What Makes Education Partnerships Effective?
This manual helps practitioners evaluate education partnerships.
The Jordan Education Initiative
Programme and Partnership Objective
The Initiatives objectives are to:
Improve the development and delivery of education to Jordan’s citizens through public-private partnerships, and in the process help the government of Jordan achieve its vision for education as a catalyst for social and economic development
Encourage the development of an efficient public-private model for the acceleration of educational reforms in developing countries based on unleashing the innovation of teachers and students through the effective use of ICT
Build the capacity of the local information technology industry for the development of innovative learning solutions in partnership with world class firms, creating economic value that will lead to mutually beneficial business opportunities
Leverage an environment of national government commitment and corporate citizenship to build a model of reform that can be exported to and replicated in other countries.
Partners
Aramex
Ministry of Information and Communication Technologies
CADER Co.
ERfKE Support Project (Education Reform for the Knowledge Economy)
Int@j
Partnership Outcomes
1. Attractive governmental, social and geo-strategic condition. In order to attract global partners (both private sector and international donors) the macro-conditions must be favorable.
Countries will find it difficult to succeed with this type of initiative if the following conditions are not in place:
Well-respected, transparent and effective government system
Demonstrated willingness to undertake reform initiatives within relevant sector (e.g., education)
Strategic importance of country to international community
Perceived accessibility and openness of culture, society and economy to global partnerships
Sufficient local private sector capacity to actively partner with global organizations
2. Motivated partners, whose interests are aligned with initiative, providing sufficient input. The initiative must tap into interests of partners from multiple sectors to produce sustained engagement. It is important to understand and articulate a clear rationale or “case” for involvement (which may be very different across partners). It is also important to clearly communicate requirements and benefits to avoid unrealistic expectations and misunderstandings further down the road. Within the private sector, the most
3. Consistent monitoring and evaluation Processes are required to monitor the initiative’s inputs, outputs and outcomes and to enable action when necessitated by results.
• For inputs, the nature and level of contributions from each partners should be actively monitored and communicated, with inactive partners removed periodically, in order to highlight and incentivize major contributions, clarify roles of each partner, and maintain strength of the initiative’s brand.
• For outputs, a limited number of performance indicators should be established to communicate progress with partners and identify bottlenecks.
• For outcomes, evaluation frameworks and processed should be designed in conjunction with outside experts from the start, and integrated into program development where necessary.
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