NOTE: This interview I did with Shaveta Sharma-Kukreja originally appeared in internationaledews.com
Over the next two weeks IEN looks at the first 10 years of the evolution of the Central Square Foundation (CSF) and its efforts to build the capacity for improving learning outcomes in India. The posts draw from an interview with CSF’s Co-Managing Director Shaveta Sharma-Kukreja. Part one explores the first five years of the Foundation’s initiatives (2012-2017) and how they developed their strategy for the next five years focusing on foundational learning, educational technology, and affordable private schools. Part two concentrates on the “four pillars” of their approach to foundational learning and the lessons they have learned in trying to improve learning at scale in India. For more on the 10th Anniversary of CSF’s founding see #10YearsOfCSF: Leaders at CSF on Their Vision for the Next Decade.
Central Square Foundation’s first five years: Developing a “wide-portfolio”
Thomas Hatch: Can you tell me about the background and evolution of the Central Square Foundation (CSF)?
Shaveta Sharma-Kukreja: We started in February 2012. The founder of CSF, Ashish Dhawan, has one of the largest private equity funds in India. He always had a deep desire to move to the development sector, and he started by serving on boards of other NGOs to try to gain an understanding of education. I joined CSF in July 2012, and for the first five years, we were only funded by our founder which allowed us to be very entrepreneurial in how we looked at education. The only “guardrails” he put up were that we would be a non-profit; we will look only at school education (K-12); and we would support young social entrepreneurs. As a result, venture philanthropy shaped a lot of the work that we did in the first phase of our journey.
Without external funders, we had the flexibility to look at a diverse set of issues from education technology to early childhood education to data and assessments. During this time, grant making was one big part of our work. Second, we supported research, particularly research from the perspective of how it can inform policy. Since we are neither a university, or an evaluation agency, our research was always oriented more for policymakers and for other education leaders and on how our research can help the ecosystem develop a collective voice. Third, we focused on government engagement. Even while we were doing grant making and looking for innovative solutions, we knew that for any solution to scale and be sustainable it needed government adoption. Early on, we weren’t even sure what government engagement meant, but we began by trying to come up with innovative solutions, having smart researchers lend their voice to it, and then handing it over to the government to run with it. But, as in much of the developing South, government demands typically include asking you to work in partnership with them, so we ended up setting up a number of project management units both at the central and the state level.
TH: What’s the advantage of an organization like yours taking some of that work on in a partnership with the government?
SS: The reality is that most people in the government understand the issues and challenges that the system is facing; they’re not blind to it. but the education production function is so complex that it’s difficult to pick out one part of the problem and solve it. The government is in the business of setting up the policy, and they are doing the regulation, and they are also the service provider of education. Working with an external partner enables them to hire people with a different profile – with different backgrounds and more specific expertise about a particular issue. The external partner becomes an extension of the government but they’re also able to bring a different profile of talent and to be razor sharp on the issue that they’re working on.
“Working with an external partner enables [the government] to hire people with a different profile – with different backgrounds and more specific expertise about a particular issue. The external partner becomes an extension of the government, but they’re also able to bring a different profile of talent and to be razor sharp on the issue that they’re working on.“
For example, working on a partnership focused on school leadership was my first project at CSF. At that time, school leadership as a term was not even being used in India. But, in 2012- 13, we were able to bring a group of people together, including myself, from the US and India, with expertise in organizational leadership to create the India School Leadership Institute (ISLI) which worked with principals of “low-fee” private schools. (For an overview of the evolution of ISLI see IEN’s conversation with ISLI Founding Director, Sameer Sampat.) But then the government was able to set up a National Center for School Leadership that built on a lot of our learnings in ISLI even though “low-fee” schools aren’t even part of the government sector.
The development of India’s national online platform for teachers provides another good example. As you know, the growth of technology in India has always had the advantage of better device penetration, cheaper internet, cheaper hardware but the software solutions have been the problem. In this case, states started building their own portals for teacher education but their first version was basically just a PDF of their teacher manual that they put on their websites. So there was a huge opportunity for a platform to be built, not just a portal, but a platform on a national level that states could connect to.
The national teacher platform called DIKSHA relied on core technology that came from the EkStep Foundation. Their own legacy is from AADHAR which is a platform enabling the Government of India to directly reach residents of the country in delivery of various subsidies, benefits, and services by using the resident’s unique 12-digit Aadhaar number only. They already had sophisticated technology at a level that no state government would have been able to develop itself. CSF then took on the project management responsibilities to integrate and adapt the technology for the state governments so that it aligned with their needs and had the look and feel of their website portals. It was a logical opportunity for CSF to start working with the government, but it was dependent on identifying a strong need where the government wanted support and where CSF had the ability to provide that support. It’s one of my favorite examples of a government partnership, because it involved a foundation like EkStep that brought in the technical capability; we brought in the project management capability, and we also had a much deeper understanding of teacher education, having worked on that for about four years. To the best of our knowledge, this is one of the most successful examples of a public good being created in partnership with CSO’s and NGO’s and different parts of the government. By 2020, the Prime Minister described DIKSHA As “one nation one platform” for the entire spectrum of education, now serving students and families as well as educators.
