Besp2020 25

Balochistan Education Sector Plan 2020-2025
Messages
Honorable Governor, Balochistan
Provision of free and quality education to the children is the primary
responsibility of the State. Children and young people are the future
of a nation. The importance of development of their abilities to
enter life as productive and responsible citizens cannot be
overestimated. The potential of Pakistan’s youthful population
will be reaped only through investment in quality education for
all children. The development of the Balochistan Education
Sector Plan (2020-25) is a right step in this direction.
I congratulate the Government of Balochistan, Secondary

Education Department, on this commendable effort. I am sure that
Secondary Education Department will now focus all efforts and energies
on the timely and proper implementation of Balochistan Education Sector Plan (BESP: 2020-
25). I am also confident that the provincial Government will religiously pursue the road-map
and the targets set by BESP. The implementation of BESP in letter and spirit will contribute
towards the fulfillment of constitutional obligations in the shape of Articles 25-A and 37-B and
the international commitments made by the country in the form of Sustainable Development
Goals (SDGs).
My sincere and best wishes are with the Government of Balochistan and all the departments
involved in the implementation of BESP (2020-25).
Honorable Chief Minister, Balochistan

Balochistan has a large youth bulge with nearly 65% of its total
population below the age of 30. This youth bulge represents both an
opportunity and a risk. For the Government, this implies that
quality education needs to be provided to a large number of
children and young people so that they can become active,
responsible and productive members of the society. The
Government is cognizant of the scale and intensity of the
challenge of providing quality education to all and is committed
to taking all the necessary steps to accomplish this mission.
It was with these objectives in mind that the Government of

Balochistan, soon after coming into power, embarked on the task of
developing an evidence-based comprehensive plan for the education sector. The Balochistan
Education Sector Plan (BESP: 2020-25) provides a holistic and integrated roadmap for
delivering quality education for all. The Plan reflects the vision and aspirations of the
Government and the needs of the people regarding education.
BESP (2020-25) recognizes the integrated nature of education and child development and
prioritizes both improvement of quality and access to education. The Government is keen to
provide all the necessary financial and administrative support for effective implementation of
BESP. It is hoped that, through sound implementation of BESP, progress will be ensured on
the commitments made in the Balochistan Compulsory Education Act, 2014 as well as the
Sustainable Development Goals 4 and 8. The Government shall also review and monitor the
implementation of the BESP (2020-25) on regular basis.
I congratulate the Department of Secondary Education and its attached departments / wings
for this commendable effot. I sincerely hope that they will work with the same dedication and
spirit towards the implementation of BESP (2020-25).
I am also confident that we will achieve tangible improvements in education quality and access
over the next few years. I wish everyone involved in its implementation the best and pray that
the efforts result in improvement of the future of children in Balochistan.
Honorable Minister Education, Balochistan

The Government of Balochistan views education as a mission that
needs to be pursued on an emergency basis. It is central to the
development agenda and the future of Balochistan. Balochistan
Education Sector Plan (BESP: 2020-25) provides a roadmap
towards this future. The Plan addresses issues of learning,
participation and reduction of gender gaps. These have been
long-standing challenges in education for Balochistan. The
arduous task of implementation faces us. Many a times in the past
good plans have been undone by ineffective implementation. We
will ensure that BESP (2020-25) does not meet a similar end. The
Plan itself has detailed implementation, reporting and monitoring
mechanisms. These will be strictly followed.
This is another opportunity to break the vicious cycle of low participation and low quality of
education in the province. It will not be easy but the Government has the will and commitment
to achieve it. We will ensure that there is a coordinated effort from all the stakeholders. These
include the Department of Secondary Education, Department of Colleges, Technical & Higher
Education, Department of Social Welfare, Balochistan Technical Education and Vocational
Training Authority (B-TEVTA) and the Department of Health. The most critical symbiotic
relationship is with the Department of Social Welfare. The effort to reduce out of school
children and improve literacy in the province will require a combined, and coordinated, work
by the Departments of Secondary Education and the Department of Social Welfare.
As the Minister of Education I will personally oversee the implementation of BESP (2020-
25) and coordination with stakeholders to achieve the desired results. I see it as imperative
to the development of Balochistan and its future.
Honorable Secretary Secondary Education Department, Balochistan

It gives me immense pleasure that Policy Planning and
Implementation Unit (PPIU), an important organ of Secondary
Education Department, has developed second phase of
Balochistan Education Sector Plan (BESP: 2020-25). It has been
built on learning from the previous Balochistan Education Sector
Plan (2013-18) and detailed consultations in districts and the
provincial headquarters with stakeholders. The BESP (2020-25)
improves on its predecessor in a number of areas. The Plan has
introduced new strategies to address the challenges faced by the
Education Sector in the province under thematic areas of Learning,
Access & Participation, Data & Research, Governance &
Management, and Technical & Vocational Education and Training
(TVET).
Furthermore, the reading challenge has been brought to the front as a most critical problem
of education in Balochistan. Child welfare has also been focused as a subset of learning. The
area of research as central to continuous improvement has been highlighted in detail with
specific recommendations. Learning design as a composite of scheme of studies, curriculum
and textbooks has been discussed at length and underlined as the central cause of the learning
crisis.
I am grateful to the leadership of all stakeholders particularly of Planning & Development

Department, Finance Department, Social Welfare Department, Colleges, Technical & Higher
Education Department and B-TEVTA for their effective participation in the development of
BESP (2020-25). I am specially thankful to Additional Chief Secretary (Development) for his
overview and approval of BESP (2020-25).
I laud the participation of officers, teachers and students in the districts and all the attached
departments of the Secondary Education Department. I also congratulate the then leadership
and team of PPIU for the successful consultations, documentation and preparation of the final
product.
The next challenge is of implementation of BESP (2020-25) in its true spirit. PPIU will again
lead a key role in the implementation and progress tracking of BESP (2020-25). Together we
will make an effort to give the children of Balochistan their right to quality education and a
bright future.
Massage from the Honorable Dawood Khilji, Additional Secretary (Dev:) and
Focal Person, PPIU, Secondary Education Department, Balochistan
Policy Planning and Implementation Unit prepared the first sector plan
for Balochistan. In 2019 it was given the challenge of preparation of
the second version. Given a new team and leadership it was a steep
task. The challenge was compounded by the time constraints
given. The PPIU team can be proud of manner in which they rose
to the occasion. They worked closely with the consulting team,
participated in designing the process, consultations in the
districts and in Quetta and provided continuous inputs to detailed
discussions that resulted in honing of the final document. The fact
the Sector Plan was cleared by GPE, external appraiser and the ACS
development with minimal changes reflects the professional
commitment of all concerned.
I thank UNICEF and the consulting team for the their valuable work which ensured the timely
production of a quality sector plan. I am, especially, grateful to Mariela Buonomo Zabletta of
International Institute of Education Plan (UNESCO) for developing critical capacity of PPIU
and other teams and providing a clear framework for plan development.
I am confident that implementation of BESP 2020-25 will be undertaken with an equally

dedicated professionalism. I wish the implementers the best of luck.
Contents
MESSAGES ........................................................................................................................ I
ACKNOWLEDGMENT ........................................................................................................V
SUMMARY ....................................................................................................................... 1
1. CONTEXT .................................................................................................................. 1
2. SCOPE OF BALOCHISTAN EDUCATION SECTOR PLAN (BESP) 2020-25 ..................................... 2
3. KEY AREAS OF FOCUS .................................................................................................. 2
4. MAJOR RECOMMENDATIONS FOR SCHOOL EDUCATION: ...................................................... 2
5. KEY CROSS CUTTING AREAS ........................................................................................ 11
6. MAJOR RECOMMENDATIONS FOR TECHNICAL AND VOCATIONAL EDUCATION .......................... 12
7. COSTING................................................................................................................. 12
8. IMPLEMENTATION AND MONITORING ............................................................................ 12
9. COVID 19 THREAT AND BESP .................................................................................... 13
10. METHODOLOGY ....................................................................................................... 13
1. INTRODUCTION ....................................................................................................... 15
2. CONTEXT ................................................................................................................. 17
2.1. DEMOGRAPHY ......................................................................................................... 17

2.2. ECONOMIC CONTEXT ................................................................................................. 20
2.3. SOCIAL CONTEXT ...................................................................................................... 22
2.4. GENDER CONTEXT..................................................................................................... 23
2.5. SOCIO-ECONOMIC DEVELOPMENT OVERVIEW ................................................................. 25
2.6. VULNERABILITY TO NATURE......................................................................................... 30
2.7. CONCLUSION ........................................................................................................... 30
3. PLAN DEVELOPMENT PROCESS AND FRAMEWORKS ................................................. 31
3.1. THE SECTOR ANALYSIS ............................................................................................... 31

3.2. OBJECTIVES OF ESA................................................................................................... 32
3.3. METHODS OF COLLECTION OF INFORMATION ................................................................... 33
3.4. KEY FRAMEWORKS .................................................................................................... 34
4. EDUCATION STRUCTURES AND PROCESSES IN BALOCHISTAN ................................... 39
4.1. SCHOOL TYPES ......................................................................................................... 39

4.2. ORGANISATIONS....................................................................................................... 40
5. THEMES, STRUCTURE AND APPROACH ..................................................................... 45
5.1. VISION AND MISSION ................................................................................................ 45
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5.2. THEMES ................................................................................................................. 45

5.3. APPROACH TO REFORM.............................................................................................. 49
5.4. KEY CONSIDERATIONS FOR IMPLEMENTATION .................................................................. 54
5.5. APPROACH TO REFORM IN TVET .................................................................................. 56
6. IMPLEMENTATION OF BESP ..................................................................................... 58
6.1. IMPLEMENTATION CYCLE OF BESP ................................................................................ 58

6.2. UNPACKING THE SECTOR PLAN..................................................................................... 58
6.3. EVALUATION ........................................................................................................... 60
6.4. OVERSIGHT AND MONITORING .................................................................................... 60
6.5. ROLE OF PPIU ......................................................................................................... 62
6.6. MONITORING INDICATORS .......................................................................................... 63
6.7. RISKS TO IMPLEMENTATION ........................................................................................ 70
7. LEARNING ............................................................................................................... 74
7.1. GENDER WISE LEARNING ............................................................................................ 74

7.2. APPROACH TO REFORM LEARNING ................................................................................ 76
7.3. THEORY OF CHANGE FOR LEARNING .............................................................................. 77
7.4. THE LEARNING DESIGN............................................................................................... 78
7.5. APPROACH TO REFORM LEARNING DESIGN ..................................................................... 78
7.6. CURRICULUM ........................................................................................................... 78
7.7. TEXTBOOKS ............................................................................................................. 82
7.8. PROGRAM MATRIX – LEARNING DESIGN ........................................................................ 85
8. TEACHING AND LEARNING ....................................................................................... 89
8.1. APPROACHING TEACHERS REFORMS .............................................................................. 89

8.2. MOTIVATION OF TEACHERS ......................................................................................... 91
8.3. PRE-SERVICE TEACHER EDUCATION ............................................................................... 93
8.4. APPROACH TO PRE-SERVICE TEACHER EDUCATION: ........................................................... 94
8.5. PROFESSIONAL DEVELOPMENT ..................................................................................... 95
8.6. TEACHER AVAILABILITY .............................................................................................. 97
8.7. PROGRAM MATRIX - EFFECTIVE TEACHERS .................................................................... 101
9. ASSESSMENTS AND EXAMINATIONS ...................................................................... 107
9.1. APPROACH TO REFORM ASSESSMENTS AND EXAMINATIONS ............................................. 107

9.2. SCHOOL LEVEL ASSESSMENTS .................................................................................... 107
9.3. BBISE EXAMINATIONS ............................................................................................. 108
9.4. BAEC ASSESSMENTS AND EXAMINATIONS .................................................................... 110
9.5. OVERALL ASSESSMENT SYSTEM – CONSISTENCY AND RELEVANCY ....................................... 111
9.6. CREDIBILITY OF EXAMINATIONS .................................................................................. 112
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9.7. PROGRAM MATRIX – ASSESSMENTS AND EXAMINATIONS ................................................ 114
10. CHILD CARE AND WELFARE .................................................................................... 118
10.1. APPROACH TO REFORM OF CHILD CARE AND WELFARE .................................................... 118

10.2. CHILD WELFARE ..................................................................................................... 119
10.3. CHILDREN WITH SPECIAL NEEDS ................................................................................. 122
10.4. AFGHAN REFUGEE CHILDREN ..................................................................................... 123
10.5. PROGRAM MATRIX – CHILD CARE AND WELFARE ........................................................... 125
11. ACCESS AND PARTICIPATION ................................................................................. 131
11.1. APPROACH TO REFORM ACCESS AND PARTICIPATION ...................................................... 131

11.2. THEORY OF CHANGE: ACCESS AND PARTICIPATION .......................................................... 132
11.3. FORMAL EDUCATION ............................................................................................... 133
11.4. NON-FORMAL EDUCATION ....................................................................................... 137
11.5. SYSTEM-LEVEL CAPACITY FOR NFE/ ALP PROGRAMS ...................................................... 138
11.6. EXPANSION OF OPPORTUNITIES FOR NFE /ALP PROGRAMS ............................................. 140
11.7. QUALITY AND RELEVANCE OF NFE/ALP PROGRAMS ....................................................... 142
11.8. APPROACH TO SCHOOLING IN COVID 19 ..................................................................... 144
11.9. PROGRAM MATRIX - ACCESS AND PARTICIPATION .......................................................... 146
12. DATA AND RESEARCH ............................................................................................ 156
12.1. APPROACH TO REFORM DATA AND RESEARCH ............................................................... 156

12.2. THEORY OF CHANGE RESEARCH AND DATA ................................................................... 156
12.3. DATA.................................................................................................................. 157
12.4. ADEQUACY OF DATA AVAILABILITY ............................................................................. 157
12.5. STANDARDISED ANALYSIS ......................................................................................... 159
12.6. USE OF DATA ......................................................................................................... 160
12.7. RESEARCH ............................................................................................................. 161
12.8. PROGRAM MATRIX – DATA AND RESEARCH .................................................................. 163
13. GOVERNANCE AND MANAGEMENT OF EDUCATION ............................................... 167
13.1. APPROACH TO REFORM GOVERNANCE AND MANAGEMENT OF EDUCATION .......................... 168

13.2. THEORY OF CHANGE FOR GOVERNANCE ....................................................................... 170
13.3. COMPREHENSIVE POLICY AND LEGAL FRAMEWORK ......................................................... 170
13.4. BETTER STRATEGIC PLANNING.................................................................................... 172
13.5. RESULTS BASED MANAGEMENT ................................................................................. 174
13.6. BETTER HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT ........................................ 175
13.7. GREATER PRIVATE SECTOR ENGAGEMENT ..................................................................... 177
13.8. EFFECTIVE DECENTRALISED STRUCTURES....................................................................... 178
13.9. GENDER INCLUSIVE MANAGEMENT ............................................................................. 180
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13.10. EFFECTIVE ACCOUNTABILITY .................................................................................. 181

13.11. INCREASED TRANSPARENCY ................................................................................... 182
13.12. CONSTRUCTIVE POLITICAL ENGAGEMENT .................................................................. 183
13.13. PROGRAM MATRIX – GOVERNANCE AND MANAGEMENT ............................................. 185
14. TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING .................................... 193
14.1. SUMMARY OF THE SITUATION .................................................................................... 193

14.2. APPROACH TO REFORM TVET ................................................................................... 195
14.3. THEORY OF CHANGE FOR TVET .................................................................................. 195
14.4. ACCESS AND PARTICIPATION ...................................................................................... 196
14.5. QUALITY OF TVET PROVISION ................................................................................... 199
14.6. GOVERNANCE AND MANAGEMENT ............................................................................. 201
14.7. PROGRAM MATRIX - TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING..................... 204
15. COSTING ............................................................................................................... 208
15.1. SPREAD OF EDUCATION ............................................................................................ 208

15.2. BUDGETARY ALLOCATION AND EXPENDITURE TRENDS ..................................................... 208
15.3. THE MODEL .......................................................................................................... 210
15.4. BUDGETARY IMPACT................................................................................................ 212
15.5. COMMITMENTS FROM DEVELOPMENT PARTNERS ........................................................... 213
15.6. CALCULATING BUDGETARY GAPS ................................................................................ 214
15.7. PROGRAM WISE COMMITMENT ................................................................................. 217
15.8. CHALLENGE AND SUSTAINABILITY................................................................................ 217
15.9. KEY ASSUMPTIONS FOR FINANCING............................................................................. 219
ANNEX ............................................................................................................................ I
16. IMPLEMENTATION AND RESULT MATRICES ................................................................. I
17. SUMMARY OF EDUCATION SECTOR ANALYSIS ............................................................ 1
17.1. CHALLENGES OF THE CONTEXT ....................................................................................... 1

17.2. THE EDUCATION SECTOR .............................................................................................. 3
BIBLIOGRAPHY.................................................................................................................. I
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Acknowledgment
Being part of the process to develop the Balochistan Education Sector Plan 2020-25
has been an honor and a journey of learning. The strong leadership provided by the
Department of Education and Policy Planning and Implementation Unit (PPIU) made
it possible to complete the task with involvement of all critical stakeholders. The final
product owes to everyone who participated in the consultations: students, teachers,
community members, officials in the districts, deputy commissioners, members of
academia, madrassah, civil society, officers of various attached departments of the
Department of Education (Schools), Balochistan Technical and Vocational Education
and Training, National Vocational and Technical Education and Training Commission
(NAVTCC), Department of Social Welfare (especially the Directorates of Non Formal
Education and Special Education) and the Local Education Group (LEG).
Policy Planning and Implementation Unit (PPIU) was led ably by Mr. Dawood Khilji,
Additional Secretary (Dev) and focal person, PPIU. He not only strengthened the PPIU
but also helped the PPIU function as an effective team and ensured active inclusion of
officials of PPIU, other organizations and stakeholders. A solid education sector plan
rooted in addressing pertinent issues in the education sector is pivotal to education
sector reforms in the province. Mr. Dawood Khilji’s strong leadership proved to be
exemplary which helped in paving ways for the sector plan development. He ensured
the teamwork and rigorous consultative process by motivating and engaging all the
officials and stakeholders. Officers of Policy Planning and Implementation Unit
(PPIU) led all consultations and were part of the comprehensive discussions on the
evolving drafts PPIU. Their robust participation and contribution not only enabled a
quality product but will also ensure stronger implementation.
The role of the High Level Committee for the sector plan was extremely critical in
advising the process. The support from Secretary Education to the autonomy of the
process was extremely helpful to an objective analysis and development of a realistic
set of recommendations.
Heads and teams of Balochistan Board of Intermediate and Secondary Education

(BBISE), Balochistan Textbook Board (BTBB), Bureau of Curriculum and Extension
Center (BOC&EC), Directorate of Education Schools, Balochistan Assessment and
Examination Commission (BAEC) and Provincial Institute of Teacher Education
(PITE).
Support and inputs from the UNICEF Country Office and Provincial team were
invaluable to successful completion of the task and improvements in the final product.
We are also grateful to the Balochistan team of the USAID funded Pakistan Reading
Project, Provincial Polio office, United Nations High Commission for Refugees
(UNHCR), Peoples Primary Healthcare Initiative (PPHI), Japan International
Cooperation Agency (JICA) and UNESCO for their inputs into their areas of expertise
as well as general feedback on various drafts.
We want to give a special thanks to Mariela Buonomo Zabletta, International Institute

of Education Planning (IIEP), UNESCO for her efforts in not only building requisite
capacity within key government institutions but also her tireless efforts in ensuring the
quality of the sector plan. Her inputs were invaluable.
Finally, the team of consultants from SCSPEB who worked tirelessly with their
counterparts from PPIU and other government organizations.
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We wish the Government of Balochistan all the best in successful implementation of

BESP 2020-25.
Abdus Sami Sadozai, Irfan Ahmed Awan,
Lead Consultant, Managing Director,
Consultative Team, SCSPEB SCSPEB
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List of Tables
TABLE 3-1THEMATIC GROUPS ....................................................................................................................... 31

TABLE 3-2 CONSULTATIONS CONDUCTED FOR ESA............................................................................................. 33
TABLE 3-3 INDICATORS ................................................................................................................................. 34
TABLE 3-4 PROJECTIONS FOR BALOCHISTAN ..................................................................................................... 35
TABLE 3-5 TARGETS OF SDG-4 ...................................................................................................................... 36
TABLE 4-1 NUMBER OF SCHOOLS IN BALOCHISTAN 2018-19 .............................................................................. 40
TABLE 4-2 COLLEGES, BALOCHISTAN 2019 ...................................................................................................... 40
TABLE 4-3 TVET INSTITUTES, BALOCHISTAN..................................................................................................... 42
TABLE 4-4 ALP PACKAGE AND GENDER WISE ENROLLMENT IN FOCUS DISTRICTS .................................................... 42
TABLE 4-5 UNIVERSITIES, BALOCHISTAN .......................................................................................................... 43
TABLE 5-1 THEMATIC AREAS, STRUCTURE AND APPROACH .................................................................................. 46
TABLE 6-1 PERFORMANCE ASSESSMENT FRAMEWORK........................................................................................ 63
TABLE 7-1 PROGRAM MATRIX - LEARNING DESIGN............................................................................................ 85
TABLE 8-1 PROGRAM MATRIX - EFFECTIVE TEACHERS ...................................................................................... 101
TABLE 9-1 PROGRAM MATRIX – ASSESSMENTS AND EXAMINATIONS................................................................... 114
TABLE 10-1 PROGRAM MATRIX - CHILD CARE AND WELFARE ............................................................................ 125
TABLE 11-1 GENDER PARITY INDEX AS PER GER FOR 2016-17 ......................................................................... 132
TABLE 11-2 PROGRAM MATRIX - ACCESS AND PARTICIPATION........................................................................... 146
TABLE 12-1 PROGRAM MATRIX – DATA AND RESEARCH ................................................................................... 163
TABLE 13-1 PROGRAM MATRIX - MANAGEMENT AND GOVERNANCE .................................................................. 185
TABLE 14-1 PROGRAM MATRIX - TECHNICAL AND VOCATIONAL EDUCATION ........................................................ 204
TABLE 15-1 DEPARTMENT ALLOCATION AS % OF TOTAL EDUCATION RECURRENT BUDGET ...................................... 208
TABLE 15-2 TABLE OF UTILISATION OF DEVELOPMENT FUNDS ............................................................................. 209
TABLE 15-3 BREAKUP OF EACH SCHOOL TYPE IN ADDITIONAL ENROLMENT ............................................................ 210
TABLE 15-4 STANDARD FOR STUDENT TEACHER RATIO ..................................................................................... 212
TABLE 15-5 TEXTBOOKS COST PER SET .......................................................................................................... 212
TABLE 15-6 BESP COSTING ........................................................................................................................ 212
TABLE 15-7 COMMITMENTS FROM DEVELOPMENT PARTNERS ............................................................................ 213
TABLE 15-8 TEN YEAR TREND OF PROVINCIAL BUDGET - BALOCHISTAN ............................................................... 214
TABLE 15-9 TEN YEAR TREND OF BALOCHISTAN'S EDUCATION BUDGET ............................................................... 215
TABLE 15-10 PERCENTAGE GROWTHS OF PROVINCIAL BUDGETS COMMITTED ........................................................ 215
TABLE 15-11 ANALYSIS OF FINANCES GAP ..................................................................................................... 216
TABLE 15-12 PROGRAM WISE BUDGET REQUIRED AND COMMITTED .................................................................. 217
TABLE 15-13 PROVINCIAL BUDGET STATEMENT 2019-20 ................................................................................ 218
TABLE 16-1 IMPLEMENTATION MATRIX - LEARNING DESIGN ................................................................................... I
TABLE 16-2 RESULT MATRIX LEARNING DESIGN................................................................................................. IX
TABLE 16-3 IMPLEMENTATION MATRIX FOR EFFECTIVE TEACHER ......................................................................... XIII
TABLE 16-4 RESULT MATRIX - EFFECTIVE TEACHER...........................................................................................XXV
TABLE 16-5 IMPLEMENTATION MATRIX QUALITY OF ASSESSMENTS AND EXAMINATIONS ........................................ XXXI
TABLE 16-6 RESULT MATRIX - ASSESSMENTS AND EXAMINATIONS.................................................................... XXXIX
TABLE 16-7 IMPLEMENTATION MATRIX CHILD CARE AND WELFARE .................................................................... XLIII
TABLE 16-8 RESULTS MATRIX CHILD CARE AND WELFARE.....................................................................................LI
TABLE 16-9 IMPLEMENTATION MATRIX - ACCESS AND PARTICIPATION ................................................................. LVII
TABLE 16-10 RESULTS MATRIX - ACCESS AND PARTICIPATION .......................................................................... LXXV
TABLE 16-11 IMPLEMENTATION MATRIX - DATA AND RESEARCH .................................................................... LXXXIII
TABLE 16-12 RESULTS MATRIX - DATA AND RESEARCH ................................................................................. LXXXIX
TABLE 16-13 IMPLEMENTATION MATRIX - GOVERNANCE AND MANAGEMENT ..................................................... XCIII
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TABLE 16-14 RESULT MATRIX - GOVERNANCE AND MANAGEMENT ......................................................................CXI

TABLE 16-15 IMPLEMENTATION MATRIX - TECHNICAL AND VOCATIONAL EDUCATION TRAINING ............................. CXVII
TABLE 16-16 RESULTS MATRIX - TECHNICAL EDUCATION AND VOCATIONAL TRAINING ......................................... CXXIII
TABLE 17-1 READING AND NUMERACY SKILLS OF PRIMARY SCHOOL CHILDREN ......................................................... 4
TABLE 17-2 NET ENROLLMENT RATES 2014-15 ................................................................................................. 8
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List of Figures
FIGURE 2-1 TOTAL FERTILITY RATE BY REGION .................................................................................................. 18
FIGURE 2-2 BALOCHISTAN POPULATION PYRAMID 2019 .................................................................................... 19
FIGURE 2-3 GDP GROWTH BY REGION (1972-73 TO 2004-05) ......................................................................... 20
FIGURE 2-4 SPOUSAL PHYSICAL, SEXUAL OR EMOTIONAL VIOLENCE EXPERIENCED BY EVER MARRIED WOMEN 15-49 ... 24
FIGURE 2-5 LABOR MARKET ANALYSES FOR BALOCHISTAN 2017-18 .................................................................... 24
FIGURE 2-6 PAKISTAN MULTI-DIMENSIONAL POVERTY INDEX 2016 ...................................................................... 25
FIGURE 2-7 MULTI-DIMENSIONAL POVERTY INDEX SCORE BY REGION ................................................................... 26
FIGURE 2-8 HEALTH INDICATORS.................................................................................................................... 27
FIGURE 2-9 MATERNAL MORTALITY RATE BY REGION (PER 1,000 LIVE BIRTHS) ...................................................... 27
FIGURE 2-10 UNDER-FIVE MORTALITY RATES BY REGION (DEATHS PER 1,000 LIVE BIRTHS)...................................... 28
FIGURE 2-11 STUNTING RATES IN UNDER 5 ...................................................................................................... 28
FIGURE 2-12 PROVINCIAL COMPARISONS OF LITERACY RATES FOR 10 PLUS ............................................................ 29
FIGURE 2-13 : PROVINCIAL COMPARISONS OF LITERACY RATES FOR 15 PLUS .......................................................... 29
FIGURE 2-14 COMPARISON OF MALE AND FEMALE LITERACY RATES IN BALOCHISTAN .............................................. 30
FIGURE 5-1 THEORY OF CHANGE BALOCHISTAN EDUCATION SECTOR PLAN 2020-2025 ........................................... 50
FIGURE 5-2 REFORM DESIGN OF BESP 2020-25 .............................................................................................. 54
FIGURE 6-1 IMPLEMENTATION CYCLE OF BESP ................................................................................................. 58
FIGURE 6-2 OVERSIGHT AND MONITORING STRUCTURE FOR BESP ....................................................................... 60
FIGURE 7-1 GENDER WISE LEARNING OUTCOME FOR GRADE 3 2018 .................................................................... 74
FIGURE 7-2 GENDER WISE % SCORE IN BAEC EXAMINATIONS FOR GRADE 5 SUMMER AND WINTER ZONES................... 75
FIGURE 7-3 RESULTS FROM BALOCHISTAN BOARD OF INTERMEDIATE AND SECONDARY EDUCATION 2019 ................... 75
FIGURE 7-4 APPROACH TO REFORM LEARNING ................................................................................................. 76
FIGURE 7-5 THEORY OF CHANGE FOR LEARNING................................................................................................ 77
FIGURE 8-1 FIGURE APPROACHING TEACHERS REFORMS..................................................................................... 89
FIGURE 8-2 CHALLENGES OF GETTING QUALITY TEACHERS IN RIGHT NUMBERS ......................................................... 90
FIGURE 10-1 APPROACH TO CHILD CARE AND WELFARE ................................................................................... 118
FIGURE 11-1 THEORY OF CHANGE FOR ACCESS AND PARTICIPATION.................................................................... 133
FIGURE 12-1 THEORY OF CHANGE FOR RESEARCH AND DATA ............................................................................ 157
FIGURE 13-1 THEORY OF CHANGE FOR IMPROVED MANAGEMENT ..................................................................... 168
FIGURE 13-2 THEORY OF CHANGE FOR IMPROVED GOVERNANCE ....................................................................... 169
FIGURE 13-3 THEORY OF CHANGE FOR GOVERNANCE ...................................................................................... 170
FIGURE 14-1 ENROLLMENT, INSTRUCTORS AND INSTITUTES – TVET ................................................................... 194
FIGURE 14-2 THEORY OF CHANGE FOR TVET ................................................................................................. 196
FIGURE 15-1 EDUCATION CURRENT AND DEVELOPMENT BUDGET TREND 2014-2019 .......................................... 209
FIGURE 17-1 HEALTH INDICATORS.................................................................................................................... 2
FIGURE 17-2 LITERACY RATES 10 PLUS ............................................................................................................. 3
FIGURE 17-3 PUBLIC SECTOR INSTITUTIONS IN BALOCHISTAN ................................................................................ 9
List of Boxes
BOX 2-1 THE CPEC OPPORTUNITY ...................................................................................................... 21
BOX 5-1 OPERATIONALISING STANDARDS ............................................................................................ 55
BOX 7-1 APPROACH TO CURRICULUM DEVELOPMENT ......................................................................... 79
BOX 9-1 TYPES OF ASSESSMENTS ...................................................................................................... 107
BOX 11-1 DROPOUTS CHALLENGE...................................................................................................... 131
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Acronyms
ADE Associate Diploma of Education

ADP Annual Development Programme
AEPAM Academy of Education Planning and Management
ALP Accelerated Learning Pathways
AOP Annual Operational Plan
ASER Annual Status of Education Report
BACT Balochistan Academy for College Teacher
BAEC Balochistan Assessment and Examination Commission
BBISE Board of Intermediate and Secondary Education
B.Ed Bachelor of Education
BEF Balochistan Education Foundation
BESP Balochistan Education Sector Plan
BOC & EC Bureau of Curriculum and Extension Centre
BPSC Balochistan Public Service Commission
BRA Balochistan Revenue Authority
BTBB Balochistan Textbook Board
BTEVTA Balochistan Technical Education & Vocational Training Authority
C&W Communication and Works
CBOs Community Based Organisations
CBT Competency Based Training
CDP Capacity Development Plans
CIF Curriculum Implementation Framework
CMS Complaint Management System
CPD Continuous Professional Development
CPEC China-Pakistan Economic Corridor
CSR Classroom Student Ratio
DAE Diploma of Associate Engineering
DEA District Education Authority
DEG District Education Group
DEO District Education Officer
DOC Directorate of Colleges
DOE District Officer Education
DOE(S) Directorate of Education (Schools)
DOH Department of Health
DLNFE Directorate of Literacy & Non Formal Education
DSC Departmental Sub Committee
DSE Directorate of Special Education
ECE Early Childhood Education
EFA Education for All
EMIS Education Management Information System
ESA Education Sector Analysis
ESP Education Sector Plan
ETD Excise and Taxation Department
EU European Union
FGD Focused Group Discussion
FPSC Federal Public Service Commission
GCEE Government Colleges of Elementary Education
GDP Gross Domestic Product
GER Gross Enrolment Rate
GoB Government of Balochistan
GPI Gender Parity Index
HDI Human Development Index
HE Higher Education
xi
HEC Higher Education Commission

HED Higher Education Department
HR Human Resource
HRMIS HR Management Information System
ICT Information & Communication Technology
IT Information Technology
JESR Joint Education Sector Review
JICA Japan International Cooperation Agency
KP Khyber Pakhtunkhwa
LEC Local Education Council
LEG Local Education Group
LEPC Local Education Purchase Committee
M&E Monitoring and Evaluation
M.Ed Master of Education
MHM Menstrual Hygiene Management
MIS Management Information System
MMR Maternal Mortality Rate
MNSQE Minimum Standards for Quality Education
MoU Memorandum of Understanding
MTDF Medium Term Development Framework
NA Not Available
NACTE National Accreditation Council for Teachers Education
NAVTTC National Vocational and Technical Training Commission
NEAS National Education Assessment System
NEF National Education Foundation
NEMIS National Education Management Information System
NEP National Education Policy
NER Net Enrolment Rate
NFBE Non Formal Basic Education
NFBES Non-formal Basic Education School
NFE Non Formal Education
NFEMIS Non Formal Education Management Information System
NGOs Non-Governmental Organisations
NIPS National Institute of Population Studies
NMDs Newly Merged Districts
NMSQE National Minimum Standards for Quality Education
NTBP National Text book Policy
NTS National Testing Service
OOSC Out of School Children
P&D Planning and Development Department
PAF Performance Assessment Framework
PDHS Pakistan Demographic and Health Survey
PES Pakistan Education Statistics report
PITE Provincial Institute for Teacher Education
PLT Promotion Linked Training
PMC Performance Management Cell
PPHI People’s Primary Healthcare initiative
PPIU Policy Planning Implementation Unit
PPP Public Private Partnership
PRP Pakistan Reading Project
PSDP Public Sector Development Program
PSLM Pakistan Social and Living Measurement
PTSMCs Parents Teachers School Management Committee
PTV Pakistan Television
RBM Results-Based Management
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R.C Regular Cost

RTSM Real Time School Monitoring
RV Refugee Village
S&GAD Services and General Administration Department
SCAC Secure Card of Afghan Citizens
SCSPEB Society for Community Education in Balochistan
SDGs Sustainable Development Goals
SED Secondary Education Department
SITAN Situation Analysis
SLO Student Learning Outcomes
SMC School Management Committee
SNE Schedule of New Expenditure
SOPs Standard Operating Procedures
SWD Social Welfare Department
SWOT Strengths, Weaknesses, Opportunities and Threats
TB Textbook
TBD To be determined
TEVTA Technical Education & Vocational Training Authority
TRC Textbook Review committee
TSR Teacher Student Ratio
TTP Teachers Training Program
TV Television
TVET Technical and Vocational Education & Training
UN United Nations
UNESCO United Nations Education Scientific Cultural Organisation
UNHCR United Nations High Commission for Refugees
UNICEF United Nations International Children Fund
USAID United States Agency for International Development
WASH Water, Sanitation and Hygiene
WB World Bank
WHO World Health Organiszation
xiii
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Summary
1. Context
Balochistan covers about 44% of Pakistan’s territory and houses about 6% of its population.
Huge distances and low population density provides a unique challenge of delivery in the
social sector. Education is not an exception and faces several contextual challenges. In
addition to low population density, chronic poverty, weak fiscal base, small private sector and
poor institutional and human resource base are the binding constraints on the provision of
public services in the province. Migration and natural hazards, including droughts, floods and
earthquakes also impact delivery of education services. These constraints have, over the years,
translated into weak growth performance, the poor state of socio-economic development and
wide gender and regional disparities in access to public services. The province has the highest
rate of multidimensional poverty, lowest coverage of immunisation for children, highest
nutritional deficiencies and lowest literacy rates (44% for 10 plus age group), especially of rural
females (17%), among all provinces in the country.
The benchmark of universal school completion and literacy given by Articles 25A and 37b of
the Constitution of the Islamic Republic of Pakistan provides a steep slope to climb given,
among others, the above challenges. Additionally there is the requirement of Sustainable
Development Goal 4 (and SDG 8). Article 25A was added to the Constitution of Pakistan
through the 18th Amendment 2010. Article 25A made access to education a fundamental right
while Article 37b calls upon the state to ensure universal literacy. Within the provicnce, the
Balochistan Compulsory Education Act 2014 provides a detailed legal framework for the
implementation of Article 25A. Furthermore, the 18th Amendment also transferred
responsibility for the delivery of education from the federal government to provinces. These
included development of curriculum that has now been voluntarily ceded back to the Federal
Government by the provinces for development of a national curriculum.
The devolution of education to the provinces has resulted in an increased prioritisation of

education in the public policy arena over the past decade. The political leadership of the
province has demonstrated willingness to invest more in education. In nominal terms, the
education budget of the province has increased nearly five times between 2009-10 and 2019-
201. Similarly, the share of education in the total provincial budget has hovered around 17-
18% over the past five years—this is marginally higher than the 15% average budget share of
education across low and middle income countries2.
Increased spending on education, however, has not translated into improved learning
outcomes. The percentage of out-of-school children has not recorded a major reduction either.
There are two major explanations. First, the overall education planning and resource
allocation are not aligned with the goal of learning. Secondly, learning-related inputs such as
curriculum, textbooks, teachers and examinations receive inadequate policy attention and
resources. The consequent poor reading and numeracy skills and weak analytical ability of
children lie at the heart of the learning crisis.
Secondly, the education system has a limited ability to translate increased spending into better
learning outcomes and improved participation. The inability of the system to translate
expenditure into effective results is explained by weak governance and limited management
capacity of the education system in the province. The system cannot efficiently and effectively
utilise available human, physical and financial resources for achieving its stated goals. For
1The education budget of Balochistan has increased from PKR 14 billion in 2009-10 to PKR 75 billion in 2019-20.
2World Bank. 2018. World Development Report 2018 : Learning to Realize Education's Promise. Washington, DC: World Bank.
https://openknowledge.worldbank.org/handle/10986/28340 License: CC BY 3.0 IGO.
1
example: improving access to education has over the years remained the primary goal of
education delivery in the province. In fact, over 95% of the development budget for school
education over the past ten years has been allocated to the establishment of new schools and
up-gradation of existing ones. This, however, has not resulted in commensurate improvement
in participation, mainly because of poor planning, a failure to assess classroom needs, weak
monitoring and ineffective accountability mechanisms.
2. Scope of Balochistan Education Sector Plan (BESP) 2020-25

This Plan covers school education and technical and vocational education and training
(TVET). The bulk of this document covers the former.
3. Key Areas of Focus

Within school education, this sector plan prioritises learning and access and participation as
the two most important areas of policy focus. Furthermore, BESP 2020-25 identifies improved
governance and management framework and better research and data as critical enablers for
ensuring an efficient and effective education system.
In addition to a dedicated focus on the two key goals and two enablers mentioned above, the
Plan also considers four additional aspects of education delivery that are of cross-cutting in
nature and have, therefore, been dealt with throughout the BESP. These cross-cutting areas
are standards, capacity, gender inclusiveness and partnerships with actors outside the
government.
In technical and vocational education, the delivery of better and updated training programs
that respond to the needs of the job market have been targeted as the key outcome. The aspects
of quality, relevance and access in Technical and Vocational Education and Training (TVET)
have been detailed accordingly.
The Sector plan brings the child to the center of reforms. The Sector Analysis separately
reviewed child welfare, outside and within the school, and found it to be an extremely
neglected area. The Plan centers its approach, around the child in all its aspects – learning,
access and participation and governance. A further, particular, emphasis has been on the girl
child.
4. Major Recommendations for School Education:

