Improving Educational Quality for Underserved Children in the Dominican Republic Angela Bailey, Esteban Rodarte, Alec Rowe, Anna Smeby School of International and Public Affairs, Columbia University April 28, 2006

DREAM Project Education projects in North Coast Officially founded in c3 nonprofit organization 4 staff, 10 volunteers

Topics for Presentation Background Project Description Defining a Primary Goal Four Areas of Analysis: –Programs –Organizational Structure –Boards and Fundraising –Monitoring and Evaluation Nine Overarching Recommendations

Dominican Republic 9 million people GDP per capita: $2,038 Richest 30% had 90% of income in 1998

Education System Actual: 2.5% of GDP 96.4% primary NER 61.5% make it to 8 th grade Mandated education expenditure: 4% of GDP Average school day: 2.4 hours

Cabarete & Surrounding Area Tourist destination Large ex-pat community High average income High migration Limited infrastructure

Project Design DREAM Requested: Quantitative demonstration of DREAM’s impact Evaluation to guide growth Agreed Terms of Reference: Qualitative goal-based evaluation Monitoring tool for future quantitative studies

Defining a Primary Goal Recent developments within DREAM: –Access to Quality Education –Private to Public Education Columbia team facilitated goals workshops Staff identified a primary goal: Improving Quality in Basic Education

Cross-Cutting Programs Volunteers in schools School infrastructure School supplies Work groups

Public-Private Partnerships –Contract with MoE –Partner with Step by Step –Public preschool –Community center –Regional teacher training Public School Sponsorship Teacher Training Center & Model Preschool

Community Development & Empowerment Private school partnership Montessori preschool Peace Corps –Montessori preschool –Water pumps –HIV/AIDS education –Parent and youth groups

Guzman Ariza Summer Camp Summer camp for at-risk youth Apprenticeship program for older students

Organizational Strengths and Weaknesses for Improving Educational Quality

Programs + Great vision and drive + Holistic and creative framework + Strong relationships +/-Volunteers -Lack of focus - Quality is compromised

Organizational Structure

Organizational Structure & Staffing +Camaraderie + Enthusiasm and motivation +/- Communication channels +/-Recruitment & training -Division of labor - Decision making - Development of local talent

Board of Directors Nine members Oversight of budget Meets twice a year in New York Advisory Board Ten members Advises Executive Director & Staff Meets ad hoc Boards

+Enthusiasm +Raise awareness + Business expertise +/-Fundraising +/-Advising +/-Composition - Communication

Fundraising + Powerful stories + Relationships with donors +/- Being American +/- Most from a few individual donors +/-Marketing - Some funds for Dominican NGOs only

+ Financial monitoring + Powerful stories + Strong relationships create great potential -No formal data collection on quality impact -Organizational barriers Monitoring and Evaluation

Recommendations for Improving Educational Quality

Use Goal to Guide Daily Decision-Making Prioritize activities Target staff time and resources 1

Initiate a Formal Strategic Planning Process Formalize planning Build involvement of key stakeholders Develop a shared vision Strengthen communication Create formal documentation 2

Structure Programs According to Goals and Capacity Design programs for greatest impact Focus on areas of comparative advantage 3

Build Community Involvement Strengthen communication Benefit from community knowledge and skills Support local capacity Build community support for schools 4

Make the Best Use of Human Resources Ensure effective planning, fundraising Improve staff efficiency Increase impact of volunteers on quality Utilize local knowledge 5

Create a Monitoring System Get feedback on program delivery and design Demonstrate need for public investment Build stakeholder motivation, communication Increase fundraising possibilities Enable future quantitative evaluations 6

Formalize Operations Demonstrate purpose and expertise Display professionalism Strengthen relationships 7

Expand Fundraising Plan Reach new donor populations Improve sustainability 8

Increase fundraising opportunities Develop a model for partnering with MoE Achieve broader impact Focus on Public-Private Partnerships 9

Special Appreciation Professor Leigh Linden Professor Charles Downs The EPD Program DREAM staff and affiliates, Especially: Tricia Suriel, Executive Director Michel Zaleski, President Dr. David Stillman, UNPPARD Ambassador Francis Lorenzo, Dominican Mission to the UN