate  Pearson announced a commitment of  $50 million solely to fund next generation EdTech startups to keep up with changing trends.
With that in mind, here are eight ways in which EdTech is shaping the next generation’s skills through tech intervention.
1. Immersive Learning
Classroom learning is no longer relegated to the chalkboard. Today,
students can participate in immersive experiences while learning about
everything from specific timelines in history to climate change in
Antarctica. EdTech companies like Early Adopter
work with educators to create augmented-reality tutorials, including
virtually transporting students to the surface of the moon while reading
books about space.
2. Industry-Specific Learning
Today’s fast-paced business sectors require that learners enter the
workforce with a fundamental understanding of how an industry works.
Companies like Yellowbrick and
InternView create industry-specific online programs by partnering with
major colleges, media outlets and organizations with a goal of
helping learners get useful training in the industries they’re
passionate about.
3. Seamless Classrooms
With limited resources and time-based pressures, it’s increasingly
difficult for teachers to ensure 100 percent student comprehension.
That’s why companies like Brainly and OneClass have
decided to connect the whole world as one collaborative learning group
that’s capable of adapting dynamically to global topics and trends.
Theirs is a great example of using technology as a leveler
while governments figure out how to invest more in the classroom
experience.
4. Big Data
As test scores and attendance persist as traditional metrics for
classroom success, seemingly simplistic technologies are creating
ripples. Companies like Peachjar promote
parent-teacher collaboration and engagement in extracurricular
activities using big-data analytics to discover new ideas, opportunities
and resources available across the country.
5. Future-Ready Design
With AI set to wipe out millions of repetitive tasks, experts predict
that everything that can be automated will be automated in the future,
sparking enormous demand for skills like critical thinking,
problem-solving, ideation, creativity and, most importantly, empathy.
EdTech startups such as Cartedo
provide students with a future-readiness platform and design-thinking
workshops to develop creative confidence. The foremost goal is to equip
students to become agents of change in their own communities, even
encouraging them to work on solutions to address subject matter as lofty
as UN sustainability and development goals.
6. Gamification.
Classrooms are coming alive with personalized, adaptive learning through gamification. Platforms like Mangahigh
are employing gamification to ease understanding of even serious
subjects like math by encouraging participation, engagement and
collaboration. Gamification also improves context-based comprehension
through adaptive and personalized learning.
7. Digital Safety
Given kids’s increased engagement with the internet, there is a need
for designing online spaces that are safe for young learners. One
company leading the charge is AI-based platform Securly, which intuits risks of bullying and self-harm and innovates protections that meet modern needs.
8. Sustainability and Life Skills
The tendency to confine classroom instruction to solely academic goals is slowly but surely diminishing. Companies like Mindvalley
collaborate with schools to impart online lessons on living a
meaningful life. Topics include communication and negotiation, finding
purpose, staying calm under stress and sustainability design. In other
words, all the skills required in real life.
Many edtech developers say that their products foster student engagement
Research supports the fact that many digital edtech products have the ‘new and shiny factor’—they boost student engagement by virtue of their novelty
Many edtech developers say that their products foster student
engagement. Research supports the fact that many digital edtech products
have the ‘new and shiny factor’—they
boost student engagement by virtue of their novelty. Others, meanwhile,
aren’t flashy, but still promote engagement through their own unique
functions and mechanisms. A white paper put out today by the L.A.-based
edtech developer GoGuardian investigates student engagement in the
classroom, what allows for it, what enhances it, and how it fits into
current industry trends.
The first issue with studying engagement is that no one can say
exactly what it is. GoGuardian researchers Mariana Aguilar and Kayla
Sheldon write that, while there is no set definition, even among
academic circles, “it is widely agreed that engagement is a metaconcept
composed of multiple dimensions.â€
Engagement Isn’t Easy to Define
To conduct their research, the authors reached 359
stakeholders—about 310 of whom were students—across K-12 levels at 19
districts in seven different states (Florida, California, New York,
Ohio, Wisconsin, Iowa, and Washington). These districts were identified
because they were existing GoGuardian customers, and that represents a
potential limitation of the study. Besides students, the rest of the
respondents were teachers, school leaders, and IT admins.
The authors took a qualitative approach to their research. They
collected information via focus groups, interviews, and classroom
observation. From these, they identified 43 different thematic elements
that fall within four aspects of a conceptual framework surrounding
engagement: 1) “contextual variables affecting engagement,†2)
“qualities of an engaging learning experience,†3) “industry trends,â€
and 4) “indicators of engagement.â€
To broadly summarize their findings, the authors found that, to
boost engagement, both teachers and the edtech tools they use need to
meet students where they are, and not the other way around.
In Edtech, ‘There Is No Silver Bullet’
The authors repeat the conclusion that many have come to before
them: there is no silver bullet in edtech. In other words, there is no
edtech solution or intervention that can effectively help all the
students, all the time.
The authors identified numerous instances in which teachers
created a more engaging learning experience with analogue technology
compared to when digital entered the mix. For example, they
sat in on one math class where the teacher got things started by asking
students to do a short period of independent work on their Chromebooks
at the beginning of class.
By contrast, as the authors describe a 10th grade history
class, “in which students were instructed to work in groups to research
the historic relationship between nationalism and violence in a given
country and to collaboratively present their findings and perspective in
a presentation. While both of these examples demonstrate the use of
education technology, the methods of implementation resulted in
significantly different levels of cognitive effort required from the
students. These examples illustrate the importance of how the technology
is used and its impact on student learning.â€
‘Personalizing’ Learning
There’s a much-repeated term that describes conforming to
students’ needs: personalized learning. While many edtech products seek
to personalize learning, effective teachers who boost engagement also do
it on their own. Other qualities of engagement identified by the
authors include: positive emotional experiences, interactivity and
gamification, the social aspect of learning, and validation from
teachers and peers.
Another quality they pointed out was blended learning. “[W]e
noted that many of the digital learning experiences were supplemented by
the offline processing of information,†the authors write. “For
example, when observing students complete math problems on a web
application, the majority of students were entering the answers on the
computer while solving the problems in a notebook. A few of the students
were even counting on their fingers! Enabling students to process
offline was also observed as a technique for fueling stronger
engagement.â€
While edtech works with various effectiveness to promote these
variables and qualities of engagement, stakeholders also described a few
challenges when putting them to use.
Most stakeholders realize the benefits of creating consistency
with the edtech used in a given school, but in most, the products and
tools used vary widely.
The Struggle to Streamline
As one IT Admin said, “It has been like the wild west at times.