Shifting to phase 2: Focusing on “impact”
TH: The examples you talked about illustrate how you were operating during those first five years?
SS: Yes, and this was the time at the end of what we call the first phase of our work that our Board put the question in front of us of “What will CSF’s work look like?” During that phase, we were an operating organization which doesn’t actually work on the ground with students and teachers and school leaders. We incubated ISLI.
We helped to bring the leader in from the US (Sameer Sampat who went on to co-found, with Azad Oommen the first Executive Director of CSF, Global School Leaders on the ISLI model), but I was the donor on the team. I wasn’t running the organization. We were also working with states who had different interest areas. In Delhi at one point, we were working on the school-to-work transition and department restructuring. Two very distinct areas of work that are not directly related to student learning outcomes. It’s a long value chain for department restructuring: it depends on department re-structuring leading to better pedagogy and better curriculum that reach classrooms in schools and teacher education programs that then leaders to better teaching and learning. Our board left it up to us to decide: would it be better for CSF to continue with the “wide portfolio” approach and continue to engage with state and central government, when an opportunity and interest appeared? Or should we take stock and pick a part of learning outcomes where we could have a more direct impact? And we felt that the breadth of our work allowed us a space where we could narrow down our focus and make a more meaningful impact. We essentially said: Let’s pick out an area. Let’s be more outcome and measurement and evaluation driven in our work overall and also in how we work with our partner.” We always say for education reform to stick we need to zoom in to a district and go deep. Similarly, we decided to pick an issue within education and go deep.
“Would it be better for CSF to continue with the “wide portfolio” approach and continue to engage with state and central government, when an opportunity and interest appeared? Or should we take stock and pick a part of learning outcomes where we could have a more direct impact?“
This was around 2017 and about the time that the Gates Foundation began looking at doing work in education in India. Our first validation came when they chose CSF as an “in-country” partner. We were still a relative rookie in the education space when they saw potential in us.
As we moved into this second part of the CSF journey, we shifted from the portfolio approach to three focus areas:
- Foundational learning
- Technology in education
- Private school sector
Landing on the need for foundation learning was very evident for us. There is a rural household survey called ASER which has been going on in India for 20 years, and it shows that the problems with basic skills are quite deep.
The second area, building on some of our earlier work, was education technology. The widespread availability and use of mobile devices and data put India in a unique position relative to many other countries. There was also a lot of for-profit entrepreneurial activity happening in India, so we saw an opportunity for solutions to be created and designed locally. We also had a unique advantage because CSF had already been playing an evangelizing role for how tech can be leveraged for education within the government system.
The third issue area is private schooling. We are very unique as a country where over 40% of children do not take advantage of the free education provided by the public education system. Education in India, like it is worldwide, is aspirational. The moment a family can afford to pull their child out of the free government school, they would rather send their child to a private school with fees beginning at roughly $10 a month. For the most part, the government has looked at the private school system mostly from the perspective of regulation, and there hasn’t been a strong focus on quality. But in the first phase of our work, because a lot of us, including our founder Ashish, came from the management and the corporate side of the world, many people assumed “Oh you guys must be pro-private schools,” and it took us a while to clarify that whether it’s a government school or low fee private school the school is accountable to deliver quality education.
Our approach to these three areas has been similar to what I described for our first phase:
- Working with the government and creating a reform agenda with a collective voice of other education leaders
- Evidence building and supply shaping comes from the work we do with our partners, with other NGOs in the ecosystem with a sharp focus on the public good – making sure that whatever we are creating is available to others in the education ecosystem – and an emphasis on research
- Deepening our government engagement efforts by shifting from working across multiple issues in multiple geographies to focusing our work in certain states on the issue of foundational literacy and numeracy
Getting to scalable and sustainable solutions in these areas became an extension of our approach in phase two. Across focus areas like education technology, we are trying to be more sharply focused on early learning, including at home, and in our work in private schools, we are trying to raise the bar for quality at the primary level. From a measurement perspective, we are targeting the learning poverty index the World Bank has highlighted (measuring the percentage of children who can read and understand a simple text by age 10), asking “how can we contribute to bringing down learning poverty in India?” with an ambitious target of bringing it down from 55% to 15% over the next five or six years. We’ve found this is both a directional goal– requiring us to articulate how our work contributes to it – and an aspirational and inspiring goal that connects our work with others.
TH: Given how hard it is to achieve these goals, have you also established some benchmarks to see if you’re headed in the right direction?
SS: Unfortunately, because of COVID, the plan to get a baseline is still on paper. The whole principle of system reform is that you’re doing it – not just with the approval of the government – but in partnership with the government. However, with the situation worldwide with COVID, that’s been impossible. We actually adapted a tool that USAID uses, the Early Grades Reading Assessment and the Early Grades Math Assessment. We’ve partnered with an assessment agency, and we’ve piloted it in English and in Gujarati so the tool is ready, but quite honestly haven’t even asked the government for permission yet because it’s just unfair. We’re also acutely conscious that whenever we get an opportunity to do the baseline, it will actually be lower than it would have been before COVID first hit. But, in a way, it will also capture a more picture from ground right now.