Key recommendations pertaining to the two core areas of policy focus and two critical enablers
are as follows:
4.1. Learning
The learning crisis is two-pronged: children cannot read and even the ‘success stories of the
system’ – which is a small percentage of the total children of school age who manage to
complete schooling – have low analytical ability. Reading, numeracy and analytical ability
have been taken as the core issues of learning that need to be addressed to ensure children can
develop as self-learners.
BESP 2020-25 looks at learning as a product of three key inputs: the learning design, teaching
and learning in the classroom and child welfare. Learning design includes curriculum
framework, scheme of studies, curriculum and textbooks. Teaching and learning in the
classroom looks at the teachers’ performance, in which ability is one of the factors, and
assessments. Child welfare includes physical and mental health of the child as developed prior
to coming to school and also during school years – practices and environment in school being
important factors.
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4.2. Learning Design

BESP 2020-25 recommends a learning design that addresses the needs of the child, meets the
requirements of the classroom and is sensitive to the contextual realities of Balochistan.
The term learning design, as used in this document, consists of curriculum framework,
scheme of studies, textbooks and other teaching and learning materials. These are
disconnected from the realities of the majority of children in Balochistan. The design fails to
cater to language and other endowments of the child, teacher capacities and school situation
that includes a large prevalence of multi-grade classes. A flawed learning design results in the
failure of both competent and incompetent teachers.
I. Curriculum & Scheme of Studies

Curriculum development has traditionally remained a closed process, dominated by
individuals who possess knowledge of concerned subjects but not necessarily the
requirements of the child and schools. Issues of inadequate capacity in the curriculum, within
and outside the government, further impedes the quality of the curriculum. This Sector Plan
calls for a shift from existing to a new approach to curriculum development that focuses on
meeting the needs of the learner in Balochistan: both at the entry point of education and exit
into higher education or employment. This will require the development of a research-based
curriculum framework and scheme of studies that has learning paths designed as per the
natural endowments of the local learner. Secondary Education Department, specifically, the
Bureau of Curriculum and Extension Centre will undertake the need analysis and engage with
the Federal Government to provide provincial inputs for the Federal Government including
the language policy discussed in the next paragraph.
BESP 2020-25 also calls for a review of the current school language policy (based on English
and Urdu in early grades) as it is seen as a major hindrance in the development of reading and
thinking ability in the child. A child-centered school language policy based on his or her
linguistic advantage will be developed, again, through engagement with the Federal
government. Secondly, the issue of capacity within the Bureau of Curriculum and Extension
Centre (BOC&EC), which is responsible for curriculum development, as well as, in the market
will be addressed to create organisational capacity within the government and a critical mass
of curriculum experts in the province. Finally, the Plan calls for strict adherence to a
curriculum implementation framework (CIF) that undertakes a review of the effectiveness of
the curriculum in textbooks, teachers, examinations and learning on a regular and periodic
basis. The CIF will include dissemination of the curriculum and an ongoing feedback loop on
implementation issues. A critical component of dissemination will be the orientation of
teachers on the new curriculum and any subsequent changes.
II. Textbooks
Textbooks reviewed during sector analysis showed that they have poor learning value and are
often, not even, aligned with the curriculum. There are fundamental flaws in the process of
textbook development that include absence of systemic feedback mechanisms and
inadequately developed standards. Weak capacity of the Balochistan Textbook Board (BTBB)
plays a role in lowering the learning value of textbooks as does lack of a systemic approach for
orientation of teachers on new textbooks. Owing to these shortcomings, existing textbooks
encourage and induce rote learning like other components of the learning design.
This Plan recommends preparation of contextually-relevant textbooks that can help teachers
in teaching and students in developing creative and analytical abilities. This can be achieved
by reviewing and refining standards, especially, for inputs and processes that include training
and certification of authors and field testing of textbooks. Furthermore, there is a need to
improve the capacity of the Balochistan Textbook Board (BTBB). BTBB’s current capacity is
inadequate for both the scale and quality of the tasks of textbook development. Finally, similar
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to the curriculum, the orientation of teachers on textbooks has been included in the strategies
– every time new textbooks are introduced or changes are made in them.
4.3. Teaching Learning Process

A thorough review of available literature, data of assessment results and findings of classroom
observations carried out for the sector analysis show that teaching is not effective. One major
cause is a learning design with unrealistic expectations. However, teacher availability and
performance in the classroom are also critical. Lack of required number of teachers, shortage
of teachers of certain subjects, especially, science and mathematics, and issues of attendance
of teachers emerged as major problems in nearly all districts. Furthermore, a combination of
weak motivation, poor capability and lack of adequate resources affect teacher performance.
I. Teacher Performance
This Sector Plan looks at teacher performance within the context of an organisation and as a
product of motivation, capacity and resources. Motivation, in turn, depends on the
institutional environment, which, among the others, fails to include teachers as professionals
in decisions and planning processes, lacks effective Grievance Redressal Mechanisms and
adequate opportunities for career promotion and progression. Capability depends on the
quality of pre-service education, both general and professional, and professional development
options after joining as teachers.
a. Teacher Motivation
Strategies pertaining to teacher motivation cover the involvement of teachers in education
planning and decision-making processes, revision of career structures and promotion, and
improvement of working conditions in schools, including reduction of single-school teachers.
The key principle underlying these strategies is that teachers should be treated as
professionals (not in an hierarchy) and as members of a larger organisation whose policies
and practices impact their motivation.
b. Pre-Service Teacher Education

Pre-service teacher education was labeled as the ‘weakest link’ in the previous sector plan. It
continues to have poor quality in both public and private sectors. The primary areas of concern
include the weak capacity of government-run Elementary Colleges of Teacher Education, low
policy priority to pre-service teacher education and inadequate implementation of standards.
The approach to pre-service teacher education has been changed drastically in the Plan.
Dependence of Government Colleges of Elementary Education (GCEE) has been removed.
These GCEEs will be shifted to the Provincial Institute of Teacher Education (PITE) where
they will support the latter in the provision of in-service teacher education. For supply of
quality teachers the Department will depend on the universities and colleges (managed by the
Department of Higher Education) that run graduate programs of education.
c. Teacher Professional Development

Teacher professional development has seen improvements since the implementation of the
previous sector plan. However, many issues persist and professional development as a whole
remains weak.
There are three main thrusts of strategies for professional development. Firstly, there is a need
for a more comprehensive approach—an approach that will view it as more than just trainings.
Secondly, need-based trainings will be developed with the Directorate of Education (Schools)
taking primary responsibility and the Provincial Institute of Teacher Education (PITE)
functioning in support. Thirdly, the capacity of PITE will be developed as the premier in-
service teacher training institution along with the GCEEs transferred under its administrative
control. Furthermore, the BESP includes head teachers and supervisors as a critical part of
professional development through their roles as mentors. Peer learning has also been added
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as a strategy for professional development. To make them more meaningful, trainings will also
be linked to career progression of teachers.
II. Teacher Availability

Most districts, and schools, have a shortage of teachers. There is a dearth of science,
mathematics and language teachers, especially, in female schools. Despite significant work on
monitoring of teacher attendance, as part of implementation of the previous sector plan, about
20% rate of teacher absenteeism continues. Additional duties assigned also contribute as does
natural attrition and failure to prepare for replacements on time.
The Plan calls for the development of a long term teacher recruitment plan that looks at the
current gaps, needs arising from attrition and expected growth of the sector. Secondly,
rationalisation of transfers and postings is important to ensure a balance between rural and
urban areas (a specific strategy has been included under ‘Governance and Management’). For
meeting immediate needs, recruitment of teachers in science, mathematics and languages will
be prioritized, especially, for girls’ schools. For continuous improvement in the quality of
teachers recruited, three strategies have been included: firstly, review and improvement of the
recruitment and testing processes; review of recruitment rules to ensure that personnel with
higher specialised degrees have a better chance of being selected; and finally the introduction
of an induction training to cover for gaps in the capacity of newly recruited teachers.
Another critical strategy is the gradual phasing out of the process of assignment of teachers to
duties outside their work domain like polio campaigns, elections and others. Alternate options
will be explored to eventually reduce the time of teachers’ involvement in these activities.
4.4. Assessments and Examinations

Assessments are another critical input included in the teaching-learning process. These have
broadly been split into assessments within the school and external ones: high stakes
examinations for grade 9th, 10th, 11th and 12th conducted by the Balochistan Board of
Intermediate and Secondary Education (BBISE) and the large scale mandatory grade 8th
examinations held by the Balochistan Assessment and Examination Commission (BAEC).
Both internal and external examinations, with the exception of BAEC, induce rote learning
and do not test for analytical ability. This impacts the teaching-learning process in the
classroom – especially the high stakes examinations – which settles into a lesson delivery that
does not involve development of critical-analytical ability. Consequently, students also rely on
rote memorization.
I. School Assessments
The Plan calls for introduction of regular formative and summative assessments in schools
(many schools have discontinued formative assessments) and their use in school
accountability frameworks so as to ensure the improvement of teaching and learning practices.
Secondly, the capacity of both teachers and supervisors (head teachers and others) will be
developed in assessments.
II. High Stake Assessments

BESP 2020-25 requires the Balochistan Board of Intermediate and Secondary Education
(BBISE) to shift from an organisation that primarily plans and implements the logistics of
large scale, high-stake examinations to one that ensures the quality of the examination process
including the paper preparation and marking. This will require a complete capacity review and
overhaul, followed by a development plan, which among others, will require the Board to
include assessment specialists in its organisational structure. Standards for examinations,
from paper setting to conduct and checking, will be reviewed to ensure that only examiners
with the requisite training and certification can prepare papers. Furthermore, it will be
ensured that papers are field tested prior to finalization and an item bank is developed. For
improving the quality of assessments, the target is to shift from questions that test rote
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memory to those that test analytical ability and critical thinking skills. The target for the next
five years is to increase the weightage of analytical questions in examinations. The ambition
for a vertical climb on taxonomy has been kept low, till application, as schools will need time
to adjust to changes in examinations. These cannot be changed drastically overnight.
III. BAEC Assessments and Examinations

Balochistan Assessment and Examination Commission (BAEC) was established to begin
testing of students prior to the secondary level, to inform the system of issues in learning. The
Commission has been bogged down by conduct of large scale examinations for grade 8
(initially it was doing this for both grades 5 and 8). This has crowded out its primary functions
mentioned above. BESP requires BAEC to refocus on its primary roles of system capacity
building and shift from large scale to sample based diagnostic assessments. The latter is meant
to inform the system of its weakness. Mechanisms will be developed to ensure that SED and
its attached departments utilise the findings of these diagnostic assessments.
IV. Overall Assessment System – Consistency and Relevance

The assessment structures in the province work in a general disconnect – symptomatic of the
overall learning system. Three systemic issues impact all assessments: a dearth of qualified
personnel; limitations of the current standards; and absence of an overall framework for
assessments. BESP requires investment in preparing more specialists in assessments, both,
within the government and outside. Secondly, it calls for revision of standards of assessments
and examinations and, finally, the development of a provincial assessment framework that
clarifies the roles, uses and standards for all types of assessments and examinations.
V. Credibility of Examinations
Another problem faced is endemic cheating which has seriously undermined the credibility of
examinations. There are two strategies to combat the problem. Firstly, awareness campaigns
against cheating that target all relevant segments of society. Secondly, there is a need for a
review of the processes and procedures of BBISE for the conduct of examinations so as to
minimise the possibilities of cheating. Shift to quality examinations through reduction of
memory-based portions will also help eliminate cheating.
4.5. The Child

The Sector Analysis concluded that education policies, plans and practices are not child-
centered. In fact, systemic information on the child’s needs and issues is very scant. This
includes the child prior to coming to school, the child in school and the school going child at
home.
BESP 2020-25 calls for a shift to the child as the center of all policy, planning and practices.
There are two main thrusts to the strategies: more research and information on the child’s
physical and psycho-social development and continued improvement of child welfare. The
latter can be achieved through remedial actions against known issues like corporal
punishment and bullying, enhancement of school safety through training of students and
teachers and revision of existing safety standards. For enhanced welfare, BESP has strategies
for better implementation of the existing Child Protection Act 2016 and promulgation of a
more comprehensive ‘Child’s Rights’ law. Institutionalised coordination mechanisms will be
developed between SED and the Health Department to ensure regular health check-ups and
training of teachers on the identification of health issues including learning difficulties.
Two subsets of the child welfare component are issues of children with special needs and
Afghan Refugees. Children with special needs are even more on the periphery of policy and
implementation. The strategies for ‘Children with Special Needs’ firstly require better
information. Secondly, strategies emphasize expansion beyond the current 11 institutions in 9
districts to at least one in each district. Only children who cannot be accommodated in regular
schools will be admitted to an expanding sector of schools for children with special needs. Two
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other important areas addressed are enhancement of quality of delivery in special schools
through capacity development of the Directorate of Special Education and improvement in
community acceptance and ownership of children with special needs.
Finally, BESP 2020-25 provides strategies for children in schools within refugee camps. The
strategies on quality recommend reversion to textbooks in Darri and Pashto – the mother
tongues of the refugee children - from Urdu even as the Pakistani curriculum gets
implemented. On increased access, the strategies call for improvement of conditions in schools
through the provision of better facilities and involvement of communities to increase
enrolment – especially, for female children. Strategies have also been included wherein
refugee children have quotas in secondary and higher secondary schools and colleges. This
will help them continue their education.
4.6. Access and Participation

An estimated 65% of school-age children are not in schools. The gender gap is the widest of all
the provinces. The causes of these problems lie in shortcomings on the supply side, as well as,
barriers on the demand side.
Given the high percentage of out-of-school children, especially females, the Plan underscores
the need for expanding access to education. BESP’s approach to rectify the situation includes
an increase in schooling opportunities, along with better utilisation of existing ones and
provision of second opportunities through non-formal schooling to children who have either
dropped or never attended school. Consolidation and rationalisation of existing infrastructure
and human resources and the establishment of new schools on strictly need-basis are key
components of improving access to formal schooling.
Non-formal education will be strengthened to rise to the challenge of reaching out of school
children (OOSC). In the last two years, there have been improvements but more will be done
to ensure a robust NFE sector. Finally, adult literacy as a component of NFE will also be
improved to help with, among other benefits, retention of children in schools as there is a
correlation between parental literacy and schooling years of the child.
4.7. Formal Education

Strategies for improved access and participation, presented in BESP, are cognizant of the
challenges of setting up schools in areas of low population density. Therefore, it encourages
need based evaluation of schooling needs and innovation, including, possibilities of public
private-partnerships – for both primary and post primary levels. The importance of
community involvement in ensuring enrolment, especially, at the right age is recognised and
BESP requires it to support better access and participation. Furthermore, given the inter-
district disparities, ten districts with the lowest net enrolment rates will be prioritised for
investment into schooling.
I. Increased Girls Participation

Although opportunities for girls have increased in the last few years, the gender gap in access
to school and participation remains wide. The gap widens from primary upwards.
Strategies to enhance girls’ participation focus on increased opportunities as well as

addressing additional conditions that impact female participation in schools. The latter
includes the provision of transport and awareness on – and facilities for- management of
Menstrual Hygiene Management (MHM). Additionally, to make schools more attractive for
girls, sports will be introduced in all female schools. Besides, BESP also recommends the
conversion of primary schools to gender free enrolment policy with female teachers. This is
will make it easier for the community to enroll girls in co-education primary schools. Finally,
similar to overall access, ten districts with the lowest female participation will be prioritised
for investment in schooling.
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II. Address Demand Side Factors

BESP 2020-25 recognises that not all demand-side causes are known and documented.
Therefore, one part of the strategy requires more research into the exploration of demand-side
issues. However, the Sector Plan looks at two demand-side factors: poverty and early
marriages in the case of females. For the first one, school meals will be introduced and
students and parents will be given information on scholarships that can be availed. The issue
of continued female education will require an awareness of, and engagement with, the
community.
4.8. Non-Formal Education

Non-Formal education has two components: a second opportunity for Out of School Children
(OOSC) and literacy for adults. The former is known as Non-Formal Basic Education (NFBE).
Non-Formal Basic Education (NFBE) fast tracks curriculum coverage to mainstream children
into formal schools wherever it is possible. In some cases, this is not possible as children are
older and marketable skill development becomes critical. Therefore TVET related teaching is
part of NFE programmes.
With 65% of out of school children and a literacy rate of 44% for 10 plus (female literacy of
25% with rural female 17%), the importance of Non-Formal Education (NFE) cannot be
overemphasized. The Balochistan Education Sector Plan (BESP) breaks up Non-Formal
Education (NFE) into the standard components of any learning system: system level capacity,
access and participation and quality (and relevance) with equity as a cross-cutting issue.
I. System Level Capacity of NFE

The strategies for enhancement of system capacity look at four aspects. Firstly, the capacity of
the Directorate of Literacy and Non-Formal Education (DLNFE) will be strengthened further.
In addition to the Directorate of Literacy and Non-Formal Education (DLNFE), the attached
departments of SED responsible for curriculum, textbooks, teacher training and assessment
will develop capacity in Non-Formal Education (NFE) and become regular providers of
services to the sector. The other area where capacity will be enhanced is beyond the
government or Directorate of Literacy and Non-Formal Education (DLNFE) is the private
sector. An important partner in NFE implementation.
A critical systemic need that will be met is formal coordination between Directorate of Literacy
and Non-Formal Education (DLNFE) and the Directorate of Education (Schools) and the
Balochistan Technical Education and Vocational Training Authority (BTEVTA). Finally,
standards and a strengthened accreditation system have been recommended in the strategies.
II. Access and Participation in Non-Formal Education (NFE)

Currently, NFE programs are not being run in all districts by the provincial government. A
majority of those enrolled are males. BESP 2020-25 requires expansion of the capacity to run
NFE/ALP programs. This includes primary, as well as post primary programs. The latter have
been less focused in the past. Specific targeting strategies, depending on the local
requirements, will be developed for inclusion of more females in both NFBE and adult literacy
programs. For the latter, districts with the lowest literacy rates will be prioritised for
investment. A weak element of NFE programs in the past has been community involvement.
This will be targeted and strengthened to help expand and sustain successful NFE
interventions.
III. Quality and Relevance of Non-Formal Education (NFE)

The primary shift is to move from scattered piecemeal Non-Formal Education (NFE)
interventions to an institutionalised need-based approach to development of curriculum,
learning material, assessments and teacher professional development. Directorate of Literacy
and Non-Formal Education (DLNFE) will coordinate with the Bureau of Curriculum and
Extension Centre (BOC&EC), Balochistan Textbook Board (BTBB), Balochistan Assessment
8
and Examination Commission (BAEC) and Provincial Institue of Teachers Education (PITE)
for the purpose. To improve systemic capacity courses on NFE will be introduced in pre-
service teacher education. Similar to formal education standards will be reviewed and revised.
To help participants of Non-Formal Education (NFE) find meaningful work a process of

equivalence certification for skill-based programs will be developed, with support from
Balochistan Technical Education Vocational Training Authority (BTEVTA), to allow a
transition to further Technical and Vocational Education and Training (TVET) courses or
employment. Career counselling will be introduced in both NFBE and adult literacy programs.
4.9. Research and Data

Data and research is a critical component that enables effective policy, planning and
implementation. Strategies proposed direct three transitions: need based data collection and
research to be conducted to inform policy; shift in the current decision making culture in the
government to depend more on empirical evidence; and building capacity for research
through, among other measures, linkages with the academia. To improve the use of data and
research officers will be provided training and rules will be amended (to the extent possible)
to mandate the use of data and research in the development of policies and plans. Awareness
of senior decision makers and political leadership on the importance of data and research will
be pursued.
4.10. Governance and Management

A poor governance framework and weak management capacity at all levels of education
(including schools) are arguably the most serious problems of education service delivery in
Balochistan. Key governance and management challenges include, but are not limited to weak
policy, regulatory and legal frameworks, ad hoc and centralised planning, inefficient HR
management systems, lack of clarity over mandates, non-availability and opacity of data on
performance, low accountability, and lack of sustained political support. Most other problems
in the education sector are somehow linked to poor governance and management. The
prevalence of these issues means that the education system lacks the capacity to efficiently and
effectively utilise available physical, human and financial resources. It also implies that
increased availability of resources for education alone may not address the crisis of learning
and low access.
Governance and management have been prioritised as very important areas in BESP.
Improving governance and management is critical if an education system is to improve
learning outcomes, ensure more efficient and effective use of available resources, and reduce
inequities in access to education. This can be achieved through an improved legal framework,
better planning, efficient management, and stronger accountability mechanisms.
I. Policy and Legal Framework

There are gaps in the policy and legal frameworks governing the provision of education in
Balochistan. The Balochistan Education Sector Plan 2020-25 recommends the development
of a sound policy and legal framework with clearly-defined policies, statutes and rules to guide
the delivery of education. First, it calls for the development of provincial education policy.
Secondly, the Plan focuses on promulgation of missing laws like the provincial “Curriculum,
Textbook and Standards Act”. This law was a requirement after devolution of the function of
curriculum and standards to the provincial government. Thirdly, a number of laws of
education either do not have operational rules or are being implemented through rules
developed decades ago. Both situations need rectification.
II. Better Strategic Planning

In order to ensure better planning, BESP 2020-25 recommends stakeholder engagement,
accurate assessment of key needs of the sector and development of needs-based short and
9
medium-term plans. The strategies proposed call for systematic and structured
implementation of BESP 2020-25 through an inclusive approach that involves attached
departments, divisions, districts and sub-district tiers in the development of operational
plans. Donor plans and projects will also be aligned with BESP. Lastly, the supervision of the
development expenditures of SED will be improved.
III. Efficient and Inclusive Management

Similarly, efficient management at the minimum requires that the component parts of an
education system are aligned towards the goal of learning and organised in a way that they
cover the mandate of education and reinforce each other in achieving the set goals. Key
interventions proposed for improving managerial efficiency include implementation of a
results-based management system, development of efficient HR management and
development framework, consolidation of decentralisation reforms, implementation of
comprehensive monitoring and evaluation mechanisms, introduction of public-private
partnerships, community involvement in education management, and promotion of gender-
inclusive management. Detailed strategies for these interventions are as follows:
 For implementing a results-based management system, strategies propose the

development of annual work plans and a holistic monitoring and evaluation strategy for
education that looks at efficiency and effectiveness in all attached departments and
decentralised tiers. This will require strengthening of the existing Performance
Management Cell (PMC) and establishment of a strong formal coordination mechanism
among all attached departments, as well as, departments outside the domain of SED (like
the Social Welfare and Higher Education Departments). The same has been proposed in
the strategies.
 Better human resource management and development is seen as vital to the effectiveness
of the largest organisation in the provincial government. In this regard, key strategies
include the development of a holistic and integrated human resource policy (teacher
recruitment plan discussed earlier will be a subset), the establishment of a specialised HR
management structure and strengthening and consolidation of the existing HR
Management Information System (HRMIS).
 Greater private sector engagement has been proposed in the plan. The Plan calls for
regulation of the private sector (developed through engagement with the private sector) to
safeguard interests of the learner but also looks at the sector as an important partner in
delivery. Therefore, promotion of public-private partnerships in education has been
recommended.
 Strategies for effective decentralised structures have also been included. These primarily
call for strengthening and further rationalisation of the existing structures at the district
level and below and include the District Education Group (DEG), the District Education
Authority (DEA) and school clusters used for procurement and other activities. As part of
decentralisation school-based plans will be developed and community engagement at
school and cluster level will be strengthened.
 Gender-inclusive management is extremely important if the BESP is to achieve its gender
targets and reduce gender gaps. The strategies target gender attitudes in the education
workplace and improvement of both the social and physical environments for females
working in the sector. One proposal is to redresss gender imbalance through an increased
representation of females in senior management positions beyond the specific posts
allocated already for overseeing girls’ education in districts and schools.
IV. Effective Accountability and Increased Transparency

In addition to better planning and efficient management, this plan focuses on strengthening
accountability and increasing transparency as a means of improving governance of education.
10
Sector analysis revealed the failure of accountability mechanisms at three stages in the
education service delivery chain. First, citizens, especially, poor and marginalised groups such
as women, young, minorities, may not have the necessary information and the collective action
capacity to hold politicians accountable. Second, policymakers may not be able to hold service
providers accountable. Information asymmetry, principal-agent problems, management
constraints and external pressures adversely affect the capacity of governments to hold
bureaucrats accountable. Third, the Secretariat may not have the capacity to hold attached
departments and lower tiers to account for their performance.
This plan proposes measures to strengthen accountability at all three steps. First, for
strengthening the accountability link between citizens and politicians, the plan recommends
transparency, which will improve public access to information on key aspects of education
delivery and enable them to hold their political representatives accountable. Secondly, for
strengthening the accountability link between politicians and service providers, mandatory
sharing of information on the performance of Secondary Education Department (SED) is
recommended. Thirdly, for the link between the Secretariat and the attached departments,
this plan proposes the implementation of a results-based management system with periodic
progress review meetings. The implementation of these measures will ensure a multi-tiered
accountability system in education delivery.
Furthermore, recognising that the traditional route to accountability (citizen -> politicians ->
service providers) is long and vulnerable to breakdown at multiple places, this plan promotes
a shorter route to accountability through the engagement of community at each level of
education delivery i.e. school, cluster, district and province. Social accountability forums have
already been created at school, cluster, district and provincial levels. This plan recommends
the consolidation and strengthening of these forums.
This plan recommends transparency to improve trust between the government and citizens
and promote citizen-led accountability. These measures will improve public access to
information on key aspects of education delivery such as budget and expenditures and enable
them to hold their political representatives accountable.
V. Constructive Political Engagement

BESP 2020-25 recommends constructive engagement with the political leaders so that the
political interest in education can be translated into an asset that supports systemic reform
and improvements. Constructive political engagement will be pursued through regular
interaction on education with senior political leadership through the Minister of Education
and, most importantly, the Provincial Assembly’s Standing Committee on Education will be
given updates and feedback on the reform process. This will help receive better and positive
political support for the implementation of BESP.
5. Key Cross Cutting Areas

Four considerations are cross-cutting, the first of these is standards. All quality products
(curriculum, textbooks, teachers, assessments and examinations and teacher training) require
a review of their current standards for inputs and processes. These inputs and processes will
ensure achievement of the high-level standards given in the National Minimum Standards for
Quality Education (NMSQE) 2017. Implementers of the Plan will ensure standards are
inclusive and cover ethno-linguistic and religious diversity, gender, children with special
needs and socio-economic differences.
The second cross-cutting area is capacity. This includes the development of a critical mass of
human resources in areas like curriculum, assessments, teacher training and other technical
aspects of education. The third important theme, repeated at various places in the plan, is
gender inclusiveness. Finally, the Balochistan Education Sector Plan 2020-25 does not depend
11
on government resources alone – whether technical or financial- options of partnerships with

academia and private sector have been explored wherever feasible.
6. Major Recommendations for Technical and Vocational Education

The approach to Technical and Vocational Education and Training (TVET) looks at a
comprehensive reform of all its aspects: access and participation, quality and relevance, and
governance and management. The key being better employment results for its graduates that
will not be possible without seriously repairing the current system that is broken at multiple
points.
The primary problem of Technical and Vocational Education and Training (TVET) is the low
absorption of its graduates into the market; this is due to governance and quality issues that
also impact participation. The objective is to reverse the trend with increased participation of
women for which BESP 2020-25 calls for increased training opportunities and engagement
with community and employers to change the attitude towards female mobility and work –
especially, in trades that traditionally have walls against women’s inclusion. On the quality
side, strategies call for greater exposure to the industry during training and development of
quality standards for training providers with gradual movement towards hiring services of
high-end technical personnel for the purpose. The key to eventual success is the alignment of
trades offered with market needs – there is a disconnect at present.
Concerning governance, better coordination and strengthening of Balochistan Technical

Education and Vocational Training Authority (BTEVTA) as the oversight body for Technical
and Vocational Education and Training (TVET) in the province have been recommended. The
trainings will continue under the different departments (e.g. Labour, Industries etc.), but
Balochistan Technical Education and Vocational Training Authority (BTEVTA) will oversee
standards and their implementation.
7. Costing
Financial outlays of Rs. 72.75 billion have been estimated for the implementation of BESP
2020-25 over the next five years. This amount will be over and above the current budgetary
allocations. It is expected that the government will provide the funds along with other sources
to cover the financing gaps. Given the high dependence of the provincial government on
transfers from the Federal Government from revenues collected by the latter, national
economic growth will have implications. However, the shift in resource requirements is
gradual with no additional money required for year 1 of the Plan.
8. Implementation and Monitoring

BESP 2020-25 will be implemented by each respective organisation identified for various
strategies. Where required, and as identified in the Plan, coordination with other
organisations will be undertaken. Policy Planning and Implementation Unit (PPIU) will
coordinate the overall process through assisting organisations in the development of annual
operational plans and by monitoring the progress. It will monitor the progress on a monthly
basis through the indicators included in each organisation’s annual operational plan and those
given in the results matrices in BESP. Each result matrix provides annual targets for key
indicators and a final value for each to be achieved by the end of year five of the plan. There
will be two evaluations: one at the end of two years and the second after four years.
A “High-Level Oversight Committee” headed by the Additional Chief Secretary will review the
progress, at least twice a year. The committee also includes Secretaries of Education, Social
Welfare, Finance, Planning and Development as well as senior members of academia and the
civil society.
12
In addition to the above, a Local Education Group (LEG) headed by Secretary Education will
also review progress. LEG includes secretaries of social welfare, head of Balochistan Technical
Education and Vocational Training Authority (BTEVTA) and secretary higher education along
with the representatives of development partners and key civil society organisations.
9. COVID 19 Threat and BESP

COVID 19, as a health risk, was declared a pandemic by the World Health Organisation (WHO)
on 11th March 2020. The sector plan was already in the finalization stages. Given the impact
on education, additions have been made in BESP 2020-25. Traditional room-based classroom
teaching cannot continue as long as the risk of contagion is high; alternative schooling options
through online videos, television and radio have been recommended. The challenge for all
media are the limitations of coverage in Balochistan and, equally importantly, the household
practices where such media (even if present) may not be effectively used for schooling.
Awareness on the latter has been included as a strategy for implementation. As the risk
reduces, regular schools may begin but under the advise of the Department of Health. BESP
provides space in its strategies for innovative options as per local conditions. The same applies
to non-formal education and delivery of Technical and Vocational Education and Training
(TVET). The Plan provides room for innovative schooling options at the district level, based
on level of COVID 19 risk. However, in case of Technical and Vocational Education and
Training (TVET), there are limitations when practical work on machinery will be required.
Education activities are not limited to schooling. Teacher education and training are essential.
Strategies have been included for online and distant learning options for both pre-service and
in-service teacher education. High stake examinations is another area. Even as the threat
reduces at some point, examinations may not be possible to hold in the traditional method
and on a full scale. BESP has recommended staggering of examinations over 3 to 6 months -
moving through specific districts – to ensure a minimal (manageable) number is examined at
a point of time. Even these examinations will have arrangements based on advice from the
Department of Health. A challenge will be the standardisation of papers and the management
of multiple papers. Internet-based papers and checking is not a possibility in the near future.
Several other activities of BESP like curriculum review and standards development can be
pursued with minimal risk and even through electronic communication.
10. Methodology
Balochistan Education Sector Plan (BESP) 2020-25 has been based on a detailed education
sector analysis undertaken through a comprehensive consultative process. The latter included
meetings with teachers, students and district authorities across 12 districts of Balochistan. In
parallel, groups of professionals were formed under different themes to meet and analyse the
various problems and policy options. Detailed meetings were held in each of the Secondary
Education Department’s key organisations, as well as, Board of Intermediate and Secondary
Education (BBISE) and the Department of Finance. A high-level consultative group of senior
civil servants, with experience in education, functioned as advisers to the process. In addition
to the consultations, secondary data available on access, participation, equity, learning and
child welfare was used to identify issues. Specific workshops, with a mix of stakeholders, were
held to finalize strategies for the Sector Plan.
13
14
1. Introduction
Balochistan Education Sector Plan (BESP) 2020-253 follows in the footsteps of BESP 2013-18
– the first education sector plan in the province. Extensive consultations through detailed
discussions with multiple stakeholders and secondary research have provided valuable inputs
to this document. There has been agreement on the core thrusts, strategies and the approach
to implementation with the proviso that, as a living document, the Plan will be reviewed on an
ongoing basis over the next five years.
BESP 2020-25 differs from its predecessor in many ways. Firstly, its thrust on ‘learning’ as the
key to change is very emphatic and detailed. In the past, teachers, or at best, textbooks, were
targeted for improvements in children’s learning. This Plan challenges the entire structure of
the learning design: scheme of studies, curriculum and textbooks. The disconnect of the design
from the child’s realities creates a barrier for even the better teachers to ensure improved
learning among school children. Therefore, the entire sphere of ‘learning’ emerges as a
separate high priority program. While other components of learning, including the role of
teachers, have been discussed in detail and strategies for improvement proposed, the
emphasis on ‘learning’ being a result of the composite of all the inputs in the classroom has
been emphasized. The strategies combine to improve the whole system and not just its parts.
Main focus is on reading, numeracy and analytical ability as the targets for learning. In the
previous Sector Plan, primarily, the critical-analytical ability was discussed as the core
problem. New data on the reading crisis makes it necessary to include it as a significant area
for improvement. If children cannot read, the entire edifice of formal learning fails to be built.
Several reports and assessments have indicated this as the most severe crisis in education in
Pakistan, especially, in Balochistan.
Another shift has been a greater focus on child welfare. Physical health, psychosocial
development, and general treatment of the child, both in communities and schools, receive
much greater attention. The girl child has been further included not only in terms of access
and participation but also in other areas, including governance and management. The latter
approach is premised on the understanding that greater involvement and empowerment of
females in decision making positions will help improve female education policies and
practices. Issues of adolescent girls have also been included as special interventions needed
for their welfare and continued education given the trend of substantive decline in female
participation after primary.
Finally, the area of research and data has been emphasized. The sector analysis carried out for
plan development clearly highlighted a lack of research and data deficiencies as an essential
cause for the disconnect between child’s realities, needs of the society, and the design and
execution of education services. Without vibrant research support and availability of reliable
data changes cannot be measured, problems and their causes cannot be identified and policies
and plans with targeted and prioritised impact can neither be developed nor implemented.
Even during the sector analysis process for the BESP, limitations were faced due to lack of
research and data in numerous areas.
While the above are added thrusts, many problems of education included for improvement
continue to be similar to the situation in the past. Access and participation challenges are still
massive, with wide gender gaps in opportunities and participation. These need to be
prioritised at par with learning. Here the Plan addresses supply and demand issues and,
specifically, looks at potential solutions for children in low population density areas that cover
3 The period has been based on the financial year followed in the province. It starts from 1 st July and ends on 30th June of the
following year. This plan will effectively cover financial years 2020-21 to 2024-25.
15
large parts of Balochistan. There has been an increased focus on non-formal education given
a large number of out of school children (nearly 65% according to one estimate) and low adult
literacy. Formal schools alone will not be able to address the issue of out of school children on
a fast track. It will have to be a combined effort with a more vigorous NFE sector supporting
an improving formal school system.
Technical and vocational education and training has been included as it is an important
conduit for the employment of youth in a province with a massive youth bulge. This was not
part of the previous Sector Plan. Issues of governance, quality and expansion with relevance
to the market are the key areas. Again, the limited capacity and the nascent state of some of
the governance structures means that TVET will face huge challenges in the next few years.
Strategies suggested will help organise reform.
The Plan includes responses to emergencies in general as part of the child welfare (school
safety), but more specific strategies have been incorporated for education amid the COVID 19
crises. Pakistan, similar to the rest of the World, faces a threat from the pandemic. Social
distancing measures have included closure of schools. Given the uncertainty and also to
prepare education systems for the continued threat strategies have been added under different
relevant heads: continued schooling, teacher education, curriculum and school safety. Options
using information communication technologies (ICT) have been provided. The limitations of
these options are recognised in an underdeveloped region like Balochistan. The path of COVID
19 is difficult to predict. The Sector Plan provides flexibility to implementers to adjust as the
situation changes and risks reduce. Its strategies and approach have been based on the
Pakistan National Education Response and Resilience Plan (K-12) prepared by the Ministry of
Federal Education and Professional Training of the Government of Pakistan consequent to
consultation with the provinces.
Implementation of BESP will not be easy. It has questioned the ‘business as usual’ scenario
and expects major shifts in priorities. These changes will require a transition in the approach
of policy and decision-makers. It will also need capacity building in the system beyond the
current levels. Changes are not easy, especially, when they contest the fundamentals.
Therefore, targets have been set at as realistic a scale as possible. Even with these relatively
lower targets, commitment from the highest levels will be vital to ensure reform in education.
Lessons learnt from implementation of the last Sector Plan will have to be incorporated in
implementation. Some key lessons were drawn. Only 36% of the Plan was implemented. High-
level meetings and support from the Government was limited and took place mainly in the
early years of Plan implementation. The approach, and much else, will need to change if the
current Sector Plan is to be given a greater opportunity to succeed.
This Sector Plan provides a blueprint for the path to prepare Balochistan for a better future.
The province cannot be complacent. It lags behind most of the country and has massive
challenges ahead to transform education service delivery. Renewed political support and its
sustenance will be the key. The child, the future of the province and the country will have
to be elevated to the position of the most important citizen. Short of this transformation
the largely broken education system cannot be expected to lead to a future that provides
growth opportunities, allows social development and promotes sustainability.
16
2. Context
Balochistan’s natural assets provide it with vast opportunities. Over the years, these assets
have remained under-utilised due to a myriad of reasons but none more significant than poor
human resource development. The province lags the rest of the country in all development
indicators: population growth, poverty, health and education. Progress will require answers
to the ecological challenge, especially water scarcity, and development of human resources to
not only benefit from emerging opportunities but also to meet the challenges of social
development and optimize the economic returns on its natural assets. This chapter outlines
some of the contextual opportunities and risks that should be considered in all human
resource development reforms. It covers the demography, economy, social structures, social
development indicators, including the gender gap, and vulnerability of the province to nature.
2.1. Demography
Balochistan’s demography has three key dimensions: a low population density, a high
population growth rate and a youth bulge. Each of these features has ramifications for
development. Low population density means greater cost per unit; high population growth
means increased challenges in each population cluster while the youth bulge creates
opportunities and risks dependent on the response from the government. An additional
dimension is the refugee population that has been a continuous factor since 1980.
2.1.1. Low Population Density

Balochistan accounts for nearly 44% of Pakistan’s total land area but is home to only 6% of the
country’s total population. The province has a population of 12.34 million, which is scattered
over a large swath of arid, inhospitable and mountainous terrain (347,190 square kilometers).
It has the lowest population density of all provinces (36 per sq. km. compared to the national
average of 261 per sq. km.). A small population in a vast geographic region with a poor
communication infrastructure means that the unit cost of public service delivery in
Balochistan is significantly high compared to other provinces. This has implications for the
development model and expenditure.
2.1.2. High Population Growth Rate

Balochistan has the highest population growth rate among the provinces of Pakistan. Its
population increased from 6.56 million in 1998 to 12.34 million in 2017, registering an
increase of 88%. The average annual growth rate was 3.37 percent during this period. 4 Of the
12.34 inhabitants, over 72% live in rural areas. In what is a reflection of the broader national
trend, the population of males (52.5%) in Balochistan is greater than that of females (47%.5).5
The total number of households is 1.78 million approximately.
The Pakistan Demographic and Health Survey (PDHS) 2017-18, reveals that Balochistan has
one of the highest fertility rates in the country (See Figure 2-1) The Total Fertility Rate6 in
Balochistan is four births per woman against the national average of 3.6 births per woman.
4 2017 Census Report Provisional, Pakistan Bureau of Statistics, Government of Pakistan

5 Ibid.
6 The average number of children a woman would have by the end of her childbearing years if she bore children at the current
age-specific fertility rates. Source: National Institute of Population Studies (NIPS) [Pakistan] and ICF. 2019. Pakistan
Demographic and Health Survey 2017-18. Islamabad, Pakistan, and Rockville, Maryland, USA: NIPS and ICF
17
Figure 2-1 Total Fertility Rate by Region
Source: Pakistan Demographic and Health Survey (PDHS) 2017-18. National Institute of Population Studies (NIPS), Pakistan
High fertility rates predict a continued increase in population. The growth rate in population
clusters places further stress on core public resources such as education and health and
emphasizes the need to improve the productivity of its human resource on an emergency basis.
2.1.3. Youth Bulge

The province has a young population. Figure 2-2 illustrates the age and sex structure of the
province’s population.7 The population pyramid has a broad base that narrows down as one
moves up the pyramid. The degree of shrinking of the pyramid is particularly acute after the
age of 29. The broad and relatively squarish base indicates a combination of falling child
mortality rates and high birth rates.8 The narrow top of the pyramid shows short life
expectancy and high death rates. Most of the population is clustered around the bottom of the
pyramid. Nearly 65% of the population is below the age of 30, indicating that the province is
experiencing a youth bulge. 9
7 The age break-down of the 2017 Census is not yet available publicly. These estimates are based on the population projections of
the National Institute of Population Studies (NIPS).
8 For details, see: Sathar, Zeba, Rabbi Royan, and John Bongaarts (eds.). 2013. "Capturing the demographic dividend in Pakistan."
Islamabad: Population Council.