They [teachers] are buying different products. One might buy this
program and the other buys that one, and there’s been some slipping
through some cracks.â€
There’s also a huge discrepancy among teachers regarding
digital literacy. That impacts both the tools that can be put to use,
along with the data that can be collected about how well they work.
One leader said, “We have some teachers that are using
technology and others not that much. But when it comes to tracking that
piece of information—that becomes part of the problem. Some may be using
the technology more than others.â€
While edtech works with different degrees of effectiveness,
most were adamant about one fact: “Technology will never be able to
replace a teacher.â€
“This comment came up again and again by both school leaders
and teachers,†the authors write, “and it reflects a level of
apprehension about the role of education technology. One middle school
leader shared, “The teacher still plays a crucial role. We’ve seen those
extremes. Neither are good. The successful classrooms are just the
right balance. The digital platform should be a tool rather than the
teacher.â€
3rdFlix Visual Effects secures $5M funding led by Exfinity Ventures
ETtech
Hyderabad-based educational technology startup 3rdFlix Visual Effects has raised $5 million in a pre-Series A round led by Exfinity Ventures.
YourNest, IDFC Parampara and high net-worth individuals also participated in the funding round.
The startup plans to use the capital to expand the 6-12th grade segment and launch immersive and experiential content later this year
Founders (L-R) Subbarao Siddabattula, Charu Noheria and Ilangovel Thulasimani
Hyderabad-based educational technology startup 3rdFlix Visual Effects has raised $5 million in a pre-Series A round led by Exfinity Ventures. YourNest, IDFC Parampara and high net-worth individuals also participated in the funding round.
The
company plans to use the capital to expand the 6-12th grade segment and
launch immersive and experiential content later this year. It also aims
to launch in international markets, including the United States,
Africa, UAE, and Southeast Asia, in the next 18 months.
“With
amazing advancements in spatial computing, combined with artificial
intelligence, we are looking at a new era of intelligent, interactive
and immersive content that will change the way we learn,†said Subbarao
Siddabattula, Founder and CEO of 3rdFlix.
The startup, founded in
2014 by Siddabattula, Ilangovel Thulasimani and Charu Noheria, uses VFX
and technologies such as machine learning, artificial intelligence,
augmented reality, virtual reality and mixed reality to create life-like
intelligent shared experiences for enhanced learning. It focuses on
interactive and experiential learning to increase retention and
engagement levels among students.
The animation and VFX segment
grew 18.7% in FY19, to reach Rs 87.7 billion, mostly driven by animation
content on OTT platforms and rising demand from non-entertainment
sectors such as education and healthcare.
The sector is expected
to grow at a compounded annual growth rate of 16% between FY19 and FY24
and reach Rs 184 billion, according to a report by KPMG.
Posted by AGORACOM-JC
at 11:16 AM on Thursday, September 5th, 2019
SPONSOR: Betteru Education Corp.
aims to provide access to quality education from around the world. The
Company plans to bridge the prevailing gap in the education and job
industry and enhance the lives of its prospective learners by developing
an integrated ecosystem. Click here for more information.
BTRU: TSX-V
How Byju Raveendran Built A $5.5 Billion Business With His EdTech Startup
Byju’s has become the rage among students across India, enrolling 35 million to its math and science tutoring app. Photo: Gayatri Ganju Â
Byju Raveendran got the first inkling he might have a future in education as a teenager tutoring 11th and 12th graders clamoring for his help to pass their exams. Back then, he was just an 8th grade math whiz.
In 2006, Raveendran launched what has turned into the world’s most valuable education technology business, Byju’s. From its start offering test-prep classes, Byju’s has become the rage among students across India, enrolling 35 million to its math and science tutoring app. In July, it received funding from a group of investors that included Qatar’s sovereign wealth fund and valued it at $5.5 billion—and Raveendran has a 26% stake in the company.
Raveendran’s wife, Divya Gokulnath, 33 is cofounder and a director on Byju’s board.
Photo: Gayatri Ganju
Today In: Asia
“This is not a business which I started as a business,†says
Raveendran, who plans to use his new funding to expand his $200 million
(sales) company into Australia, the U.K. and the U.S. “It’s a passion
which ended up becoming a business.†His timing appears ripe: the global
education technology, or edtech, industry will grow 61% from $349
billion in 2018 to $562 billion by 2022, according to U.K.-based
market-research firm Technavio. The latest $150 million infusion led by
Qatar Investment Authority brings the total funding received by Byju’s
to more than $1 billion, following a $31 million investment in March led
by U.S. private equity firm General Atlantic and China’s Tencent, and $540 million last December from South Africa’s Naspers and the Canada Pension Plan Investment Board.
Raveendran, 38, is the son of teachers. After earning a bachelor’s
degree in mechanical engineering in Kerala, India, he took a job in
Singapore in 2001 as a globetrotting engineer at a shipping company.
During trips back home, he helped friends prepare for the
ultra-competitive admission test for India’s elite business schools, the
Indian Institutes of Management. Just for fun, he took the exam twice
himself, scoring in the top 1% each time.
Raveendran got the first inkling he might have a future in education
as a teenager tutoring 11th and 12th graders clamoring for his help to
pass their exams.
Photo: Gayatri Ganju
In 2005, Raveendran quit his job and returned to India to teach
business-school applicants full-time. Within six weeks, he had 1,200
students. He soon started traveling to nine cities. But by 2009 he
started broadcasting lessons via satellite. Raveendran soon realized
that his aspiring business-school students were struggling with math and
science that they should have learned at a much earlier age. To help
redress that gap, in 2011 he launched Think & Learn, the company
that is Byju’s parent.
“The first thing that struck me about Byju was that he was passionate about teaching,†says Ranjan Pai,
the billionaire doctor who controls the education and healthcare
focused Manipal Group. “But when he asked me for $8 million, I nearly
fell off my chair.†Impressed by Raveendran’s confidence, Pai obliged
him and in 2012 became one of Byju’s first two investors, buying a 26%
stake alongside a former software executive. He still retains 1% of
Byju’s.
India appears fertile ground for edtech: the country has 260 million
school-age children struggling through a system rife with poorly
qualified teachers in an increasingly tech-savvy economy starving for
skilled workers. “You have here a proliferation of smartphones,
almost-free bandwidth, ubiquitous internet access and ease of digital
payments,†says Krishnan Ganesh, who cofounded the online education
company TutorVista in 2005, then sold it to U.K.-based Pearson in 2011,
before Byju’s bought part of it from Pearson in 2017. “And you have
parents who will spend a disproportionate amount of their disposable
income on education.â€
Byju’s has raised more money than any other edtech startup.
