At the Annual Meetings of the World Bank Group and International Monetary Fund in Bali, Indonesia, the World Bank highlighted the importance of human capital for economic development.
Central to the World Bank’s motivation for the Human Capital Project is evidence that investments in education and health produce better-educated and healthier individuals, as well as faster economic growth and a range of benefits to society more broadly. As part of this effort to accelerate more and better investments in people, the new Human Capital Index provides information on productivity-related human capital outcomes, seeking to answer how much human capital a child born today will acquire by the end of secondary school, given the risks to poor health and education that prevail in the country where she or he was born.
With the World Bank’s assistance, many governments are seeking to expand or improve early childhood education programs. The Strategic Impact Evaluation Fund is supporting a number of evaluations that will help us estimate the benefits of these investments, but we shouldn’t just care about effectiveness. In a world of resource constraints, we also need to tell countries about the cost-effectiveness of these investments. To do this, we need to know the costs of the programs we’re evaluating. Unfortunately, organizations often don’t collect and regularly report intervention specific cost data.
We all hear about the importance of “socio-emotional skills” when looking for a job. Employers are said to be looking for individuals who are hardworking, meet deadlines, are reliable, creative, collaborative … the list goes on depending on the occupation. In recent years, it seems, these skills have become equally important as technical skills. But do employers really care about these soft skills when hiring? If so, what type of personality do they favor?
In 2015, the world committed to Sustainable Development Goal (SDG) 4 to “ensure inclusive and equitable quality education and promote lifelong learning opportunities for all.” More than an inspirational target, SDG4 is integral to the well-being of our societies and economies – to the quality of life of all individuals.
In many ways, girls’ education is a success story in global development. Relatively simple changes in national policies – like making primary schooling free and compulsory – have led to dramatic increases in school enrollment around the world. In Uganda, for example, enrollment increased by over 60 percent following the elimination of primary school fees.
As more young people have enrolled in school, gaps in educational attainment between boys and girls have closed. According to UNESCO, by 2014, “gender parity (meaning an equal amount of men and women) was achieved globally, on average, in primary, lower secondary, and upper secondary education.”
Yet, more than 250 million children are not in school. Many more drop out before completing primary school. And many young people who attend school do not gain basic literacy skills. These challenges remain particularly acute for poor girls.
In a new paper, published in Population and Development Review, we explore recent progress in girls’ education in 43 low- and middle-income countries. To do so, we use Demographic and Health Survey data collected at two time points, the first between 1997 and 2007 (time 1), and the second between 2008 and 2016 (time 2).
All schools are different. I’m not referring to the building, the number of students or teaching practices. I’m talking about the school’s spirit. When you walk into a good school, the building is often well-organized and clean. The students look busy and happy. You don’t see strict discipline; ideally, you see organized chaos.
When you see a well-functioning school, most likely, there is a good principal behind it. A leader who sets a vision for the school and sets clear objectives. Someone who creates the space that fosters teachers’ professional and personal development, and encourages students’ personal growth, creativity, and their own journey of discovery.
Running a school efficiently is a very difficult challenge. A principal must be a pedagogical leader to dozens of teachers: observing them in the classroom, evaluating institutional performance, and helping them get the professional development opportunities they need. Principals have to deal with hundreds of students and their personal and academic challenges. They need to respond to parents, each with their own expectations for the school. And principals also need to contend with the administrative and financial burdens imposed by the bureaucracy.
Todas las escuelas son distintas. No hablo del edificio, del número de estudiantes, ni del enfoque pedagógico que siguen. Hablo del espíritu de la escuela. Al entrar a un buen colegio, uno a veces ve que todo está bien organizado y limpio. Los estudiantes se ven ocupados, y al mismo tiempo, felices. No necesariamente se observa disciplina estricta, idealmente, uno ve un caos organizado.
Cuando una escuela funciona bien, en gran medida se debe a que existe un buen director. El buen director establece una visión y objetivos para la escuela, y puede hacer de ella un espacio efectivo de desarrollo profesional y personal para los maestros, y un espacio de crecimiento, creatividad y descubrimiento para los alumnos.
Lograr que una escuela funcione bien es una tarea extremadamente compleja. Requiere que el director se constituya en un líder pedagógico de decenas de profesores, observándolos en el aula, monitoreando permanentemente su desempeño con sus alumnos y en su contribución al trabajo institucional. Así podrá el director desplegar las capacidades de su cuerpo docente de manera efectiva y darles apoyo en lo que necesiten. Requiere lidiar con cientos de estudiantes y sus retos personales y académicos; y con los padres de familia de esos estudiantes, que tienen sus propias expectativas sobre la escuela. Además, debe lidiar con los retos burocráticos, administrativos y financieros para hacer funcionar la institución.