9 National Insttute of Population Studies (NIPS) Population Projections for 2019
18
Figure 2-2 Balochistan Population Pyramid 2019
80+
75 - 79
70 - 74
65 - 69
60 - 64
55 - 59
50 - 54
45 - 49
40 - 44
35 - 39
30 - 34
25 - 29
20 - 24
15 - 19
10 - 14
05 - 09
00 - 04
-0.15 -0.1 -0.05 0 0.05 0.1 0.15

Male (%) Female (%)
Source: National Institute of Population Studies (NIPS) Population Projection 2019
Balochistan’s large youth bulge presents both an opportunity and a risk for its education
system. On the one hand, it means that the education system can equip students with skills
demanded by the market. On the other hand, youth bulge means that the education system
will have to cope with the entry of a large number of children and young people into schools,
colleges, universities, and programs for technical and vocational education and training. The
education system will also have to review the types of skills that it teaches to students. If the
education system fails to prepare young people for life and livelihood, then the youth bulge
may become a demographic time bomb.10
2.1.4. Refugee Population

According to the United Nations High Commission for Refugees (UNHCR), there are currently
324,280 registered Afghan refugees in the province.11 There is also an equally large number of
10 Pakistan National Human Development Report 2017 Unleashing the Potential of a Young Pakistan, United Nations
Development Program Pakistan
11 UNHCR Website 2019
19
those who are unregistered. The ethno-linguistic ties between refugees and certain ethnic
groups of Balochistan, mainly Pashtuns and Hazaras, make Balochistan a prime destination
for Afghan refugees coming to Pakistan. Over the past decade, many refugees have returned
to their country. However, a significant number still remains in the province. They have
become a vital part of the socio-economic fabric of the region. Despite organised external
support for refugees, their influx puts a strain on existing resources and services. This is
primarily due to large refugee populations living outside designated camps.
2.2. Economic Context

The province has the lowest per capita income and the weakest growth performance over the
past few decades compared to other provinces of Pakistan. Between 1972 and 2005,
Balochistan’s GDP is estimated to have grown at an average rate of 4.1 percent per year in real
terms.12 The region’s GDP has lagged that of other provinces by at least one percentage point
annually since the early 1970s. Key barriers to growth include a poor security situation, low
population density, a weak fiscal base, uncertain and limited supply of water, low investment,
a weak private sector, and an inadequate institutional and human resource base.
Figure 2-3 GDP Growth by Region (1972-73 to 2004-05)

(PKR Millions, 1980-81 prices)
Source: World Bank, Balochistan: Development Prospects and Issues 2013
The province has a small industrial base, mostly located around Hub, near Karachi, and an
underdeveloped services sector. The latter’s share has remained relatively stagnant in
Balochistan, increasing from approximately 42% in 1972 to 47% in 2010. In contrast, the
services sector has registered tremendous growth in other provinces, with its share in GDP
rising to 55% or more in 2010.13
Even the existing assets perform way below their potential due to the reasons cited earlier.
12 The World Bank, Balochistan: Development Issues and Prospects (Multi-donor Trust Fund World Bank, Islamabad, 2013), p.
23
13 Ibid.
20
2.2.1. Key Economic Assets

Balochistan has many economic assets that, despite the high potential, continue to yield low
dividends. The main assets are mines and minerals, location, livestock and agriculture and
coastal area with potential for fisheries14.
I. Minerals
Balochistan has large deposits of coal, copper, lead, gold, chromite and other minerals. Despite
having an abundance of mineral resources, the mining sector in the province remains very
small. This sector has tremendous potential to become a major contributor to the provincial
GDP. However, weak governance, a dearth of geological data, poor connectivity, and lack of
required skills and technology have impeded realization of the sector’s true potential.
II. Location
The province’s landmass endows Pakistan with a vital strategic space for both security and
regional trade. Balochistan connects South Asia with the strategically and economically
important regions of Central Asia and the Middle East. This important strategic location, as
well as, the large coastline make it a gateway and hub for regional transit trade.
Box 2-1 The CPEC Opportunity
A significant opportunity is the multi-billion dollar China Pakistan Economic Corridor (CPEC) that
has opened up new avenues for growth and development in the province. CPEC has the potential
to create jobs, bridge major infrastructural gaps, address energy needs and foster industrial
development in Balochistan. The realization of this potential can be made possible only through
adopting an inclusive and participatory approach to development. The Federal and Provincial
Governments need to undertake a whole lot of reforms and corrective measures to make the most
of the opportunities arising out of CPEC. Human resource development should be central to these
reforms, along with structural changes in the sectors discussed above.
Balochistan’s enormous locational and natural resource potential, however, remains

untapped. An opportunity is arising through the China-Pakistan Economic Corridor (CPEC)
– See Box 2-1.
III. Agriculture & Livestock
With over 30% share in the province’s GDP, agriculture has remained the most important
sector of the economy. It employs over 40% of the total Labor force and provides livelihood to
more than half of the province’s population. The share of agriculture in GDP has dropped from
35% in 2007 to 30% in 2016.15 Notwithstanding this decline, Balochistan’s economy still
remains more dependent on agriculture than that of other provinces. Between 1972 and 2010,
the share of agriculture in GDP decreased by 19, 11, and 22 percentage points respectively in
the Punjab, Sindh and Khyber Pakhtunkhwa16. In contrast, the GDP share of agriculture in
Balochistan fell by a mere 5 percentage points during the same period.17
Over the past decade, agriculture and livestock, transport and wholesale, and manufacturing
respectively have remained the biggest sectors of the economy, accounting on average for 77%
14 Balochistan Economic Report 2009; World Bank

15 Government of Balochistan, Budget White Paper 2017-18
16 The World Bank, Balochistan: Development Issues and Prospects (Multi-donor Trust Fund World Bank, Islamabad, 2013), p.
23
17 Ibid
21
of the province’s GDP.18 The mining sector’s contribution to provincial GDP has averaged
around 5% during the same period. A critical analysis of the structure of Balochistan’s
economy reveals several significant trends and lessons for policy-making and growth
planning.
Agriculture, which is the backbone of the province’s economy, is highly dependent on reliable
availability of water. Balochistan currently faces severe water scarcity and is vulnerable to
seasonal and permanent droughts. Between 1878 and 2013, it experienced 13 mild, 12
moderate, and 8 severe droughts with an average duration of 9, 11 and 13 years, respectively.19
The total annual water demand in the province is about 6.26 MAF. Agriculture constitutes
nearly 80% of this demand and consumes about 70-80% of underground water and nearly all
of the surface water20.
The province relies primarily on underground water and non-perennial surface water, except
the Kachi plains that are connected to the Indus Basin Irrigation System through canals. More
than two-thirds of the surface water remains unutilised, owing to the inadequate water
harvesting capacity and limited storage infrastructure.21 Underground water is over-utilised,
leading to depletion and exhaustion of this resource. Climate change has further increased
variations in precipitation and vulnerability to droughts.
Given the lack of reliable water access, the excessive reliance on agriculture in the province for
livelihood is unsustainable. This implies that a strategy to reduce dependence on agriculture
and facilitate the transition to sustainable farming practices and techniques should be an
integral part of future growth policy and plan for the province. In the absence of such a
transition an ecological and economic disaster remains inevitable.
IV. Coastal Area
The province possesses nearly 750 km long coastal belt—accounting for almost two-thirds of
Pakistan’s total coastline. Due to this, the fisheries sector offers great potential for becoming
agents of economic development in the province.
The coastal area also provides an opportunity to develop renewable energy using wind. This,
again, remains an under-utilised potential. In the case of renewable energy, the possibilities
and potential for solar are also high.The realization of this potential, however, is constrained
by a combination of institutional and financial constraints.
2.3. Social Context

Balochistan’s social context is defined by three critical factors: ethno-linguistic diversity, tribal
structures and limited urban dwellings.
2.3.1. Ethnicity and Languages

Balochistan is one of the most diverse and linguistically-heterogeneous provinces22 of
Pakistan. According to the 1998 census, 55% of the population identify themselves as ethnic-
18 Government of Balochistan, Budget White Paper 2017-18

19 Drinking Water, Sanitation and Hygiene: Balochistan Strategic Master Plan 2015-2025
20 Department of Irrigation, Feasibility Study for Development of Water Resources with the Construction of Small and Medium
Dams in Balochistan (Government of Balochistan, Quetta, 2017)

21 Ibid.
22 The Balochistan Mother Languages as Compulsory Additional Subject at Primary Level Act, 2014 recognises Balochi, Pashto,
Brahui, Sindhi, Persian, Punjab and Siraiki as mother languages of Balochistan.
22
Baloch23. This figure also includes the Brahui-speakers of the province as a part of the larger
Baloch ethnic group (the other part of the group speaks Balochi).
Pashtuns are the second-largest ethnic group in the province, making up approximately 30%
of the population. Sindhi-speakers are the third major linguistic group and account for almost
6% of the total population. Sindhi-speakers are followed by the Punjabis (3%) and Urdu-
speakers (1%). The latter two often collectively referred to as the “settlers”. The Hazaras are
another minority ethnic group. A people of Mongol descent, the Hazaras have a population of
approximately 500,000 and speak Hazargi, which is a dialect of Persian. They are classified
under “others” in the 1998 Census.
A salient aspect of ethnic diversity in Balochistan is the settlement pattern. The main ethnic
groups in the province are regionally segregated. Most of the Pashtuns live in the districts
north of Quetta, including Pishin, Killa Abdullah, Zhob, Loralai, Killa Saifullah etc. The
Brahuis form a majority in districts of central Balochistan such as Mastung, Kalat and Surab.
Balochi-speakers reside primarily in southern, western and pockets of eastern Balochistan.
Sindhis are mainly concentrated in the Southeast and the Kachi plains.
2.3.2. Tribal Structures

Tribal networks and tribalism define the social mode of organisation among major ethnic
groups in the province. The “tribe” can be broadly defined as a “kinship-based group with a
shared history, exclusive customs and myths, and coherent internal systems of leadership and
collective action”.24 With few exceptions, the Baloch, Brahuis and Pashtuns have a very
comprehensive tribal system characterised by a clear leadership structure and lineage
patterns, strong bonds of affiliation and well-defined dispute resolution mechanisms.25
Tribal networks and systems play a key role in political mobilisation and management of
collective action. Tribalism and ethnic diversity have defined the politics of Balochistan in
profound and diverse ways. It has encouraged the provision of public services through
patronage networks and prevented the emergence of inclusive political parties and stable
coalitions among ethnic elites.26
This complicates consensus on policy or development priorities.
2.4. Gender Context

Patriarchy is the building block of social organisation in Balochistan. Specific gender roles are
defined vis-à-vis space, Labor, and authority. The role of women is limited mainly to the four
walls of the house for an overwhelming majority. Gender segregation in public spaces is a key
feature of public life. Women’s access to basic public services is limited compared to men.
Political, economic and social authority is almost always reserved for men. Of all the provinces
of Pakistan, Balochistan has the lowest percentage of women (10%) who participate in major
household decisions, including decisions pertaining to health care, major household
purchases, and visits to family or relatives.27 Similarly, Balochistan has the highest percentage
of women who have experienced physical violence (49%) since age 15.28
23 The language-wise breakdown of the 2017 census is not available.

24 Haris Gazdar, Balochistan Economic Report: Background Paper on Social Structures and Migration (Karachi: Collective for
Social Science Research, 2007), pp.14
Social Science Research, 2007), pp.14-15

26 Rafiullah Kakar, ‘Understanding the Balochistan Conundrum’. In B Zahoor, R Rumi (eds.) Rethinking Pakistan (Lahore: Folio
Publishers, 2019)
27 Pakistan Demographic and Health Survey 2017-18. National Institute of Population Studies, Pakistan
28 Ibid.
23
Figure 2-4 Spousal Physical, Sexual or Emotional Violence Experienced by Ever Married Women 15-49
Source: PDHS 2017-18. NIPS, Pakistan
With the advent of information technologies and the expansion of higher education, patriarchy
is increasingly coming under pressure, especially in urban areas. An increasing number of girls
are going to Universities and joining various professions.
Female participation in the Labor force is low at 9.7% as compared to 82.5% for males – overall
Labor force participation rate for 15 plus being 49.4 %.
Figure 2-5 Labor Market Analyses for Balochistan 2017-18
90% 82.50% 80.20%

80%
70%
56.70%
60% 49.40% 47.50%
50%
36.10%
40%
30%
20% 9.70% 8% 6.70%
10%
0%
Labour Force Participation Employment to Population Employment to Population
Rate Ratio - 15 Years and Above Ratio - 15 -24 Years
Both Sex Male Female
Source: Employment Trends 2018 Pakistan’ Pakistan Bureau of Statistics
The situation for employment to population ratio is similar for 15 years and above. For youth
(15 to 24 years) the ratio of female participation declines to 6.7% though at this age overall
participation also reduces as part of the group is in schools.
24
2.5. Socio-Economic Development Overview

Balochistan is the least-developed province of Pakistan, lagging in nearly every important
indicator of social and human development. According to the United Nation’s Human
Development Index 2015, it has the lowest HDI score of all the provinces in Pakistan and is
the only one to fall in the low human development category. Balochistan’s score is 0.421 as
against the national score of 0.681.29
2.5.1. Poverty
According to the Multi-dimensional Poverty Index 2016 - which measures not only monetary
deprivation but also standard of living and access to health and education services-
Balochistan has the highest rate of multi-dimensional poverty among all provinces in
Pakistan.30 Nearly three out of every four persons in the region are living in multi-dimensional
poverty. Similarly, Balochistan also has the highest average intensity of deprivation (55%)
among all provinces. This means that each poor person in the province, on average, is deprived
in more than half of the indicators included in the index. It is worth noting that regional
discrepancies of intensity of deprivation are not as stark as those of poverty headcount.
Figure 2-6 Pakistan Multi-dimensional Poverty Index 2016
Source: Pakistan Multi-dimensional Poverty Index 2016
29 Pakistan National Human Development Report 2017 Unleashing the Potential of a Young Pakistan, United Nations
Development Program Pakistan
30 Pakistan Multi-dimensional Poverty Index 2016
25
Figure 2-7 Multi-dimensional Poverty Index Score by Region
Punjab 31%
Sindh 42%
Balochistan 71%
FATA (erstwhile) 74%
KP 49%
GB 43%
AJK 25%
0% 20% 40% 60% 80%
Source: Pakistan Multi-dimensional Poverty Index 2016
Over the past two decades, Pakistan has experienced a significant reduction in poverty, with
the total poverty headcount declining from 55% in 2004-05 to 39% in 2014-15. However, the
pace of reduction was not uniform across provinces. Poverty reduction was lowest in
Balochistan, where the headcount fell by 12.2 percentage points between 2004-05 and 2014-
15. This is even more striking given that Balochistan had a high level of poverty in the baseline
year for the study. In contrast, poverty headcount in the Punjab, Sindh and KP fell by 18.3,
14.2 and 16.6 percentage points respectively, during the same period. A similar study by the
World Bank (WB) corroborates the finding that poverty reduction has been the lowest in the
Balochistan province between 2001 and 2015.
Within Balochistan, there are variations among rural and urban areas and different districts.
Multi-dimensional poverty in rural areas of the province (85%) is significantly higher than in
urban areas (38%). Quetta, Kalat, Khuzdar, Gwadar and Mastung, in that order, are the least
poor districts, whereas Chaghi, Ziarat, Barkhan, Harnai and Killa Abdullah respectively are
the poorest districts in the province. The pace of progress has been uneven within Balochistan.
While most districts in the province have reduced their poverty headcount between 2004 and
2015, few districts have recorded an increase in poverty incidence. The latter include districts
of Harnai, Panjgur, Killa Abdullah, Ziarat and Pishin. The Districts of Musakhel, Khuzdar,
Loralai, Turbat and Mastung respectively have registered the highest decrease in poverty in
Balochistan during the same period.
2.5.2. Health, Standard of Living and Basic Social Services

Again Balochistan fares worst of all provinces on nearly all indicators of health, education,
standards of living and access to basic services. It has the lowest percentage of fully-
immunised children, the highest percentage of under-five children suffering from Diarrhoea
and the lowest rate of contraceptive use (16%) of all provinces. It has the highest Maternal
Mortality Rate and the second highest rate of under-five mortality and stunting. Furthermore,
people in Balochistan are the least-satisfied with basic public services such as health,
education, family planning and agriculture.
26
Figure 2-8 shows the basic health indicators: fully immunised children, children under 5
suffering from diarrhoea, women that have received TT injections and doctor-assisted
deliveries. Balochistan has the lowest figures in all except children suffering from diarrhoea.
Figure 2-8 Health Indicators
100 90
90 82 84
78 75
80 73
69 67
70
58
60 51 53
47 44
50
40 34
30 23
20 10 11
9 6 9
10
0
Fully immunized children Under-5 children suffering Women that have received Doctor-assisted deliveries
(%) from Diarrhoea (%) TT Injection (%) (%)
Punjab Sindh Khyber Pakhtunkhwa Balochistan Pakistan
Source: Pakistan Social and Living Standards Measurement (PSLM) Survey 2014-15, Pakistan Bureau of Statistics
Maternal mortality rates are given in Figure 2-9. They again show the highest number for
Balochistan per 100,000 live births.
Figure 2-9 Maternal Mortality Rate by Region (Per 1,000 live births)
900
785
800
700
600
500
400 314
275 276
300 227
200
100
0
Punjab Sindh Khyber Balochisran Pakistan
Pakhtunkhwa
Source: UNICEF Report
Infant mortality rate in Balochistan is 78 per 1000 live births. This is lower than Punjab (85)
but higher than all other provinces and areas. Another indicator that shows weak health
services and practices.
27
Figure 2-10 Under-Five Mortality Rates by Region (Deaths per 1,000 live births)
Indicators on satisfaction with public services surveyed by PSLM 2014-15 again show
Balochistan at the lowest level.
Stunting rates in under 5 is one of the most serious health issues.
“Substantive evidence indicates that low birth weight, reduced breastfeeding, stunting and iron and
iodine deficiency are associated with long term deficits in children’s cognitive and motor
development, and school readiness” EFA Global Monitoring Report 2007
Figure 2-11 Stunting rates in under 5
Balochistan has a stunting rate of 47% among children under 5 years. This is the second
highest of all provinces in the country after Sindh. The other exception are the newly merged
28
districts31 (NMDs) of Khyber Pakhtunkhwa where the rate is 52%. Stunting not only reduces
physical growth, it also impacts brain development. This is a crisis.
2.5.3. Literacy Rates

Similar to other indicators, Balochistan has the lowest literacy rate in the country. This holds
true for both the 10 plus and 15 plus categories. In the 10 plus, there is a slight improvement
from 2010-11 to 2014-15, but still, the values are about 9 percentage points lower than the next
lowest of Khyber Pakhtunkhwa and 16 percentage points lower than the national literacy rate.
Figure 2-12 Provincial Comparisons of Literacy Rates for 10 plus
70 63
58 60 60 60 62 59 60 60
60 53
50 52
50 44 44
41
40 2010-11
30 20112-13
20 2014-15
10
0
National Punjab Sindh Khyber Balochistan
Pakhtunkhwa
Source PSLM Survey 2014-15, Pakistan Bureau of Statistics
In the 15 plus category, the values go down for all jurisdictions, but the gap between
Balochistan and others increases. Compared to Khyber Pakhtunkhwa, it increases from 9
percentage points to 11 and from the national figure, the gap increases to 19 percentage points.
Figure 2-13 : Provincial Comparisons of Literacy Rates for 15 plus
70
60
60 55 57 57 57 59 58 59 58
50 46 48 47
40 37 39 38
2010-11
30 20112-13
20 2014-15
10
0
Pakhtunkhwa
Source Source PSLM Survey 2014-15, Pakistan Bureau of Statistics
Balochistan’s gender-wise breakup shows that female literacy rates are lower than males by a
considerable percentage for all years and both categories – 10 plus and 15 plus.
31 These were previously the Federally Administered Tribal Areas (FATA)
29
Figure 2-14 Comparison of Male and Female Literacy Rates in Balochistan
70 62
60 61
56 58 56
60
50
40
30 23 25
19 18 18
20 15
10
0
Male Female Male Female Male Female
2010-11 2012-13 2014-15
Literacy 10 Plus Literacy 15 Plus
Source PSLM Survey 2014-15, Pakistan Bureau of Statistics
For the 15 plus category it is at 18 percent for both 2012-13 and 2014-15.
2.6. Vulnerability to Nature

In the last three decades, Balochistan has seen three types of natural calamities: droughts,
floods and earthquakes. Additionally, coastal areas have risks of cyclones. Recurring droughts
are among the most significant challenges faced by the province, with serious implications for
livelihoods. Only 5% of the region has a dependence on the Indus river – the primary water
source for the other three provinces. There is a high dependence on groundwater and
indigenous water channels. Excessive tube well installation in the 1980s for agriculture use
has placed groundwater under threat. Resultantly every time there is a pause in rainfall for a
longer period, droughts occur.
Additionally, the province has also seen increased flash floods when the rain pattern changes.
There were major floods in 2010 and some in 2019. The last major earthquake was in Ziarat
in 2008.
2.7. Conclusion
Balochistan faces an uphill development task. The challenges include threats to the
environment and poor socio-economic indicators. It lags in almost all of the SDG indicators.
However, there are also opportunities. These include, optimally benefiting from the province’s
traditional assets and the new ones emerging out of the proposed China-Pakistan Economic
Corridor (CPEC). Human resource development will remain central to the resolution of the
developmental crises. This will require quality education for all children and the use of
education to create awareness on the province’s developmental agenda.
30
3. Plan Development Process and Frameworks

Balochistan Education Sector Plan (BESP) 2020-25 has been developed through a
consultative process in two stages. The first stage ended with the development of the
Education Sector Analysis, which lay the basis for the strategies in BESP. The sector strategies
were then reviewed jointly with different stakeholders for finalization.
3.1. The Sector Analysis

The Sector Analysis was undertaken to review the issues and their causes in school education
and technical and vocational education in Balochistan. The analysis was undertaken based on
the requirements of Articles 25 A and 37b of the Constitution, Balochistan Compulsory
Education Act 2014, and the SDGs, specifically SDG 4. The following thematic areas were
finalized for the ESA:
Table 3-1Thematic Groups
Thematic Groups
Theme 1: Learning Both Article 25A and SDG 4 targets cannot
be achieved without major improvements in
learning or quality of education. This has
been added through an approach that looks
at the entire value chain of learning:
teachers, curriculum, textbooks, child
welfare and the classroom practices.
Theme 2: Girls Education Girls’ education has historically been seen in
terms of access and participation (even the
previous BESP was mostly limited to this
aspect). There are other dimensions that
have been ignored in the past, including, a
more exhaustive discussion on causes for
low participation rates. This is again critical
for Article 25A, SDG 4 and SDG 5.
Theme 3: Out of School Children BESP 2013-18 looked at the issue from a
perspective of access and participation. The
debate on out of school children was started
after its approval. The latter has now been
used as the target for the analysis.
Theme 4: Non Formal Education and ALP SDG 4, SDG 5 and SDG 8 reinforced the
importance of this area that had been given
a low priority for a long time. Without a strong
NFE (especially targeting out of school
children) targets of Article 25A will not be
possible to achieve.
Theme 5: School Readiness This is an important component of the
learning chain but has been pulled out
separately because of its peculiar issues.
Again a requisite of SDG 4 (Target 4.2.1).
Theme 6: Technical and Vocational An important area for economic
Education and Training development of Balochistan in view of its
existing economic assets, potential
opportunities in the near future and the youth
31
bulge. It also derives partly from SDG 4 and

SDG 8.
Theme 7: Governance & Management No target can be achieved without an
effective governance and management
system focused on the right issues.
Organisations, systems and processes are
components of the discussion in this
thematic area.
Theme 8: Financing An important component and enabler. In
addition to allocation and utilization,
efficiency of money used was also analysed.
Theme 9: Science, Mathematics, This can again be seen as a subset of quality
Information Technology education but given its importance and poor
performance the area has been separated
out as a theme.
Theme 10: Data and Research This also emerged from the discussions as a
critical enabler. Limitations of data and
research handicap development of
education and achievement of any major
goal.
Theme 11: Inclusive Education Another critical area which is covered by
both SDG 4, SDG 10 and Article 25A. It has
been an area of low priority for years despite
being part of BESP 2013-18 and other
documents.
All of the above thematic areas included the following themes to the extent applicable to
specific topic:
1. Gender
2. Environment
3. Disaster Risk Reduction
4. Refugees
5. School Health & Nutrition
6. Social Cohesion/Peace building
7. Infrastructure & Equipment/Materials
8. Community Participation/PPP
9. Capacity
3.2. Objectives of ESA

The Education Sector Analysis looked at the following:
1. Progress towards targets of Article 25A of the Constitution of the Islamic Republic of
Pakistan, Sustainable Development Goal 4 and other relevant SDGs.
2. Progress in the implementation of Balochistan Education Sector Plan 2013-18.
3. Causes of the differences between the required and actual targets where the causes
analysed include:
i. Gaps in past policies and plans in terms of coverage of issues, prioritisation,
approaches and implementation.
32
ii. Capacity constraints in the education sector institutional structures and personnel,
and the context in which the education sector operates.
iii. Demand-side factors that impede effective improvements in education. These are
contextual conditions in the province as a whole and within communities.
iv. Environmental conditions, including perceptions and approaches of senior
political leadership that impact education service delivery.
3.3. Methods of Collection of Information

Each of the above thematic areas was analysed through four processes employed for collection
of information and the results from all have been triangulated for conclusions.
I. Desk Research: Covered secondary data, reports and research conducted on the
various thematic areas described above.
II. Thematic Group Discussions: Included groups of individuals with knowledge of the
respective area, working within the government and outside. Each thematic group
consisted of 8 to 12 members. Given the complexity of the Learning theme, this group
was broken up into separate smaller groups. This is explained in greater detail below.
III. District Consultations: Education takes place in schools. Districts visits were designed
to get a better understanding of the processes in schools and districts that have a direct
bearing on the processes and outcomes in schools. Students, teachers, district
education administrators, deputy commissioners and communities were consulted.
IV. SWOT Analysis of Organisations in the educational administration
Table 3-2 Consultations conducted for ESA
Consultations Conducted for ESA
Meetings/Workshops No of Meetings Total Participants
Thematic Groups 47 776

ESA Review Meetings 3 48
Consultative Group Meeting 7 5
SWOT 8 164
Other meetings (Colleges, Schools, TVET 32 282
etc)
ESA Workshop 4 days 380
District Consultations 143 1122
Workshop on Objective and Strategies 4 60
Consultative session with Higher educaiton 1 30
Sharing of BESP with themetic groups 2 200
Total 251 3067
After collection and analysis of information causative models were drawn for each sub-theme,
as well as, the systemic level analysis, connecting all sub-areas. These formed the basis for
eventual strategy development for the sector plan.
Additionally, a ‘Consultative Group’ was formed of government personnel with experience of

education in the past. Five Consultative Group meetings were held before the finalization of
33
the findings of the ESA and the strategies and another two on the draft sector plan. Table 3-2
details the number of meetings and persons consulted during the process.
3.4. Key Frameworks

The Plan has been built on two main frameworks. Provisions in the Constitution of the Islamic
Republic of Pakistan and Sustainable Development Goals 4, 5 and 8. The relevant provisions
of the Constitution are as follows:
3.4.1. Article 25A

Article 25A, inserted in 2009 as a result of the 18th Constitutional Amendment, covers basic
education as a fundamental right. It reads as follows:
"The State shall provide free and compulsory education to all children of the age of five to
sixteen years in such manner as may be determined by law.”
Based on the above Balochistan Assembly passed the Balochistan Compulsory Education Act
2014. The Act provides a detailed legal framework for the implementation of Article 25A. The
Balochistan Compulsory Education Act 2014 was promulgated by the provincial assembly to
operationalise the Constitution’s requirements as enunciated in Article 25A.
I. Benchmarking for Article 25A
Performance against Article 25A and the Balochistan Compulsory Act 2014 can be assessed
against a set of indicators that are illustrated below (Table 3-3), along with Balochistan’s
performance against them.
Table 3-3 Indicators
Indicator Required Current Value

Value
Boys Girls Total
NER Primary 100 67% 42% 56%
NER Middle 100 31% 19% 26%
NER Secondary 100 19% 9% 15%
GER Primary 100 89% 54% 73%
GER Middle 100 59% 34% 48%
GER Secondary 100 50% 21% 39%
Survival Rates to Primary 100 39% 44% 41%
Source: Required values are demand of Article 25-A. Whereas data for current values is from PSLM Surveys
2014-15 and survival rates from PES 2016-17
The table is self-explanatory, which provides a snapshot of the situation of the education
sector.
II. Projections for Article 25A
To explain the current state of affairs and the challenges ahead Table 3-4 sets out the key
indicators for Article 25A, the required targets, their current value and projections. These
projections have been made at three levels: if the current trend continues, if it doubles and if
the rate of Improvement increases threefold. Four indicators have been used for the purpose:
literacy rate, NER primary, NER middle and NER secondary.
34
Table 3-4 Projections for Balochistan
Article 25A Projections for Balochistan

Indicator Required Current Value32 Year in Year in Year in
Value Which Which which
Required Required value
Value Value achieved
Boys Girls Total
achieved Achieved at 3
at current at Twice times
rate the Rate the rate
Primary NER
100 67% 42% 56% 2052 2034 2028
(6-10)
Middle NER
100 31% 19% 26% 2098 2057 2043
(11-13)
Secondary
NER 100 19% 9% 15% 2185 2103 2072
(14-15)
Literacy
100 61% 25% 44% 2095 2055 2042
Rate 10 plus
At the current rate, NER of 100 for primary will be achieved by Balochistan only in the year
2052. If the rate of improvement doubles, then the same will be achieved in 2034 and if it
triples then in the year 2028. For middle NER, the requisite value of 100 will be reached in the
year 2098 if the current improvement rate persists. At twice the effort, this will be achieved in
2057 and at three times the effort in 2043. The literacy rate of 100% will be achieved in 2095
if the current rate of improvement remains unaltered. If it doubles then, it will be achieved in
2055 and at three times the effort, it will be achieved in 2042.
These projections show the massive effort required to fulfil the Constitutional mandate in
terms of school participation and Non formal education (NFE) in Balochistan and the extent
of systemic changes necessary to break the current trends and accelerate progress.
3.4.2. Article 37b

Article 37b of the Constitution calls upon the state to ensure universal adult literacy. The Plan
covers adult literacy and non-formal basic education for out of school children as a critical
component to remove educational deficits. The figures in Table 3-4 above also show the
situation of literacy.
3.4.3. Sustainable Development Goals

In addition to the Constitutional requirement of Article 25A, Goal 4 of the Sustainable
Development Goals (SDG) also guides the ESA’s objectives. SDG 4 reads as follows:
“Ensure inclusive and equitable quality education and promote lifelong learning opportunities
for all”
32 Data for Current Values is from PSLM survey 2014-15, Bureau of Statistics, Pakistan
35
It is further divided into 8 targets:
Table 3-5 Targets of SDG-4
Targets of SDG 4
4.1 By 2030, ensure that all girls and boys 4.1.1 Proportion of children and young
complete free, equitable and quality people: (a) in grades 2/3; (b) at the end of
primary and secondary education leading primary; and (c) at the end of lower
to relevant and effective learning secondary achieving at least a minimum
outcomes proficiency level in (i) reading and
(ii) mathematics, by gender
4.2 By 2030, ensure that all girls and boys 4.2.1 Proportion of children under 5 years of
have access to quality early childhood age who are developmentally on track in
development, care and pre-primary health, learning and psychosocial well-
education so that they are ready for being, by gender
primary education
4.2.2 Participation rate in organised learning
(one year before the official primary entry
age), by gender
4.3 By 2030, ensure equal access for all 4.3.1 Participation rate of youth and adults
women and men to affordable and quality in formal and non-formal education and
technical, vocational and tertiary training in the previous 12 months, by
education, including university gender
4.4 By 2030, substantially increase the 4.4.1 Proportion of youth and adults with
number of youth and adults who have information and communications technology
relevant skills, including technical and (ICT) skills, by type of skill
vocational skills, for employment, decent
jobs and entrepreneurship
4.5 By 2030, eliminate gender disparities 4.5.1 Parity indices (female/male,
in education and ensure equal access to rural/urban, bottom/top wealth quintile and
all levels of education and vocational others such as disability status, indigenous
training for the vulnerable, including peoples and conflict-affected, as data
persons with disabilities, indigenous become available) for all education
peoples and children in vulnerable indicators on this list that can be
situations disaggregated
4.6 By 2030, ensure that all youth and a 4.6.1 Percentage of population in a given
substantial proportion of adults, both age group achieving at least a fixed level of
men and women, achieve literacy and proficiency in functional (a) literacy and (b)
numeracy numeracy skills, by gender
4.7 By 2030, ensure that all learners 4.7.1 Extent to which (i) global citizenship
acquire the knowledge and skills needed education and (ii) education for sustainable
to promote sustainable development, development, including gender equality and
including, among others, through human rights, are mainstreamed at all levels
education for sustainable development in: (a) national education policies, (b)
and sustainable lifestyles, human rights, curricula, (c) teacher education and
gender equality, promotion of a culture of (d) student assessment
peace and non-violence, global
citizenship and appreciation of cultural
diversity and of culture’s contribution to
sustainable development
36
4.A Build and upgrade education facilities 4.A.1 Proportion of schools with access to:
that are child, disability and gender (a) electricity; (b) the Internet for
sensitive and provide safe, non-violent, pedagogical purposes; (c) computers for
inclusive and effective learning pedagogical purposes; (d) adapted
environments for all infrastructure and materials for students with
disabilities; (e) basic drinking water; (f)
single-sex basic sanitation facilities; and (g)
basic handwashing facilities (as per the
WASH indicator definitions)
4.B By 2020, substantially expand 4.B.1 Volume of official development
globally the number of scholarships assistance flows for scholarships by sector
available to developing countries, in and type of study
particular least developed countries,
small island developing States and
African countries, for enrolment in higher
education, including vocational training
and information and communications
technology, technical, engineering and
scientific programs, in developed
countries and other developing countries
4.C By 2030, substantially increase the 4.C.1 Proportion of teachers in: (a) pre-
supply of qualified teachers, including primary; (b) primary; (c) lower secondary;
through international cooperation for and (d) upper secondary education who
teacher training in developing countries, have received at least the minimum
especially least developed countries and organised teacher training (e.g. pedagogical
small island developing States training) pre-service or in-service required
for teaching at the relevant level in a given
country
Additionally, the following two SDGs are also directly relevant to the analysis and eventual
implementation:
Sustainable Development Goal 5: Achieve gender equality and empower all women and girls.
Gender equality is also covered in SDG 4 but limited to opportunities in school. As education
needs to change gender attitudes SDG 5 also becomes relevant to the analysis33.
Sustainable Development Goal 8: Promote sustained, inclusive and sustainable economic

growth, full and productive employment and decent work for all. SDG 8 covers economic
growth and employment from a comprehensive perspective. It is relevant to the technical
and vocational education covered in BESP, as well as, general education.
33All SDGs need a response from education. As gender is one of the most glaring issues within education in Balochistan the
analysis has been deepened as compared to some of the other areas covered by SDGs.
37
38
4. Education Structures and Processes in Balochistan

Education is organised into three different departments: Secondary Education Department
(SED), Higher Education Department (HED) and Social Welfare Department (SWD), having
their own specialised units, tools and functions to cater to the needs of the education sector in
Balochistan. By not considering pre-primary Early Childhood Education (ECE) level wise the
total number of school years are 12. With pre-primary ECE, two more years are added. BESP
covers Technical and Vocational Education and Training (TVET), which being an integral
discipline of education, training and learning activity helps beneficiaries secure skilled jobs or
opt for self-employment. Technical and Vocational Education and Training (TVET) sector is
significant for Balochistan in order to achieve socio-economic growth and provide better
employment opportunities to youth.
4.1. School Types

School education is imparted in two types of schools: formal and non-formal. Formal schools
include all institutions run by the Secondary Education Department, as well as, other
organisations of the provincial and federal governments within Balochistan. Additionally,
private schools and madrassas registered under Balochistan Compulsory Education Act 2014
are also considered formal schools under law. Non-formal schools or institutions are set up as
a second opportunity for children who have either missed schools or have been dropped out.
These are overseen by the Directorate of Literacy and Non-Formal Education (DLNFE) of the
Department of Social Welfare. Due to data limitations, details of private schools and
madrassas are not available. Lately, the data collection process has begun.
Level wise, formal schools are from K to 12, where K denotes pre-primary level. The latter is a
mixed situation. Most primary schools have the traditional ‘kachi’ class, where these pre-
primary school children are the most ignored group in school. Others have more established
early childhood education programs based on a structured curriculum built on ECE’s modern
precepts. These schools are a minority. Details have been shared in the relevant section on
Early Chilhood Education (ECE).
Levels are denoted as follows:
i. Primary: Grades 1-5

ii. Middle: Grades 6-8
iii. Secondary: Grades 9-10
iv. Higher Secondary: Grade 11-12
Grades 1-8 are also sometimes combined to be called elementary. Secondary is also known as
matriculate and higher secondary as intermediate34. Schools are designated based on the most
senior class available. All colleges also have grades 11 to 12, although these are part of the
school. The school curriculum is from grades 1-12.
Grades 9, 10, 11 and 12 (secondary and higher secondary) are the starting point for
determining career choices of students. At the secondary level, the main choice is between the
arts and sciences. These split into a number of other options at the higher secondary level like
pre-medical, pre-engineering, commerce etc. The decisions are impacted by the high stakes
examinations held by the Balochistan Board of Intermediate and Secondary Education
(BBISE), especially, beyond secondary.
34 Hence the term ‘intermediate’ in the Balochistan Board of Intermediate and Secondary Education.
39
Table 4-1 shows the schools managed by SED. These are categorized as primary, middle, high
and higher secondary based on the highest level of education available:
Table 4-1 Number of Schools in Balochistan 2018-19
Level of Schools Boys Girls Co-Edu Total

Primary 8394 3140 684 12218
Middle 872 645 2 1519
High 720 403 1123
Higher Secondary 69 50 119
Grand Total 10055 4238 686 14979
Source: EMIS 2018-19, Secondary Education Department,Government of Balochistan
In all 1519 middle schools have primary sections and 1242 high and higher secondary schools
also have primary sections in addition to the middle.
The SED has upgraded 119 High Schools to Higher Secondary School by starting classes XI &
XII with the vision to reduce the gap between the secondary and Higher secondary education.
4.1.1. Intermediate in Colleges

There 88 Intermediate and 47 degree colleges in the province. While intermediate colleges
only conduct classes 11 and 12, the degree colleges have undergraduate and graduate
programmes. Colleges, including intermediate colleges, are managed by the Higher Education
Department. Table 4-2 shows detaisl of intermediate colleges:
Table 4-2 Colleges, Balochistan 2019
Colleges Male Female Total