Source: Holoniq
In 2015, Byju’s released its first app, a math and science tutor for
6th to 12th graders and followed it up two years later with one for 4th
and 5th graders. In addition to providing video lessons, the app gauges
whether the student has understood the concepts. Based on the response,
the app takes the student either to the next level or back to basics.
“This is what teachers can never do,†says Raveendran. “They’re unable
to assess how much each student has really understood any topic.â€
Within three months of launching, the app had been downloaded two
million times. Today, Byju’s has enrolled 35 million students, with 2.4
million paying between $150 to $200 each for an annual subscription.
Byju’s $200 million in annual sales is still tiny compared to the $3.9
billion at Japan’s Benesse Holdings, Asia’s largest listed education
company. Yet it’s already profitable—earning more than $2 million in its
latest fiscal year—and growing fast. Spurred on by a recent focus on
students in smaller cities, Byju’s expects revenue for the year ending
next March to more than double to $440 million.
Byju’s inevitably faces a proliferation of challengers, including Vedantu, which is backed by China’s TAL Education Group
and offers live, one-on-one tutoring, as well as Toppr, which provides
online test preparation. And while China’s own edtech players—such as
VIPKid—are not direct rivals, they compete for the same investment pool.
Byju’s is now the fourth most-highly valued startup in India, after
mobile payments and e-commerce firm Paytm, hotel operator Oyo and
ride-hailing app Ola.
Photo: Gayatri Ganju
So far, Byju’s has grabbed the largest chunk of money. In 2016,
Byju’s landed $50 million for an undisclosed stake from a group that
included U.S. venture capital firm Sequoia Capital and Mark Zuckerberg and wife Priscilla Chan’s Chan-Zuckerberg Initiative,
marking that fund’s first investment in Asia. In 2017, China’s Tencent
invested $40 million on its own. Byju’s is now the fourth most-highly
valued startup in India, after mobile payments and e-commerce firm
Paytm, hotel operator Oyo and ride-hailing app Ola, after the latest
Qatar-led investment round.
Raveendran hoped to stay ahead of the competition by broadening his
product offering and expanding into new markets. This year, Byju’s plans
to add English and social sciences to its curriculum. And in January,
Raveendran paid $120 million to buy Osmo, a U.S. maker of education
games. In June, he launched a cobranded app with Disney called the
Disney Byju’s Early Learn app, aimed at India’s 5 to 8-year olds. “We’ll
be expanding with more products, more grades and more markets,†he
says.
Byju’s is already working to widen its youth appeal: In Bangalore, a
team of 1,100 animators, gamers, developers and teachers are developing
lessons for tech-savvy 3 to 8-year-olds that feature locally developed
animated characters. “They have some X factor which kids like,†says
Raveendran.
Posted by AGORACOM-JC
at 10:29 AM on Thursday, August 29th, 2019
SPONSOR: Betteru Education Corp.
aims to provide access to quality education from around the world. The
Company plans to bridge the prevailing gap in the education and job
industry and enhance the lives of its prospective learners by developing
an integrated ecosystem. Click here for more information.
BTRU: TSX-V
Vedantu secures $42M funding led by Tiger Global & WestBridge Capital
The investment will enable Vedantu to popularize its online live tutoring sessions in small towns and cities across the country.
Vedantu’s current goal is to boost activations from tier 2 and beyond cities, aided by lowering the average price of its live tutoring classes
ETtech
Edtech platform Vedantu has raised $42 million in fresh funding, led by New York-based Tiger Global Management and WestBridge Capital.
The investment will enable Vedantu to popularize its online live
tutoring sessions in small towns and cities across the country.
Existing
investors Accel, Omidyar India and TAL Education also participated in
the round, along with Prince Maximilian of Liechtenstein who is also the
CEO of banking and asset management firm LGT group.
“Majority of
this fund we are planning to deploy into building awareness about this
category and our brand. Investments into our technology and platform
will be the second pillar enabled by this round,†said Vamsi Krishna,
cofounder and CEO.
Vedantu claims 15 million users access free
content on its platform, while 150,000 pay for its live tutoring
programme. The company said it currently recuperates the cost of
acquiring a customer within a year, and is hoping that users extending
their subscriptions over many years will drive profits.
The
company’s current goal is to boost activations from tier 2 and beyond
cities, aided by lowering the average price of its live tutoring
classes, Krishna said. Almost 80% of users who access Vedantu’s free
content are from tier 2 and smaller cities, while 55% of its paid users
are in small towns.
“Vedantu has been the first to reimagine the concept of
tutorials in the country and create an exponential shift towards the
online LIVE Tutoring model. Vamsi and team are extremely focused on
improving the educational outcomes of students using their unique online
offering,†said Anand Daniel, partner at Accel Partners.
Including
the latest funding, Vedantu has raised $58 million in total across
three funding rounds. The investment comes at a time when India’s
ed-tech space is seeing traction, with giants such as Byju’s achieving a
valuation of $5.4 billion in its latest round.
Posted by AGORACOM-JC
at 9:22 PM on Wednesday, August 21st, 2019
BTRU: TSX-V
By Brad Loiselle, President/CEO and Kate O’Neil, Director International Partnerships, betterU
Dreamers,
visionaries and sustainability enthusiasts imagine a world where
everyone is equal, where the water runs clean, where a child never goes
without a meal, where people of different countries, religions, and
cultures respect each other’s beliefs, and where the word hate is no
longer part of our vocabulary. This is a world we all want for our
children, but unfortunately this utopia is never going to exist if we
don’t join and commit to building a better future for all.
In
2015, the United Nations defined a set of 17 global development goals
that, if achieved, would have the power to eradicate poverty, fight
inequality and stop the climate crisis we are now faced with. The 2030
Agenda for Sustainable Development was created as a “universal call to actionâ€
to inspire us to come together to enact change that will result in a
safer and more sustainable planet for future generations. In September
of that same year, 193 UN member states adopted the Agenda and committed
to supporting the 169 targets identified in the global framework of
action.
The challenges to achieving the Agenda
Many
critics of the 2030 Agenda for Sustainable Development will tell you
that the goals are failing and that there is no evidence of
transformative change in any of the 17 focus areas. Truth be told, it
was exciting and encouraging to see so many UN nations and world leaders
sign their commitment to achieve the Agenda but as we gather speed
towards 2030 it is evident that something critical is missing; something
hindering progress on a global scale.
