Foundations for Education and Empowerment

Reporting Organization:Aga Khan Foundation Canada
Total Budget ($CAD):$ 57,618,092
Timeframe: February 21, 2020 - September 30, 2025
Status: Implementation
Contact Information: Unspecified

Partner & Funder Profiles

Reporting Organization

Aga Khan Foundation Canada

Participating Organizations

Funders (Total Budget Contribution)

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Country - Total Budget Allocation

Kenya - $ 11,523,618.40 (20.00%)

Madagascar - $ 11,523,618.40 (20.00%)

Mozambique - $ 11,523,618.40 (20.00%)

Tanzania, United Republic of - $ 11,523,618.40 (20.00%)

Uganda - $ 11,523,618.40 (20.00%)

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Areas of Focus

Other - Total Budget Allocation

Education (50 %)

Gender Equality (50 %)

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This Project will improve the educational systems at the pre-primary and primary level, in addition tostrengthening women’s empowerment, and gender equality. The Project will be active in five countries:Kenya, Madagascar, Mozambique, Tanzania, and Uganda. The Project is comprised of three components: Foundations for Learning (F4L), Advancing Gender Equality through Civil Society (AGECS), and Advancing Canadian Champions for Development (ACCD). Through these components, the Project will: (1) strengthen the delivery of quality, gender-responsive, and inclusive pre-primary and primary education, and other social development services, (2) reduce gender and social barriers to the utilization and uptake of education and other sustainable development services, and (3) enhance the engagementof international and Canadian stakeholders in gender-sensitive and evidence-based developmentprogramming.

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Target Population

Gender and age: Adult women Adult men Adolescent females Adolescent males Children, girls Children, boys
Total Direct Population: 1,800,000
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Results & Indicators

Expected Results

Intermediate outcome 1100: Strengthened delivery of quality, gender-responsive, and inclusive education, early childhood development, and other sustainable development services, in select areas of Africa. Through this outcome, the Project will improve technical capacities at the practitioner,local, provincial, and national government levels, while also improving resources for effective service delivery. This includes equipping classroom teachers with new, gender-responsive, pluralist grade-level and school-level teaching and learning resources that are co-designed with local teachers and school leaders; supporting the use of an innovative school-based app to allow school managers to more quickly identify and address enrollment, attendance, transition, and completion patterns and challenges (such as girls’ drop out); deploying Canadians to support human resource capacity development in targeted areas; and collaborating with governments to equip education and early childhood development institutions with appropriate curricula, protocols, resources, and tools, such as training packages for early childhood development professionals and gender-responsive guidelines for teachers.

Intermediate outcome 1200: Reduced gender and social barriers to utilization and uptake of education, early childhood development, and other sustainable development services for womenand girls, adolescents, men, and boys in select areas of Africa. To support the achievement of this outcome, a Social and Behavior Change and Communication Strategy will be developed. This strategywill inform the program’s design and iteration over the next five years. The Project will provide community and school-based gender-responsive services and will introduce innovations such as community competitions to make schools safe and welcoming spaces, and an e-philanthropy platform to raise local funds for local action. It will train, mentor, and provide technical assistance to a wide range of civil society organizations and their leaders, such as women-led and gender equality organizations, Parent Teacher Associations, student councils, and higher education institutions. These activities will deploy innovative processes such as human-centred design that foster relevant and innovative solutions to locally-identified issues. The Project will offer specific training opportunities for young women through a Women’s Leadership Academy. It will maximize the reach of social and behaviour change messaging by working with established civil society organizations, as well as media platforms, such as radio and television stations, and interactive community dialogue sessions.

Intermediate outcome 1300: Enhanced engagement of international development and Canadian stakeholders in gender-sensitive and evidence-based development issues and programming focused on the establishment of robust gender-sensitive monitoring, evaluation, and learning systems. The Project will undertake evaluations and studies on key performance indicators, and will conduct gender-sensitive research to inform program strategies and contribute to sectoral bodies of knowledge. The Project will be a vehicle for policy dialogue by creating opportunities for learning and dialogue through the sharing of gender-sensitive evidence, best practices, and lessons learned. It will convene regional and national learning initiatives and disseminate evidence to local, national, and regional stakeholders. AKFC will reach the Canadian public by working through educators, media, volunteers and youth. Key activities include a bilingual travelling exhibit on gender equality, digital engagement, AKFC’s flagship International Youth Fellowship program, and learning and dialogue initiatives.

Achieved Results

During the first year of the project, efforts were largely focused on implementation of the COVID- 19 Emergency Response Plans and development of the PIP. The Emergency Response Plans were developed through consultations with local implementing partners, communities, and host governments. In Mombasa, Kenya, Aga Khan Academy (AKA) provided 31 female teachers and school leaders training in Social Emotional and Ethical Learning workshops to ensure they are prepared to address the psychosocial needs of students once schools reopen. Through the workshops, AKA provided concrete techniques that teachers and school leaders could use to create an emotionally safe space in their classrooms, such as active listening (“Stop, Breathe, Listen and Respond”) or using emojis to help students identify their feelings. AKA also provided 96 (50F; 46M) school leaders and 20 (5F; 10M) Senior Education Officers with training on instructional and adaptive leadership. This included a component in which participants developed an action plan on how to implement adaptive leadership skills in their schools to ensure the participants had concrete plans to put into practice the knowledge and skills received through the training. Senior Education Officers were also included in the training, so that they too have the knowledge and skills on instructional and adaptive leadership and are therefore able to support school leaders during their supervisory visits. By doing so, AKA was able to use a system-strengthening approach and embed instructional and adaptive leadership approaches within the network of 96 schools. In Uganda, Madrasa Early Childhood Programme (MECP) partnered with 50 Early Childhood Development (ECD) centres during the Emergency Response Activities. Subsequently, MECP held meetings with 20 (8F; 12M) members of the Arua district ECD Task Force, the Education department, and the chairperson of social services to develop a road map on how ECD centres will re-open while adhering to the COVID-19 standard operating procedures released by the Ministry of Health. This entailed a survey to determine the starting point on key issues around caregivers’ support to learning during the lockdown and to understand phone ownership, radio access and use, parental support of children for continued learning, and challenges parents face in supporting children’s learning. Drawing on the results of the survey, a set of guidelines were developed and distributed to ECD centres. All 50 (22F; 28M) head teachers were then provided training on these guidelines to ensure they were prepared to address remote learning as well as the return to schools. In Tanzania, Aga Khan University (AKU) organised multiple training activities to improve teacher capacity on accelerated learning (given the lost learning time), covering both pedagogy and the development of new teaching-learning materials to support this pedagogy. 49 Head Teachers and one Education Officer (21F; 29M) received training on leadership in emergency situations, which also allowed them to develop concrete plans to respond to the effects of crises on their schools, including the pandemic. Finally, teachers and head teachers were connected through WhatsApp groups to support and learn from each other as they navigate the new realities brought on by the pandemic, such as remote learning and accelerated learning. In total, AKU trained 162 teachers (92F; 58M) from Standards 1, 2 and 3 through these various trainings and workshops.


  • None Selected
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Associated Projects (If applicable)

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