Degree Colleges 30 17 47
Intermediate Colleges 56 32 88
Source: EMIS Colleges 2019, Higher Education Department, Government of Balochistan
All degree colleges also have intermediate classes.
4.2. Organisations
The work of education, except for technical and vocational education, is split into the following
three departments:
1. Secondary Education Department (SED)

2. Higher Education Department (HED), and
3. Social Welfare Department (SWD).
Secondary Education Department is responsible for school education from pre-primary ECE
till grade 12. Higher Education Department is responsible for college education for graduate
and post graduate students and it also manages certain schools like the residential colleges.
Social Welfare Department looks after special education and non-formal education.
40
Each of these departments has a provincial civil secretariat headed by a Secretary. The
secretariat develops polices for their respective sectors which are executed through their
working organisations detailed as under.
4.2.1. Secondary Education Department

This department is responsible for the promotion of education from ECE till grade 12. It
administers 14,979 schools and provides services of over 55,000 teachers and also plans for
the future. SED also has the support of the Policy Planning and Implementation Unit (PPIU),
Directorate of Education (Schools), Bureau of Curriculum & Extension Center (BOC&EC),
Provincial Institute of Teachers Education (PITE), Balochistan Textbook Board (BTBB),
Balochistan Board of Intermediate and Secondary Education (BBISE) and Balochistan
Assessment and Examination Commission (BAEC). All except BBISE, that is part of the
Higher Education Department, function under SED. Their responsibilities are as follows:
Policy Planning and Implementation Unit (PPIU) provides policy and planning support to
the Secretariat.
Directorate of Education (Schools) is responsible for the management of all schools and
their personnel managed by 7 divisional directors and a District Education Officer (DEO) in
each district. These DEOs are supported by District Officer Male and Female and officers/staff
working under them.
Bureau of Curriculum and Extension Center (BOC&EC) is responsible for development of

curriculum, review of textbooks, education standards and pre-service teacher education
colleges run by the Department of Secondary Education.
Balochistan Textbook Board (BTBB) is responsible for regulation of textbooks in the

province.
Provincial Institute of Teacher Education (PITE) provides in service teacher training.
Balochistan Assessment and Examination Commission (BAEC) holds diagnostic

assessments for elementary levels (1-8) and large scale examinations for grade 8 only. The
Commission also has the mandate for development of teachers’ capacity in assessment.
While all of the above report to the Department of Secondary Education,
Balochistan Board of Intermediate and Secondary Education (BBISE) which conducts

large scale, high stakes examinations for secondary and higher secondary levels, reports to the
Department of Higher Education
Balochistan Education Foundation (BEF) operates as an autonomous body to support the

functions of Secondary Education Department (SED). It has in the past engaged in schooling
through public private partnerships (PPPs) and is currently responsible for regulation and
registration of private schools.
4.2.2. Higher Education Department

The structure of the Higher Education Department is as under:
Directorate of Colleges (DOC): The Directorate of Colleges and Higher Education is

mandated to administer and manage public colleges functioning in the province. It is headed
by a Director, supported by an Additional Director, Deputy Directors and Assistant Directors.
All these posts are filled from the staff teaching in various colleges. The DOC decides all the
matters related to administrative and financial concerns. It represents the Higher Education
Department in the Universities functioning in Balochistan.
41
Balochistan Academy for College Teacher (BACT): Its mandate is professional

development of college teachers. It not only invites in-service college teacher to update their
knowledge and teaching skills but it also imparts trainings to the principals and vice principals
in administrative and financial functions. The staff of the BACT is drawn from the college
cadre.
Directorate of Technical Education: The Directorate of Technical Education is responsible

to manage the Polytechnic Institutes in the province.
4.2.3. Technical and Vocational Education

There is an overall authority for Technical and Vocational Education and Training (TVET)
called Balochistan Technical Education and Vocational Training Authority (BTEVTA).
Balochistan Technical Education and Vocational Training Authority (BTEVTA) is responsible
for quality control and support to Technical and Vocational Education and Training (TVET)
institutions. The institutions are run by other departments like the Department of Higher
Education, Industries and Labor. BTEVTA has an overall role of setting standards and
providing support to the technical institutions. There are 8 polytechnic institutes and one
college of technology in Quetta and one institute of technology in Gwadar. Table 4-3 gives the
detail:
Table 4-3 TVET Institutes, Balochistan
Male Female Total

College of Technology, Quetta 1 1
Institute of Technology, 1 1
Gawadar
Polytechnic Institutes 6 2 8
Source: Budget Book 2019-20, and Directorate of Technical Education, Balochistan
In addition to the above there are 141 vocational training institutions. Out of these 95 are for
males and 46 for females.
4.2.4. Non-Formal Education/ Accelerated Learning Pathways (ALP)

A number of NFE programs are being run in the province. Data is available for those being
run by districts prioritised by the Directorate of Literacy and Non-Formal Education
(DLNFE). These are given in Table 4-4.
Table 4-4 ALP Package and Gender Wise Enrollment in Focus Districts
ALP Package and Gender Wise Enrollment in Focus Districts

District ALP Package A Package B Package C Total Total Total
Centers Boys Girls
Girls Boys Girls Boys Girls Boys
Naseerabad 42 0 0 461 713 257 753 1466 718 2184
Jaffarabad 39 30 35 532 841 196 406 1282 758 2040
Lasbela 45 23 43 490 707 148 331 1081 661 1742
Quetta 26 219 32 282 601 100 369 1002 601 1603
Zhob 20 47 97 465 189 75 78 364 587 951
Sibi/Kuhlo 31 23 44 317 534 18 34 612 358 970
42
Killa 14 98 265 55 200 0 0 465 153 618

Saifullah
Killa 10 97 85 147 327 0 0 412 244 656
Abdullah
Pishin 14 66 317 264 385 78 73 775 408 1183
Gawadar 10 0 0 183 153 0 0 153 183 336
Katchi 6 0 0 90 86 0 0 86 90 176
Total 257 603 918 3286 4736 872 2044 7698 4761 12459
Source: NFE EMIS
4.2.5. Universities
Nine universities function in the province as shown in Table 4-5 below. Out of these seven
universities run programs on education. Balochistan University of Engineering & Technology,
Khuzdar and The Bolan University of Medical and Health Sciences, Quetta are the two
exceptions.
Table 4-5 Universities, Balochistan
#. Name Sector Category City
1 Balochistan University of Engineering Public General Khuzdar

& Technology
2 BUITEMS Public Engineering & Quetta
Technology
3 Lasbela Univesity of Agriculture, Public General Lasbela
Water and Marine Sciences
4 Sardar Bahadur Khan Women Public General Quetta
University
5 The Bolan University of Medical and Public Medical Quetta
Health Sciences, Quetta
6 University of Balochistan Public General Quetta
7 University of Loralai Public General Loralai
8 University of Turbat Public General Turbat
9 Al-Hamd Islamic University Private General Quetta
Source: Higher Education Commission website (https://www.hec.gov.pk/)35
In addition to the above students of Balochistan have access to Federal Universities as part of
the provincial quota and also through seats available in universities in other provinces.
35 The list of Universities in Balochistan is also available on Uni Rank website; https://www.4icu.org/pk/balochistan. The same
is verified by the officials at University of Balochistan
43
Additionally, distant learning programs through the Virtual University and the Allama Iqbal
Open University are also available.
44
5. Themes, Structure and Approach

The Balochistan Education Sector Plan (BESP) has been developed on the basis of findings of
the Education Sector Analysis (ESA). The final set of themes in the Sector Plan do not fully
overlap with the ESA as some (as the girl child) have been merged into different chapters of
the Plan.
For each chapter, the approach to reform has been explained, followed by a summary
explanation of each of the causes that create the base problem. Goals have been developed by
inversing the problem. Sub-themes, based on the similarity of their roles, have been collated
into one or more programs. Each program is further divided into sub-programs structured
under an overall goal, sub-goals and strategies. The explanation of the rationale of each
strategy has been summarized. The area of Learning, with its multifarious themes, has the
most complex break up with multiple programs and sub-programs. Access and Participation
is the next area in terms of complexity with six programs – three each for formal and non-
formal education.
Three sets of matrices have been developed for each program to elaborate on the Plan. These
include:
I. Program Matrix
II. Implementation Matrix
III. Results Matrix
The Program Matrix lays out the overall goal, sub-programs and sub-goals. Each sub-goal has
its set of strategies, activities and targets for implementation. The Implementation Matrix
adds three further expansions to the program matrix: timelines for the activities, costs and
organisation(s) responsible for implementation. It also explains the underlying assumptions
for each strategy. The Results Matrix identifies indicators for measurement of progress against
the overall goal and sub-goals. It not only provides the indicators for the end of five year period
but also those in the intervening years. Indicators have been presented for “outcomes,
intermediate outcomes, and outputs”. Program Matrices have been presented towards the end
of each chapter. Implementation and Results Matrices have been inserted in the annexes.
5.1. Vision and Mission

BESP has been built on the following “vision” and “mission”:
Vision
To promote and ensure quality education and its effective delivery for all without any
discrimination
Mission
To achieve quality education for all by provision of infrastructure, missing facilities, relevant
curriculum & instructional material, trained teachers and standardised assessment through
good governance
5.2. Themes
BESP 2020-25 has been constructed on the following themes:
1. Learning
2. Access and Participation
45
3. Data and Research

4. Governance and Management
5. Technical and Vocational Education and Training
6. Costing and Impact
The areas covered in each theme, as well as cross-cutting ones, have been outlined below
(Table 5-1). Further details and approach to reform for each specific theme have been
explained in the relevant chapters.
Table 5-1 Thematic Areas, Structure and Approach
Thematic Areas, Structure and Approach
Core Cross
Thematic Cutting Programs Sub Programs Matrices
Areas Areas
>>> Child Focused Approach <<<
1.1 Curriculum 1.Program Matrix

Learning 1-Learning 2.Implementation
Design Matrix
1.2 Textbooks
3.Result Matrix
Gender
2.1 Motivation of
Teachers
Environment
2.2 Pre-Service Teacher 1.Program Matrix
2-Teaching Education 2.Implementation
Disaster Risk and Learning
Reduction 2.3 Continuous Matrix
– Effective
Professional 3.Result Matrix
Teachers
Development
Refugees
2.4 Teacher Availability
School Health & 3.1 School-Level
Nutrition Assessments
3.2 BBISE Examinations
Social Cohesion/ 3-Teaching 1.Program Matrix
Peace building and Learning 3.3 BAEC Assessments
and Examinations 2.Implementation
– Matrix
Assessments
Infrastructure & 3.4 Consistent and 3.Result Matrix
and
Equipment/ Relevant Assessments
Examinations
Materials
3.5 Credibility of
Examinations
Community
Participation/Public 4.1 Child Welfare
1.Program Matrix
Private Partnership 4.2 Children with
2.Implementation
4-Child Care Special Needs Matrix
Capacity and Welfare
4.3 Afghan Refugee 3.Result Matrix
Children
5.1 Expansion of 1.Program Matrix
Educational 2.Implementation
Opportunities Matrix
46
Access and 5-Access and 5.2 Increased Girls’ 3.Result Matrix

Participation Participation Participation
5.3 Addressing Demand
Side Barriers to Access
and Participation
5.4 System Level
Capacity for NFE/ ALP
Programs
5.5 Expansion of
Opportunities for NFE
/ALP program
5.6 Quality and
Relevance of NFE/ALP
Programs
5.7 Approach to
Schooling under COVID
19
6.1 Comprehensive
Data and Needs Based Database
Research 6.2 Standardised 1.Program Matrix
Analysis 2.Implementation
6-Data and Matrix
Research 6.3 Use of Data 3.Result Matrix
6.4 Research Based
Reviews
7.1 Comprehensive
Governance policy and Legal
and Framework
Management 7.2 Better Planning
7.3 Result-Based
Management
7.4 Better Human
Resource Management
and Development
7– 7.5 Greater Private 1.Program Matrix

Governance Sector Engagement 2.Implementation
and 7.6 Effective Matrix
Management Decentralised Structures 3.Result Matrix
7.7 Gender-Inclusive
Management
7.8 Effective
Accountability
7.9 Increased
Transparency
7.10 Constructive
Political Engagement
8 –Technical 8.1 Access and
1.Program Matrix
and Participation
47
Technical Vocational 8.2 Quality of TVET 2.Implementation

and Education Matrix
Provision
Vocational and Training 3.Result Matrix
Education 8.3 Governance and
and Training Management
Financing Costing and Impact
5.2.1. Learning
Learning is a very wide term and can include many areas. BESP looks at three vaiables in
Learning: reading ability, numeracy and thinking skills so that children are eventually
prepared for life and livelihood. It is seen as a product of multiple inputs and processes:
curriculum, textbooks, teachers, assessments and examinations. Each one of these inputs and
processes has been separated out and strategies included to address the gaps. The basic
premise is that all these factors (collectively) will impact teaching and learning along with the
presence of a healthy child in the classroom. The latter include a child’s physical and
psychological health that depend on both home and school conditions. Issues of children with
special needs and their inclusiveness have also been covered.
5.2.2. Access and Participation

Access and participation have been discussed in terms of schooling opportunities available
and their utilisation by children. The latter includes enrolment and attendance. Strategies
have been recommended for both the supply-side and demand side gaps. On the input side,
availability of schooling opportunities has been the main issue of focus. Given the large gaps
between males and females, gender-related issues of access and participation have been
treated as a separate, special, subset.
In view of the large number of out of school children and low adult literacy, Non-Formal
Education (NFE) has been emphasized as an important domain. The entire structure of non-
formal education has been discussed as a parallel, but important, learning system that
supports the overall goals of education.
5.2.3. Data and Research

The purpose of inclusion of data and research as a separate theme is to assess and provide a
way forward for building a more robust empirical basis for education policy, planning and
implementation. Both these areas have been discussed in terms of their current state of
availability, limitations and demand. The culture of use of empirical evidence has been
targeted and strategies for improvement of information have been included for both data and
research.
5.2.4. Governance and Management

The area of governance and management covers the themes of capacity, planning, operations,
political interference, community involvement, human resource development and
management, decentralisation and accountability. Strategies have been proposed to cover the
entire organisational structure of the formal education system and the environment in which
the system functions.
5.2.5. Technical and Vocational Education and Training

Technical and Vocational Education and Training (TVET) has been included as a specialised
area of education. All relevant elements of TVET have been discussed and the strategies
provided. These include governance and management, access and participation and quality
48
and relevance. The entire domain of relevance to the market and subsequent improvement in
employment outcomes have been emphasized as the key outcome.
5.2.6. Costing and Impact

The Plan provides cost estimates over the next five years with an annual break up and expected
impact on key indicators identified. These costs have been divided into those impacted by
increased enrolment (the scale factors) and others that have no direct relationship with
enrolments (non-scale factors).
5.3. Approach to Reform

It is difficult to identify a limited approach to an education system that requires major
improvements in all sub-sectors. An effort has been made to structure the approach as per
priorities assessed. For school education, the Sector Plan presents recommendations for
multiple areas for change. However, the eventual success can be narrowed to three absolutely
essential approaches that would require prioritisation:
1. A greater, and more well spread, focus on learning as compared to the past
2. Increased efficiency in the use of resources through rationalised deployment
3. Reduction of gender gaps through a holistic approach that goes beyond access and
participation.
While the above are the keys to change, overall, the Plan’s three main strands (that also cover
the above) consist of:
I. Core Target Areas: In school education, the two core target areas of the Sector Plan
consist of ‘learning’ and ‘access and participation’ with a strong focus on equity. These
represent the dual crises in education: firstly, learning in schools ends right in the early
grades when children fail to become readers and secondly, the large proportion of out
of school children that reveals a participation crisis. Within the latter, girls are
disproportionately excluded from education as compared to boys. Given the situation,
implementation of these two strands cannot be sequenced. It must be a simultaneous
effort. However, the contours and processes of learning have been dealt with in greater
detail because of limited comprehension, and attention to it, in the past.
II. Enablers of effectiveness: This consists of issues of governance necessary to be
addressed to enable effective implementation, and most critically, efficient use of
resources. The other critical enabler of effective, and realistic, policy and
implementation, is improved availability of information through strengthened
processes of research and data accumulation, analysis and usage.
III. Child Focused Approach: The overall life path of the child and issues of the girl child
as a separate sub-set have been discussed and consequent strategies developed to
ensure that all policies, plans and implementation practices place the child’s benefit at
the core.
An analysis of the problem and approach to change for each sub-area has been explained in
the respective chapters. Strategies can be divided into those that are specific to the targeted
theme, cross-cutting ones applicable to multiple themes and implicit assumptions on the
approach. These assumptions have been highlighted in the Implementation Matrices attached
in the annexes. Figure 5-1 on the next page shows the overall theory of change for BESP 2020-
25:
49
Figure 5-1 Theory of Change Balochistan Education Sector Plan 2020-2025
Theory of Change - Basic Education Sector Plan 2020-2025

Problem
Path to change (through Intervention and Strategies) Desired Change
Identification
Global, National
Key Themes and
Outputs Targets Outcomes Impact and Provincial
Challenges Intervention
Commitments
Children are Core Thematic -Standards on curriculum & TBs Learning Grade 3 and 5: Provincial Learners proficient Global
not learning; Areas: -Provincial Curriculum Framework 15% more students can learning design in reading and Commitments:
read at least at minimum
have low 1. Learning -Provincial TBs relevant to the numeracy, with
standards
competency (Curriculum and -Teacher feedback mechanism 15% more students can needs and developed Sustainable
in reading Textbook Reforms, -Implemenation of Child centered school perform at least at realities of the analytical skills Development
and Effective Teachers, language policy minimum standards in child, and prepared for Goals
numeracy Assessment and -Improved capacities of BOC&EC and arithmetic classroom and life and livelihood
and no Examinations, Child BTBB life and A greater and SDG4 -‘Ensure
analytical care and welfare) -Increased number of subject specialists, 15% more students at livelihood more well spread inclusive and
skills 2. Access and TB authors, reviewers Grade 8 can successfully focus on learning equitable quality
attempt questions on
Participation education and
application
3. Data and promote lifelong
Research -Revised career & promotion structures for 15% more students at learning
4. Governance and teachers Grade 10 can successfully opportunities for all’
Management -Improved recruitment testing process attempt questions on Access and
application Motivated and
5. Technical and -Teachers recruitment plan participation to SDG5- Achieve
trained
Vocational -Improved work conditions formal and non- gender equality
15% more students with teachers are
Education and -Teachers' feedback on policies formal educational and empower all
minimum B in Secondary available and
Training -Improved capacity of PITE opportunities for women and girls.
and Higher Secondary teaching
-Revamped CPD examinations school-age
effectively in
-Number of trained head teachers and children, especially SDG8- Promote
Special focus on: the classrooms
supervisors Teacher absenteeism girls increased and sustained, inclusive
> Out of School -Regular peer learning sessions reduced from 20% to 1% adult literacy and sustainable
Children -Increased number of subject teachers in improved. economic growth,
> Girls Education schools 85% teachers satisfaction full and productive
> Inclusive with support received from employment and
head teachers and
Education decent work for all.
supervisors
Highest > Non Formal -Standards of assessments and Strengthened
percentage Education examination 50% teachers satisfaction Assessments Improvement in
of out of > Child care and -Provincial assessment framework with feedback mechanisms and the processes for
school welfare --Curriculum aligned examinations Examination core areas of
children > School readiness -Number of trained teachers and 75% teachers satisfaction system with a ‘Learning’ and
particularly supervisors with grievance redressal positive and ‘Access and
50
girls, widest > Science, Maths -Improved capacities of BAEC and BBISE high impact on Participation’ with National
gender gaps Information -Regular diagnostic assessments by BAEC 75% teachers test at least learning a strong focus on Commitments:
and large Technology - Increased number of Assessment satisfactorily in follow up Equity
evaluations of CPD
areas > Standards specialists Articles 25 A and
without > Community -Awareness campaigns against cheating 100% newly recruited 37b of the
schools Involvement teachers corresponding to Constitution
> Political needs identified in the long "The State shall
engagement -Research on child welfare and term plan Improved provide free and
development capacities at all compulsory
-Legal framework for child’s right and 25% Grade 1 students levels and education to all
protection receive one year of quality Enhanced enabling children of the age
ECE
Cross cutting -Awareness on child health and welfare quality of care, environment for of five to sixteen
areas: -More primary schools with quality ECE 100% new school buildings support and evidence based years in such
> Gender classes applying codes for inclusion for all and relevant policy manner as may be
> Environment -Trained teachers on inclusiveness inclusiveness in structures children in and planning, determined by law.”
> Disaster Risk -Inclusive school buildings schooling and efficient
Reduction -Awareness on negative impact of corporal 60% reduction in incidence community management of
> Refugees punishment of corporal punishment including those resources,
> School Health & -Regular health check-ups and counselling and bullying in schools with special implementation
Nutrition -Awareness on positive attitudes towards needs and evaluation
100% students screened
> Social children with special needs at least twice in 5 years Provincial
Cohesion/Peace -Improved system capacity for care and Commitments:
building management of special education % increase in GER:
> Infrastructure & Primary (6 to 10) from 50% Balochistan
Equipment/Materials to 88% All policies, Compulsory
There is a > Community -More schooling opportunities Middle (11-13) from 34% Increased implementation Education Act 2014
Participation/PPP to 50% and review place - providing a
huge -Increased in take at the right age schooling
Secondary (14-15) from
disconnect Capacity -Number of primary Schools converted to opportunities the child’s benefit detailed legal
17% to 24%
between gender free schools and utilisation at the core. framework for
realities of -New female teachers hired Gender Parity Index: while targeting implementation of
the child, -Awareness on MHM Primary from 0.69 to 0.86 enhanced Article 25A
needs of the -Transport facilities for female Middle from 0.65 to 0.74 gender parity
society and -Increased girls' participation of girls in Secondary from 0.54 to and
the design sports 0.68 strengthened A culture of
and -Meal program in schools non-formal decision making
% decrease in OOSC:
execution of -Improved capacity of DLNFE education that relies on
Primary from 50% to 12%
education -Improved capacity of quality organisations Post primary from 74% to sector to empirical evidence
services due to develop NFE 62% complement and the ability of
to absence --Need based curricula and material of the efforts for the system to
of data, data NFE % increase in Survival reduction of out produce well
analysis and -Standards for NFE Rate: of school researched
research -Accreditation system for NFE Primary from 41% to 62% children analysis and
-Linkages of NFE with TVET quality data
51
-Number of trained teachers in NFE Middle (Public sector) from

- Improved NFE assessment and 77% to 89%
examination system
Adult literacy 15+ from
38% to 52%
Better governance
-Data need analysis report 5 Number of ADPs for and management
-Publication of data on private sector School Education for a more
-Standardised framework for data analysis Education/NFE/TVET policies, efficient, effective,
-Data anslysis capacities of EMIS and aligned with needs-based planning, inclusive and
PPIU operational plans monitoring and accountable
-Trainings on use of data in policy & reform are education service
60% Policies reviewed and
planning based on delivery
developed based on
-Existing rules reviewed to ensure empirical evidence empirical Efficient use of
mandatory data use evidence resources
-Improved awareness on the importance of 5 Number of research derived from Improved
research conducted data and employability and
-Need based research research participation of
-Enhanced capacity for research on 50% of complaints in youth, particularly
education Complaints redressal women, though
system resolved
market oriented,
8 Number of meetings of quality and
Poor -Education policy & legislative frameworks High Level Committees increased
governance -Rules prepared for all education-related technical and
and weak statutes 5 Number of meetings of vocational
management -Operational and Rolling annual plans Standing Committee on Better and education
capacity of prepared for BESP Education on education inclusive opportunities
service delivery
the -Result- based management system in planning,
education place 50% improvement in public efficient
system - -Comprehensive M&E strategy satisfaction with education management
Increased -Integrated HR policy service delivery and resource
spending on -Specialised HR unit established allocation is
education -Revised composition and functions of 5% increase in number of achieved and
has not DEA and DEG TVET institutes aligned with the
translated -Improved cluster-based management disaggregated by gender goal of learning
and location
into -School-based improvement and through strong
improved operational plans accountability
learning -Functional PTSMCs and LECs 10% more TVET graduate and
outcomes. -Gender friendly work environment employed disaggregated transparency
-Accountability mechanisms by gender mechanisms
-Grievance redressal mechanisms
-Improved public access to information 20% more persons
-Standing Committee on Education consider TVET as a viable
option
engaged
52
-Improved TVET infrastructure

-Integrated skills with literacy
-Improved perception of TVET
-Number of TVET Instructor trained
Employment of
-Capacity of institutions strengthened
TVET
-TVET curriculum developed
graduates
-Training programs based on market
enhanced
needs developed
-Institutional capacity of BTVETA
strengthened
-Quality standards for training providers
53
5.4. Key Considerations for Implementation

Implementers of BESP 2020-25 will need to consider the key considerations in this section
when they convert strategies into operational plans. These including cross-cutting, and
repetitive themes for a number of areas. In connection with the fundamentals of approach to
reform, these considerations define the overall design of the sector plan (see Figure 5-2).
Figure 5-2 Reform Design of BESP 2020-25
Access &
Learning Participation
5.4.1. Standards
Review of all standards, and inclusion of new ones where needed, has been recommended at
at number of places. All inputs, processes and outputs for each respective area will have to be
standards based. The starting point for revision of standards will be the National Minimum
Standards for Quality Education (NMSQE) 2017. These cover a vast ground and focus on the
child. The standards given in NMSQE include all learning inputs (textbooks, curriculum,
assessments, teachers, etc.) in addition to standards for learners and others. The standards
outlined for every aspect of education (curriculum, textbooks, teacher, assessment etc.)
provide the view of the end product through output level standards for each. For example what
should a good textbook contain? The standards provide a direction for the province but
standards at the endpoint level do not suffice. The path to achievement of these standards
cannot be operationalised with the current capacity and processes of the relevant
organisations. Additional standards will need to be developed at the input and process level to
ensure that requirements of NMSQE 2017 are met (See Box 5.1).
54
Box 5-1 Operationalising Standards
National Minimum Standards for Quality Education (NMSQE) establish the standards for all
education inputs, processes and outputs at the systemic level. For each of the inputs, the standards
target high level objectives. There are no details on standards that would operationalise their
achievement. One example is the standards for the curriculum. One of the standards for curriculum
is that it:
“Promotes higher order thinking skills that develop the capacity for self-directed learning,
a spirit of inquiry, critical thinking, reasoning and teamwork;”
MNSQE does not describe the processes and inputs through which the above will be ensured.
Given the low capacity of the system, the above cannot be expected to be achieved without clarity
on standards for inputs and processes that will help attain the above standards. The provincial
government will need to define these and ensure their operationalisation. Strategies on
standardisation cutting across various areas of the Plan will have to follow this principle.
The strategies for standard development begin with a situation analysis of the existing ones
that are currently available in bits and pieces without a coherent direction, and often, neither
focused on the child nor grounded in local needs. The following steps will be required:
I. Analyses of the situation as an important consideration must be the current capacity

of the system. Standards cannot be too far from existing reality. The first step will be
to review the standards for each area given in the NMSQE and assess the timeframe
required for meeting them. If required, intermediate output standards may be
developed for the next five years with the aim to reach the ones in NMSQE eventually.
Expections should be realistic and limited to gradual, and not radical, changes over
time.
II. Identify input and process standards, based on Balochistan’s endowments, needed to
achieve the above. Once finalized, the standards must be notified.
III. Ensure inclusive in all standards. All standards, in addition to the above, will need to
cover inclusiveness. Parameters of inclusiveness will, among others, cover:
a. Gender
b. Children with special needs
c. Socio-economic differences
Inclusiveness will be implemented in the classroom through the standards notified for
teaching to ensure it is part of the teaching-learning process in the classroom.
5.4.2. Capacity
Capacity development has also been recommended in strategies for different areas. These will
also have to follow a gradual change approach in terms of organisational shifts and a critical
mass approach to human resource development. The sector analysis showed a huge deficit of
qualified human resource both within and outside the government. These include specialists
in curriculum, assessments, education planning, andragogy and other areas of education. In
all relevant areas, the need for the development of specialised human resource has been
identified in the strategies.
5.4.3. Sustainable Development Goals

There are 17 Sustainable Development Goals (SDGs). Together they cover all environmental,
health, economic and sociological issues in Balochistan. These Goals should be incorporated
in the learning processes through curricula, textbooks, teachers and co-curricular activities.
55
SDGs will be included in the guidelines for the development of all of these products for
implementation.
5.4.4. Gender inclusiveness

Gender will always require special attention in all implementation processes in view of wide
gaps in Balochistan, not only in terms of enrolment but also in other aspects of female
inclusiveness. Reform in all areas requires a special focus on redressal of gender imbalance.
Some of the areas where gender has been, especially, focused are governance, quality and
standards for both school education and Technical and Vocational Education and Training
(TVET).
5.4.5. Exploration of External Resources

The Government’s approach to date has been only to consider internal capacity. In some
exceptional cases, external support has been solicited though often such support is resented
within the permanent human resource. Implementation of BESP 2020-25 will consider
resources in the private sector (in the market) and academia for both the short term and the
longer term. For an area such as research, which has been treated as a high priority issue in
this Plan, it has been recommended that the academia gets a prominent and permanent role.
5.5. Approach to Reform in TVET

For Technical and Vocational Education and Training (TVET), the desired outcome is
increased employment through the development of relevant skills that will require
interventions in quality, governance and access and participation. Increased relevance has
been targeted in conjunction with stronger market engagement and alignment.
56
57
6. Implementation of BESP
Implementation of the Balochistan Education Sector Plan (BESP) 2020-25 is based on the
premise that it will be a living document. It will function as the reference point for all education
reforms over the next five years. Deliberations on reform will not end with the preparation of
the Plan. As implementation ensues, each measure recommended in BESP will be debated,
prioritised and planned in detail for operationalisation in Annual Operational Plans (AOP) .
Strategies and activities recommended in BESP will be reviewed annually in the light of
lessons learnt from the implementation and monitoring of preceding AOPs. All of this will be
undertaken through a structured process explained in this chapter.
6.1. Implementation Cycle of BESP

BESP will be implemented as a rolling plan reviewed annually. The respective organisation
will prepare its plans for each financial year in consultation with the Planning and
Development Department, Finance Department and relevant donors/partners. Each
organisation, and district, will prioritise strategies every year based on the initial timelines
suggested in the ‘Implementation Matrix’.
Figure 6-1 Implementation Cycle of BESP
Annual
Operational
Plans
Revisions in
Approval of
BESP (if
Plans
needed)
Review of
Implementation &
priorities &
Monitoring
strategies
In subsequent years priorities and strategies selected will depend on the lessons learnt from
the implementation and monitoring of AOPs of the preceding year.
6.2. Unpacking the Sector Plan

As already detailed in the previous chapter the Sector Plan provides three matrices: program,
implementation and results.
 Program matrix lays out the strategies, activities and targets recommended for each
programmatic or thematic area of education
 Implementation matrix delineates timelines, costs, and implementation responsibility
for achieving the targets set in the program matrix
58
 Results matrix outlines indicators for monitoring implementation of strategies and

activities on an annual basis
These will be used to priotritise strategies, develop Annual Operational Plans and prepare and
implement monitoring plans for each year.
6.2.1. Operational Plans

The most important step in the implementation of BESP will be the development of rolling
Annual Operational Plans (AOPs). Program and implementation matrices will be used to
develop AOPs for example: programs and strategies that are planned to be implemented in
year 1 will be included in the first operational plan. The structure of Annual Operational Plans
(AOPs) will be finalized in consultation with the Planning and Development Department
(P&D) to ensure the AOPs are aligned with the requirements of the Public Sector Development
Programme and the structural needs of the budget books. Policy Planning and Implimentation
Unit (PPIU) will coordinate with all attached organisations and P&DD for development of the
first, and subsequent, operational plans. Annual Operational Plans (AOPs) will have the
following components:
i. Annual Strategic Objective (derived from the sector plan objectives)

ii. Sub-sector objectives for the year
iii. Main Strategies
iv. Activities against strategies, to be identified by each level of implementation for the
given year
v. Monitoring indicators (derived from the overall indicators framework)
vi. Budget
vii. Timelines for the specific year
viii. Annual targets
ix. Implementation modality
Each organisation will be responsible for the implementation and monitoring of its own
components, as shown in the Implementation and Results Matrices and will prepare its annual
operational plan based on the implementation and program matrices. A focal person will be
nominated by each organisation (i.e BTBB, BOC&EC etc.) for coordination with the Policy
Planning and Implementation Unit (PPIU) and reporting on progress against activities and
indicators for its component.
Each district will prepare its own prioritisation and Annual Operational Plan (AOP) to be
collated into the Annual Operational Plan (AOP) of the Directorate of Education (Schools).
Districts will review the Sector Plan to indicate their priorities in terms of objectives and
strategies over the five years of the plan period, prior to the AOP. These will depend on the
initial educational status of each district. For example, a district with low access and high
gender disparity may prioritise these areas for improvements in numbers, initially.
Districts will have their own monitoring and implementation mechanisms. District Education
Authorities (DEA) will function as the oversight bodies for implementation plans. Office of the
District Education Officer will be strengthened to function as the secretariat for
implementation and monitoring of the district level plans.
6.2.2. Monitoring Plan

Annual monitoring plans aligned to the AOPs will be developed using the indicators in the
results matrices. There will be additional activity-based indicators included in the operational
plans for monthly monitoring of the progress. All organisations and districts will report on the
progress, through an agreed format, to PPIU.
59
6.2.3. Annual Monitoring Process

In addition to the routine monthly reporting, progress on an annual basis will be reviewed
based on the indicators given in the Results Matrices. PPIU will prepare a data collection plan
for annual indicators as a follow up to the BESP. Data for most indicators will be collected
through respective tools identified in the Results Matrices. Surveys will need to be conducted
for monitoring progress against some programs. In some cases, secondary sources may also
be used.
6.2.4. Key Steps in Monitoring

Monitoring will be undertaken at four levels:
I. The organisations and districts that will directly implement the Sector Plan: This will be
on the basis of detailed indicators included in the operational plan. In the districts,
monthly monitoring meetings will be held by the District Education Authority (DEA).
II. The Policy Planning and Implementation Unit: This has been described in detail below.
III. Local Education Group: The LEG will oversee progress based on the operational plan
and the key indicators identified in the BESP.
IV. High-Level Committee: It will review progress against the operational plans as well as
the annual review of the indicators given in the Performance Assessment Framework
(PAF).
Details of High Level Committee and LEG are provided in section 6.4.
6.3. Evaluation
There will be two evaluations of the Sector Plan. First at the end of two years and the second
at the end of 4 years. The findings of the second evaluation will be used as the basis for the
next sector plan. These evaluations will be undertaken by an independent third party. Its
findings will be presented to the LEG and the High-Level Committee.
6.4. Oversight and Monitoring

A multi-tiered oversight and monitoring mechanism will be developed. The oversight
mechanism will consist of a two-tiered committee model supported by the Policy Planning and
Implementation Unit (PPIU) as the secretariat for monitoring and reporting. The first level
constitutes the high-level oversight committee.
Figure 6-2 Oversight and Monitoring Structure for BESP
High Level Committee
Secretariat
LEG Organizational
Unit District Unit
60
The high-level committee will consist of:
i. Additional Chief Secretary

ii. Secretary Secondary Education
iii. Secretary Higher Education
iv. Secretary Social Welfare
v. Secretary Labor and Manpower
vi. Secretary Finance
vii. Secretary P&D
viii. Two Vice Chancellors
ix. Director Colleges
x. Director Schools
xi. Director Literacy and Non-Formal Education
xii. Managing Director, BTEVTA
xiii. Focal Person PPIU (Secretary)
xiv. Two members from civil society (at least one from the business community)
The Committee will meet, at least, twice a year to review progress and will have the following
powers:
i. Oversee progress on implementation of the Sector Plan, at least, twice a year

ii. Approve prioritised areas and annual operational plans
iii. Approve changes in the BESP, if required.
iv. Give directions to PPIU on the Plan and its implementation process as needed.
The second level constitutes of Local Education Group (LEG) at the secondary education level
that will be headed by the Secretary, Secondary Education. The composition of the committee
will be as follows:
1. Secretary Education 9. Chairman BBISE

2. Secretary Social Welfare 10. Director BOC&EC
3. Secretary Higher Education 11. Director PITE
4. Managing Director, BTEVTA 12. Chairman BAEC

5. Focal Person PPIU 13. Development partners
6. Director of Education (Schools) 14. Members from civil society
7. Chairman Balochistan Textbook Board 15. Academis
8. Director Literacy & NFE 16. Private schools, madaris and
teacher associations
The rest of the committee will decide the exact number of participants and actual members
for serial numbers 14 and 15, in its inaugural meeting. This committee will review
performance, as well as, the processes involved in the implementation. It will meet at least
once per quarter to review progress. While its detailed terms of reference will be finalised
through mutual discussion and agreement (and notified by PPIU) the Committee will perform
the following key functions:
61
i. Review of implementation of the Sector Plan (at least one meeting per quarter)
ii. Suggest feedback on implementation and revisions in the Plan
iii. Provide feedback on the evaluation of the implementation of the Sector Plan.
Whenever possible progress on the Sector Plan will be presented to the Standing Committee
on Education of the Provincial Assembly. These presentations will be led by the Provincial
Education Minister.
6.5. Role of PPIU

PPIU will play a central role in the implementation of the Sector Plan. It will undertake the
following tasks:
i. Serve as Secretariat to the High-Level Committee and LEG

ii. Disseminate BESP
iii. Coordinate for development of “Operational Plans” to be prepared by each
implementing organisation (attached departments and districts etc.)
iv. Monitor and evaluate progress
v. Report to committees on progress
vi. Make changes to the Sector Plan authorized by the Oversight Committee
vii. Coordination and conduct of Joint Education Sector Reviews (JESRs)
An important concomitant task of the monitoring process will be capacity development of
PPIU on a fast track basis as it will function as the secretariat to all the above committees and
as coordinators of the implementation process.
6.5.1. Secretariat to Committees

As secretariat to the two committees mentioned above PPIU will perform the following tasks:
i. Schedule meeting plans for every year

ii. Issue call notices for meetings
iii. Report progress against agreed indicators
iv. Minute the meetings and issue the same
v. Follow up on any recommendations made by the committees
The follow up may include changes required to be made in the Sector Plan following
discussions.
6.5.2. Dissemination of BESP

The concepts, targets and indicators of the Sector Plan will be disseminated to teachers,
students, headteachers, administrators, civil society, political leadership and media. Multiple
tools will be used to ensure that the concepts reach the grass root level. PPIU will coordinate,
plan and implement the dissemination of the Plan in partnership with districts and other
attached departments of SED. This will be an ongoing activity.
6.5.3. Coordination of Operational Plans

PPIU will collate Annual Operation Plans prepared by districts and organisations at the
provincial level, which will be used for monitoring to report to LEG and High-Level
Committees.
PPIU will follow up on timely preparation of these plans at the district and organisational
levels and submit the collated plans, as per the requirements of the PSDP, to P&D for any
62
components that require budgets. PPIU will also engage with development partners to identify
options for filling financial gaps.
6.5.4. Monitoring and Evaluation of progress

PPIU will use the Implementation and Results Matrices to monitor implementation of the
Sector Plan. Depending on the level of details, indicators will be monitored on a monthly, bi-
annual and annual basis. These will include indicators identified in the Sector Plan, as well as
additional ones in the Operational Plans and the Performance Assessment Framework.
6.5.5. Reporting to Committees on Progress

Meetings of technical committee, LEG and the High-Level Committee will require reporting
of progress. PPIU, based on indicators agreed for the period, will present progress to these
committees.
6.5.6. Changes in the Sector Plan

During the BESP implementation process, new issues will come to the fore, both, in terms of
the level of ease of implementation and additional information. This may require changes in
the strategies and priorities of the Sector Plan. PPIU will collate all such feedback and present
it to the High-Level Committee. Any changes authorized by the High-Level Committee will
then lead to modification of the Sector Plan by PPIU.
6.5.7. Coordination of JESRs