When
we look at those who are leading the charge, we see world leaders who
are talking about why this global movement is important but then calling
on other governments, educators, corporations and private enterprises
to take action, to collaborate and work together to put in place systems
and solutions. Many global leaders emphatically committed to the cause,
but it is becoming clearer that most do not fully grasp both the
importance of the Agenda or the measures required to act and impart
change.
Upon
review of the Agenda, it is evident that there has been a breakdown
along the way. Firstly, the goals were developed without clear plans for
execution, division of labour, or assignment of responsibility not only
from the people that have committed to the movement, but their
respective governments. The Addis Ababa Action Agenda supported the SGDs
by taking the steps to identify action areas and implementation, but
the statements within the document are vague and do not hold any one
person or group accountable for seeing each action item through. The
goals then become more inspirational and generalized statements that do
not demonstrate an understanding for how to achieve results country by
country, which is fundamental for global adoption and advancement.
Secondly,
timelines for accomplishing the goals span more then a decade and much
can change over that time. A country’s political leadership, governance
and policies can change every few years. Leaders who were initially
instrumental in establishing and monitoring commitments for the Social
Development Goals, along with relationships that were formed as part of
the vision to achieve the goals may no longer be stakeholders in the
fight for global action. Furthermore, by the time some or all the SDGs
are realized, many of the worlds most vulnerable will not be around to
benefit. Change needs to happen now!
Finally,
when looking at the actions taken over the years towards impacting
change, it is evident that many are working in silos, ignoring the
importance of collaboration. SGD17 – Partnerships for the Goals,
identifies the importance of collaboration by aiming to “strengthen the means of implementation and revitalize the global partnership for sustainable development (*1).†Furthermore, it has been stated that “the
Global Goals can only be met if we work together. International
investments and support are needed to ensure innovative technological
development, fair trade and market access, especially for developing
countries. To build a better world, we need to be supportive,
empathetic, inventive, passionate, and above all, cooperative (*2).â€
When we take a step back and review what has been accomplished since
the Agenda’s inception it is fair to say that many, if not most of the
targets under SDG17 have not been addressed on a global scale and that
the call for collaboration and partnerships has not been answered.
With
a timeline of 15 years to fulfill the targets set out in the SDGs, but
no executable action plan or singular governing body to hold each of the
signatories and their countries accountable, achievement of the goals
becomes less tangible.
Access to education – A focus on SDG4
As
the years passed and people got to work to achieve the targets set out
in the global goals, the importance of one goal started to come to
light; Goal 4 – Quality Education. According to UNESCO, “Education
is a human right and a force for sustainable development and peace.
Every goal in the 2030 Agenda requires education to empower people with
the knowledge, skills and values to live in dignity, build better lives
and contribute to their societies (*3).â€
Education has the potential to spark creativity, innovation, and
critical thinking in an individual, paving the way forward to solving
the problems faced in the world today and in the future.
The Global Goals for Sustainable Development states that “Education
liberates the intellect, unlocks the imagination and is fundamental for
self-respect. It is the key to prosperity and opens a world of
opportunities, making it possible for each of us to contribute to a
progressive, healthy society. Learning benefits every human being and
should be available to all (*4).â€
However, the barriers to making quality education accessible to all are
complicated and overcoming them has proven to be a challenge for many.
In
order to solve SDG4 we must call on government and key stakeholders in
every country to promote the welfare of their people by supporting all
targets outlined in the Agenda. When it comes to education specifically,
efforts as defined by the SDG4 goals need to be made in several areas;
· Government
and industry need to enact policies that will provide compulsory free
access to primary and secondary education as well as pre-primary program
development and support with a focus on literacy and numeracy.
· Government
and industry must create opportunities that encourage learners to
continue into post-secondary education. Removing financial barriers
though scholarships and subsidies and focusing support on the most
vulnerable demographics will encourage learners to continue their path
of lifelong learning.
· Governments
and industry must commit to developing supportive and sustainable
infrastructure and technologies to support a growing population and
ensure every student has access to a safe and accessible learning
environment.
· Government
and industry leaders need to source, create and maintain a curriculum
that is relevant, evolving, and value based to ensure all students are
receiving a world-class and globalized education.
· Government
and industry need to invest in the recruitment and development of
qualified teachers and facilitators. Job training, job satisfaction, and
retention must remain a key focus.
· Government
and industry must create opportunities for equity within the education
landscape. Ensuring that boys and girls, women and men, have equal
access to education and equal skill development opportunities will
change the current state of inequity we experience in many countries.
· Government
and industry must commit to removing barriers to education through the
creation and enactment of policies and programs nationwide.
· Government
need to work with other governments and industry to leverage already
developed and proven learning models, content, policies, frameworks and
other such structures that can advance developing countries more
efficiently.
A strained education system – a focus on India
betterU
was created with a mission to change the world through equitable and
universal access to education. During the initial stages of the
company’s development it was quite clear that many of the world’s
education systems were facing substantial challenges. School systems are
fragmented, curriculum is outdated, governance is money-driven, methods
of delivery are inadequate for globalization and for many, a quality
education is completely inaccessible. Countries that have more mature
education systems, do not seem to be working closely enough with
countries that need the support. Re-emerging countries like India for
example have significant pressures to skill upwards of hundreds of
millions of people across all industries.
With
a population of over a billion people and a strong desire to globalize
their economy though improved access to quality education, betterU
decided to bring their ‘Education for All’
efforts to India first. For many years our small but passionate team
has worked tirelessly to show the world that inclusive and equitable
educational opportunities are possible for everyone, everywhere with the
right foundation, global collaborations, technologies and a vision for
scale. In 2013, the Prime Minister of India called for international
educators to help support the education needs of his country. Like a
Prime Minister’s vision for his country’s future, every parent’s
priority is to ensure that they can provide their child with access to
the best education available. However, in countries like India, the
educational system is strained and under pressure to support the growing
population. The barriers faced by many are overwhelming and often
insurmountable in today’s education landscape. With 29 states, 7
territories and over 650,000 villages, as well as a gap of over 350,000
qualified teachers needed to support the country, the options available
to those looking for a better life through education are bleak without
immediate action.