Joint Education Sector Reviews (JESRs) will be conducted once a year to review progress on
Sector Plan implementation through a group of representatives and experts of development
partners. PPIU will be responsible for coordination and facilitation of Joint Education Sector
Reviews (JESRs) .
6.6. Monitoring Indicators

Two sets of monitoring indicators have been developed for BESP: annual and for the plan
period as given in the Performance Assessment Framework (Table 6-1). The following set of
indicators have been prepared for the BESP’s Performance Assessment Framework:
Table 6-1 Performance Assessment Framework
Performance Assessment Framework

Base
Indicator Final Value Source Approach
Value
Learning Design
% students at Grade TBD on the 15% growth BAEC BAEC will develop a
3 and Grade 5 who basis of over reading assessment
can read at least at BAEC baseline based on EGRA or
minimum standards (sample use the one prepared
Total based) by PRP and apply on
assessmen a sample basis
Female
t annually using RTSM
Male staff especially
trained for the
purpose.
63
% students at Grade TBD on the 15% growth BAEC BAEC will develop a
3 and Grade 5 who basis of over reading assessment
perform at least at BAEC baseline based on EGMA or
minimum standards (sample use the one prepared
in arithmetic based) by PRP and apply on
Total assessmen a sample basis
t annually using RTSM
Female
staff especially
Male trained for the
purpose.
% students at Grade TBD on the 15% growth BAEC BAEC will prepare
8 who can basis of over diagnostic
successfully attempt BAEC baseline assessments for the
questions on (sample purpose and
application based) administer with the
Total assessmen help of DOE(S) in
t years 1, 3 and 5 of
Female
the Plan picking a
Male sample of students
for each district.
% students at Grade TBD on the 15% growth BBISE This will require
10 who can basis of over BBISE to change its
successfully attempt BBISE baseline reporting pattern from
questions on exam simple overall results
application to more detailed
Total analysis on the same
lines as BAEC.
Female
Male
% students with 32% 47% BBISE The current pattern of
minimum B in reporting will provide
Secondary the data.
examinations
Total
Female
Male
% students with Percentage 15 increase BBISE The current pattern of
minimum B in as per over reporting will provide
Higher Secondary annual baseline% the data.
examinations examinatio
Total ns 2020
Female
Male
Teacher Effectiveness
Teacher 20% 1% RTSM Data is already being
absenteeism rate reported by RTSM.
Total
Female
Male
64
% teachers NA 50% DOE(S)/ These surveys will be

expressing PPIU developed by PPIU in
satisfaction with survey consultation with
support received DOE(S) and
from head teachers conducted on a
and supervisors sample of the
Total teachers through
PPIU teams in
Female
partnership with third
Male parties.
% teachers NA 50% DOE(S)/ These surveys will be

expressing PPIU developed by PPIU in
satisfaction with Survey consultation with
feedback DOE(S) and
mechanisms conducted on a
Total sample of the
teachers through
Female
PPIU teams in
Male partnership with third
parties.
% teachers NA 75% DOE(S) These surveys will be

expressing Survey developed by PPIU in
satisfaction with consultation with
grievance redressal DOE(S) and
Total conducted on a
sample of the
Female
teachers through
Male PPIU teams in
parties.
% teachers who test NA 75% DOE(S)/ PITE will prepare

at least satisfactorily PPIU/PITE evaluation tools,
in follow up which will be
evaluations of CPD administered by
activities DOE(S) and data
Total collected by PPIU as
part of progress
Female
against BESP.
Male
% newly recruited 0 100% DOE(S)/ DOE(S) to build
teachers PPIU profile of new
corresponding to entrants against
needs identified in requirements and
the long term plan share with PPIU
Total
Female
Male
65
Assessment and Examination

% questions in TBD 35% growth DOE(S)/BA BAEC will form a
school summative over EC team to analyse on a
assessments testing baseline sample basis.
application
% increase in TBD 100% BBISE/BAE BBISE & BAEC will
questions of BBISE growth over C form a team to
examination papers baseline analyse on a sample
testing for basis.
application
% reduction in the TBD 50% growth SED/BAEC/ Joint team will
incidence of over BBISE calculate based on
cheating in baseline sample based
examinations candidate feedback.
% schools that TBD 50% growth DOE(S)/BA DOE(S)/BAEC to
conduct formative over EC measure through
assessments baseline sample based
survey.
regularly % teachers TBD on the 25% growth DOE(S)/PIT PITE data
who receive training basis of over E
on assessment BBISE baseline
exam
Child Welfare
% Grade 1 students 14% 25% DOE(S) EMIS data will
who received one provide the
year of quality ECE enrolment.
Total
Female
Male
% new school 0 100% DOE(S) Monitoring tool for
buildings applying inclusiveness will be
codes for developed and
inclusiveness in implemented by field
structures officers in at least
Total 10% of schools under
their jurisdiction every
Female
month.
Male
% reduction in 0 60% DOE(S)/ These surveys will be
incidence of PPIU developed by PPIU in
corporal punishment consultation with
in schools DOE(S) and
conducted on a
sample of the
teachers through
PPIU teams in
parties.
66
% reduction in 0 60% DOE(S)/ These surveys will be

incidence of bullying PPIU developed by PPIU in
in schools consultation with
DOE(S) and
conducted on a
sample of the
teachers through
PPIU teams in
parties.
% students screened 0 100% DOE(S)/DO Data will be collected
for health issues at H and included in EMIS
least twice in 5 years once an agreed
Total process is designed
in partnership with
Female
the Department of
Male
Health.
Access and Participation
Gross enrolment 50% 88% EMIS
rate at primary (6 to
10)
Gross Enrolment 34% 50% EMIS
Rate Middle (11-13)
Gross Enrolment 17% 24% EMIS
Rate Secondary (14-
15)
Gender Parity Index 0.61 0.86 EMIS
Primary
Middle
Secondary
Percentage 50% 12% PPIU/DOE( Using national data
Decrease in Out of S)
School Children
Overall - Primary
School Children
Male – Primary
School Children
Female – Primary
School Children
67
Overall – Post
Primary
School Children
Male – Post Primary
School Children
Female – Post
Primary
Survival rate in 41% 62% EMIS
Primary Overall
Primary Male
Primary Female
Middle Overall
(Public schools)
Middle Male (Public
schools)
Middle Female
(Public schools)
Adult Literacy Rate 38% 50% DLNFE/PPI
Over (15 Plus) U
Over (15 Plus) Male U
Female (15 Plus) U
Data and Research
Number of Annual 0 5 PPIU
Development Plans
for School
Education aligned
with needs-based
operational plans
Development Plans
for NFE aligned with
needs-based
operational plans
Development Plans
for TVET aligned
68
with needs-based
operational plans
% Policies reviewed 0 60 PPIU
and developed
based on empirical
evidence
Number of research 0 5 PPIU
identified in the
BESP conducted
Governance and Management
Number of meetings 0 10 PPIU
of High Level
Committee
% age of complaints 0 50% PPIU/SED
in Complaints
redressal system
resolved
Number of Meetings 0 5 PPIU
of Standing
Committee on
Education on
education service
delivery
% age improvement 0 50% PPIU/SED
in public satisfaction
with education
service delivery
Technical and Vocational Education Training
Increase in TBD 10% BTEVTA This will require a
percentage of TVET tracking system to be
graduates employed developed by
disaggregated by BTEVTA. Initial
gender baseline will be
developed on the
basis of a sample
survey.
% annual increase in Existing 5% BTEVTA
number of TVET numbers
institutes
disaggregated by
gender and location
% age increase of TBD 20% BTEVTA This will be a sample
persons who based survey through
consider TVET as a a third party.
viable option
The Performance Assessment Framework includes outcome level indicators for all areas. This
will serve as the high-level performance framework for the Sector Plan and will be reviewed
with the High-Level Committee at the end of each year.
69
Information on the following indicators will be collected through sample-based surveys

conducted by third parties with oversight of PPIU and coordination with DOE(S):
i. All information on out of school children

ii. Teacher satisfaction
iii. Public satisfaction
Adult literacy rate will also be collected through the third party on the basis of representative
samples. Directorate of Literacy and Non-Formal Education (DLNFE) will coordinate with
PPIU for the purpose.
6.7. Risks to Implementation

The Sector Plan faces three types of risks to implementation: fluctuations in political
commitment, weak capacity of the organisations responsible for implementation and
financing gaps. As the sector plan period includes an election year, there is a possibility of
changes in the political commitment that is currently being provided by the government. The
capacity of organisations needs to grow faster than the past to ensure that the ambitions of the
Plan are met. Finally, there is the issue of financing. The bulk of budgetary expenditure is
projected on increased access and participation. Given the large number of out of school
children, this is absolutely necessary. If the budgets are not provided there will be shortfalls.
Another risk is that day to day work overtakes the need to focus on the Sector Plan for
implementation. This includes the possibility of annual development plans being based on
considerations outside the remit of BESP.
6.7.1. Risk Mitigation

Firstly, the issue of political commitment. The Sector Plan will be presented to the Provincial
Assembly’s “Standing Committee on Education” as frequently as possible. This is a bipartisan
committee with representation from all political parties. It will help with across-the-board
ownership of BESP. Secondary Education Department will also present updates on the
implementation of the Sector Plan on an ongoing basis to the Chief Minister through the
Minister for Education. Additionally, political leadership from across party divides will be
included in dissemination sessions of BESP.
As per the strategies delineated in the Plan, capacity development is a cross-cutting area.
However, the risk remains in the transition period. SED will seek technical support available
in the market to tide over this period for critical activities.
The issue of financing will be resolved partly through engagement with the Department of
Finance and Planning and Development, both of whom have agreed to the outlay projected in
the Plan. However, there will be engagement with development partners based on the Plan to
ensure Balochistan receives more support than the past.
Finally, the implementation process will be improved based on lessons learnt from the past,
as seen in the section 6.7.3.
6.7.2. Implementing Under COVID 19 Threat

COVID-19 pandemic has disrupted life as we have known it. Education has been one of the
worst-hit areas. To prevent the spread of infection, educational institutions have been shut
down. The closure of schools has posed a massive challenge to education managers. The
pandemic is uncharted territory and it is difficult to predict the path it will take in coming
months. Even the most optimistic estimates predict that it may take the world 18-24 months
to develop a vaccine and further 12-18 months to scale, commercialize and distribute it. A
70
complete return to normalcy is certainly unlikely in the coming year. Only time will tell
whether the current measures of social distancing and lockdowns will reduce risks and allow
return to some degree of the past routine. The response will have to adjust as the situation
unfolds. Irrespective, the return to ‘normalcy’ will eat into a major portion of the timeframe of
BESP. Therefore, implementation will adjust on an ongoing basis.
It is important to continue by all means possible as the threat has led to a situation where all
the risks of a weak education system are magnified. This means more children will now be out
of school, learning will be weaker than before and if the break-in schooling becomes too long,
then a lot of students who would have continued their education may prefer to opt-out. This
may be induced by an increased threat of poverty and survival. An effective response will
minimise this potential damage.
The COVID 19 threat directly impacts the following areas:
i. All forms of schooling: formal, non-formal, TVET.

ii. High stakes examinations conducted by the Balochistan Board of Intermediate and
Secondary Education (BBISE).
iii. Pre-service teacher education.
iv. Teacher professional development.
On schooling (both formal and non-formal), strategies in BESP already have a provision for
innovation as per local conditions. Additional strategies provide options of schooling through
the internet, television and radio to the extent outreach of these media exists in Balochistan.
As the risk reduces, specialised classroom arrangements can begin under advice of the
Department of Health.
High stakes examinations are more tricky, and strategies call for staggering the examinations
over a longer period of time with coverage in limited geographic areas to control for numbers
and risks.
Pre-service education and professional development may be the easiest to manage. Given the
number and exposure of participants of these activities, distant training and education
through the use of the internet will be much easier, and strategies to the effect are part of
BESP. The same can apply to Technical and Vocational Education and Training (TVET) except
that practical work is not possible with distant learning, although computer-based modelling
can be introduced or the class arrangements can be reviewed.
Many of the other activities in the Sector Plan can continue within the current environment.
These include development of a curriculum framework and standards. For others timelines
can be reviewed on an ongoing basis.
I. Implementation Risks of COVID Induced Options
The first limitation is the availability of distance learning options beyond major urban centres.
Even in the latter, the most significant risk is the actual use of distance learning options at
home. Households adjusting to the needs of children’s schooling to give up television, use of
limited internet options (which will be a small percentage) and even radio requires a shift in
the attitude.
To mitigate the risk and ensure maximum possible benefits from these actions, clear and
persistent messaging will have to be pursued on media. The Chief Minister and Minister for
Education will have to be part of this messaging to communities so that there is awareness on
the importance of adjusting to the requirements of new schooling options in the households.
71
Similarly, staggering of examinations will mean there will be different papers for each cohort
of candidates. The issue of standardisation may result. Again clear messaging will be required
to pre-empt potential fallouts when results are announced. It remains a risk as these are high
stake examinations that impact the careers of students.
6.7.3. Building on Lessons Learnt from BESP 2013-18

Only 36% of BESP 2013-18 was implemented. Most of the impetus was in the initial two years
of implementation. Several reasons were identified for slow or inadequate implementation.
These are presented below:
i. The capacity of PPIU was never developed for the coordination, monitoring and review
of the Sector Plan. Changes in personnel took place, but no process was operationalised
to orient new incumbents into the details and implementation of the Sector Plan.
ii. Focal Persons or units were not operationalised either in any of the organisations or
districts. In fact, after initial distribution, effective dissemination plans were neither
developed nor implemented.
iii. Except for one, no meetings of the High-Level Committee were conducted.
iv. Local Education Group meetings were not fully attended by all development partners.
For successful implementation of the current Sector Plan, all of the above points will need to
be institutionalised at the outset, beginning with capacity development of PPIU and
notification of all the other processes. Most critically, there will have to be sustained political
ownership. In the previous Sector Plan, political ownership waned after the initial years. This
time continued interaction with a multiple set of political leadership will be an important
component for successful implementation.
72
73
7. Learning
Children in schools do not learn. There is a reading crisis in the province (and in Pakistan in
general). Data from various sources amply demonstrate that an overwhelmingly majority of
children cannot read at the requisite level. The foundations of the learning crisis are laid right
in the early grades. Success stories (in terms of students who learn and complete schooling)
are an exception and, often, the result of favourable household circumstances36. Dropouts
begin from primary level, and a very small percentage of students go beyond secondary and
higher secondary levels. The poor basis means that even the ‘success stories’ of the system
perform below par. Reports from high-level employment commissions of the government37
continue to raise concerns over the quality of graduates from universities. The reports
highlight a failure, among an overwhelming majority of, the graduates to develop analytical
ability. This reduces their chances of meaningful employment commensurate with the level of
their degree. Schools fail to prepare children for life and livelihood.
7.1. Gender Wise Learning

Most sources of learning consistently report low achievements. Within this overall low
achievements there are some differences when gender break up is included. According to the
Annual Status of Education Report (ASER) 2018 boys clearly perform better than girls in
Urdu, English and Mathematics.
Figure 7-1 Gender wise learning outcome for Grade 3 2018
40%
34%
35% 31%
30% 26% 26%
25%
20%
20%
15%
15%
10%
5%
0%
Girls Boys
Urdu (who can read at least sentences)

English (who can read at least words)
Arithmetic (who can at least do subtraction)
Source: Annual Status of Education Report 2018
In case of Balochistan Assessment and Examination Commission (BAEC) performance of girls

is better. Though the data for BAEC is grade 5 and for ASER it is Grade 3. In the National
Achievement Test conducted by the Academy of Education Planning and Management
(AEPAM) on a national sample basis again, girls perform better.
36 The few ‘brighter’ students in schools visited often had specific household conditions different than the rest. These included
better literacy rate of parents, higher-income which could result in external help and sibling education, among, others.
37 Federal and provincial public service commissions.
74
Figure 7-2 Gender wise % score in BAEC Examinations for Grade 5 summer and winter zones
40.00%
35.07%
35.00% 31.17%
30.00% 26.55%
25.00% 21.36%
19.54% 18.43%
20.00%
15.65%
15.00%
10.29% 10.36%
10.00% 7.69%
1.85%
5.00% 0.23% 1.72%
0.09%
0.00%
A+ A B C D E Fail
Boys Girls
Source: Balochistan Assessment and Examination Commission 2017-18
Similarly data of results from the Balochistan Board of Intermediate and Secondary Education
(BBISE) for 2019 also show that girls perform better than boys.
Figure 7-3 Results from Balochistan Board of Intermediate and Secondary Education 2019
40%
40%
35%
35%
30%
30% 27%
25%
20%
20% 17%
15% 11%
10% 8%
6%
4%
5% 2% 1%
0% 0%
0%
A+ A B C D E F
Boys Girls
Source: Balochistan Board of Intermediate and Secondary Education 2019
This may be due to a different household background of families that send girls to schools.
This is, intuitively, more valid for post-primary as the families that continue to send girls to
school till secondary definitely have a different socio-economic and attitudinal background
than others. In case of boys, there is a more varied mix. Also, there is a general perception that
female teachers are more diligent than male teachers. The gap may also be due to the
difference in attitude towards education between boys and girls. For the latter, school is often
the main outlet as they have fewer outside distractions.
75
7.2. Approach to Reform Learning

The Sector Plan assays three main inputs of central to learning and present in the classroom:
the learning design, the teacher, and the child. Past approaches to improvements in learning
focused heavily on teacher capacity. This has been challenged during the sector analysis. The
teacher’s role cannot be overestimated, but it cannot be singled out as the only cause of poor
learning. A critical review of the learning design was undertaken and major flaws were
identified. Learning design that consists of the curriculum framework, the scheme of studies,
curriculum and textbooks hinders effective teaching, even for good teachers, because it is not
as per the ground realities, specifically, language and other natural endowments of the child
and teacher capacity.
Figure 7-4 Approach to Reform Learning
Learning Learning
Curriculum
framework scheme
Design of studies
Curriculum
Malnutrition- Reading,
Stunting health Numeracy and
hazards in Analytical
community – Ability
hygiene, others, Teachers: ability,
acute diseases Child Teaching
motivation
Presence of corporal health and Learning
punishment, School welfare Process availability,
environment and classroom practices,
early childhood assessments
education
Secondly, the teaching-learning process that includes teachers, classroom practices and
assessments. The analysis assesses the teacher as a member of an organisation – the
Department of Secondary Education- and not an independent professional. Teacher
performance is a combination of resources provided (including the learning material),
capability and motivation. Each of these factors has been separately assessed to provide an
overall picture. Learning in the classroom is also impacted by lack of enough teachers,
especially, for more specialised subjects like science, mathematics and languages.
Assessments form an important part of the learning processes – as do large scale high stakes
examinations. Both have been analysed and it is seen that they induce rote learning – at best.
Finally, the child. Children come to school with different levels of preparedness and issues.
Neither teachers nor the developers of learning material have research-based information on
the needs of the child. This impacts learning in the early grades significantly. Practices in
school as the child continues further impact the child’s psychosocial development and
cognitive ability. The failure to recognise that the child has to be centre of learning design and
process leads not only to a poor base but also impedes effective learning in higher grades. Child
welfare has been the most ignored component of past policies, plans and implementation. It
has been brought to the center in this Plan.
In view of the above approach, the overall goal for learning has been defined as follows:
‘Learners are proficient in reading and numeracy, develop analytical skills and are prepared
for life and livelihood.’
76
7.3. Theory of Change for Learning

The theory of change is based on the problem identified above. The change process designed
goes through the entire value chain of learning: curriculum (inclusive of curriculum
framework and scheme of studies), textbooks, teachers and child welfare.
Figure 7-5 Theory of Change for Learning
GLOBAL,
SECTOR
PROGRAMS NATIONAL AND
PROBLEMS SUB GOALS PLAN
GOALS PROVINCIAL
OBJECTIVE
COMMITMENTS
Global
Provide inputs to the federal A learning design Commitments
government to help develop a that addresses the Sustainable
curriculum that is relevant to the needs of the child, Development
needs and realities of the child, the requirements Goals
classroom and life and livelihood of life and SDG4 -‘Ensure
in Balochistan’ livelihood and the inclusive and
Develop contextually relevant realities of society, equitable quality
textbooks that help teachers in classroom and education and
teaching and students in teachers in promote lifelong
developing creative and Balochistan learning
analytical abilities opportunities for all’
Teachers are motivated to work SDG5- Achieve
as per professional Ensure provision gender equality
requirements of required and empower all
An academically sound pre- number of women and girls.
service teacher education teachers having SDG8- Promote
system that produces quality knowledge, skills sustained, inclusive
graduates and dispositions and sustainable
for implementation economic growth,
Children are A well-established continuous
professional development of student centred Learners are full and productive
not learning;
process for teachers performing teaching and proficient in employment and
have low
effectively learning reading and decent work for all.
competency
numeracy,
in reading Ensure availability of quality
develop National
and teachers for all institutions
analytical skills Commitments
numeracy Improve the capacity to conduct
and are Articles 25 A and
and no assessments at school level and
prepared for 37b of the
analytical use their results for learning
life and Constitution
skills improvements
livelihood "The State shall
Improve quality of BBISE provide free and
examinations ensuring Strengthen
Assessments and compulsory
alignment with curriculum, education to all
including the testing of critical – Examination
system to have a children of the age
analytical ability of five to sixteen
Ensure that BAEC role in positive and high
impact on learning years in such
assessment benefits the system manner as may be
Ensure congruence and determined by
complementarity across various law.”
assessments and examinations
Enhance credibility of Provincial
examinations Commitments
Improve child welfare to Enhance quality of Balochistan
enhance their ability to learn care, support and Compulsory
inclusion for all Education Act 2014
Ensure the welfare of children
children in - providing a
with special needs through
schooling and detailed legal
provision of education
community framework for
opportunities of quality to all
including those implementation of
within regular schools or
with special needs Article 25A
specialised institutions
77
7.4. The Learning Design

The ESA showed that all elements of the learning design are disconnected from the reality of
the majority of children in Balochistan. They are not built on the natural endowments (and
needs) of the child and fail to consider school conditions on the ground. The latter include
teacher capacities and school and classroom situations.
7.5. Approach to Reform Learning Design

The current learning design will be shifted into one more aligned to the needs of the child on
the ground in early grades and expectations of life and livelihood in later grades with a focus
on requirements of higher education. The new learning design will be cognizant of the child’s
natural endowments, as well as the capacity of teachers and classroom realities. As the current
design is changed, the new one will have to control for teacher capacity also. Expectations of
teachers beyond their capacity, especially in the short to medium term,result in no learning.
An incremental approach spread over the years will have to be used. As teacher capacity
enhances the expectations of learning outcomes will be raised. The entire process of
development of the design (curriculum framework38, curriculum, scheme of studies,
textbooks) will be based on ground realities gleaned through various forms of research,
including, feedback from practicing teachers.
In view of the above approach, the overall goal for the learning design is as follows:
‘A learning design that addresses the needs of the child, the requirements of life and livelihood
and the realities of society, classroom and teachers in Balochistan.’
7.6. Curriculum
The extant curriculum was prepared in 2006 by the erstwhile Federal Ministry of Education.
After 2009 the provincial government notified it as its own adopted curriculum. The problems
discussed in the Education Sector Analysis have been based on the said curriculum. However,
many of the causes remain relevant, as there has been no provincial effort to address the issues
that characterised the Federal Curriculum. In any case the Federal government has initiated
the process of review of a national curriculum after agreement by the provinces. However, the
issues identified will need to be addressed if the curriculum has to make a more positive impact
on the learning of children in the province. Structural issues exist at the provincial level that
may not provide the requisite quality of input into the national curriculum to ensure it meets
the needs of the children of Balochistan. The key is to ensure an effective needs analysis (see
Box 7-1)
38In the past, overall curricular frameworks were never developed prior to the review of curricula. For the first time in 2017, a
‘National Curriculum Framework” was developed. Revisions of curriculum prior to that (including the one in 2006) were not
based on an overall framework though each subject curriculum had an internal framework.
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Box 7-1 Approach to Curriculum Development
Curriculum development in Pakistan, including the methodology used for revision of two subject
curricula by the provincial government, is a closed process. Developers and reviewers identify
needs in a room with a limited attendance of relevant teachers and no research on ground realities.
The diagram below has two red lines to indicate that the required information is blocked out from
the process. With the curriculum development process now practically back with the Federal
Government, the Government of Balochistan will need to use this research for inputs to the former
detailing its needs.
The requirement is to meet the child at the point of entry on the basis of the endowments gained in
early years and design a curricular path that would eventually take the learner to requisite
competencies. All over a period of 12 years of schooling. The current path has a one size fits all
approach and has been built with an ‘elitist bias’ in comprehension of the ground realities.
7.6.1. Challenges:
The following challenges were identified in the Education Sector Analysis with reference to
the curriculum:
Lack of need-based standards: The National Minimum Standards for Quality Education
(MNSQE) prepared in 2017 identify standards for curriculum, among other quality inputs.
However, these standards are at an output level of the curriculum. Which means that these lay
down the characteristics required of the final curriculum. However, without clarification and
standardisation of inputs and processes, requirements of MNSQE cannot be met. There are
very limited and inadequate standards for inputs and processes for curriculum review. The
whole criterion for qualification of curriculum reviewers needs to be reviewed. Also the
process needs to be standardized to allow more inputs from research and practices on ground.
The current standards cannot be expected to produce the requisite outputs.
Absence of curriculum framework and scheme of studies as per provincial needs: Curriculum
development has to be preceded by research on needs of the child even before entry into school
and the requirements of life and livelihood after 12 years of schooling, including the ability to
meet with challenges of higher education. This is missing. A national curriculum framework
was developed in 2018. It does not preclude the provincial option for the development of its
own curricular framework as long as the basic precepts of the national document are not
altered. Scheme of studies was last prepared in 2006 along with the curriculum at the federal
level. Feedback from the field shows that the scheme of studies and curriculum prepared do
not match the requirements on the ground. The realities of the classroom and the expectations
of the curriculum continue to be disconnected from each other.
79
There has been an agreement in the Inter-provincial Education Ministers’ Conference to

develop a national curriculum. However, the need for inclusion of provincial needs and
perspective remains imperative.
Responsiveness of curriculum to emergencies – COVID 19: The national curriculum prepared

in 2006 has some areas like environmental awareness and health included. Specific issues
with reference to Balochistan like floods, famine and earthquakes are not directly addressed.
Nor is the issue of potential water scarcity situation in the province in coming years included
in the curriculum. The most recent and immediate threat is of COVID 19. The pandemic has
appeared at a speed that no education system can be prepared for it. As it is an emergency, the
response will have to be on an emergency basis. The National Action Plan provides for the
flexibility which may also cover some adjustments in the curriculum.
School language policy is not child centered: An important flaw in curriculum design and the
overall learning structure has been an unsound school language policy. It does not consider
the language endowment of the child – the language spoken at home and requirements in
practical life. Children are expected to learn two and sometimes three languages at the primary
level: English, Urdu and the mother tongue. Teaching Urdu or English to children right in
grade 1 or even in Kachi when their mother tongues are different creates problems in reading,
as well as, cognitive development. It remains the most intractable policy issue in education in
Balochistan (and the rest of the country) even as it creates the maximum damage to children’s
ability to read and learn. The gap between standards of languages expected by the curriculum
and actual learning by the child continues to increase beyond primary due to the very poor
base developed early in schooling. The curriculum’s trajectory continues under the
assumption that children have reached requisite levels of language proficiency in early years.
As seen on ground this assumption is not based on facts on ground.
Limited capacity of the Bureau of Curriculum and Extension Centre: Bureau of Curriculum in
its present shape does not have the capacity to develop a quality, need based curriculum and
even to provide effective feedback on the nationally developed curriculum. It has very limited
qualified personnel and even beyond this limitation of qualified human resources, the
BOC&EC suffers from a number of organisational capacity limitations. These were
documented in a capacity development plan prepared in 2014. It pointed to weaknesses in
structures as well as the human resource. Bureau also has the mandate for development
standards for which there is no provision in the current structure at all. It remains a completely
unattended area.
Shortage of curriculum specialists in the market and within the government: At present, the
number of personnel with the expertise curriculum development is extremely low. There is a
need for a critical mass to be developed.
Inoperative Curriculum Implementation Framework: In 2014, a curriculum implementation

framework was prepared to ensure that its implementation is reviewed on an ongoing basis,
and teachers are oriented on the needs of the curriculum regularly. This was never
operationalized. Resultantly the CIF remained a paper on a shelf.
In view of the above sub goal for the curriculum is as follows:
‘Provide inputs to the Federal Government to help develop a curriculum that is relevant to the
needs and realities of the child, classroom and life and livelihood in Balochistan’
80
7.6.2. Strategies for Curriculum:

1. Engage with the Federal Government to revise existing standards of curriculum
review / development to make them more relevant and applicable to the context of
Balochistan
The relevant technical personnel from Balochistan will be engaged with the Federal
government to operationalise the requirements of Minimum National Standards for Quality
Education (MNSQE). Two sets of standards need to be developed, or reviewed. Firstly, who
are the professionals engaged in development of curriculum: their qualifications, trainings
and capacity. Secondly, a whole exercise to standardise curriculum review process needs to be
undertaken to ensure that it is informed about local needs, as well as, the requirements of the
exit point of schooling. Additionally, the standards also need to define inputs and processes
for preparation of the curriculum framework and scheme of studies.
2. Provincial Curriculum Framework will be developed through need analysis
Children in Balochistan have their own needs based on natural endowments of language and
the social, cultural and physical environment. This will be the point of departure for the
development of the curriculum framework, which will subsequently identify a path for the
child to meet minimum learning standards by grade 12. Government of Balochistan
(Secondary Education Department and Bureau of Curriculum and Extension Centre) will
prepare Provincial Curriculum Framework based on the Federal curriculum framework. The
purpose will be to engage with the Federal Government to ensure that the curricular path
suited to the students of Balochistan will be planted on the scheme of studies, and curriculum
prepared nationally, as per the realities of the province and combined with the learning needs
identified.
3. Engage proactively with the Federal Government on the revision of the Curriculum
on the basis of needs identified
Finally, the curriculum should be designed on the basis of both the path to meet minimum
learning standards and the relevant scheme of studies. Government of Balochistan will glean
the needs through various options, including research. While after the decision of the Inter-
Provincial Education Ministers’ Conference the province has agreed to the development of a
National Curriculum Balochistan will continue to identify its needs to ensure the adjustment
of the National Curriculum to the requirements of its children.
4. Balochistan will engage with the Federal Government to ensure child centered
school language policy is developed
The language policy needs to be based on two considerations. The best language to initiate the
child into learning (specifically reading) and the stages at which Urdu and English should be
introduced. Also, how should each language be introduced (initially based on listening and
speaking). The overall minimum standards for each language required by the time the child
completes schooling will also be reconsidered based on the needs beyond schooling. Work will
be undertaken on both advocacy and technical aspects. Once the policy is developed, then a
plan will be prepared and implemented for the multilingual environment. Based on inputs
from Balochistan, the National Curriculum will be adjusted accordingly.
5. Curriculum will include response to potential emergencies faced by Balochistan
Key potential emergencies in terms of health, floods, famine and water shortages will be
included in the curriculum to develop an awareness of the child and help prepare a generation
prepared to cope with these situations and remedy the causes, to the extent possible. Again
this will be ensured through engagement with the Federal Government.
81
6. Capacity of the Bureau of Curriculum and Extension Centre will be developed
Without a capacity enhancement in BOC&EC the ambition of a quality need-based curriculum

is not possible. The starting point of reform of BOC&EC will be the Capacity Development Plan
2014. Its recommendations need to be reviewed, updated and implemented.
7. Availability of curriculum specialists in the market and within the government will
be increased
Scholarships for specialisation in curriculum will be given to prepare a critical mass of

curriculum specialists, both, within and outside the government. With increased interaction
between academia, market and the government synergies across the sectors will provide more
dividends for the investments made.
8. An effective curriculum implementation framework will be developed and

implemented
The curriculum implementation framework is a tool that will help ensure effective
implementation of the curriculum in the classroom. This will require an ongoing review of
teaching and learning in the classroom and include teacher orientation on curriculum on a
regular basis to enable teaching on the basis of the curriculum. The framework will also be
used to assay textbooks and assessments for alignment with a curriculum. A final component
will be dissemination of the
9. Teachers will be oriented on new curriculum at the district level as well as any
further changes in the curriculum
While there will be ongoing dissemination of curriculum through the CIF, specific orientation
sessions will be planned and implemented on the new curriculum and every change thereafter.
This will include the immediate changes made in response to the COVID 19 threat.
7.7. Textbooks
Textbooks reviewed during sector analysis showed that they have poor learning value. There
are fundamental flaws. These include a mismatch between learning ability and expectations
of the textbook. While partially this results from issues in the curriculum many of the problems
are in the process of textbook development and the capacity of its developers. Basic issues like
matching of vocabulary within and across the grades has flaws. Concepts are not well
explained and similar to other components of the learning design these induce rote learning
rather than enhancing or inhibiting children’s creativity. The textbooks also offer gender-
biased stereotypes and other perspectives that can negatively impact inclusion.
7.7.1. Challenges:
The following challenges were identified in the Education Sector Analysis (ESA) with reference
to Textbooks:
Non-alignment between textbooks and curriculum: ESA showed gaps between the curriculum
and contents in the textbooks. An analysis of textbooks conducted as part of the Balochistan
ESA revealed many issues that are over and above the prevailing curriculum design. Specially
in the areas of critical analytical ability – thinking processes beyond knowledge.
Absence of feedback mechanisms: Once prepared and published, textbooks remain in the
classrooms without modification until the next revision of the curriculum. There is no method
for review on the basis of a systematic feedback from teachers.
82
Teachers interviewed during the field consultations identified a number of issues in the
textbooks. These included content presented in a difficult manner, unsuited to the learning
needs of the specific age group, and with language issues; absence of horizontal alignment
across textbooks of the same grade, and of vertical alignment with those in higher or lower
grades. There is no systemic process to document such feedback and rectify the problems. As
a result, textbooks with learning issues continue to be reprinted year after year.
Limited standards for textbooks development and review: Similar to curriculum, standards of
textbooks required by MNSQE cannot be reached with the current quality of inputs and
processes used for textbook development. The existing set of authors and reviewers have very
limited comprehension of curriculum and processes for its conversion into textbooks. The
process, similar to curriculum, is confined to a room with no field testing. Current standards
do not require such testing or qualifications.
Limited capacity of textbook development in the province: Development and review of

textbooks, similar to what happens with the curriculum, face shortcomings at two key levels:
I. Paucity of specialised human resources

II. Capacity limitations of the Balochistan Textbook Board (BTBB)
As stated above, most authors, illustrators and reviewers of textbooks do not have the capacity
to convert curriculum into a textbook. There is again a dearth of specialised human resources
in the market. Additionally, similar to the case of the Bureau of Curriculum, there are major
capacity limitations of BTBB to oversee and regulate the development of quality textbooks.
No teacher orientation on new textbooks: Textbooks introduced are simply sent out with
expectations that teachers will comprehend them on their own. This creates further problems
in effective teaching and learning through textbooks.
In view of the above sub-goal for the textbooks is as follows:
‘To develop contextually relevant textbooks that help teachers in teaching and students in
developing creative and analytical abilities.’
7.7.2. Strategies for Textbooks:

1. Alignment between textbooks and curriculum will be established
Textbooks are developed from curricula. Many of the issues found in the textbooks used in
Balochistan are inherited from the problems of the curriculum. However, textbooks can add
to difficulties in in teaching and learning if they are not translated into effective learning
material and negate the purpose of the curriculum.
2. A systematic and robust feedback mechanism for textbooks will be developed to

improve their quality and relevance
This Directorate of Education (Schools) in coordination wth BTBB will ensure a regular
feedback mechanism from teachers, as a necessary step to ensure textbooks are improved as
per the evolving needs of the child as he/she progresses through school.
3. Standards for textbooks development and review will be reviewed and revised to
ensure better quality and relevance of the products
Similar to curriculum, standards for textbooks are included in the National Minimum
Standards for Quality Education (NMSQE). However, again these are at a high level, and
83
further standards will be defined at the more operational – input and process – levels to ensure
quality and relevance to the provincial context. The process will, on the basis of standards,
shift from a closed room approach to field testing.
4. Capacity of textbook development in the province will be strengthened
Similar to curriculum expertise capacity of textbook development will be improved in the

province. This will include, in addition to the development of curriculum experts, specialised
trainings of potential authors and reviewers to develop a critical mass of professionals. The
effort will increase the pool of authors available in the market.
5. Capacity of Balochistan Textbook Board will be developed
A complete systemic review of the textbook board will be undertaken to provide more specific
recommendations for the development of its capabilities. The recommendations will be
implemented for improvements in the BTBB.
6. Teachers will be oriented on all new textbooks as a mandatory exercise
All teachers will be oriented on new textbooks as and when they are published. This will be an
elaborate exercise that will begin at the provincial level and cascade to districts and schools on
a model similar to CPD. This will include addendums/pamphlets developed for grade 1 to 12
on COVID 19.
84
7.8. Program Matrix – Learning Design

Table 7-1 Program Matrix - Learning Design
Program – Learning39
Goal of Learning : Learners are proficient in reading and numeracy, develop analytical skills and are prepared for life and livelihood
Program 1 – Learning Design

Overall Goal 1. A learning design that addresses the needs of the child, the requirements of life and livelihood and the realities of society, classroom and
teachers in Balochistan
Sub-Program Sub-Goal Strategies Activities Targets
1.1 Provincial 1.1. Provide inputs to the 1.1.1 Engage with the I. Document gaps in the current Gaps in the current
Curriculum federal government to help Federal Government to standards regime to the context of standards regime
develop a curriculum that is revise the existing Balochistan identified
relevant to the needs and standards of curriculum II. Engage with the Federal
realities of the child, classroom review / development to Government to revise the existing 100% of the standards
and life and livelihood in make them more relevant standards for curriculum review and implemented
Balochistan and applicable to the development
context of Balochistan III. Implement the standards
1.1.2 Develop the I. Undertake research to identify Provincial curriculum
provincial curriculum needs of children entering school in framework developed
framework through need terms of language endowments,
analysis psycho-social development and
other aspects including possible
learning hours in schools
II. Engage with higher education
institutions, public service
commission and other employers for
identifying needs for secondary
school competencies at exit on grade
12
39Learning is an overall thematic area. The goal defined for Learning will be achieved through programs and sub programs in four components of learning design, effective teachers, assessments and
examinations and Child welfare. For same reason the overall goal of Learning is repeated on top of all program matrices.
85
III. Based on the above develop a

provincial curriculum framework
aligned with the federal curriculum
framework where the former includes
a learning path suited to children in
Balochistan
1.1.3 Engage proactively I. Identify issues and challenges in Curriculum implemented
with the Federal the curriculum for all grades
Government on revision of II. Engage with the Federal
the curriculum on the basis Government on the revision of
of needs identified curriculum on the basis of needs
identified
III. Implement the curriculum phase
wise
1.1.4 Balochistan will I. Undertake a stakeholder School language policy
engage with the Federal engagement through seminars, implemented as per
Government to ensure child media discussions and political ground realities and
centered school language debates for a debate on school needs
policy is developed language policy
II. Engage a local academic
institution or research organisation to
conduct research on school
language policy suited to the needs
of Balochistan
III. Engage with the federal
government to ensure child centered
school language policy is developed
1.1.5 Include response to I. Include response to potential Responses to
potential emergencies emergencies faced by Balochistan in emergencies included in
faced by Balochistan in the the curriculum the curriculum
curriculum
1.1.6 Develop capacity of I. Review the existing capacity Capacity of BOC&EC
the Bureau of Curriculum development plan of BOC&EC enhanced
and Extension Centre II. Prepare a revised capacity
development plan for BOC&EC
based on review
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III. Implement the plan phase wise