Many
international educators and Ed-Tech companies have since flocked to
India and other emerging markets in the hopes of tapping into the
potentially massive revenue opportunities without first understanding
the many barriers and requirements for access and delivery. These
companies and organizations, while ambitious, ultimately face
unanticipated challenges; eventually pushing them to abandon their
pursuits. betterU however, did not abandon efforts in India and in fact,
advanced to become an opportunity to support the entire country.
betterU has been aligning efforts with like-minded organizations around
the world partnering with those who are working to advance access to
quality education in India. Most recently the National Skills
Development Corporation (NSDC), a not-for-profit public limited company
under the Ministry of Skills Development and Entrepreneurship, partnered
with betterU to help achieve the objectives set out in the Skill India
initiative.
Overcoming barriers – together
Many
global educators have a misunderstanding of emerging markets and
believe that with their small international team they can service an
entire country. Companies looking to quickly tap into a market the size
of India, Africa, Indonesia and others without fully understanding the
complexities and intricacies of the country and the industry are going
to be greatly disappointed. Through conferences, keynote speeches,
lectures, and personal meetings, betterU has been working to educate
global leaders on the unique requirements of emerging markets to truly
illustrate the types of barriers that must be considered and pillars
that need to be put in place to fully support mass populations.
Not
all of us come from the same upbringing, have access to the same
technologies, can afford the same programs, learn the same way, have the
same interests, or have the right resources in place for quality
learning such as shelter, food, clean water, and facilities within a
safe and supportive learning environment. Collectively all these
variables should be considered when creating a solution for access to ‘Education for All’.
Additional barriers also include the location of students, language,
literacy level, social systems, availability of qualified teachers and
availability of suitable learning facilities. Without a comprehensive
understanding by educators, service providers, technology, corporate and
government SDG4 will be impossible to solve.
Pioneering change
There
are endless amounts of technologies, educators, and support services
available in today’s global education landscape. The following model
helps illustrate the scope of the education and what it would take to
solve access to ‘Education for All’.
This is important because if the scope of education in its entirety is
not being addressed, no solution can be provided that suits the needs of
the world. The Scope of Education model has been segmented into 5
sections, as defined below, representing each stage of a learner’s
development throughout their lifetime. Please note, this model is not a
complete representation of the scope of education required but simply an
illustration of the complexities of requirements.
1. Solving
for SDGs requires a level of knowledge and understanding that starts
from an early age. This needs to be the foundation of all educational
programs. We need to educate the world on what it means to eradicate
poverty, have zero hunger, live in good health, have access to quality
education, live in an equitable society, have access to clean water and
sanitation as well as affordable and clean energy. We need to take the
lead and show how we can all live in a world with decent work and
economic growth, healthy industries, innovation and infrastructure,
sustainable cities and communities while being responsible for
sustainable consumption and production. We need to be educated on
climate action, life below water, life on land, peace and justice, and
strong institutions and partnerships to achieve the Agenda. By educating
everyone from the start we set values and an awareness for a
sustainable and prosperous future.
2. Basic
school programs are essential because they teach our children the right
skills, behaviours, tolerance and fundamentals to support not only
their futures, but the world as a whole. As individuals move through
each level of education, they begin to focus their efforts and
individualize their learning path. Most emerging markets do not have the
ability to support the basic schooling requirements for their
population. There are hundreds of millions of people without access to
quality education and millions more who are not even receiving the
basics to live a healthy and prosperous life.
3. In
general, most countries around the world have the same or similar
industries. Each industry has their own educational requirements and
while most post secondary programs align with industry in developed
countries, this is often not the case in emerging markets. What this
means is that students entering the workforce might not have access to
the knowledge and skills to support their career aspirations. This
creates is higher unemployment and a skill gap within the country that
now must be addressed after the core education system that has failed
the learner.
4. Skills
development is changing everyday due to the advancement of new
technologies and emerging innovations. Even after a learner starts a
job, there will be an ongoing requirement for skills
development. Depending on the employee’s skill levels, their job role,
the company’s goals and the industry’s requirements, an employer can be
faced with hundreds of learning and skilling variables to contend with
across their organization. In today’s employment landscape, there are
tens of thousands of skills development solutions to choose from. What
makes this more complicated for a corporate is that each provider could
be using difference technologies, have different methods of access,
focus on only partial part of the skilling requirements or struggle to
track the learner’s progress. These additional variables add to the
complexity of the solution.
5. Global
relevance is critical to the education and skills of an individual.
Education and skill development need to be aligned not only with
industry, but also with global standards. The closer this alignment is
to global standards, the more opportunities for the globalization of an
economy and its people.
The
Scope of Education model represents, for the most part, what the
education landscape looks like in developed countries. There are many
additional variables and challenges that need to be considered for
emerging markets, but the point of the model is to illustrate the scope
of education so that people understand SDG4 requires a lot more than
what is out there and available today.
Education and Delivery
When we look at being able to provide ‘Education for All’,
we need to understand that bringing together the breath and depth of
education across primary learning, post secondary education, industry
specific training, and ongoing skills development requires an inclusive
view of everyone’s needs and abilities.
Many
of the world’s leading companies such as Google, Facebook, Microsoft,
Alibaba, Amazon and more have been investing in those who can contribute
to providing access to education on a global level. Many others have
chosen to focus on methods for delivering education. Furthermore, there
is an overwhelming number of educators, Ed-Tech providers, assessors,
consultants, tutors and more all competing for the same students. There
is so much noise in the market that anyone looking to access global
education can quickly become overwhelmed. All believe they are
addressing the barriers to providing access to quality education,
however these efforts, while important, are singular efforts competing
for a share of the market. Education and technology giants all want to
come out on top and dominate the industry but are falling short because
they are not considering the importance of balancing their strengths
with the strengths of another to provide a solution that truly addresses
the totality of the issues. When solving the problem of ‘Education for All’,
we must look at the solution from both sides of ‘Education’ and
‘Delivery’. Without one, access to quality education will fail.
‘Education’ is the Who, Why and What
which encompasses the materials required to support educating the
masses, including all ages, demographics, education levels, genders,
industry requirements and cultural diversities. ‘Education for All’
must include education that can support the variable needs of a country
while also supporting the requirements of an individual. This part of
the puzzle is far more difficult to solve because of the level of global
complexities and is the reason why so many have not even attempted to
focus on it.
‘Delivery’ is the When, Where and How
to connect the potential learner to the relevant education they need.
This includes such things as the use of technology, classroom
facilities, internet connectivity and associated infrastructure,
facilitators, teachers, schedules, and system sustainability. ‘Delivery’
should also include a combination of online and offline solutions as
online education is still in an early growth stage for many emerging
markets. Delivery is about providing access to quality education through
the best possible method required to support the individual.
Accessibility and the delivery of education must take into consideration
the circumstances of everyone to be effective.