1.1.7 Enhance availability I. Engage with Universities/HEC to Availability of curriculum
of curriculum specialists in introduce specialisation in curriculum specialists enhanced
the market and within the in M.Ed
government II. Explore and introduce
scholarships for curriculum
specialisation
III. Provide scholarships for
specialisation to candidates within
and outside the government and
additional incentives for specialists in
employment
1.1.8 Develop and I. Conceptualise and prepare Curriculum
implement an effective curriculum implementation Implementation
curriculum implementation framework Framework developed
framework II. Orientation sessions on CIF
III. Implement CIF activities in a
phased manner
1.1.9 Orient teachers on I. Design orientation program on new Teachers oriented on
new curriculum at the curriculum including content new curriculum
district level as well as any developed for grade 1 to 12 on
further changes in the COVID 19.
curriculum II. Prepare training material and
master trainers
III. Conduct orientation sessions on
new curriculum at the district level
1.2 Textbooks 1.2.To develop contextually 1.2.1 Ensure alignment I. Conduct a gap analysis study to Curriculum and
relevant textbooks that help between textbooks and identify the alignment issue between textbooks are aligned
teachers in teaching and curriculum curriculum and textbooks
students in developing creative II. Identify causes for the gaps
and analytical abilities III. Revise SOPs for textbook
development to ensure alignment
between curriculum and textbooks
1.2.2 Establish a I. Form and notify teachers’ Teacher feedback
systematic and robust committees for feedback on mechanism utilised for
feedback mechanism for textbooks textbooks improvement
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textbooks to improve their II. Hold biannual meetings of

quality and relevance committees to provide feedback on
textbooks
III. Document the feedback for use in
improvements in textbooks
1.2.3 Review and revise I. Document gaps in the current Standards on Textbooks
standards for textbooks standards regime developed
development and review to II. Develop new standards for
ensure better quality and textbooks development and review at 100% of the standards
relevance of the products input and process level including implemented
mandatory training and certification
of textbook authors and illustrators
III. Implement the standards
1.2.4 Improve the capacity I. Create engagement and training Textbook development
of textbook development in processes for prospective authors, capacity in the province
the province reviewers and illustrators enhanced
II. Develop and implement trainings At least 50 potential

for prospective authors, reviewers authors for various
and illustrators textbooks trained
1.2.5 Improve the capacity I. Undertake capacity assessment of Capacity of BTBB
of Balochistan Textbook BTBB enhanced
Board II. Prepare a capacity development
plan for BTBB based on review
1.2.6 Orientation of I. Prepare structured training Teachers are trained on
Teachers on all new program on new textbooks including new textbooks
textbooks as a mandatory addendums/pamphlets developed for
exercise grade 1 to 12 on COVID 19.
II. Training of Master Trainers
III. Orientation sessions for teachers
on new textbooks through a cascade
model
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8. Teaching and Learning

Teaching in the classroom is ineffective. Factors of motivation and competence both play a
role. Evidence shows that most teachers have neither the content knowledge40 required of the
curriculum nor the pedagogy to help the child develop critical-analytical ability. Issues in the
learning design notwithstanding there can be no complacency on the current state of affairs of
the teachers.
8.1. Approaching Teachers Reforms

Reform of the teaching force uses a basic premise: teachers are employees of an organisation
and not independent actors. Consequently, the weaknesses of teachers cannot simply be seen
as shortcomings of individual professionals. Their effectiveness reflects the product of the
organisation that employs them: the Secondary Education Department and its Directorate of
Education.
The term effectiveness has been used instead of performance to identify the process seen in the
classroom and its result. Effectiveness, as used here, reflects the assumption that the teaching and
learning in the classroom does not result from teachers’ own competence (or lack of it) alone. A
number of variables combine to produce the end product.
Effectiveness of teaching depends on two primary factors: teacher availability and their
performance in the classroom, neither of which is independent of the larger organisational
issues. For the purpose of the Sector Plan, both have been treated as separate variables with
some overlap.
Figure 8-1 Figure Approaching Teachers Reforms
Non-recruitment against
Attendence Posts
Teacher Workforce Shortage of subject teachers

Teacher Effectivness
Available
Availability Deployment issues

Other Duties
Natural attrition
Competence
Performance
Weak Pre-service
Motivation
Gaps in CPD
Resources
40Source: Balochistan Basic Education Program A Study on Teacher Competency Profiling for Primary and Middle School
Teachers in Balochistan, UNICEF 2018.
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8.1.1. Challenges
Figure 8-1 above delineates the various components of the challenges in teacher effectiveness
and their causes. Motivation has been treated as a product of the following41:
i. Expectations and competence of supervisors

ii. Chances of self-actualization
iii. Pay scales
iv. Inclusion
v. Work conditions
vi. Effective grievance redressal mechanisms
Competence of the teaching force has been treated as a combination of the quality of pre-
service teacher education, the ability of the recruitment processes to filter in the best and the
effectiveness of professional development of teachers already employed. The sector analysis,
based on studies conducted and classroom observations, concluded that teacher ability has
the following main reasons:
i. Pre-service teacher education is weak

ii. Despite improvements, there are gaps in teacher recruitment processes
iii. Professional development is not as per needs and therefore has a low impact
Teacher availability has been defined in three dimensions:
i. Teachers with relevant qualifications available in the teaching workforce

ii. Teachers with relevant competence available and deployed in all schools (across
regions and genders)
iii. Teachers available in the requisite ratio to students in all schools
The approach acknowledges the challenges of getting quality teachers in right number in the
short to medium term (Figure 8-2) as the higher the qualification required the fewer are the
numbers available in the market.
Figure 8-2 Challenges of getting quality teachers in right numbers
Specialised Degrees
Other factors: Recruitment rules have to
i. Financial Resources consider market availability
ii. Standards and system requirements
iii. Curriculum Needs Graduates based on the simple
principle:
iv. Pedagogy expected
v. Projected growth of
students The higher the
Matric/Intermediate qualification required
vi. Natural attrition of
the lower the number
teaching workforce
available in the market
41 Technically, the list can be longer. The Plan picks up the most obvious ones evinced during sector analysis.
90
In view of the above the overall goal of teachers’ reforms is as follows:
To ensure the provision of the required number of teachers having knowledge, skills and
dispositions for implementation of student-centered teaching and learning.’
8.2. Motivation of teachers

Teacher’s low morale, primarily, emanates from organisational conditions that prevail. The
situation on ground shows that teacher motivation is low. Some of the causes are as follows:
8.2.1. Challenges:
teacher motivation:
Unrealistic expectations and approach of supervisors: Most supervisors that include

headteachers, where they are available, do not provide adequate support to teachers. Also,
more critically, they view teacher performance simply as ‘completion’ of course. Learning by
children is not a concern. This forces even the better teachers in the system to speed up course
completion at the cost of learning.
Poor working conditions: Almost 80% of the primary schools in Balochistan have multiple
grades. More than 50% have a single teacher. On the other hand, course length, curriculum
and textbooks have been designed for a monograde situation. This is the single largest
operational condition that contributes to poor performance. Unfortunately, the primary
reason for single teacher schools is weak deployment with heavier than required presence in
many schools, and only, a single teacher in other ones. Other factors like the absence of basic
facilities in schools also have an impact. In case of females, an additional factor is non-
availability of daycare centers.
Lack of self-actualization opportunities: Teachers do not have performance rewarding

promotional structures or other avenues for professional progress where they can see that
their ability is being recognised and utilised.
Pay scales: Overall pay scales of teachers have improved and as compared to private schools
pays of public sector teachers are a multiple of the former. However, an anomaly exists at the
primary level. Pay scales of primary school teachers are much lower than their colleagues in
the post-primary levels. This creates additional issues of morale and motivation for primary
school teachers42. More critically, the personnel attracted to the system remains of poorer
quality due to lack of incentives.
Non-Inclusion: Decision-making culture is very hierarchical, and teachers are not included in
decisions that directly impact them. They have no say in textbooks, examinations, school
conditions, decisions impacting their careers and other critical areas that that have direct
bearings on their work. This non-inclusion not only prevents improvements of systems but
also affects morale and performance.
Absence of grievance redressal: There are 43,600 appointed teachers, but they do not have
recourse to easily available decentralised options for grievance redressal. Resultantly they opt
for either internal connections, bribery or external political support. This further lowers
motivation. However, this matter has been elaborated in the chapter on Governance and
Management and relevant strategy provided.
42 Anecdotes were quoted of primary school teachers working odd jobs to make ends meet.
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Sub-goal for motivation of teachers is that ‘Teachers are motivated to work as per professional
requirements.’
8.2.2. Strategies for Motivation of Teachers:

1. Head-teachers and supervisors will be trained in mentoring and support functions
Training of supervisors before being posted against these positions and on a continuous basis
later will be undertaken. These trainings will include capacity building to provide academic
support and to mentor teachers.
2. Career structures and promotion aspects of teachers will be reviewed and revised
to enhance options of career progression
The whole career structure of teachers will be revised in view of the specialised needs of the
cadre that includes nearly 43,600 appointed teachers and will continue to expand. This
strategy will be subsumed within the overall career planning recommendation in the chapter
on Governance and Management.
3. Pay scales requirements for primary teachers will be reviewed and upgraded
Treatment of primary teachers as lesser professionals will change. They form the basis of all
learning, and much better quality professionals will be attracted to this level than at present.
Pay scales for primary school teachers will be reviewed to not only attract better quality
professionals but also to keep them motivated to their work.
4. Teachers’ feedback in policy decisions on career structures, transfers and postings

etc. will be institutionalised
A process to include a representative voice of teachers for feedback into these policies will be
introduced. The system will be institutionalised and the feedback documented for use.
5. Work condition of schools for issues relevant to teachers including the provision of
basic facilities will be assessed and addressed
There will be a comprehensive analysis of the work conditions of teachers. As a starting point,
details of these conditions and their impact on teachers will be assessed and documented. The
next step will be a remedial plan.
6. Facilities of daycare centres will be set up for female teachers
Details of the facilities will be decided at the local level. Initially, these facilities will be
provided in Secondary and Higher Secondary schools.
7. Single teacher primary schools will be reduced
Initially, there will be a reduction of single school teachers. The process will start with better
deployment of teachers available to rationalise postings in schools with single and two
teachers. Recruitment will be a later step once postings have been rationalised.
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8. Regular feedback will be obtained from teachers and headteachers on textbooks,

curriculum, assessments, school conditions and student needs for system
improvement.
A systemic process for their feedback will be incorporated into the system not only to improve
the quality of inputs but also the recognition of teachers and headteachers as professionals
with a stake and say in the system.
8.3. Pre-Service Teacher Education

Pre-service teacher education was labelled as the ‘weakest link’ in the previous Sector Plan. It
continues to have poor quality in both the public and private sectors. Education degrees are
available in all universities in Balochistan (except two) and 17 Colleges of Elementary
Education managed by the Secondary Education Department (SED) through the Bureau of
Curriculum and Extension Centre (BOC&EC). These colleges house the majority of pre-service
teacher education students. Despite a shift from a nine-months certification to two-year
course since 2010-11 these colleges have not seen a major change in their capacity. This
impacts the quality of teaching and learning in these institutions. Eventually, as per the
requirements of the National Education Policy 2009 and BESP 2013-18, Associate Diploma of
Education (ADE) was to be phased out and replaced with the four-year B.Ed programme. As
this is implemented, capacity issues will be tested further as the programmes are upgraded.
There has been a major shift in the qualifications available for teacher education, until 2010-
11 primary and middle-level teachers could qualify for primary teacher certification and
certificate of teaching, and be eligible. Additionally, a one year Bachelor of Education (B.Ed)
program option was also available for graduate students. Later a different set of degree
programs were introduced, first the Associate Diploma of Education (ADE) and the second a
4-year B.Ed. Colleges of elementary education have transitioned to ADE courses while some
of the universities also offer 4 year B.Ed. Despite these changes, quality issues remain,
although there is a consensus that these courses are better than the certification and their
graduates have more competence.
8.3.1. Challenges:
Pre-service teacher education suffers from issues of quality and adjustment to the realities of
Balochistan. The following challenges were identified in the Education Sector Analysis with
reference to pre-service teacher education:
Weak capacity of elementary colleges: The previous Sector Plan had recommended
development of faculty of elementary colleges. This had been necessitated by the change in
pre-service teacher education from nine-month certification programs to degrees spanning to
two to four years. The same faculty could not continue. However, there has been no shift. The
same set of faculty continues to teach in these colleges. With some exceptions, most are not
qualified to teach these degree programs. Resultantly learning remains poor and mostly based
on theory. The element of practicum is weakly implemented. Without up-gradation of
qualification of faculty not only will these colleges be unable to effectively teach the two-year
program but also fail to transit to the four-year B.Ed. The latter being the eventual target. In
addition to gaps in faculty, there are two other problems that impact the low quality of
education provided by these colleges:
I. Bureau of curriculum and extension center does not have any clear quality
management process for control of these colleges.
II. The National Accreditation Council for Teacher Education (NACTE) administers
teacher education standards developed in 2009. NACTE accredits Institutions of pre-
service teacher education. So far, only one out of the 17 elementary colleges has
successfully completed being accredited by the council.
93
III. Part of the reason for non-accreditation of elementary colleges has been a passive
approach to pre-service teacher education. The Secondary Education Department
(SED) and the Bureau of Curriculum and Extension Centre (BOC&EC) have not
actively pursued NACTE for assistance in implementing teacher education standards
in Balochistan. Consultations with the Directorate of Education (Schools) revealed the
Directorate never provided any feedback on requirements of teachers in terms of
quality through a regular internal exercise.
IV. Similarly, the provincial government has not pursued issues of pre-service teacher
education with the higher education Commission. The latter is responsible for
curriculum and quality control in higher education. Also, NACTE is a body within
HEC. Any changes in curriculum needed by Balochistan to meet its requirement will
have to be undertaken by HEC. In the absence of a formal coordination mechanism,
there is no feedback by the provincial government to HEC on its needs.
The challenge of continuation with COVID 19: COVID 19 has also stopped pre-service teacher
education in the elementary colleges and even the universities. That is the first of the
problems. Secondly, pre-service teacher education will also have to adjust its courses to create
awareness on the pandemic and train them on potential teaching approaches to teaching in
the pandemic.
8.4. Approach to Pre-Service Teacher Education:

In view of the above problems the Sector Plan proposes abolishment of pre-service teacher
education in the Government Colleges of Elementary Education (GCEEs) and rely exclusively
on the universities and the induction training provided to all new recruits. GCEEs will be used
for in-service training only. SED recruit graduates from the universities and colleges managed
by the Department of Higher Education that will provide pre-service teacher education for the
supply of adequately trained teachers from next year.
Sub-goal of pre-service teacher education is as follow:
‘An academically sound pre-service teacher education system that produces quality
graduates.’
8.4.1. Strategies for Pre-Service Teacher Education:

1. Coordination and feedback mechanism will be established between the DOE(S) and
providers of pre-service teachers education to identify needs
The policy and implementation levels of SED and Directorate of Education (Schools) will play
their role as the largest client of pre-service teacher education institutions. A formal,
documented process will be designed to enhance coordination and systemic feedback to
continue to improve the quality of pre-service teacher education that meets the needs on the
ground.
2. Formal feedback mechanism for HEC will be developed on issues of Pre-service

Teacher Education with the help of the universities and colleges offering education
degrees
Similar to pre-service teacher education institutions, SED has a stake in the work of Higher
Education Commission (HEC) as the latter is responsible for standards and curricula in pre-
service teacher education. Many changes will not be possible without the involvement of the
HEC in the feedback mechanism. Again a formal, documented process will be designed to
94
enhance coordination and systemic feedback to continue to improve the quality of pre-service
teacher education that meets the needs on the ground.
3. Operational standards (input, processes) will be developed in coordination with

universities and colleges offering education degrees to ensure implementation of
overall standards set by NACTE
There has been a near-complete disconnect between standards for teacher education set by
NACTE and the priorities of SED. Teacher education needs to be included as part of the overall
standards regime that is being proposed to be developed on ground. Operational level
standards for inputs and processes of pre-service teacher education will have to be prepared,
notified and implemented to ensure that the overall standards of NACTE are met.
4. Pre-service teacher training approaches will be reviewed to ensure continuity in the

pandemic through ICT approaches in coordination with the universities and
colleges offering education degrees
All colleges and universities will continue teaching their courses. This will be done through the
development of video-based lectures and online assignments and SED will assist if required.
5. Syllabi of pre-service teacher education will be reviewed in consultation with the

Higher Education Commission and the universities and colleges offering education
degrees to introduce courses on education in pandemics like COVID 19
While the time span of the pandemic cannot be predicted at least the students in their final
year, need to be prepared teaching during the threat. These will be specialised courses
prepared in consultation with international development partners (using global experience
and practices), the universities and colleges offering education degrees and the Higher
Education Commission (HEC).
8.5. Professional Development

Professional Development processes had historically been based on discrete projects
supported by international development partners. While these projects undertook a need
analysis, within the area they targeted, an overall assessment of needs was never undertaken.
The last Sector Plan had recommended a teacher competencies baseline study to identify
needs for a comprehensive professional development program. Later the capacity
development plans prepared in 2014 had recommended expanding the scope of professional
development to mentoring, monitoring and academic support from supervisors, peer learning
and others. In-service, teacher training was considered a sub-set of CPD. However, while the
new in-service teacher training program has removed many of the deficits of the previous
regime, many issues continue and CPD as a whole remains weak with the perception that its
impact is low43.
8.5.1. Challenges:
Following are the main challenges of weak professional development:
Non-Involvement of DOE(S): Directorate of Education (Schools) employs teachers. It needs to

ensure ongoing improvements in capacity of its teachers. The recognition does not exist.
Resultantly, training remains supply-driven. For example, new pedagogies learnt by students
cannot be applied in the classroom because the supervisors (including headteachers) do not
43CPD has only recently started, and it will be some time before a follow-up baseline study has conducted the perceptions and
feedback from professionals concluded that it needs to be strengthened much for to be effective.
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recognise the value addition of trainings. Resultantly, the trainings are left outside the
classrooms.
Limited comprehension of CPD: CPD continues to be seen as a function of PITE led in-service
teacher training only. Roles of headteachers, peers and supervisors remain unrecognised.
Resultantly, with the exception of informal efforts by individuals, professional development
outside the in-service teacher training has remained unaddressed.
Weak capacity of PITE: Capacity of PITE as the provider of in-service teacher education is
weak. Many of the individuals posted in PITE are working teachers and have not been selected
on the basis of any filtration process. The organisation has no trainings for the transition of
these professionals into their new role. In 2014, along with other organisations, a capacity
development plan was prepared for PITE also. It has not been implemented. The prevalent
ad-hoc approach to human resource management in PITE, engages teachers as trainers,
without any specialised induction process.
Low incentive for training: Teachers do not have any major motivation for trainings as this is
not linked to their career. Unless these trainings are linked with some incentive, especially,
promotions teachers will not take them seriously.
Teacher training and awareness on COVID 19 and education: Innovative schooling

approaches to education due to the COVID 19 threat cannot be implemented without,
communication with and, awareness of teachers. With the health risks involve even these
awareness and training sessions cannot be undertaken within the standard format of clusters.
Innovation will be required in teacher trainings and awareness on COVID 19.
Sub-goal of continuous professional development of teachers is as follows:
‘A well-established continuous professional development process for teachers performing

effectively.’
8.5.2. Strategies for Continuous Professional Development of Teachers:

1. Formal role of DOE(S) in teacher professional development will be introduced
The initiative for human resource development, including teachers, will be shifted to the
Directorate of Education (Schools). They will be responsible for identification of needs in
coordination with PITE, support for trainings provided and for follow up and implementation
in the classroom. Specific rules will be notified to ensure that the demand for professional
development needs comes from DOE(S) and terms of reference for coordination between the
Directorate and PITE are clearly documented.
2. Current professional development program for teachers will be reviewed for

expansion
The ongoing program for CPD will be expanded into other subjects and also for teachers in the
post-primary and post middle levels.
3. CPD plan will prioritise training of teachers on child/learner friendly approaches
In addition to subject-related trainings all CPD exercises will contain elements of child-
friendliness that reduce the current classroom hierarchy, eliminate corporal punishment and
enhance a more interactive classroom environment.
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4. Peer learning processes will be institutionalised
The system also needs to recognise the importance of peer learning. There are no processes in
place to encourage them. This will have to be institutionalised as a mandatory exercise at the
school and cluster levels with follow ups to oversee regular processes and impact.
5. Headteachers will be trained in teacher evaluations
Headteachers have no training in management. Among other competencies trainings

programs for headteachers will include comprehension of objectives and importance of
evaluations as tools for professional development.
6. Capacity of Provincial Institute of Teacher Education will be developed
Similar to BOC&EC the starting point has to be the capacity development plan prepared in
2014. It will be reviewed in the light of changes introduced and any other improvements. The
revised plan will then be implemented in a phased manner. This will include capacity
development of Government Colleges of Elementary Education recently transferred to PITE
as these will be performing the function of in-service teacher education.
7. CPD will be linked to teachers’ promotion
Teachers’ promotions, among other factors, will be linked to participation and performance in
the training components of CPD.
8. Emergency Teacher Awareness and Training on COVID 19 through ICT and other
means
A process and program will be designed to contact teachers on creating their awareness on
COVID 19 and the approaches for continuing schooling in the emergency. A communication
process will be developed using ICT options of videos delivered through the internet on email
addresses and mobiles as well as using air space on television to communicate with teachers.
Alternate methods of face to face sessions will be used only as the situation improves and
under the advice of health specialists for precautions.
8.6. Teacher Availability

Most districts, and schools, have a shortage of teachers. There is a dearth of science,
mathematics and language teachers. Despite some work on monitoring, about 20% of teacher
absenteeism continues44. Additional duties assigned also contribute as does natural attrition
and failure to prepare for replacements on time. A number of reasons have caused the
shortfall. The primary long-term cause has been an absence of planning. It has been detailed
below and can be considered the most critical long-term cause. However, there are more
immediate causes that can be seen as symptomatic of absence of planning but will need to be
remedied even as eventually a long-term plan is prepared and implemented. In addition to
availability in numbers, the processes to ensure selection of quality teachers also matter. The
key is the availability of teachers with requisite qualification and competence.
8.6.1. Challenges:
teacher availability:
44 Source: Data from three years’ work of Real Time School Monitoring set up.
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Weak planning: The primary cause for non-availability of teachers - and shortages has been
the absence of a detailed long-term plan. The department plans on an annual basis with a very
limited need analysis. There has been no perspective of demand and supply analysis over the
years. Additions to the teaching force have been sporadic and dependent on the incumbent
power structure. Even these additions have not always resulted in a fair distribution of
qualified teachers across urban and rural areas. In fact, there is no structured human resource
management process or unit in the Directorate of Education (Schools) to enable such a
distribution.
District visits and other data showed serious gaps of teacher availability on multiple counts.
Teacher shortage is in the following forms:
Weak follow up on teacher absenteeism: As per data, nearly twenty percent of teachers are
absent. Many of these are chronic absentees. Despite three years of work of RTSM, there seems
to be some problem. The District Education Group and the Directorate of Education (S) are
jointly responsible to follow up on data received from RTSM. While there are complaints from
teachers on RTSM partly due to the fact that they are checking for absenteeism, a scaled and
systemic impact does not seem to have been made.
Additional duties assigned: At different times of the year teachers are assigned duties outside
their sphere of work. These include polio campaigns, elections, population census and others.
In fact, teachers are seen the most easily available human resource for these duties and the
assignments cost teaching time for the child.
Administrative posts filled by working teachers: Additionally, a number of administrative posts

are filled by working teachers that creates a gap. Replenishment is not always planned.
Shortage of subject teachers in districts: In all districts visited, students and teachers
complained of non-availability of teachers of science, mathematics and languages, especially,
English. In fact as per rules, except one model school in each district, high schools do not have
separate specialist teachers in physics, mathematics and biology. Necessary requirements,
especially, in secondary and higher secondary classrooms. Part of the problem is that there is
no specialised focus on the development of science teachers in pre-service teacher education.
Girls’ schools suffer the most from these shortages of specialists than boys’ schools. Part of the
problem lies in lower mobility for females outside the main districts.
Imbalanced deployment across districts: There is an imbalance in the deployment of teachers.

Quetta city has a very heavy presence of teachers, including subject teachers. Most of the
qualified teachers, even if domiciled in smaller districts, live in Quetta for various reasons and
get posted there. The smaller districts continue to suffer with shortages. This comes at the cost
of children in rural or backward districts. A glaring example is that of primary school teachers.
There are nearly 34,000 primary school teachers and 8,000 primary schools. Ideally, with
efficient deployment, 52% of primary schools could not have been a single teacher. Most of
these teachers are on deployment (on attachment) to schools in Quetta and other major
districts. Accommodation of these teachers again comes at the cost of children.
Limitations of recruitment processes: Recruitment processes have witnessed improvements in

the last few years. It has transformed from a highly politicised process with little or no merit
to an improved merit-based process. A few years ago, a standardised test was introduced
through the National Testing Service (NTS). This has improved merit. Now the Government
of Balochistan is considering another provider of standardised testing. However, some gaps
still remain in the process due to the following:
Problems in the testing process: The testing process is developed in consultation with the
government, but it needs further review as there are concerns on its ability to filter quality
effectively. A more comprehensive needs analysis is required.
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Low qualifications requirement: The qualification requirements provide a very low weightage
to specialised degrees in teacher education. This reduces the incentives for graduates to join
specialised degree programs initiated in the last ten years. The traditional certifications of nine
months continue to be accommodated. While it may not be possible to eliminate lower
qualifications given the limited availability of personnel, there is a need to increase the gap
between incentives for more qualified against the less qualified ones. The current policy does
not put a premium on the better qualification, which negates the introduction of ADE and
B.Ed (4 years) discussed under pre-service teacher education.
Sub-goal is to ‘Ensure availability of quality teachers for all institutions’.
8.6.2. Strategies for ensuring Teachers Availability:

1. A long term teacher recruitment plan will be prepared and implemented based on
current and future needs
A long term plan will be developed based on the existing one, based on the need for demand
and supply including the limitations – at least in short to medium term- in certain districts
and rural areas. The Plan will be developed comprehensively, clearly, outlining the basis for
the analysis and expectations for the next 20 years. It will look at both supply and demand-
side situations and possibilities across the more developed and less developed regions and
gender.
2. Science, mathematics, IT and language teachers, especially, for females will be

hired for post-primary classes as a priority
A sub-set, fast track plan, of the overall recruitment planning will be developed to enable an
increase in supply of science, mathematics and language teachers. The increased supply will
lead to better availability and easier deployment in rural and girls’ schools. The challenge for
female schools may need to be met with more innovative and flexible options, including short
term contracts and age relaxation for recruitment of teachers in the local areas.
3. Alternate options to use of teachers on additional duties will be explored
SED will prioritise the presence of the teacher in the classroom over additional duties outside
schools at the expense of teaching and learning. Clear and predictable plans and options will
be developed. These will include organising activities in summer and winter vacations.
Alternatively, where this cannot be possible other options of HR will be explored and utilised45.
4. The recruitment testing process will be reviewed for improvements
The Department will review the quality and relevance of the tests and engage with the third
party testing body to ensure that the tests meet its needs.
5. Recruitment rules will be reviewed to ensure better qualifications
The principle followed in the new recruitment rules will be to provide maximum advantage to
candidates with B.Ed. In the case of post-primary it will be mandatory, unless there is
absolutely no option available and in primary the first choice.
45For problems created by posting of teachers in managerial positions, a separate management cadre has been recommended in
the chapter on “Governance and Management”.
99
6. Induction training will be introduced for all new recruits
Till the pre-service teacher education system becomes more robust and can produce a
requisite number of professionals of good quality, all new recruits will be undertaken through
an induction training. These will include both with a specialised pre-service teacher education
qualification and those without (the latter being in areas where professionals with specialised
degrees are not available)
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8.7. Program Matrix - Effective Teachers

Table 8-1 Program Matrix - Effective Teachers
Program – Learning
Program 2: Effective Teachers

Overall Goal 2. To ensure the provision of required number of teachers having knowledge, skills and dispositions for implementation of student centered
teaching and learning
Sub- Program Sub-Goal Strategies Activities Targets
2.1 Motivation of 2.1. Teachers are 2.1.1 Train head teachers I. Prepare a plan for training of head teachers Head teachers and
Teachers motivated to work as and supervisors in mentoring and other supervisors on mentoring and other supervisors
per professional and support functions. support through PITE trained on mentoring
requirements II. Implement the Plan phase wise and support
functions
2.1.2 Review career I. Review the career and promotion structures Career and
structures and promotion of teachers to encourage professionalism promotion structures
aspects of teachers to II. Revise the career and promotion structures revised
enhance options of career
III. Notify the new career and promotion
progression.
structures
2.1.3 Upgrade the pay scales I. Review the pay scales of primary teachers to Better quality primary
requirements for primary attract better quality human resource teachers recruited
teachers II. Develop a long term plan to recruit more
qualified teachers for primary
2.1.4 Ensure teachers’ I. Develop mechanisms for feedback from Teachers’ feedback
feedback in policy decisions teachers on policies related to them. in policy changes
on career structures, II. Before changes in major terms and ensured
transfers and postings etc. conditions of service take feedback from a
representative set of teachers (through
surveys or FGDs).
III. Revise existing rules to make this feedback
mandatory
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2.1.5 Assess work condition I. Assess work condition of schools for issues Teachers’ work
of schools for issues relevant relevant to teachers including provision of conditions improved
to teachers including basic facilities
provision of basic facilities II. Prepare a remedial plan
and prepare and implement a
remedial plan
III. Implement the plan
2.1.6 Set up facilities of day I. Identify needs and feasibility of establishing Facilities of day care
care centres for female day care centres in Schools centre set up in
teachers II. Prepare plans for establishment of day care secondary and
centres in Secondary and Higher Secondary higher secondary
schools schools
III. Implement the plan in a phased manner
2.1.7 Prioritise reduction of I. Prepare a plan to reduce single teacher Single Teacher
Single Teacher primary schools at primary level primary schools
schools II. Collate the local plans and prepare reduced
provincial plan
2.1.8 Involve teachers and I. Develop mechanisms for feedback from Teacher feedback
head teachers in regular teachers on textbooks, curriculum, incorporated in
feedback on textbooks, assessments, school conditions and student review of learning
curriculum, assessments, needs. inputs and policies of
school conditions and student II. Revise existing rules to make this feedback student welfare
needs and utilise the mandatory
feedback on system
III. Document the feedback and use in systemic
improvement.
improvements in learning inputs and students
2.2 Pre-Service 2.2. An academically 2.2.1 Institute a coordination I. Engage with pre-service teacher education Institutionalised
Teacher Education sound pre-service and feedback mechanism institutions, including, elementary colleges and feedback to pre-
teacher education between the DOE(S) and universities to agree on a feedback service teacher
system that produces providers of pre service mechanism education institutions
quality graduates teachers education to identify II. Based on the agreement notify the feedback
needs: mechanism that includes inputs from teachers
III. Provide annual feedback through the
institutionalised mechanism
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2.2.2 Develop formal I. Engage with Higher Education Commission Regular feedback to,
feedback mechanism for to agree on a feedback and engagement and engagement
HEC on issues of Pre service process on pre-service teacher education with HEC, on pre-
Teacher Education with the between SED, universities in Balochistan and service teacher
help of the universities and HEC. education
colleges offering education II. Develop and sign an agreement accordingly
degrees
III. Undertake regular feedback and
engagement with HEC
2.2.3 Develop operational I. Document gaps in the current standards Revised standards
standards (input, processes) regime in view of NACTE needs for pre-service
in coordination with II. Develop inputs and process standards for teacher education
universities and colleges teacher pre-service teacher education based on NACTE
offering education degrees institutions at input and process level needs
to ensure overall standards
set by NACTE are effectively
implemented
2.2.4 Review pre-service I. Include ICT based education approaches in ICT based education
teacher training approaches coordination with the universities and colleges included in the pre
to ensure continuity in the offering education degrees in the pre service service teacher
pandemic through ICT teacher training training
approaches in coordination
with the universities and
colleges offering education
degrees
2.2.5 Review syllabi of pre- I. Initiate consultation with HEC,the Courses on
service teacher education in universities and colleges offering education education in
consultation with Higher degrees and development partners to include pandemics like
Education Commission and courses on education in pandemics like COVID 19 introduced
the universities and colleges COVID in the pre service
offering education degrees to II. Prepare specialised course material on teacher education
introduce courses on education in pandemics
education in pandemics like
COVID 19
2.3. A well- I. Develop a formal coordination mechanism Directorate of
established between PITE and DOE(S) that identifies their Education (Schools)
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2.3 Continuous continuous 2.3.1 Introduce a formal role respective roles in teacher professional capacitated to take
Professional professional of DOE(S) in teacher development responsibility for
Development development process professional development II. Identify additional professional development teachers’
for teachers responsibilities of DOE(S) beyond teacher professional
performing effectively. training development
III. Notify the changes in official rules.
2.3.2 Review and expand the I. Review the current CPD for improvements Revamped CPD
current professional through consultations between DOE(S) and owned by DOE(S) is
development program for PITE implemented.
teachers II. Prepare a revised plan jointly signed off by
DOE(S) and PITE
2.3.3 Prioritise training of I. Prepare training material on child/learner Teachers are trained
teachers on child/learner friendly approaches on child/learner
friendly approaches in the II. Integrate aspects of child/learner friendly friendly approaches
CPD Plan approaches into teachers regular training
under CPD model
III. Training of all teachers on child/learner
friendly approaches
2.3.4 Encourage and I. Develop guidelines for head teachers and Regular and
Institutionalise peer learning other supervisors to organise peer learning organised peer
processes sessions based on local needs learning sessions in
II. Review the guidelines in consultation with schools and at
teachers cluster levels
III. Notify, implement and monitor guidelines
for peer learning sessions
2.3.5 Train head teachers in I. Undertake training needs assessments Head teachers
teacher evaluations II. Develop a training plan trained in teacher
evaluations
2.3.6 Develop Capacity of I. Review the existing capacity development Capacity of PITE
Provincial Institute of Teacher plan for PITE enhanced
Education II. Prepare a revised plan
III. Implement the capacity development plan
I. Develop rules for linking CPD to promotions
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2.3.7 CPD will be linked to II. Approve Rules CPD linked to

teachers’ promotion promotion
2.3.8 Conduct emergency I Prepare awareness session and training Teachers informed
Teacher awareness and program on COVID 19 though ICT and other on COVID 19 and
training on COVID 19 through medium necessary response
ICT and other means II. Conduct awareness sessions and trainings to it
on COVID 19
2.4 Teacher 2.4. Ensure 2.4.1 Prepare a long term I. Assess and identify; teacher needs for the Teacher recruitment
Availability availability of quality teacher recruitment plan next 20 years, supply side constraints and as per needs
teachers for all based on current and future include expansion of supply of quality teachers
institutions needs. over time, and limitations of recruitment of
quality teachers at the local level
II. Develop a long term plan for teacher
recruitment
III. Ensure timely implementation of
recruitment in a phased mannered
2.4.2 Prioritise development I. Identify minimum needs for science, Number of female
and recruitment of science, mathematics and language teachers for rural teachers of science,
mathematics, IT and female schools mathematics and
language teachers, II. Negotiate with Pre-service teacher languages increased
especially, for females for education institutions to expand specialised
post primary classes as a programs for science, mathematics and
priority languages
III. Provide scholarships to females from rural
areas to participate in these programs
2.4.3 Engage with the I. Set up a committee with S&GAD to review Professional and
government in identifying the impact of additional duties on teacher transparent human
alternate options to use of effectiveness and prepare alternative plans resource
teachers on additional duties II. Prepare a plan for additional duties to management
ensure children do not suffer in term of
teaching time
2.4.4 Review the recruitment I. Review the current testing processes and Recruitment testing
testing process for tools in consultation with the testing body process improved
improvements II. Propose changes
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III. Implement the changes in the tools and

processes
2.4.5 Review the recruitment I. Form a committee to review recruitment Recruitment rules
rules to encourage better rules to include advantages for better qualified revised to encourage
qualifications personnel better qualified
II. Revise recruitment rules personnel
III. Notify revised rules
2.4.6 Introduce Induction I. Prepare rules for induction trainings Induction trainings
training for all new recruits II. Develop induction trainings introduced for new
recruits
III. Implement the trainings
106
9. Assessments and Examinations

Assessments and examinations in Balochistan, similar to other components of the learning
process, contribute to rote memorisation and suppression of the analytical ability of the
student. This holds true for assessments conducted in schools, as well as, the high stakes
examinations conducted by the Balochistan Board of Intermediate and Secondary Education
(BBISE). The situation of the other assessment and examination body – BAEC - is a bit
different. BAEC has responsibility for assessment and examinations at the elementary level
(up to grade 8th). It is required to take large scale examinations for grade 8th and has the
mandate of conducting diagnostic assessments for all levels of elementary. BAEC also has
additional tasks of development of assessment capacity in the education system. While it has
not impacted classroom teaching and learning – primarily due to high levels of cheating- its
role in large scale examinations has been at the cost of diagnostic assessments and capacity
building of the system.
Box 9-1 Types of Assessments
The following types of assessments are a regular feature of schooling in Balochistan:
In-school assessments: these include monthly tests, six-monthly examinations and annual
examinations.
High Stakes Examinations conducted by the Board of Intermediate and Secondary Education
(BBISE) for grades 9th,10th, 11th and 12th in science and arts and other specialisations, that
determine career choices.
Grade 8th large scale examinations conducted by the Balochistan Assessment and Examination
Commission (BAEC) as mandatory exams for appearing in the examinations conducted by BBISE.
9.1. Approach to Reform Assessments and Examinations

Assessments cannot be disconnected from their impact on learning. As the learning approach
described earlier changes, so should assessments and examinations. This would mean a shift
from examinations and assessments that induce rote learning trends to tools that develop
critical-analytical ability. Transition will have to be gradual. Changes in assessments cannot
outpace reform in classroom teaching and learning. Incremental shifts in both will be required
over a long period of time. The plan targets to reach the level of application, at least for a
certain percentage of questions and students, by the end of five years.
In view of the above overall goal of assessments and examinations is as follows:
‘Strengthen Assessments and Examination system to have a positive and high impact on
learning and shift from memory based questions to the testing of critical analytical thinking.’
9.2. School Level Assessments

School assessments in Balochistan, as per design, include regular formative and summative
assessments in the middle and end of the academic year. On ground formative assessments in
the past would mean monthly tests on lessons taught. These have practically become non-
existent in schools for a number of reasons, including an extended course length that cannot
be covered in practice within the given time period. But there are other reasons as well. Even
when these tests are conducted, they test the student’s memory and are not employed as tools
to improve the teaching-learning process. The mid-year and final examinations have become
routine activities in schools with no check on the quality of the examinations and their use in
system improvements.
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9.2.1. Challenges:
school-level assessments:
No check on quality and regularity of school assessments: Accountability mechanisms in

education do not include assessments and their quality as drivers of improvement. Most
supervisors have not been trained in assessments and do not have the capacity to evaluate the
quality of examinations. Resultantly, issues of limited formative assessments and poor quality
of school assessments is common.
Low capacity for assessments: A majority of teachers have also never had any training on
assessments. This lack of training of both supervisors and teachers results in the low value
assigned to assessments and the poor quality.
Sub-goal for school-level assessments is to ‘Improve the capacity to conduct assessments at

school level and use their results for learning improvements.’
9.2.2. Strategies for School Level Assessments:

1. Regular formative and summative assessments and their use in school
accountability framework will be ensured
Formative assessments will be reintroduced, and both formative and summative assessments
in schools will be qualitatively improved to test for analytical ability and assess the teaching-
learning process. These will be monitored in the “School Accountability Framework”46.
2. Capacity of teachers and supervisors on assessments and examinations will be

developed
To achieve quality improvements in school assessments capacity of both teachers and

supervisors will be developed. This will be prioritised and implemented through a gradual but
sustained process implemented through the Balochistan Assessment and Examination
Commission (BAEC) and the Provincial Institute of Teacher Education (PITE) in coordination
with the Directorate of Education (Schools).
9.3. BBISE Examinations