Overcoming
these challenges can be a daunting thought. There is not one educator,
one technology company, not one government or one social good enterprise
anywhere in the world that can provide education across so many age
groups, educational categories, and industries to support the multitude
of barriers and obstacles. There are simply too many challenges and
variables from country-to-country and person-to-person for one educator
to be everything to everyone.
The Solution – Collaboration is key
The
only way to solve SDG4 is through global collaboration in one inclusive
system that brings together the full scope of education and delivery
options. Through collaboration, emerging markets would not have to start
from scratch. Emerging markets and developing countries could leverage
the world’s leading education programs and work with global educators to
establish the necessary frameworks, content and alignment with
industry. One world, one education system!
betterU has created an asset-light ecosystem that we believe supports ‘Education for All’. This
multi-layered model includes a collaboration of education providers,
assessment and support providers, multiple delivery methods, teachers,
facilitators and coordinators accessible to all types of learners who
are integrated into an online marketplace supported by global partners
and technology.
To
support inclusion of global educators, we needed our providers to
embrace the idea of coming together on one platform and to share the
common goal of educating everyone, everywhere. In order to accomplish
this, we had to create a system that was technology agnostic to support
all types of global educators’ learning environments, the technologies
they use and their methods of delivery. The asset-light model also
needed to be scalable and easy to replicate across all developing and
developed countries.
Our
solution also had to consider that not all learners accessed education
in the same way. While we are seeing an upswing in the adoption of
online learning, many around the world still rely on in-class learning
or a blended approach. Many educators typically do not work together
directly, either for competitive reasons or because their goals are not
aligned. Convincing each educator of the value of bringing them together
onto one online platform was important. We spent many years travelling
the world and speaking at global events to educate educators to the
importance of collaboration and bringing together quality education from
around the world. While one educator might not have the solution for
all individuals, hundreds and thousands of educators would. Working
together, hand in hand, towards common goals as set out by the Agenda
will truly benefit all.
betterU’s asset-light model (for global scale)
Conclusion
According to a United Nations report presented by Secretary-General António Guterres, “If
the world is to eradicate poverty, address climate change and build
peaceful, inclusive societies for all by 2030, greater efforts are
needed to accelerate progress on the Sustainable Development Goals
(SDGs) (*5).â€
While SDG4 may be headed toward failure, betterU has been working for
many years to put in place the foundation on which the world can
leverage, collaborate and advance their efforts to meet the global goal
requirements. We have the opportunity to succeed at SDG4 and the
remaining SDGs, but we need to work together. Global leaders need to
collaborate and support each other to achieve ‘Education for All’.
If global leaders and influencers invest their efforts and energy in
companies who can help solve a portion of the issues facing education,
we can to work together to leverage their successes for the world. We
need to collaborate now because as they say, “Time and tide wait for no manâ€.
About betterU
Through
partnerships with leading global job portals, industry partners,
employment service providers and top global educators, betterU provides
access to quality education, employment and career services for all.
betterU
enables learners to access education from global leaders through their
easy-to-use marketplace. With over 53,000 programs currently available
through 75 global educators, betterU supports access to KG-12, higher
education, skills development, job preparation and a lifetime of
learning. They provide learning programs across multiple age groups,
careers paths and industries. betterU also connects learners to support
systems, such as their Upskill Engine, designed to help individualize
skill learning to help them make informed decisions about their required
skills and their future.
betterU
evolves with the market to meet the growing needs of the industry. They
have focused exclusively on India, spending years researching and
understanding how to bring global education to the country. Most
recently, betterU has partnered with the National Skills Development
Corporation to support and enable of the people of India to reach the
goals set out in the Skill India initiative and secure a better
livelihood.
Posted by AGORACOM-JC
at 11:34 AM on Wednesday, August 21st, 2019
SPONSOR: Betteru Education Corp.
aims to provide access to quality education from around the world. The
Company plans to bridge the prevailing gap in the education and job
industry and enhance the lives of its prospective learners by developing
an integrated ecosystem. Click here for more information.
BTRU: TSX-V
Students prefer edtech resources to parents when it comes to homework help
A global survey gauges parents’ opinion of how edtech resources are impacting student learning and modern parenting
By Laura Ascione, Managing Editor
Smarter technology and edtech resources are helping students become independent learners and problem solvers, according to new research.
In fact, many of today’s students first turn to technology for answers to their questions, and they aren’t depending on their parents for homework help as often as in past generations.Â
The research from Lenovo surveyed more than 15,000 people across the
globe. Overall, 75 percent say their children are more likely to look
something up online than to ask them for help with schoolwork.
It also offers interesting insight on how different countries view edtech resources and technology in general.
India (89 percent) and China (85 percent) both have the highest rate
of parents reporting their children turn to edtech resources for
homework help. Those two countries have also seen a rise in parents using technology to assist with their kids’ learning in recent years.
Posted by AGORACOM-JC
at 10:31 AM on Wednesday, August 14th, 2019
SPONSOR: Betteru Education Corp.
aims to provide access to quality education from around the world. The
Company plans to bridge the prevailing gap in the education and job
industry and enhance the lives of its prospective learners by developing
an integrated ecosystem. Click here for more information.
BTRU: TSX-V
The art of new-age learning: A dynamic phenomenon
The e-learning market, valued at over USD 0.25 billion in 2016 is expected to grow to almost USD 1.96 billion by the end of 2021. But this begs the question, why is e-learning on the rise?
E learning, digital education, advantages of e learning, digital learning
It was always going to happen. Art of learning, as we have seen has
always been a dynamic phenomenon. What started as a fiefdom of few in
the age of gurukuls became a fraternity of educators and educated at the
advent of the 21st century.
But what has remained constant is the movement towards a
system that grants more autonomy to the learners, more avenues and tools
to educators and an overall impetus to the knowledge economy. The rise
of e-learning should be viewed in that neon light.
Over the years, numerous articles, blogs, and testimonials have been
written eulogizing, admonishing or elucidating the e-learning fad. All
of them capture one or the other facet of this emerging avenue. But
never have they been so (ir) relevant than now. India, at the moment, is
going through; perhaps its biggest development phase in the education
sector, particularly the one which deals the way knowledge is
disseminated and consumed. Byju, Toppr, Extraclass, you name it.
The probability will be that there are millions who have
heard their name or have used it once. The e-learning market, valued at
over USD 0.25 billion in 2016 is expected to grow to almost USD 1.96
billion by the end of 2021. But this begs the question, why is
e-learning on the rise?