Papers set by BBISE fail to test children adequately on the curriculum. These do not cover the
curriculum either horizontally in terms of content, or vertically for critical-analytical ability.
They mostly test for memory. Resultantly, the teaching-learning process adjusts to these
requirements and focuses on rote memorisation.
9.3.1. Challenges:
The following challenges were identified in the Education Sector Analysis with reference
toexaminations conducted by the Balochistan Board of Intermediate and Secondary
Education (BBISE):
Low capacity of BBISE: BBISE was established in 1977. Its organisational structure continues
to be the same as developed at the time of inception. A review of its structures was conducted
in 2014 under a capacity assessment exercise, but the recommendations of the eventual
capacity development plan were never implemented. Among other weaknesses, the Board
does not have any in house capacity to manage the quality of papers as there is no position for
46 Later in the Chapter on Governance and Management development of “school accountability frameworks” have been
recommended.
108
an education or assessment specialist. The organisation has capacity for management of

logistics for conduction of large scale examinations – that too in collaboration with the
Directorates of Education of schools and higher education.
Examinations not aligned with curricular requirements: Papers fail to cover curricular
requirements adequately, both, in terms of content and critical thinking. Examiners hired by
BBISE have no training in developing papers or test items in line with the needs of the
curriculum. A shift to curriculum-based papers is required that eventually test for critical-
analytical ability. This will require a change in the paper development process and also to
strengthen the capacity of the Board. However, the process of change will have to be gradual.
Changing papers to test for analytical ability can be fast-tracked, but there is a need to consider
the situation in schools. Expecting teachers and students to change their approach at the same
pace is unrealistic. It will be slower. In fact, the schools will have to be carried along with
targeted processes to prepare students and teachers for analytical questions. In the next five
years the highest level of questions expected cannot go beyond application.
The Challenge of high stake examinations in COVID 19 threat: In the next two years, at least,
holding routine examinations in the routine will be highly risky. At least it will be difficult to
manage the scale in a given time without enhanced health risk.
Sub-goal for BBISE Examinations is as follows: ‘Improve the quality of BBISE examinations
ensuring alignment with curriculum, including the testing of critical – analytical ability.’
9.3.2. Strategies for BBISE Examinations:

1. Existing capacity development plan for BBISE will be reviewed and implemented
Similar to BOC&EC the existing capacity development plan for BBISE will be reviewed for
improvements and implementation of the revised version.
2. Teachers and students will be prepared for more analytical questions in

examinations
A gradual process will be adopted wherein students and teachers are prepared for the changes
in the examinations. In the next five years application-based questions will be increased in the
examinations. The shift will be undertaken through a process that includes training of
teachers and development and testing of model papers.
3. BBISE’s approach to examinations will be aligned with the curriculum including

analytical questions
In conjunction with the above change in teaching approaches the Board will ensure that
examination papers, overtime, test the student for the entire curriculum and also test for
critical analytical ability – till the level of the application over the next five years. This will be
undertaken through training of examiners on developing such papers. BAEC with better
capacity in assessment will help with the process.
4. Examinations will be staggered over months to ensure low participation at a given

point of time with safety arrangements against COVID 19 risk
Large scale examinations pose a risk in the current environment who stop how are these high
stakes examinations are extremely important for career paths of students. BBISE will re-plan
it's examination schedule to stagger each or the number of months moving through districts
instead of holding the examination at one point in the whole province. Specialised seating and
safety arrangements will be made for these examinations to be conducted. All examination
109
centers and their arrangements will be reviewed by the Department of Health who will develop
specialised SOPs for the purpose.
9.4. BAEC Assessments and Examinations

BAEC was set up as an organisation to help systemic improvements in assessments and
examinations. Practically, it has become a mirror image of the BBISE at the elementary level,
with the exception that its papers test for some level of critical-analytical ability. It needs to
return to its original objectives along with the enhancement of capacity to undertake the
mandate better.
9.4.1. Challenges:
Balochistan Assessments and Examinations Commission (BAEC):
Results not utilised for education system improvements: BAEC’s involvement in large scale
examinations with stakes for the students means that its resources are spread thin, and the
Commission can neither ensure the use of results of its examinations in systemic
improvement nor support capacity development of teachers. Linking of the large scale
examinations at grade 8th with student progress has also led to lowering of standards and
permeation of cheating in the examinations. Both reduce credibility of the results and these
cannot be used optimally in the improvement of education service delivery even if the various
organisations and districts47 are prepared to use it.
Role of BAEC in diagnostic assessments ignored: BAEC has the mandate for sample-based
diagnostic assessments. However, it has never used this function. In order to take on this
mandate the Commission will have to pull out of the large scale examinations, so it can free its
resources for diagnostic assessments, deeper analysis, ensuring use of its results in system
improvement and support to capacity development of teachers and others.
Need to review the capacity of BAEC: While BAEC has had better assessment capability than
other organisations there is a need to review its overall capacity to ensure more effectiveness
keeping in view its medium to long term role. The current capacity is inadequate.
Sub-goal for BAEC assessments and examinations is to ‘Ensure that BAEC role in assessment
benefits the system.’
9.4.2. Strategies for BAEC Assessments and Examinations:

1. Role of BAEC will be shifted from examinations to diagnostic assessments
BAEC’s embarkation into large scale examinations will be reversed. In the coming few years,
this will not be a priority. Diagnostic assessments that help the system learn about student
learning and the causes attached to them will be the main thrust and activity. Its assessments
will never be linked to the progress of individual students.
47Data available shows inconsistencies when exposing learning outcomes across districts. One of the areas target by BAEC will
be to identify more standardised and consistent differences in inter-district learning outcomes to develop plans to target
disparities.
110
2. Mechanism will be developed to utilise the results of the diagnostic assessment for
system improvements
Specific mechanisms will be created to ensure that the results, with analysis, are disseminated,
comprehended and utilised by all organisations and policy and decision-makers.
3. Capacity of BAEC will be assessed and strengthened
The capacity of BAEC will be assessed in detail and a capacity development plan prepared and
implemented.
9.5. Overall Assessment System – Consistency and Relevancy

The assessment structures in the province work in a disconnect – symptomatic of the overall
learning system. There seems to be a lack of clarity on respective roles and responsibilities,
especially with reference to BAEC and schools. There is better clarity on the role of BBISE
despite its limitations and lack of quality of examinations. However, a number of cross-cutting
challenges, including clarity in roles and responsibilities, persist.
9.5.1. Challenges:
Three systemic issues impact all assessments:
i. Dearth of qualified personnel in assessments,

ii. Limitations of standards of assessments and
iii. Absence of an overall framework for assessments.
Dearth of qualified personnel in assessments: There has been some improvement in the
availability of qualified personnel in the last few years due to scholarships offered in the past.
However, presently there is a limited number of qualified assessment specialists. Although
some of these personnel have supported the development of quality examinations in BAEC,
they are not enough, and there is no mechanism to supply such qualified personnel in a
sustainable manner.
Limitations of standards of assessments: Standards of assessments, similar to other areas,

were developed at the national level. These have not been operationalised at the provincial
level. A more elaborate set of standards is required at the inputs and process levels wherein
the quality of examiners, examinations processes and school requirements can be derived and
developed. At present, these standards are very general and do not ensure the quality of
examinations.
Absence of an overall framework for assessments: Finally, there is a need for an overall
assessment framework to clarify the roles and responsibilities and operationalise
improvements of assessments and examinations. Presently, there is a clear disconnect in the
comprehension of the linkages of various assessments and examinations and their role in
improving learning. A framework built on standards is required.
Sub-goal for consistent and relevant assessments is to ‘Ensure congruence and

complementarity across various assessments and examinations.’
111
9.5.2. Strategies for Consistent and Relevant Assessments:

1. Availability of assessment specialists will be enhanced in the market and within the
government
The government will invest in this expertise to develop a critical mass of human resource in
the area of assessment.
2. Existing standards of assessments and examination will be reviewed and revised

to make them more relevant and applicable to the context of Balochistan
Given the situation in Balochistan, inputs and processes to reach the relevant level will to be
standardised. A whole exercise to standardise assessment and examinations process will be
undertaken using the standards identified in the National Minimum Standards for Quality
Education (MNSQE) as the guideline for output level standards for assessments. This will
include certification examiners, field testing of papers and development of item banks.
3. Provincial assessment framework will be developed
An assessment framework will be prepared to clarify the respective roles of each organisation
and assessment and their uses. The framework will also provide a path for linking various
types of assessments with improvements in learning.
9.6. Credibility of Examinations

A longstanding problem in BBISE examinations is endemic cheating. The problem has also
permeated BAEC examinations. Poor teaching and learning in the classroom, resulting from
an unrealistic course length and non-availability of teachers, particularly, specialists in
science, mathematics and languages, means students are not provided with a fair chance to
learn. As these students fail to learn due to systemic issues, they feel that cheating is a
‘legitimate’ option. However, the issue of cheating is larger than this systemic weakness.
9.6.1. Challenges:
Two issues that need to be targeted more directly are attitudes in society, including students,
on cheating, and the processes of the BBISE that facilitate the practice.
Processes of BBISE: BBISE has a very difficult role of managing logistics across a large
province with low population density and difficult communication systems.
Attitudes towards cheating: There is endemic acceptance of cheating in society and beyond.
Parents, teachers, students and everybody else is involved. Most students interviewed
admitted to the act at some point.
Memory-based examinations: A paper with a heavy weightage of memory-based questions

also enable cheating. If the earlier strategies of moving towards more analytical questions is
followed then that too will help reduce cheating. As it has already been discussed above the
strategy will not be repeated.
Sub-goal of credibility of examinations is to ‘Enhance the credibility of examinations.’
9.6.2. Strategies for Credibility of Examinations:

1. Conduct of examinations will be reviewed to eliminate cheating
A process-based review of the examinations conducted by the Board of Intermediate and

Secondary Education, identification of potential loopholes and implementation weaknesses
112
will be undertaken. A plan to rectify the gaps and improve implementation to reduce cheating
will be developed to eliminate the possibilities of cheating.
2. Awareness campaigns against cheating will be designed and implemented
There will be a sustained approach of sensitisation of students, parents, policymakers and

implementers on the negative impact of cheating on individuals and society.
113
9.7. Program Matrix – Assessments and Examinations

Table 9-1 Program Matrix – Assessments and Examinations
Program 3 – Assessments and Examinations

Overall Goal 3. Strengthen Assessments and Examination system to have a positive and high impact on learning
Sub-Program Sub-Goal Strategies Activities Targets
3.1 School-Level 3.1. Improve the 3.1.1.Include regular I. Develop a school accountability framework At least 50% of the
Assessments capacity to conduct formative and that includes quality in-school assessments as a schools conduct
assessments at school summative assessments regular feature (strategy under governance) and regular formative
level and use their and their use in school indicators on conduct of formative assessments assessments with at
results for learning accountability II. Prepare annual report based on the reporting least 35% of the
improvements framework on assessments through the School questions, in in
Accountability Framework Middle and
Secondary schools,
III Reports on formative assessments in schools
test application
3.1.2 Develop capacity I. Train supervisors on assessments and All teachers receive
of teachers and examinations through BAEC and PITE at least one training
supervisors on II. Train Teachers on assessment and on assessment in 3
assessments and examination through BAEC/PITE years
examinations III. Engage with pre-service teachers education
institutions to improve quality of courses on
assessments
3.2 BBISE 3.2. Improve quality of 3.2.1 Review and I. Review the existing capacity development plan At least 65% of the
Examinations BBISE examinations implement the existing capacity development
ensuring alignment with capacity development II. Prepare a revised capacity development plan plan is implemented
curriculum, including the plan for BBISE for BBISE based on review
testing of critical – III. Implement the plan phase wise
analytical ability
3.2.2 Prepare teachers I. Balochistan Assessment and Examinations

and students for more Commission to prepare and implement a plan
114
analytical questions in for engagement with teachers and students to Students are able to
examinations help them prepare for more analytical questions attempt questions
II. BAEC to engage Balochistan Textbook Board that test application
and BBISE to review assessment exercises in
textbooks
III. Prepare teacher guides on analytical
questions and student preparation for the same.
3.2.3 Progressively align I. Hold seminars and training sessions on At least 45%
BBISE’s approach to curriculum with officials and paper setters of questions in all
examinations with the BBISE BBISE examination
curriculum including II. Develop model papers and field test them to papers test for
analytical questions review current student capacity application
III. Develop a progressive plan to improve
coverage of curriculum in examination papers
and progressive shift to analytical questions
based on the baseline derived from model paper
testing
3.2.4 Stagger I. Prepare specialised SOPs in close BBISE examination
examinations over consultation with Department of Health for conducted in
months to ensure low conducting examinations specialised
participation at a given II. Make specialised seating and safety arrangement in
point of time with safety arrangements response to COVID
arrangements against 19
III. Re-plan examination schedule and conduct
COVID 19 risk in line with safety arrangements against COVID
19
3.3 BAEC 3.3. Ensure that BAEC 3.3.1 Shift BAEC’s role I. Amend BAEC Act to remove the mandatory BAEC law amended
Assessments and role in assessment from examinations to requirement of certification from BAEC for to remove mandatory
Examinations benefits the system diagnostic assessment appearance in BBISE examinations requirement of grade
II. Engage with policy makers and implementers 8th examinations
to develop a diagnostic assessment framework
III. Conduct diagnostic assessments based on Plan for Diagnostic
needs assessment prepared
3.3.2 Develop a I. Make rules for mandatory periodic diagnostic At least two
mechanism to ensure assessments diagnostic
that the results of the II. Disseminate results of diagnostic assessments
diagnostic assessment assessments to a wide set of stakeholders
115
are utilised in system III. Each relevant organisation to prepare a plan conducted in five
improvements and make adjustments in all existing plans for years
improvement of learning based on the result of
diagnostic assessments All organisations have
improvement plans
based on diagnostic
assessments
3.3.3 Review the I. Review the existing capacity development plan 100% of the capacity
capacity of BAEC and of BAEC development plan is
prepare and implement II. Prepare a revised capacity development plan implemented
the capacity for BAEC based on review
development plan III. Implement the plan phase wise
3.4 Consistent and 3.4. Ensure congruence 3.4.1 Enhance I. Engage with Universities/HEC to introduce 30 assessment
Relevant Assessments and complementarity availability of specialisation in assessments & Examination in specialists funded
across various assessment specialists M.Ed and added to the
assessments and in the market and within II. Explore and introduce scholarships for government
examinations the government assessment specialisation
III. Provide additional incentives for specialists
3.4.2 Review and revise I. Document gaps in the current standards Standards on
the existing standards of regime assessment and
assessments and II. Develop new standards for all types of examinations
examination to make assessments and examinations at input and developed
them more relevant and process level including certification of paper
applicable to the context setters for BBISE 50% of the standards
of Balochistan implemented
3.4.3 Prepare provincial I. Review the current assessments systems in Provincial
assessment framework detail for weaknesses and gaps assessment
II. Develop a provincial assessment framework framework developed
to remove the gaps and align the various
assessments and examinations At least 50%
III. Implement the framework proposals of the
provincial
assessment
framework
implemented
116
3.5 Credibility of 3.5. Enhance credibility 3.5.1 Review the current I. Assess the current logistical processes of Cheating in
Examinations of examinations conduct of examinations BBISE examinations examinations reduced
to propose changes in II. Prepare plan to remove loopholes that by 60%
processes that facilitate facilitate cheating
cheating III. Implement the plan
3.5.2 Develop and I. Undertake a survey on attitudes in society Acceptance of
conduct awareness towards cheating and the causes for the same cheating reduces
campaigns against II. Based on the survey include awareness on among at least 50%
cheating negative impacts of cheating in the of parents
communication strategy of SED
III. Implement awareness plan and undertake
periodic reviews of impact
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10. Child Care and Welfare

The child should be at the center of education service delivery. Education systems cannot be
designed and implemented in a vacuum of knowledge about the child. Unfortunately, there
has never been a serious exploration of the issues of the child that impede or support learning.
More seriously, there seems to be no recognition of the need to explore. Even in the case of the
more commonly known issues, like the prevalence of corporal punishment, responses have
been feeble. Even beyond education a legal instrument like the Child Protection Act 2016 has
not been adequately. Low focus on the child has meant that most policies, plans, learning
material and tools do not connect with the needs of the child.
10.1. Approach to Reform of Child Care and Welfare

Childcare and welfare will be the primary concern of policy. Figure 10-1 below shows the
approach to the assessment of child welfare and the issues involved. The approach to change
calls for a lifepath approach to child welfare from birth to the end of schooling. The pre-school
years have been treated as outside the domain of school education and need to be included to
help schools prepare for the child: in terms of learning design, teacher competencies and
support structures. The disconnect seen in the chapter on Learning begins with the lack of
information that needs to be covered. Early childhood education (ECE) of quality has been
targeted as a key intervention to ensure equity in terms of the learning capacity of children.
ECE has to be used as pre-school preparation that ‘compensates’ disadvantages in early years.
Though some of these like stunting cannot be reversed and will require community and
household based interventions much earlier in the child’s life.
Figure 10-1 Approach to Child Care and Welfare
In School:
Facilities, peer
treatment, safety and
Pre-primary ECE: hygiene, corporal
compensatory curricula, punishment, facilities,
early vocabulary and home-after school
Pre-School Years: pre-literacy and pre- situation
vaccinations, nutrition, numeracy skills, social
diseases, treatment by interaction
famility & community
The importance of information on the child continues in school. Impact of school’s physical
and social environment on their health and cognition, needs of the growing child and the
situation of the child outside school are all relevant. Education policies and practices need to
respond to the issues identified and work towards building information to improve child
welfare through more relevant interventions.
The Plan has a two-pronged approach:
i. More information on the situation of the child’s welfare to provide better policy
response in future.
ii. Action on problems already identified in school and community through initiation of
response. The responses will include those directly required to be taken by the
Secondary Education Department and others in collaboration with the Department of
118
Health and Social Welfare, Special Education, Literacy, Non-formal Education and
Human Rights Department.
In view of the above, overall goal of child care and welfare is to ‘Enhance quality of care,
support and inclusion for all children in schooling and community including those with special
needs.’
10.2. Child Welfare

10.2.1. Challenges
child welfare:
Limited information on the Child: There is very limited information on the child’s physical
health, psycho-social development and consequent needs. The education system is largely
unaware of the situation of the learner – at least at the systemic level. The more competent
teachers may have a clearer picture, but in the absence of adequate training and systemic
compulsions, they often do not have answers to the problems. Only limited data is available
from pre-school,on some health indicators collected by Pakistan Demographic and Health
Survey. These do not depict a good situation. With nearly 47% of the children stunted and
large percentages without routine vaccination and sufficient micro-nutrients, it is obvious that
the problems of learning begin long before the child arrives in school. The child’s home
conditions of poverty, lack of hygiene, large families and general acceptance of corporal
punishment indicate strong possibilities of negative psycho-social development. The
education system meets these children without any knowledge or recognition of these issues.
There is a need to obtain this information with inter-district differences being measured on a
regular basis.
Information on the child’s health and physical conditions in school is even more scant.
Prevalence of some practices and absence of others show that the child remains vulnerable in
school to psychological and physical violence and abuse. Even inside the school, the learner
cannot get a central focus. This needs to change.
Low-recognition of inclusiveness: There is no recognition of inclusiveness in schools. A few

clear indicators were discerned during district consultations with teachers and students.
Teachers only talked about the ‘brightest’ students. When probed, they explained that children
from ‘rural’ backgrounds cannot learn48. These are normally the majority of the class.
Discussions with children of religious minorities did not reveal any discriminatory treatment,
except the issue of non-availability of books on ethics, which they can read in lieu of Islamic
education was highlighted. There are no provisions for children with special needs who can be
included in regular schools – no policy either49. There is a need to create active recognition of
inclusiveness at school level and changes to ensure it exists in both the social and physical
infrastructure.
Lack of awareness on child safety: Similar to inclusiveness the issue of school safety is also
unrecognised both within the school and the larger education system. Trainings and drills in
emergencies, basic equipment for first aid or fire, building and other safety concerns,
preparedness for disasters are all missing. There are very limited safety standards that need
48Interviews were conducted in high schools that are normally in an urban center or town.
49The few schools of the Directorate of Special Education accommodate many children who can be admitted to regular schools
provided the latter have the requisite approach and facilities.
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review and implementation. More importantly, attitudes towards safety need to be changed
through trainings. A whole new approach to safety preparedness is required.
Limited quality of pre-primary ECE: Pre-primary early childhood education in Balochistan, like
the rest of Pakistan, can be divided into the traditional pre-primary of kachi50 and the quality
ECE based on the specialised curriculum developed for its delivery. Presence of quality ECE is
limited with only 7% of the teachers trained in ECE, 9% separate ECE teachers and separate
ECE classrooms in only 14% of government schools51. It has not received due recognition, and
consequently, limited resources. Ideally, an ECE program has to be designed on the knowledge
of the child’s needs. Absence of research, as seen in the previous sub-section, shows that such
information will not be available soon. Irrespective, the ‘proper’ ECE is better than the kachi.
At this point of time, the Plan recommends expansion of the same. In time, with the availability
of research findings, other qualitative changes may be suggested. Such findings are extremely
important because early childhood education can be instrumental in the rectification of
learning disadvantages accumulated by the child in the pre-school home environment.
High incidence of corporal punishment: Discussions held with teachers and students during
sector analysis reveal high prevalence and acceptance of corporal punishment in both male
and female schools. It appears to be an endemic problem. There is a hierarchical relationship
in class with the use of fear as a tool. Most students interviewed stated that questions were
discouraged often with some rebuke. Such an environment, and the relationship between
adults and children, is at high risk of abuse. Ending corporal punishment and reducing other
risks will require multiple responses.
High incidence of bullying: Similar to corporal punishment feedback in district consultations

also revealed high levels of bullying. It is a completely unrecognised area in policy and
implementation. The solution lies in sensitisation and awareness before any punitive process
can begin to work.
Absence of health check-ups: Health screening of children should be a regular feature. There
is none. There is a complete absence of knowledge on health issues of school children, causes
and impact on learning. This is a critical area that requires attention. There is no coordination
mechanism with the Department of Health nor any system to train teachers on health
awareness of students.
Lack of teacher training in the identification of learning disabilities: Teachers have very limited
training, if any , in the identification of learning difficulties among children. Even basic issues
like weak eyesight are not identified. There is no procedure and consequent data, on
identification of learning difficulties or disabilities among children.
Sub-goal of child welfare is to ‘Improve child welfare to enhance their ability to learn.’
10.2.2. Strategies for Child Welfare:

1. Research will be conducted on child development based on ecological conditions
in the early years before schooling
Research on child development on an ongoing basis will be undertaken as much more needs
to be learnt about the child, especially, in the pre-school years.
50 Kachi classes started when grade 1 children brought their young siblings into classrooms. With time it became an unrecognised
class and while at some point it was formalised through publications of textbooks practically children sitting in kachi classes are
not treated as required by the modern precepts of early childhood education.
51 EMIS 2017-18
120
2. An index on child welfare will be developed and measured for each district every
three years
The index will be built on inclusion of key variables of child welfare and measured through
sample-based household survey every year.
3. Awareness campaigns will be launched on child health and welfare
There will be targeted and sustained campaigns across the province to create awareness on
the above. In addition to the overall campaign, SED will utilise textbooks and its own
interaction with PTSMCs, through teachers and headteachers, to enhance awareness,
especially, on stunting.
4. Quality early childhood care and education programs will be expanded to ensure
learning and reduce learning difficulties accumulated by children from poor
background
Provision of quality early childhood education will be expanded. It will not only shift from the
traditional ‘kachi’ but will also be based on the research of child needs that varies across
districts and communities. Similar to overall curriculum review, ECE will be reviewed as per
ground realities and requirements.
5. Measures to improve inclusiveness in school’s social and physical environment will

be implemented
Potential issues on inclusiveness that need to be part of the structure and processes to be
introduced in the schools physical and social environment will be listed. These will include
celebration of all types of diversity through teacher training and specialised sessions with
students and accommodation of children with special needs, to the extent possible.
6. Standards on school safety will be reviewed and implemented
A complete safety audit of schools will be undertaken. There will be a comprehensive analysis
of school safety issues, and a set of standards on the basis of the audit and analysis will be
developed and implemented.
7. Measures to eliminate corporal punishment in schools will be designed and

implemented
Corporal punishment will be eliminated through a two-pronged approach: punitive action and
sensitisation of teachers and communities. Implementation of Balochistan Child Protection
Act 2016 will be one of the actions, but a sustained sensitisation campaign will also need to be
pursued.
8. Protective measures against bullying in schools will be introduced
The measures to protect will begin with sensitisation of students and teachers. Other measures
will be introduced at a later stage after analysing the impact of sensitisation.
9. Coordination mechanism will be developed with the Department of Health/PPHI for

regular health check-ups and teacher counselling
Formal coordination mechanisms in writing will be developed with the Department of Health
and the People's Primary Health Care initiative (PPHI) for regular health check-ups.
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10. Legal framework for child’s right and protection will be strengthened
In addition to the Balochistan Child Protection Act 2016, a more comprehensive law for child
rights based on the UN Convention of the Rights of the Child will be prepared, promulgated
and implemented.
11. Teachers will be trained on child-friendly approaches to teaching and student

management within the class and school premises
Specific training targeting teachers for more child-centered approaches will be designed and
implemented through PITE and DOE(S).
12. Teachers will be trained in the identification of learning difficulties or disabilities
among students
This will be undertaken with the help of technical support from experts in the area, to be hired
with the help of development partners. These experts will be associated with PITE.
10.3. Children with Special Needs

The Directorate for Special Education is part of the Social Welfare Department. It has 11
institutions in nine districts. Out of these one institution experiments with inclusiveness while
the remaining are exclusively for children with special needs. Issues of children with special
needs have been on the periphery of education policy, planning and implementation. Even
communities, by and large, are indifferent to the plight and needs of these children. The
Directorate of Special Education, within limited resources, tries to accommodate as many of
these children as possible.
10.3.1. Challenges:
Some of the key challenges in the sector are:
Poor quality of Information: Directorate of Special Education has collected data on special
children. However, there are reservations on the quality. Enumerators sent out to collect
information, do not have training to identify different types of disabilities. Key informants
even raised issues on the accuracy of data collected.
Access: Number of schools for children with special needs are very limited. Resultantly, only
a limited number of geographic regions are being covered. There is no clarity on the
effectiveness of coverage even within these regions. Only 11 districts have institutions for
children with special needs.
Absence of expertise: There is very little expertise on special education and its needs. Even
the centers in Quetta do not have qualified personnel. Only training options available are
sporadic short term ones at the federal level. There is nothing systemic. In fact, there has been
no assessment of the expertise required and the needs of the Directorate of Special Education.
Community attitudes: According to officers of the Directorate of Special Education parental

attitudes towards children with special needs, by and large, are indifferent. Even in Quetta
transport is provided by the Directorate to ensure children reach school. Many a time children
in hostels are not picked up on time for vacations and calls have to be made. Otherwise also
there is no interest in progress of the child.
Sub-goal to ensure the welfare of children with special needs is to ‘Ensure the welfare of
children with special needs through the provision of education opportunities of quality to all
within regular schools or specialised institutions.’
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10.3.2. Strategies for Children with Special Needs:

1. Specialised data collection methods for special children will be developed and
implemented
Data on children will be collected based on the following steps: firstly, the definitions of special
needs be clearly made, secondly training of enumerators to identify special needs and finally,
household surveys.
2. Schooling options for children with special needs will be expanded
Based on data the available number of special schools will be expanded to all districts using
options feasible as per local conditions. Planning will consider the number of children, based
on an agreed criterion, that can be accommodated in regular schools.
3. Capacity for care and management of special education will be strengthened
A capacity need analysis of the Directorate of Special Education as an organisation and the
qualifications required of the human resource to be employed in the Directorate, and its
institutions will be undertaken. The assessment will form the basis for building the requisite
capacity.
4. Awareness campaigns will be launched on improving attitudes towards children

with special needs
An advocacy campaign will be undertaken to target change in attitudes towards the welfare of
children with special needs within the community, education officials and policy-makers.
10.4. Afghan Refugee Children

Balochistan has remained a major destination for refugees coming from Afghanistan.
According to the UNHCR, there are currently 324,280 registered Afghan refugees in the
province.52 There is also an equally large number of unregistered Afghan refugees in
Balochistan. Over the past decade, many refugees have returned to their country. However, a
significant number still remains in the province. They have become a key part of the socio-
economic fabric of the province.
Out of the 1.4 million Afghan refugees who are registered in Pakistan, over 0.3 million (21%)
are hosted in Balochistan Province, scattered in urban settlements and 10 refugee villages
(RVs). As per HIS & SCAC data of 2016, there are 372,059 Afghans residing in Balochistan out
of whom 196,911 (53%) are living in 10 Refugee Villages and 175,148 (47%) are living in urban
settlements. Those living outside these villages use multiple options for schooling: private
schools run by other refugees, local private schools, madrassas and even government schools.
This section deals with issues of education of refugees who reside in the official refugee
villages. These villages have a lot of poverty and associated problems.
10.4.1. Challenges:
Education challenges of refugees are as follows:
Low Access and Participation: About 65% of children aged 6 to 18 are out of school according
to a survey conducted by Society for Community Education in Balochistan (SCSPEB) and
123
United Nations High Commission for Refugees (UNHCR). Additionally, student absenteeism
is rampant.
Learning Issues: Learning issues of refugee children stem from two challenges: non-
availability of teachers, and difficulties in transiting to the Urdu and English based Pakistani
textbooks. The overall low education in refugee camps means finding teachers with a
minimum level of education is very difficult, especially, among the females. Secondly, the
recent decision to transition to the Pakistani curriculum has created language barriers. Again
it impacts females more who have much lower exposure outside the camps and consequently
to Urdu.
Female Education: Girls’ education is not a priority and still a taboo in refugee villages even if
free and provided with incentives of books, stationery, uniform etc. Cultural and social barriers
including early marriages, home chores, co-education and distance from home, prevent girls’
attendance, retention and completion. Even though post-primary schools have been made
available to girls through UNHCR enrolment remains low due to the issues above.
Community Participation: Community participation is low, particularly for female education.

SCSPEB, being the implementing partners established School Management Committees in all
schools with a representative from community to monitor school education and mobilise the
community. Education committees are formed at the level of refugee villages with a
representative from all schools (including head teachers and SMCs) in a respective village to
work jointly. Effectiveness of these SMCs remains low in the absence of overall community
awareness and support.
Limited Opportunities for Refugee Children for Secondary and Beyond : There is no provision
for refugee children to continue their education beyond school. There is no mechanism or
quota for them in colleges, and they cannot appear in examinations of the Balochistan
Examination Board.
Sub-goal is to ensure ‘Quality education for all refugee children.’
10.4.2. Strategies for Quality Education to Refugee Children:

1. School conditions in refugee camps will be improved
The government will engage with UNHCR and the Federal Government to improve school
conditions in refugee camps through building up a fund
2. Textbooks in Pashto and Dari will be developed for refugee children
The curriculum will remain Pakistan’s as per the official decision but SED will engage with the
Federal Government to develop textbooks in Pashto and Dari based on the national
curriculum of Pakistan, especially, for primary classes.
3. Refugee girls’ participation will be improved through community mobilisation
UNHCR and the provincial government will increase engagement with the community to
reduce student absenteeism and propagate increased female enrolments and retention.
4. Quota in public institutions be allotted for refugee children for secondary onwards
Refugee children who complete post-primary should be provided opportunities to study in

secondary level and beyond. This will be done through the inclusion of quotas for refugee
children government secondary schools and colleges.
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10.5. Program Matrix – Child Care and Welfare

Table 10-1 Program Matrix - Child Care and Welfare
Goal of Learning: Learners are proficient in reading and numeracy, develop analytical skills and are prepared for life and livelihood
Program 4 – Child Care and Welfare
Overall Goal 4. Enhance quality of care, support and inclusion for all children in schooling and community including those with special needs
Sub-Program Sub -Goal Strategies Activities Targets
4.1 Child Welfare 4.1. Improve child 4.1.1 Carry out more research I. A separate unit of research on child Research on child welfare
welfare to enhance on child development based on welfare and development be set up in the and development enhanced
their ability to learn ecological conditions in early Bureau of Curriculum and Extension
years before schooling Centre
II. Provide separate funds for the
research
III. Engage with a research organisation
or academia for ongoing research
4.1.2 Develop an index on child I. Conceptualise and develop an index on An index on child welfare
welfare and measure for each child welfare developed and district wise
district every three years II. Design and conduct district wise data collected
sample based household survey to collect
data
III. Document and disseminate the
findings
4.1.3 Create awareness in I. Engage with communities and spread Awareness on child health
communities, policymakers and awareness to help them improve their and welfare in communities
implementers on child health sanitary conditions at home & street, and among policymakers
and welfare open toilets and ignorance of hygiene and implementers enhanced
practices, with support of a health
specialist
II. Mandate schools to engage with the
community via effective communication
process of PTSMC
125
III. Develop a long term communication

strategy including the use of media,
seminars, etc. to create awareness
amongst communities, policy makers and
implementers on the importance of school
readiness for learning
4.1.4 Expand quality early I. Increase advocacy for quality ECE Quality ECE expanded to
childhood care and education among decision makers 20% of the schools
programs II. Develop a plan for expansion of ECEs
in primary schools
III. Implement the plan phase wise based
on doability in specific districts
4.1.5 Introduce measures to I. Develop parameters for inclusiveness in All teachers trained on
improve inclusiveness in schools which include: acceptance of inclusiveness
school’s social and physical socio-ethnic and religious diversity,
environment gender approaches, accommodation of
children with special needs All new school buildings
II. Develop a training program for apply codes for
teachers on inclusiveness and implement inclusiveness in structures
through PITE and conduct bi-annual
seminars on inclusiveness in schools for
students and teachers
III. Revise and implement school building
codes to ensure inclusiveness in
structures
4.1.6 Revise and implement I. Review and revise standards of school School safety standards
standards on school safety safety, ensuring they include mandatory implemented in all targeted
trainings, school safety plans and districts
equipment
II. Notify the new standards
III. Implement revised standards phase
wise including in private schools
4.1.7 Implement measures to I. Develop a teacher awareness Incidence of corporal
eliminate corporal punishment campaign and training plan based on punishment in schools
in schools research attitudinal causes of corporal reduced
punishment
126
II. Include lessons creating awareness on

negative impact of corporal punishment in
middle and secondary school curricula
and textbooks
III. Undertake biannual surveys on
prevalence of corporal punishment to
measure progress
4.1.8 Introduce measures to I. Create awareness on bullying and its Incidence of bullying in
protect children in school negative impacts school reduced
against bullying II. Introduce measures against bullying
and include lessons creating awareness
on negative impact of bullying in middle
and secondary school curricula and
textbooks
III. Undertake biannual surveys on
prevalence of bullying to measure
progress
4.1.9 Develop a coordination I. Identify areas of coordination with the 100% of students are
mechanism with the Department of Health/PPHI that include: screened at least twice in 5
Department of Health/PPHI for regular health screenings with special years
regular health check-ups and provisions for adolescent girls based on
teacher counselling nutritional needs like iron and calcium and
teacher awareness. Develop and notify a
protocol for regular screenings
II. Prepare and implement plan for in All teachers received basic
school teacher trainings on child health training on health
issues. awareness
III. Prepare and distribute handbooks for
teachers and students (especially
adolescent girls)
4.1.10 Strengthen legal I. Develop rules for Child Protection Act to -School related portion of
framework for child’s right and clarify role of SED Balochistan Protection of
protection Child Act implemented
127
II. Develop processes in SED and -Increased reporting of

DOE(S) to implement the relevant corporal punishment and
sections other forms of abuse in
schools
III. Draft a Child’s Rights Act based on UN -Child’s Rights Act
Convention on the Rights of the Child and promulgated
advocate promulgation of the Act
4.1.11 Train teachers on child I. Design and include child friendly Teachers trained on child
friendly approaches to teaching approaches in the teacher training friendly approaches
and student management within program
the class and school premises
II. Implement teacher training through
PITE and DOE(S).
4.1.12 Train teachers in I. Prepare material on identification of Teachers trained in
identification of learning learning difficulties or disabilities identification of learning
difficulties or disabilities among II. Conduct training of teachers difficulties or disabilities
students among students
4.2 Children with 4.2. Ensure the 4.2.1 Develop and implement I. Identify data needs and capacity for Reliable data collected on
Special Needs welfare of children specialised data collection information on children with special needs children with special needs
with special needs methods for special children II. Develop a plan, inclusive of capacity
through provision of building, on data collection
education
opportunities of
quality to all within 4.2.2 Expand schooling options I. Assess schooling needs for special Enrolment of children with
regular schools or for children with special needs children and identify criterion for special special needs enhanced
specialised needs that can be included in regular
institutions. schools
II. Create awareness on criterion among
teachers, head teachers and communities
III. Admit children, based on the criterion
and local conditions, to regular schools.
4.2.3 Develop capacity for care I. Under take capacity assessment of Capacity for management of
and management of special Directorate of Special Education and its special education enhanced
education in Balochistan. institutions
II. Develop a capacity development plan
for Directorate of Special Education and
its institutions
128
III. Implement the Plan

4.2.4 Undertake awareness I. Develop an advocacy campaign Increased awareness in
campaigns in communities on community on attitudes
improving attitudes towards II. Implement on an ongoing basis towards children with special
children with special needs needs
III. Take periodic surveys
4.3 Refugee 4.2 Ensure quality 4.3.1 Improve school conditions I. Coordination with the federal School conditions in refugee
Children education for all in refugee camps government and development partners to camps improved
refugee children mobilise support and resources
II. Situation analysis to devise plan of
action
III. Facilitate implementation of the plan
with partners’ support
4.3.2 Develop textbooks in I. Coordination with the federal Textbook in Pashto and Dari
Pashto and Dari for refugee government and development partners to for primary level developed
children mobilise support and resources
II. Facilitate development of textbooks in
Pashto and Dari for primary level in a
phased manner
4.3.3 Increase refugee girls’ I. Engage with community on refugee Refugee girls’ enrolment in
participation in schools girls’ education refugee schools increased
II. Mobilise support to introduce targeted
measures
III. Special measures introduced with
support from development partners
4.3.4 Allot quota in public I. Prepare and approve policy on quota Quota system introduced in
institutions for refugee children system in public institutions for refugee public institutions for refugee
for secondary onwards children for secondary onwards children
II. Implement the policy on the quota
system in all public sector institutions
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130
11. Access and Participation

Balochistan has low participation of children in school education. The situation can be broken
down into four critical dimensions: overall challenges of access in terms of schooling options
available, wide gender gaps within an overall low participation situation, dropouts from
existing schools and the resultant large number of out of school children. Causes of these
problems lie in gaps on the supply side as well as, barriers on the demand side. Evidence from
past data and consultations in the field reveal that supply-side gaps have been downplayed..
They have a bigger impact than perceived. Demand-side barriers include poverty and attitudes
towards schooling, especially, for females. However, an accurate assessment of these barriers
and the ensuing strategies to overcome them still require deeper research.
The recent COVID 19 threat has stopped schooling and threatens a breach in the entire
schooling process. This has also been addressed in the Sector Plan to the extent current
information allows, and the limitations of distant learning in Balochistan.
11.1. Approach to Reform Access and Participation

Issues of access and participation cannot be cleanly split off from the quality of learning,
teaching practices in school and governance. These have already been discussed in the
respective chapters. While recognising these causes, additional access and participation issues
have been addressed from both supply and demand-side perspective in this chapter. The
approach has three dimensions: firstly, addressing causes, other than those in the domain of
learning and governance, that lead to children either not join school or dropout. Secondly,
options to get out of school children back into school through non-formal basis education
(NFBE) a subset of NFE/ALP53. Thirdly, address adult literacy as it has, among other benefits,
a positive correlation with children’s performance in schools and continuity.
Box 11-1 Dropouts Challenge