Why is e-learning on the rise?
There are certain benefits to being on an e-learning platform. From
some obvious ones like the flexibility to learn anytime and anywhere to
personalized learning level matching your learning curve, the new way of
teaching offers something that was never possible before.
E-learning platforms offer you with not just a plethora of
disciplines to choose from but also come hard packed with methods that
are easy to grasp and easier to understand.
The application of audio-visual tools, fun animations and
colorful subject material makes it much easier for both the students and
tutors to understand and convey the concepts the books so desperately
try to achieve.
The dearth of physical infrastructure, a reality in many government
run schools, is something that can be easily overcome by adopting
neo-learning tools. All that one need is a working internet connection,
if the course is online or enough electricity hours to charge the
tablets that come in hand. And these are far cheaper to provide than the
usual infrastructures needed to run a school.
Major advantages
Another major advantage that these platforms offer, particularly
extraclass.com is the motivation to learn. It might sound far-fetched
but one of the primary reasons students hate schools or even colleges is
due to lack of motivation to sit in the class the whole day and still
learn nothing by the end of it. The problem is not with teachers, though
they too could use a bit of brushing, but in the mode of education. Not
everyone is blessed with a capability to sit out 8 hours at a stretch.
And faculties, burdened by their already heavy course structure have
little proclivity to make any changes or spare a word or two of
motivation to the students, since there’s syllabus to be completed,
assignments to be checked and administrative work to be done. What we
instead do is assign every child a mentor, a sort of guiding person who
helps them out not just with their course module but also with helping
them chalk out their career opportunities.
Main focus of EdTech startups
But behind this rosy picture lies a disconcerting reality, one which
still needs a lot of work to get affixed. While it is no surprise that
most of the EdTech startups begin by focusing mostly on Tier I and Tier
II cities, the trend is beginning to change. extraclass.com, for
instance, has made it an objective to start from the grassroots and then
make its way upward.
While it’s true that part of it is largely shaped by
relative saturation of the sector in the select cities, the fact remains
that focus on rural areas makes more sense, economically. With
competitive pricing, localized user interface and relevant product
placements, companies can tap into areas that have largely remained
untouched.
The size and demand of the education sector in the country is too
large to be manageable by government or few private players alone. The
time has come to engage players that have solutions that are more in
line with the changing trend of education. And that doesn’t demand
complete replacement of school systems with e-learning.
Both are needed. There is enough space to co-exist. A child is the
greatest asset of a nation and all of us have a role to play in shaping
him/her for the future of their nation, for their society and for
themselves.
Posted by AGORACOM-JC
at 10:13 AM on Wednesday, August 7th, 2019
SPONSOR: Betteru Education Corp.
aims to provide access to quality education from around the world. The
Company plans to bridge the prevailing gap in the education and job
industry and enhance the lives of its prospective learners by developing
an integrated ecosystem. Click here for more information.
BTRU: TSX-V
India’s Education Policy Updates After 30 Years: 4 Experts Share What It Really Means
On 31 May 2019, the Ministry of Human Resource Development (MHRD) released a draft of the National Education Policy (NEP).
This is the ï¬rst update to India’s education policy in nearly 30 years, and there has been plenty of debate on the recommendations, and it was open to the public for feedback and suggestions till July 31.
Central Square Foundation’s (CSF) monthly newsletter The EDge asked
eminent names from the education sector to share their thoughts on some
key aspects of the policy.
1. Ashish Dhawan, Founder and Chairman, Central Square Foundation
What is your initial response to the draft NEP? If implemented, how do you see the impact of the policy on our education system?
The draft NEP was a long time coming, but it has made some bold and
welcome recommendations to shift the focus of the education system
towards quality, and improving student learning outcomes. It takes a
long-term view in terms of the emphasis on flexibility and skills to
ensure that our children are equipped for a rapidly changing job
scenario.
When I read it, my immediate thought was that we now have a policy document, even though it’s a draft, that explicitly recognizes that we are currently in a severe learning crisis, and that this crisis starts in the early years. This is significant. If we were to focus and get this one thing right, i.e., ensure all children have foundational literacy and numeracy skills, this in itself would have a tremendous impact on the education system.
What are some of the key steps the government can take for
the successful implementation of the policy? How can the policy
translate into real action?
The challenge is that current state capacity to deliver quality
education is weak, and we do not have the resources to focus on so many
things at the same time. My one advice to the government would be that
they should almost ruthlessly prioritise–they should first focus on
ensuring that all children achieve foundational literacy and numeracy,
and then phase in other priorities, as needed.
Separately, I think it’s important to remember that implementation
rests with states. The centre’s role is primarily one of catalysing
demand for critical reforms with the states, setting broader policy
goals, providing funding to states, and so on. The centre cannot be too
prescriptive in terms of ‘how’ states need to implement. In fact, it
needs to give states the autonomy to choose the most cost-effective
pathways, while maintaining accountability for the right outcomes. The
centre should also think about enabling states to develop 3-5 year
plans, and not annual plans.
What, according to you, are the big misses of the draft NEP, if any?
One of the key concerns with the draft education policy is that like
many other policies, it may be attempting to do too much. As a system,
we first need to focus on getting the basics right–ensure that all our
children achieve foundational literacy and numeracy by class 3. Without
this prioritisation, the system will continue to grapple with multiple
competing priorities.
We cannot hope to achieve foundational learning for all our children
if we don’t measure it correctly. Therefore, one of the biggest areas of
reform in this regard, which is not adequately addressed by the policy
in its current form, is the need to ensure independent and reliable
learning data to measure early grade learning outcomes.
While the NEP does call out regular adaptive assessments, there is a
need to have a large-scale, independent, household-based,
government-backed assessment, which measures outcomes for children
attending public and private schools. This survey must be housed in and
administered by an autonomous institution, which is at arm’s length from
the delivery ministry, ensuring there is no conflict of interest. This
learning data is critical for the government to meaningfully hold the
system accountable and keep us honest.
Read CSF’s full interview with Ashish Dhawan, here.
2. Geeta Gandhi Kingdon, Professor, University College London and President, City Montessori School, Lucknow
The NEP refers to the creation of an independent agency to
gather and analyse data for the education system. What are crucial data
gaps on private schools that the government should strive to fill?
There is hardly any data on private schools
because they are rarely included in studies or surveys done by the
government. It is as if private school students belong to another
country. For example, the National Achievement Survey (NAS) is conducted
only in government and aided schools and excludes private unaided
schools. We need more information about private schools to get a fuller
picture of the education sector.
What do you think of the proposition to separate regulation,
provision, and policy-making in the NEP? How do overlapping interests
between these functions presently impact private schools?
The idea of separating roles is very good, because if the government
performs all the roles–funder, provider, regulator, policy maker,
assessor–it leads to many conflicts of interest. However, the NEP does
not go far enough because it does not separate funding and provision–the
government is both the funder and producer of education, i.e., it runs
schools itself.
The NEP does not consider public funding for privately produced
education (public-private partnerships). It is a myth that in
educationally developed countries, all schools are state-run. Actually,
they are only publicly funded, not publicly run. This is an important
distinction that many in government are unaware of.
In India, there is an entrenched belief that the government shouldn’t
just fund education, it must also produce it (i.e., run the
schools)–even when it has struggled to deliver quality. Our main focus
should be to ensure that all elementary education is publicly funded, so
that parents do not have to pay to send their children to school. But
the operation of the schools could be in private hands if they are
deemed to be more efficient, i.e., to deliver better child outcomes at
lower costs.
The NEP has also proposed the establishment of an independent State
School Regulatory Authority (SSRA) for each state, to handle all aspects
of school regulation and accreditation. It recommends reducing the
burden of over-regulation on private schools, and regulating public and
private schools within the same framework/benchmarks. These are welcome
proposals. Much depends, however, on how the SSRA will operate. Will it
subject public schools to accountability pressures? Will government
schools go through a process of recognition like private schools? And
will they also be closed down if they do not comply with the norms of
the RTE Act? The NEP doesn’t clarify this, leaving open the possibility
of the continuation of non-accountable public schools and resultant poor
learning outcomes.
Read CSF’s full interview with Geeta Gandhi Kingdon, here.
3. Rukmini Banerji, CEO, Pratham Education Foundation
The draft NEP includes pre-primary education as part of the
‘foundational stage’ (ages 3-8) and strongly recommends that this stage
must be a continuum. Do you agree? How should we approach this?
I welcome the strong focus on the early years. Building strong
foundations in the early years allows children to ‘leap forward’. The
widespread phenomena of ‘falling behind’ that we see today, happens
because the right things are not done at the right time.
The draft policy states that children in the 3-8 year age group
should receive a flexible, “play-based, activity-based, and
discovery-based†education. However, it is fair to say that the
educational establishment in India, including the government bodies at
the central, state, and district levels have little or no experience
with the preschool age group.
Pre-primary classes are often part of primary schools in the private
sector and much of the student intake happens in lower or upper
kindergarten. However, research studies show that most activities in
these institutions in the early age group are ‘school-like’ and do not
provide the flexible, play-based, and developmentally appropriate
activities that are suited for supporting the development of young
minds. So, despite several years of preschool education, such children
are still not ‘ready’ for class 1.
At the same time, the Integrated Child Development Services (ICDS)
system run by the Ministry of Women & Child Development (MWCD) is
typically overwhelmed by responsibilities in health, immunisation, and
nutrition. So, in the anganwadis, early childhood stimulation or
development has not received the high priority it needs.
Bringing these two ministries together, all the way from the centre
to the states, districts, and villages, will be a huge and challenging
task, but one that is certainly worth undertaking. Clear financial
calculations will be needed to support this convergence exercise in a
sustained way.
One of the objectives the draft NEP states is that every
child in grade 5 and beyond should achieve foundational literacy and
numeracy – can you talk about some of the specifics with regard to the
pedagogical and curricular changes that will be needed to achieve this
goal?
According to ASER data, only about 50 percent of class five children
are able to read in class 2 (or higher). The other half is spread across
several reading levels, starting from not being able to recognise
letters to just about coping with simple sentences. This is one of the
biggest challenges in primary schools, the wide dispersion of learning
levels. The teacher’s daily dilemma is to figure out what to teach and
to whom. To complete the curriculum guided by grade-level textbooks,
teachers usually choose to focus on the ‘top of the class’, leaving
others to catch up on their own. Even the RTE Act prescribes that
teachers “must complete entire curriculum within specified timeâ€.
The draft NEP highlights several causes for the learning crisis,
including the lack of school readiness, but it doesn’t address the
negative consequences of overambitious curricula or the common practice
of teaching to the top of the class. The real challenge is, therefore,
to schedule ‘catch-up’ routines into the regular school schedule. Given
the size, depth, and magnitude of the ‘catch-up’ required, we will need a
persistent and high-priority effort for at least five years or more.
The alignment of key elements of the school system such as teacher
training, teaching-learning material, ongoing teacher support,
mentoring-monitoring, assessment, and course correction towards
achieving stated goals is critical. Perhaps this alignment for
foundational learning will now be possible, given the overarching
direction of the new policy.
Read CSF’s full interview with Rukmini Banerji, here.
4. Sridhar Rajagopalan, President and Chief Learning Officer, Educational Initiatives
The draft NEP calls for the appropriate integration of technology
into all levels of education. What is your initial response to the
draft in terms of how it envisions the role of technology in education?
The draft policy mentions India’s unique leadership in the technology
space and acknowledges that the right policy and implementation can
help India become a global leader in EdTech. Overall, the policy seems
to have its heart in the right place, yet many challenges plague the
successful implementation of EdTech in our country.
For example, one of the most common issues with all EdTech projects
is the disproportionate focus on hardware as compared to the software or
content.
One big miss. without a doubt, is that it fails to recognise the role
of the private, for-profit players and their international experience.
It would have been useful to look into what has been tried already in
EdTech and the challenges those efforts faced. While the collective goal
should be to strengthen state resources and capacities and help curate
high-quality open resources, there should be an effort to learn from the
for-profit EdTech players and view them as providers of co-existing and
complementing solutions.
Again, for implementation of suggestions made in the policy,
do you think we have adequate infrastructure and capacity in our schools
and state systems? What could be the challenges in creating that
infrastructure and capacity?
The infrastructure and capacity do not exist, but like with anything
new, they can be developed over time as these projects expand. However,
problems arise if the approach tends to focus more on scaling than on
quality. Ironing out all possible issues at the scale of 20-100 schools
is very important, and a disproportionate focus at this scale will
ensure fewer challenges at a larger scale of say 1,000 or 2,000 schools.
What is important in all this is generating effective assessment
solutions and protocols to provide learning feedback. Again, this should
be done in a low-stake, quality-focused manner while gradually scaling
up and taking key players and partners along.
Read CSF’s full interview with Sridhar Rajagopalan, here.