There are an estimated 65% school-age children who are not in schools. A major contribution is of
dropouts. Overall 59% children; 61% males and 56% females, dropout of school by end of primary
grades. Further children are lost to schools in the transition from primary to middle: 29% males and
31% females. From middle to secondary, another 17% male and 22% females leave schooling.
That is why by secondary level NER drops to 15% (Male 19%; female 9%). There are a number of
reasons for these dropouts.
Female Male Total
Dropout rate- Primary level 56% 61% 59%
Transition rate from primary to middle 69% 71% 70%
Transition rate from middle to secondary 78% 83% 81%
NER Secondary 9% 19% 15%
Source: Pakistan Education Statistics 2016-17:
Not all of these are known and would require a more comprehensive research of the demand-side
factors to reach a definite set of causes. Even some of the issues within the school that force
dropouts require more research. Dropouts are caused by poor learning, low supply of schools
beyond primary, poor planning and an internal school environment where bullying and corporal
punishment are rampant. These issues have been discussed at different relevant chapters of the
Plan.
53 The term non-formal education NFE/ALP has been used in BESP as a combination of non-formal basic education and adult
literacy. Non-formal basic education covers both primary and post-primary courses up to secondary levels.
131
Causes for children being out of school have been packaged as supply and demand-side issues
of access and participation. The supply-side argument has been premised on the fact that
increase in schooling opportunities in the past years have been accompanied by a rise in
enrolment for both boys and girls.
The more evident demand-side factors have been addressed with the recognition that there is
need for more research on the causes.
On the supply-side, this Plan accepts that the challenge of low population density needs to
have a specialised approach. The standard formula of ‘feasibility’ cannot be applied. Under the
present criterion population within a certain radius provides the basis for the construction of
a school; this means that smaller population pockets are excluded. There is, therefore, a need
to be innovative. The strategies provide space for such innovation and local solutions.
Lower female participation in schooling is recognised as a critical subset of the problem. The
Plan targets enhanced gender parity in access and participation. There are specific demand-
side factors that affect continued female education negatively, which need to be addressed.
These shortcomings on issues such as mobility of the female menstrual hygiene management
have been identified as a hindrance to regular attendance and require specific strategies.
Table 11-1 Gender Parity Index as per GER for 2016-17
Gender Parity Index as per GER

GPI
Primary 0.61
Middle 0.62
Secondary 0.55
Source: Pakistan Education Statistics 2016-17
As there are differences in outcomes across districts, BESP prioritises those with weaker
indicators for overall participation, gender gaps and adult literacy.
Response to the current challenge of continued schooling under the COVID 19 threat has also
been included. Flexibility in approaches will be needed, depending on the degree of risk in a
given district and options of distant learning based on available networks that include internet,
television and radio.
The overall goal of access and participation is as follow: ‘Increase in access and participation
to formal and non-formal educational opportunities for school-age children, especially girls,
and improvement in adult literacy.’
11.2. Theory of Change: Access and Participation

A very high percentage of children are out of school due to both limitations in access as well
as dropouts. Within this large problem of out of school children, girls are even worse off. The
disparities are wide. The approach is to increase schooling opportunities, along with better
utilisation of existing ones and provide second opportunities to children who have dropped
out through non-formal schooling. The sub-goals targeted to cover the above through various
strategies with specific interventions to reduce the gender gap.
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Figure 11-1 Theory of Change for Access and Participation
GLOBAL, NATIONAL AND

PROGRAMS SECTOR PLAN
PROBLEMS SUB GOALS PROVINCIAL
GOAL OBJECTIVE
COMMITMENTS
Increased Global Commitments
Improve the schooling
availability of schools, Sustainable Development
opportunities Goals
infrastructure, and utilisation
facilities, environment, SDG4 -‘Ensure inclusive and
while targeting equitable quality education
and human resources enhanced
to enhance school and promote lifelong learning
gender parity opportunities for all’
access, and
enrolment/participation SDG5- Achieve gender
strengthened equality and empower all
Highest and attendance, non-formal
especially for girls women and girls.
percentage Increase in education SDG8- Promote sustained,
of (65% access and sector to
Reduce demand side inclusive and sustainable
children participation to complement the
barriers to school economic growth, full and
between the formal and non- efforts for
access, participation productive employment and
ages of 5 formal reduction of out
and retention, decent work for all.
and 16) out educational of school
of school especially continued opportunities for children
female education National Commitments
children school-age
beyond primary and Articles 25 A and 37b of the
particularly children,
middle Constitution
girls, widest especially girls,
"The State shall provide free
gender gaps and
Enhance system level and compulsory education to
and large improvement in
capacity for all children of the age of five
areas adult literacy
management and to sixteen years in such
without
strengthening of NFE manner as may be
schools
programs determined by law.”
Enhanced access and

Provincial Commitments
participation in NFE /
Balochistan Compulsory
ALP Program
Education Act 2014 -
Improve quality and providing a detailed legal
relevance of NFE framework for implementation
programs of Article 25A
11.3. Formal Education

Formal education has been treated as education imparted in schools that cater to the needs of
children admitted at the right age. These schools include those managed by the Secondary
Education Department (SED), those run by other public sector entities, privately owned and
managed schools and madrassas (religious schools) registered with SED. These schools have
regular, but not uniform, curricula and textbooks.
11.3.1. Challenges of Expansion:

There is a general dearth of adequate schooling opportunities for both girls and boys in
Balochistan. As discussed earlier, the biggest challenge in the province is the low population
density combined with a weak communication infrastructure.
Limitation of standard feasibility formula of school establishment: The standard formula of

school establishment used in other provinces is not possible to follow in Balochistan due to
low population density. Given the variation in local conditions, the Plan does not prescribe
any single model. It emphasizes the need to look for solutions suited to the local needs within
the given resources. The following districts with per square kilometer population of less than
30 cannot have routine solutions: Kalat, Musakhel, Kohlu, Killa Saifullah, Sibi, Zhob, Khuzdar,
Gwadar, Panjgoor, Kharan, Chaghi, Awaran, Washuk, Duki and Surab.
133
High cost of expansion: An additional factor in the expansion will be costs. Chapter 15 (Costing
and Impact) shows the very high per capita cost of the current approach. To cut costs, some
percentage of public-private partnership will be considered, depending on possibilities, to
expand schooling options at a lower cost. Multiple schooling options at all levels will be
required.
Inter-district disparities: There are vast differentials in enrolment and net enrolment rates
across districts. The lowest NER primary (age 6-10) is for district Dera Bugti at 28% and
highest for district Gwadar at 82%54. There are at least 13 districts with NER primary lower
than 50%. These will be the first set to be focused for improvement in opportunities for
schooling.
Weak Community Participation: Parent Teacher School Management Committees (PTSMCs)

has been mixed at best. In most places, they remain dormant. Their performance is indicative
of the general disinterest and non-involvement of communities in schools and schooling. One
of the problems is of overage admissions that leads to early dropouts. This again is primarily
a situation of lack of community awareness.
Sub-goal of expansion of educational opportunities is to ‘Improve the availability of schools,

infrastructure, facilities, environment, and human resources to enhance school access,
enrolment/participation and attendance.’
11.3.2. Strategies for Expansion of Educational Opportunities:

1. Need-based options will be assessed and used to increase formal education
opportunities for all children of primary age
Based on this strategy, SED will consider the diversity across districts, especially, for those
with low population densities. Multiple options will be employed based on local needs. The 15
districts with the lowest Net Enrolment Rates for primary NER will be prioritised.
2. Need-based options will be assessed and used to increase formal education

opportunities for all children of post-primary age
The same principle will apply as in the case of the previous strategy on the expansion of
opportunities at primary level.
3. Communities will be engaged in enrolment drives to increase admissions in current

schools
To improve the efficiency of existing schools, enrolment drives will be conducted to get more
admissions and also PTSMCs will be engaged to assist in better retention.
11.3.3. Challenges of girls’ participation:

Supply-side barriers: The disadvantage of opportunities for girls needs to be eliminated over
time. It will require responses on the supply and the demand side. The latter is addressed
separately in the next section. This section reviews some of the supply-side factors that impact
female participation. These are:
I. Limited school spaces: Female primary schools are only 31% of the total, middle 43%
and secondary 36% of the total schools run by the Secondary Education Department.
This gap needs to be reduced. At the primary level, it is possible to consider gender-
54 PSLM 2014-15
134
free schools as long as there are female teachers. This will, at the primary level, expand
options for girls without a major increase in investments. In fact, for girls’ school places
continue to contract beyond primary as for 3,824 primary schools, there are 647
middle, 403 secondary and 50 higher secondary schools in Balochistan55.
II. Mobility and safety issue: Safety issues differ for girls as compared to boys as they
commute to and from school. The former also have more compulsions of free mobility
due to local sensibilities. This means that in many situations where boys can commute
to school on foot, girls cannot. Finding solutions for mobility will help reduce female
participation issues.
III. MHM and School Attendance: During fieldwork for sector analysis headteachers and
teachers informed that many girls, enrolled in schools, miss substantial school days
due to MHM issues. They have no awareness. To improve the attendance for
adolescent girls, MHM related interventions have also been considered along with the
encouragement of sports for girls.
Lack of female managers at senior positions: There are hardly any females at senior decision
making positions in the education department. Most female managers work against positions
specified for females like District Officer Education (female) and headteachers of girls’
schools. They have very little, if any, presence in senior management and decision making.
This, intuitively, means lower recognition of issues of girls. This has been elaborated in the
chapter on “Governance and Management” and specific strategies included.
Inter-district disparities: There are disparities in female enrolment across districts. When
viewing gross enrolment rates for districts, the ten weakest ones are Jhal Magsi, Jaffarabad,
Nasirabad, Khuzdar, Killa Abdullah, Awarean, Killa Saifullah, Chaghi, Washuk and Dera Bugti
in descending order. All of these also have the lowest female GERs and gender parity indices.
Sub-goal of increased girls’ participation is to ‘Improve the availability of schools,

infrastructure, facilities, environment, and human resources to enhance school access,
enrolment/ participation and attendance for girls.’
11.3.4. Strategies for Increased Girls’ Participation:

1. Districts with high gender disparity will be prioritised for girls-focused enrolment
strategies
Through this strategy, more specific interventions will be devised and implemented through a
prioritisation process for districts with the widest disparities. While the subsequent strategies
will be applied to all districts, the prioritised districts will be targeted first.
2. All Primary schools will be converted to genderfree schools, to the extent possible,
to increase female enrolment at the primary level
The strategy has been built under the assumption that at primary level parents will send their
daughters to schools with boys also enrolled, as long as the teacher is a female. The term “to
the extent possible” has been based on experiences in the past. There are middle and
secondary schools with primary sections. In the case of boys’ middle and secondary schools, it
has not been possible to either recruit or post female teachers because of social sensitivities
involved. Also, conversion of boys’ primary schools into gender-free schools will require
55 Balochistan Education Management Information System BEMIS 2018-19
135
relocation of existing teachers to other institutions, and it will require time to make these
adjustments.
3. Awareness on Menstrual Hygiene Management (MHM) for adolescent girls will be

improved through different measures and wash facilities will be prioritised for girls
schools
Menstrual Hygiene Management is extremely important for regular attendance in schools by

adolescent and young girls. A whole set of activities, beginning with teacher and student
awareness, will be designed, implemented and monitored. Additionally, kits will be provided.
Wash facilities, where deficient, will be prioritised in the female middle and secondary schools.
4. Local solutions for the provision of transport for girls at middle and secondary
levels will be assessed and implemented
Provision of transport facility will positively impact access and participation of girls. This was
the general consensus during consultations for Education Sector Analysis. Local solutions
based on the situation will be explored and implemented.
5. Sports program for girls at school level will be introduced
While there are no sports encouraged in schools in general, the situation in the case of girls is
even worse. Sports is expected to develop an interest for girls to attend school more regularly
in addition to improve general wellbeing. This will be introduced step by step based on local
resources and eventual built up.
11.3.5. Demand Side Challenges overall

In poor communities with weak socio-economic indicators, there are bound to be demand-
side barriers to schooling. However, community behaviour issues on the demand side of
education are poorly researched. The first recommendation of the Plan is to research demand-
side issues in more detail to develop more relevant policy options for improved access and
participation of children in school. Irrespective of the research, two demand-side factors are
already apparent as per the field consultations conducted in the Education Sector Analysis:
Limited knowledge of demand-side factors: There is a general perception of ‘cultural’ barriers

to education-especially-for females. This general comment does not suffice for two main
reasons. Firstly, the record shows that increased schooling opportunities for females have led
to a commensurate increase in the participation of girls. Secondly, there is no standard
‘culture’ or attitude. It varies across tribes, districts, within cities and probably between rural
and urban areas. There has been no research on the ‘exact’ demand-side issues at the local
level. Without such detailed research and evidence, standard strategies cannot be developed.
Poverty: Poverty also functions as a critical factor in either non-enrollment or discontinuation

of schooling. The opportunity cost, especially, as children mover beyond primary age, also
leads to dropouts.
Overage Admissions: While exact data could not be obtained, there was enough anecdotal
evidence in the field to conclude that many children are admitted at a higher age. This means,
given the poverty factor above, they dropout early spending even lesser years in schools than
for their younger peers.
Early Female marriage and discontinuation of education: There was one demand-side issue
that came to fore in all cases. In all secondary schools visited in the sector analysis teachers,
and students mentioned early marriages as a factor in female dropouts, especially, beyond
primary. This discontinuation has a number of implications, including the failure to have
136
enough qualified females to become teachers. According to a study, the percentage of girls
getting married younger than 18 in Balochistan is 63%: second highest in Pakistan after rural
Sindh (72%). In Balochistan, approximately 6 out of every 10 girls and 2 out of every 10 boys
are married before the age of 1856.
Sub-goal to address demand-side factors is to ‘Reduce demand-side barriers to school access,

participation and retention especially continued female education beyond primary and middle.’
11.3.6. Strategies for Addressing Demand Side Factors:

1. Research will be conducted into demand-side barriers to access and participation
Consultations in the districts indicated some demand-side factors that impede either
admission to schools or continued education. There are, apparently, different reasons for girls
and boys. A research will be conducted to identify the causes in detail to have better-informed
strategies. These studies will again have to be conducted regionally, as causes will vary across
communities.
2. Awareness sessions will be conducted in schools on existing scholarship schemes
A number of scholarship options are available, including those provided by the Federal
government. While these scholarships are a very small percentage of the total enrolment
increased awareness of the programs and those who avail them is expected to function as an
incentive for other students. They are expected to have a positive demonstration effect. These
will be undertaken
3. Meal program at school level, customized as per local conditions, will be introduced
Provision of a meal is expected to improve attendance and enrolment in the poorest areas. It
is also expected to enhance the ability of the learner to focus in the classroom. Local initiatives
and solutions will be promoted to introduce school meal programs. A school meal is expected
to act as an incentive for the poorest families. While the international experiences have had a
mixed result, there are indications that this strategy could have more success in Balochistan
due to local conditions of poverty.
4. Awareness will be enhanced on the importance of continued female education

through community engagement and curriculum/textbooks
This will be targeted differently for each area dependent on the key local issues. Parent Teacher
School Management Committees (PTSMCs) will be employed to support the awareness
process.
5. Community will be engaged to increase intake at the right age in early childhood
education programs/grade 1
The net intake rate at primary or ECE level (as the case may be) is low. Communities will be
included in awareness campaigns to ensure admission at the right age. There is a positive
correlation between late admissions and early dropouts.
11.4. Non-Formal Education

Given the high percentage of out of school children (and low adult literacy business) as usual
in the form of expansion of formal schooling alone will not work. Non-Formal Education
56 Child Marriage and Its Impact on Maternal and Child Health in Pakistan 2015, Muazzam Nasrullah M.D., M.P.H.
137
(NFE) will be revived to meet the challenge of reaching children who have missed out on
education. In the last two years, there have been improvements, but more will be done to have
a robust NFE sector.
Non-Formal Education includes programs run for school age children who have either missed
out schools or have dropped out. This component of the program is known as Non-Formal
Basic Education or NFBE. These programs will fast track curriculum coverage, to mainstream
children into formal schools wherever it is possible. The other part of NFE is adult literacy. As
there is an overlap of problems and issues the term NFE has been used in most of the
remaining chapter, except, where specific mention of adult literacy was required.
11.5. System-Level Capacity for NFE/ ALP Programs

11.5.1. Challenges of Capacity:
the capacity of Non-Formal Education:
Limited capacities in NFE sector: Capacity in NFE covers both the situation within the
government and outside. There is a need for more professionals with a comprehension of the
complex and specialised requirements of the sector.
At the government level, Non-Formal Education is managed by the Directorate of Literacy and
Non-Formal Education (DLNFE). The Department of Social Welfare manages the Directorate
of Special Education, Literacy and Non-Formal Education along with Human Rights in the
province. The Directorate has recently seen some expansion of its presence at the district level
and has increased its capacity57, from the past much more still needs to be developed.
Non-institutionalisation of functions: The second gap in the government’s capacity to deliver

NFE has been the non- institutionalisation of the function in the organisations responsible for
different quality products: the BOC&EC, BTBB, PITE and BAEC. Recently, BOC&EC has
supported the development of NFE curriculum, and BAEC assisted in the conduct of
assessments. These are temporary one-off efforts and require institutionalisation, followed up
by building up of requisite capacity in these organisations.
Lack of coordination: Finally, the matter of coordination. Children enrolled in NFBE programs
have three possible outcomes: mainstreamed into regular schools, enrolment in a continuing
education program like Technical and Vocational Education and Training (TVET) and
employment. All three require some degree of coordination between the NFE programs (the
Directorate of Literacy and Non-Formal Education (DLNFE) and other organisations. These
include the Secondary Education Department (SED) and Balochistan Technical Education
and Vocational Training Authority (BTEVTA). These linkages are currently weak. The Plan
proposes the formalisation of this coordination to ensure optimal results from NFE work.
These include data sharing to track mainstreaming, certification for both re-entry into school
or Technical and Vocational Education and Training (TVET) organisation and a feedback loop
into quality of NFE and any other that is identified during implementation.
Sub-goal of system-level capacity for NFE is to ‘Enhance system-level capacity for

management and strengthening of NFE programs.’
57 During the past couple of years, the Directorate has expanded a lot and around 67 new positions have been added to the system.
138
11.5.2. Strategies for System Level Capacity for NFE/ ALP Programs:
1. Capacity of the Directorate of Literacy and Non-Formal Education (DLNFE) will be
strengthened to manage Non-Formal Education (NFE) programs efficiently
There will be an overall evaluation of the Directorate, keeping in view the requirements in the
coming years and preparation of a capacity development plan and its implementation. The
mode of implementation will be public-private partnerships through local or other non-
government organisations, and the Directorate’ capacity will be assessed and developed
accordingly.
2. Status and placement of DLNFE will be reviewed and analysed
Placement of Directorate of Literacy and Non-Formal Education (DLNFE) has been an issue
of discussion. For practical reasons, there is a case to review its status for being part of the
Secondary Education Department (SED). However, there are pros and cons to the decision
that will be deliberated in greater detail to reach a decision.
3. Formal coordination functions will be established between DLNFE and Secondary

Education Department
Formal coordination mechanisms will be developed with the Secondary Education

Department to track children being mainstreamed through NFBE courses. Secondly, courses
of NFBE certified through the established and mutually agreed accreditation processes, will
be recognised by SED. The coordination mechanism will be documented and structured.
4. Capacity for development and review of NFE Programs/ products will be developed
in formal quality organisations of Secondary Education Department
In the past project-based NFBE programs learning material used to be developed by the
projects, without any involvement of the quality organisations of the SED. Resultantly, the
organisations never developed any capacity in this area. This capacity is necessary for a
sustained integration of NFBE with the formal education system.
5. Capacity of PITE will be developed to train NFE and ALP teachers
Finding teachers trained in NFE will not be easy, given the large number of out of school
children and illiterate adults to be reached. Training will be anchored in the Provincial
Institute of Teacher Education (PITE) to institutionalise the process which has so far been
random. For this PITE will develop specialised capacity.
6. Strengthen the Accreditation system to help in quality assurance and enhancement

of NFE programs will be strengthened and capacity will be developed for managing
NFE programs by the non-government and private sectors
The process for accreditation of organisations responsible for service delivery in non-formal
education will be strengthened to ensure only organisations with, at least, capacities based on
minimum standards are included. The system will also develop the capacity to manage it.
7. Formal coordination functions will be established among BTEVTA, NAVTTC and

other TVET/ skill providers to integrate skills with NFE / ALP graduates adult literacy
programs
Graduates of adult literacy and Non-Formal Basic Education (NFBE) programs need skills
development. While in the case of adult literacy relevance of courses to earning is extremely
important, participants of non-formal basis education who cross the age of mainstreaming
139
into school also place a higher premium on employment opportunities. Continuation into
technical and vocational courses through recognition of the certification or provision of
certification by the relevant authorities to skill-based Non-Formal Education (NFE) programs
are important. This requires coordination and again a documented and structured
coordination mechanism to ensure a sustained approach.
8. Advocacy campaign will be designed and launched to elevate the importance of

NFE in the province
Non-Formal Education (NFE) has been on the margins of education service delivery despite
high levels of illiteracy and a large number of out of school children. Unless the policy and
decision-makers recognise the importance of Non-Formal Education (NFE), not much can be
achieved. This will be elevated through a targeted advocacy campaign.
11.6. Expansion of Opportunities for NFE /ALP Programs

11.6.1. Challenges of Expansion:
the expansion of Non-Formal education:
A missing link in Non-Formal Basic Education (NFBE) in Pakistan as a whole has been very
limited opportunities at the post-primary level. A high number of children drop out by the end
of primary. They normally do not have opportunities to return as most Non-Formal Basic
Education (NFBE) programs are designed for primary level with expectations of
mainstreaming at the middle level.
Limited options of NFE: Expansion of Non-Formal Education (NFE) programs has not been
through some systematic planning. Also, there is a much lower political interest in the
establishment of Non-Formal Education (NFE) centers. These have traditionally been project
supported. The largest programs are run by the Federal government. There is inadequate
availability of options given the scale of out of school children and limited adult literacy,
especially, those of rural females.
Issues of eligibility and age requirement for NFE: Non-Formal Basic Education (NFBE)
programs essentially target children of ages 9 and above. In practice, children of lower age are
often seen in these centers. This is counterproductive to the purpose of establishing these
centres.
Lack of Community participation for enhanced participation in NFE programs: Community

participation has been a challenge in all forms of education. In Non-Formal Education (NFE)
it has been non-existent. A successful Non-Formal Education (NFE) programme, both Non-
Formal Basic Education (NFBE) and adult literacy, is not possible without effective
community support in mobilisation of learners and awareness. This is even more true for adult
literacy programs.
Limited post-primary opportunities: Most Non-Formal Education (NFE) or Non-Formal Basic

Education (NFBE) programs have been for primary level courses. Children who drop out after
completion of primary have very few, if any options, of being mainstreamed. NFBE has to
cover this level also.
Challenge of excluded females: Share of females is greater in out of school children and
illiterate adults. This will require specialised strategy options.
140
Inter-district disparities: There are disparities across districts in literacy rates58. The following
districts have female literacy in single digits: Sheerani, Killah Saifullah, Washuk, Nasirabad,
Chaghi, Harnai, Kohlu, Jhal Magsi, Dera Bugti, Killa Abdullah and Barkhan.
To meet the above challenges, the following sub-goal has been marked for this section:
‘Enhanced access and participation in NFE / ALP Programs.’
11.6.2. Strategies for Expansion of Opportunities for NFE /ALP Programs:

1. Capacity of NFE /ALP programs will be increased to accommodate diverse and
excluded segments of out-of-school children
There are very limited options of Non-Formal Education (NFE) available in the province.
There has been no systematic analysis of need, especially at the district level and below.
Resultantly there has been no systematic, need-based, expansion program. Again similar to
formal education, local solutions will be explored and implemented.
2. Measures will be introduced to target participation of the right age of 9 and above,
to the extent possible, in NFBE classes
Children below 9 years of age will be accommodated in formal schools unless there are no
alternatives. This is again, an area where coordination is required between Non-Formal Basic
Education (NFBE) and formal schools. Non-Formal Education (NFE) programs will not
include children who can be provided with options in formal schools.
3. Community involvement in NFE programs will be facilitated
The potential of the community to support enrolment and expansion of Non-Formal

Education (NFE) programs has been poorly explored59. Communities will be engaged to
support in helping mobilise enrolments in these programs and beyond.
4. Opportunities for post primary NFE & skill programs will be expanded
With very rare exceptions Non-Formal Basic Education (NFBE) programs in Pakistan have
been for primary levels only. Post-primary Non-Formal Basic Education (NFBE) programs
have never been seriously pursued. In view of the requirements of Balochistan Compulsory
Education Act 2014, the target age group is 5 to 16. This means children who dropout after
primary also need to be brought back to education. Therefore post-primary Non-Formal
Education (NFE) and skill programs will be expanded the most.
5. Females participation in NFE will be enhanced through specialised targeting

strategies
Female participation in Non-Formal Education (NFE) will be ensured through setting specific
targets in each district and engagement of community to increase enrolment.
58District wise break up of out of school children is not available so strategies for these cannot be developed at this point of time.
59There have been community-based NFBE programs but these did not mobilise communities for enrolment and larger support.
These utilised resources in communities to run centres.
141
6. Recruitment of female teachers for NFE programs will be prioritised with at least
60% of the total being the target
Given that more females have lower literacy rates and a higher percentage of out of school
children, more female teachers will need to be recruited for Non-Formal Education (NFE)
programs to redress the balance.
7. Districts with low literacy rates will be prioritised for adult literacy programs
Ten districts with lower literacy rates will be prioritised for investment. Within these, those
with lowest female literacy rates will be targeted first.
11.7. Quality and Relevance of NFE/ALP Programs

Quality of Non-Formal Education (NFE) programs has never been formally assessed, but
feedback from stakeholders and key informants carefully raise questions on the quality of
Non-Formal Education (NFE) programs. Quality of teachers, material, teaching-learning
process and assessments, all, need review and improvements. Similar to formal education
processes a value chain approach to learning also needs to be assessed and improved. The
most important feature of Non-Formal Education (NFE) programs, as stated above, is the
diversity of learners.
Equally importantly, Non-Formal Education (NFE) programs, for older Non-Formal Basic
Education (NFBE) participants and adults, have to help the graduates find better employment
opportunities either directly or transiting through a technical-vocational program. Quality and
relevance of Non-Formal Education (NFE) programs suffer from following main causes:
11.7.1. Challenges of Quality and Relevance:

the quality and relevance of Non-formal education:
Limited expertise on NFE/ALP: Non-Formal Education (NFE) delivery is more complicated

than formal schooling. Classrooms of multiage (and often multigrade) children require
specialised comprehension of the needs. Similarly, adult literacy has its own learning
requirements. This expertise lacks in both areas. There is hardly a specialist in andragogy in
the province. No pre-service teacher education institution runs programs on Non-Formal
Education (NFE), and there is very little, if any, research.
Limited capacity of NFE teachers: In the traditional approach to Non-Formal Education

(NFE), teachers are provided by the community. They have, often, lower qualifications than
those in the regular schools. This despite a much greater challenge in NFE classrooms. Finding
better-qualified teachers for Non-Formal Education (NFE) will be difficult as most teachers
want a career but given the diversity and flexibility, these programs will continue to change.
Finding a permanent set of expertise is not helpful unless pre-service teacher education begins
to produce specialised teachers. In short to medium term, the same approach of finding
community teachers will have to be employed.
Limited need-based curriculum for formal education: Most curricula prepared in the past were
made in isolation of the requirements on the ground similar to the approach used in formal
curriculum development (Learning Design). For Non-Formal Basic Education (NFBE), it is
based on the main curriculum; therefore it absorbs most of its limitations. For adult literacy,
there is a need for greater diversity based on local requirements. Such diversity and flexibility
does not exist in the curriculum.
142
Weaknesses in learning material: Learning material prepared through external support of

JICA has been of a better quality. However, there is a need for continued improvement and
similar to the curriculum, it needs adjustment to the local requirements.
Limited standards: Non-Formal Education (NFE) suffers from an even weak set of standards
than formal education. Project-based approaches over the years have not allowed a number of
processes to be institutionalised.
Weak linkages with job market: Non-Formal Basic Education (NFBE) for older children and
adult literacy programs require job-related incentives for the participants. While curricula are
being revised linkages with market, remain weak. There is no career counselling for the
participants to benefit from the possibilities expanded through their courses.
Sub-goal of quality and relevance of NFE/ALP programs is to ‘Improve quality and relevance
of NFE programs.’
11.7.2. Strategies for Quality and Relevance of NFE/ALP Programs:

1. Expertise on NFE / ALP will be developed through pre-service teacher education
and advance degrees in education
Pre-service teacher education programs and postgraduate degrees in education will include
more research and specialisation for non-formal education, both, specialised issues of NFBE
and the requirements of adult literacy, including andragogy.
2. NFE teachers’ professional development program will be developed and

implemented to improve the quality of teaching
Finding more qualified teachers for Non-Formal Education (NFE) will always be a challenge.
The tradition of finding teachers from the community is, if not the most optimal, the only
practical option. However, these teachers will require training for the specialised work they
are expected to perform. A professional development program will be developed to this end.
3. Need-based curricula will be developed for Non-Formal Education (NFE) and

literacy programs
Non-formal curriculum will need-based, just as curriculum for formal education. While Non-
Formal Basic Education (NFBE) curricula are based on the formal curriculum, they need to
have the flexibility to accommodate the multiplicity of learners – to the extent possible. In case
of adult literacy needs would vary across regions and communities. This will require ongoing
research.
4. Relevant and appropriate learning material will be developed as per the learning
needs of the target groups
Similar to curriculum learning material will be developed according to the needs of the learner.
Again testing, research and continued improvements through learning approach will be
followed.
5. Comprehensive standards for inputs, processes and outputs in Non-Formal

Education (NFE) service delivery will be developed
Standardisation of inputs, processes and outputs will eventually, in the long run, help develop
benchmarks against which improvements in Non-Formal Education (NFE) programs can be
assessed and made more effective over time.
143
6. Non-Formal Education (NFE) assessment and examination system will be

developed and implemented
A structured assessment and examination system to ensure standardised learning and the
ability to measure will help in improving the quality of teaching and learning Non-Formal
Education (NFE) as well as transiting graduates to various paths.
7. Directorate of Literacy and Non-Formal Education (DLNFE) and Balochistan

Technical Education Vocational Training Authority (BTEVTA to develop
standardised certification of graduates of Non-Formal Education (NFE) for inclusion
in regular Technical and Vocational Education and Training (TVET) will be
undertaken
Balochistan Technical Education Vocational Training Authority (BTEVTA) will work with the
Directorate of Literacy and Non-Formal Education (DLNFE) to develop skill components of
the curricula for Non-Formal Basic Education (NFBE) and adult literacy and develop a
mechanism for equivalence to get admission into regular Technical and Vocational Education
and Training (TVET)program.
8. Career counselling guidelines in NFE centres will be introduced for informed career
choices and continuing education
Given the ages of Non-Formal Basic Education (NFBE) students and the importance of linking
employment to the learning process, career counselling can play an important role in
improving the chances of employment. If successful, the counselling will not only enhance
livelihood opportunities but also attract more participants to Non-Formal Education (NFE)
programs for both Non-Formal Basic Education (NFBE) and adult literacy.
11.8. Approach to Schooling in COVID 19

The principle applied is to reach the maximum possible numbers with the given constraints.
Three media will be used: internet; television and radio. These will be employed as long as risk
remains high. As and when the risk reduces in specified areas schooling in the regular fashion
may resume but with safety measures built-in with advice of the Department of Health.
11.8.1. Challenge of Schooling under COVID 19:

With the continuation of the COVID 19 threat schooling, like much else, cannot be ‘business
as usual’. Schools have been closed, and regular schooling cannot be expected for as long as a
final vaccination solution has not been found and implemented even as some normalcy begins
to return with lowering of risks. Most school systems in the world are grappling with the
situation and looking at IT-based options. Balochistan, with its low ICT outreach, including
mobile and television coverage, has limitations. Options utilised will depend on the situation
in a specific district.
The sub-goal is to ‘continue teaching – schooling in the COVID 19 pandemic’.
11.8.2. Strategies for ensuring Schooling under COVID 19:

1. Options of video-based lessons will be explored for secondary and higher
secondary classes
A number of organisations have video lessons available for secondary and higher secondary
classes. SED will explore these and make formal arrangements with the best available to
develop a package for secondary and higher secondary students. These will be made available
in an organised format online. Additionally, airtime will be purchased from the terrestrial
Pakistan Television (PTV) to air these videos.
144
2. Specialised video-based lessons will be developed for early grades on literacy and
numeracy based on revised scheme of studies
These videos will be prepared with the assistance of Pakistan Television using teachers from
Quetta and will be made available online and aired on Pakistan Television (PTV).
3. Specialised video-based lessons will be prepared for middle grades based on

revised scheme of studies
These videos will be prepared with the assistance of Pakistan Television using teachers from
Quetta and will be made available online and aired on Pakistan Television (PTV).
4. Radio Based lessons will be prepared for areas without TV coverage
These programs will be prepared with the assistance of Radio Pakistan using teachers from
Quetta and will be aired on radio.
5. Physical schooling options will be reviewed for areas where risk is reduced
Teaching in schools will resume in areas where risk is reduced. This will be undertaken after
advise from local health authorities and as per precautions prescribed and used in other parts
of the world for social distancing in schools: as per advise of the Department of Health and
guidelines of World Health Organisation (WHO). This will include training of students and
teachers on measures of social distancing and handwashing and other prescribed guidelines.
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11.9. Program Matrix - Access and Participation

Table 11-2 Program Matrix - Access and Participation
Program 5 - Access and Participation

Overall Goal: Increase in access and participation to formal and non-formal educational opportunities for school-age children, especially girls,
and improvement in adult literacy.
Sub-program Sub-Goals Strategies Activities Targets
5.1 Expansion of 5.1. Improve the availability of 5.1.1 Use need based options to I. Where feasible construct more Participation
educational schools, infrastructure, increase opportunities for all primary schools. prepare district- opportunities for primary
opportunities facilities, environment, and children of primary age based feasibility plans for options of age children expanded
human resources to enhance participate in formal education expansion of schoolings in 15
school access, enrolment / districts with lowest NER
participation and attendance II. Prepare proposals for expansion
(combining both processes) using
multiple options
III. Develop and implement a plan
phase wise based on agreed
proposal
5.1.2 Use need based options to I. Where feasible construct upgrade Participation
increase opportunities for all schools to middle and secondary opportunities for post
children of post primary age to levels For remote and low primary age children
participate in formal education population density areas prepare expanded
district based feasibility plans for
options of expansion of schoolings
II. Prepare proposals for expansion
(combining both processes) using
multiple options
III. Develop and implement a plan
phase wise based on agreed
proposal
5.1.3 Communities will be I. Design and plan enrollment drive Enrollment drives
engaged in enrolment drives to focusing on community involvement organised to increase
increase admissions in current II. Engage PTSMCs in the enrollment in schools
schools enrollment drive
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II. Organise enrollment drive in

every district and local levels
5.2 Increased 5.2. Improve the availability of 5.2.1 Prioritise districts with high I. Develop targeted programs for 10 Gender disparity on
Girls’ schools, infrastructure, gender disparity for girls focused districts with highest gender gaps access and participation
participation facilities, environment, and enrolment strategies II. Prepare programs for enhanced reduced by 50% in high
human resources to enhance enrolment and retention of girls in disparity districts
school access, enrolment/ these districts
participation and attendance
III. Ensure these programs are
especially for girls prioritised in overall access and
enrolment plans and targets for
implementation
5.2.2 Convert all Primary schools I. Identify schools that can be Increased female
to gender free schools to the converted to gender free schools enrolment in primary
extent possible, to facilitate more with female teachers only schools
female enrolment at primary level II. Prepare a plan for conversion of
all identified primary schools to
gender free (plan to include
redeployment of male teachers and
new recruitments of female
teachers)
5.2.3 Enhance awareness on I. Survey MHM attitudes and needs Enhanced MHM
MHM for adolescent girls and in middle and high female schools awareness
prioritise WASH facilities for girls II. Provide kits where needed
schools III. Prepare and implement training WASH facilities provided
plan for teachers and students on in girls schools
MHM in all post primary female
schools. Monitor changes in Reduced absence of
attitudes on a regular basis female students
IV. Prioritise provision of WASH
facilities in female middle and
secondary schools
5.2.4 Provide transport for girls at I. Research and document issues Girls’ enrollment and
middle and secondary levels of transport for middle and retention improved
secondary schools
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II. Explore PPP and other options

for provision of transports (flexible)
III. Develop and implement district
level transport plans for girls, on a
pilot basis
5.2.5 Introduce a sports program I. Assess the sports situation in Enhanced participation
for girls at school level girls’ schools of girls in sports in
II. Prepare a plan to enhance schools
opportunities
5.3 Addressing 5.3. Reduce demand side 5.3.1 Identify the demand side I. Engage a research or academic Demand side barriers to
demand side barriers to school access, barriers to access and institution to research the demand education, especially,
barriers to access participation and retention, participation through research side issues in education – continued female
and participation especially continued female and prepare a plan to reduce especially female enrolments and education reduced
education beyond primary and them progress. Prepare and implement
middle plan to address them.
II. Based on the research,
implement awareness campaigns
to minimise barriers to female
education
III. Based on the research enhance
political and societal engagement
to help minimise demand side
barriers that affect children’s school
participation
5.3.2 Conduct regular awareness I. Document all scholarship Number of children
sessions in schools on existing available for children at various applying for and utilising
scholarship schemes level into a single handout scholarships increased
II. Hold seminars at cluster level for
awareness of parents and children
and distribute handouts in schools
III. Advertise in radio
5.3.3 Introduce one meal I. Develop proposals for school All children have one
program at school level, meal programs based on local meal in school
needs and solutions at the union
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customized as per local council level and collate all the

conditions proposals at the district level
II. Develop a plan that
accommodates local solutions
III. Based on the plan provide
budgets to clusters for school meal
programs
5.3.4 Enhance awareness on the I. Prepare awareness program and Awareness on continued
importance of continued female material on continued female female education
education through community education improved
engagement and curriculum/TBs II. Launch awareness program in
close participation of local
community
5.3.5 Engage communities to I. Develop enrolment targets and Improved net intake rate
increase in take at the right age in plans at the district levels at ECE/Primary levels
early childhood programs/ grade 1 II. Prepare strategies for community
engagement at cluster level to
create awareness on enrolment
and right age enrolment
III. Implement enrolment drives as
per the plan, through the
communities, to enroll more
children in early grades
5.4 System level 5.4. Enhance system level 5.4.1 Review the current capacity I. Assess capacity needs of Capacity of Directorate
capacity for NFE/ capacity for management and of the Directorate of Literacy and Directorate of Literacy and NFE of Literacy and NFE for
ALP Programs strengthening of NFE Non-Formal Education to including district units implementation
programs manage NFE programs and II. Prepare and implement a enhanced
strengthen their implementation capacity development plan based
including through public private on the assessment
partnerships III. Prepare a plan for training more
personnel in NFE
5.4.2 Review the DLNFE to I. Form the committee to review the Status of DLNFE
decide its administrative control feasibility of administrative control decided
issues
II. Implement the recommendations
of the committee
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5.4.3 Develop formal coordination I. Identify areas of coordination Formal linkages with
functions with the Department of required to be established between Department of
Secondary Education the Directorate of Literacy and NFE Secondary Education
and the Department of Secondary institutionalised
Education
II. Form a committee to formalise
the linkages including sharing of
data
III. Notify mandatory coordination
wherever applicable
5.4.4 Develop capacity for I. Assess capacity needs of quality Capacity of quality
development and review of NFE organisations (BTBB, BAEC, organisations to develop
programs/ products in formal BOC&EC) for development of NFE NFE products
quality organisations of programs and products developed
Department of Secondary II. Prepare and implement a
Education capacity development plan based
on the assessment
III. Implement the Plan phase wise
5.4.5 Develop capacity of PITE to I. Assess capacity needs of PITE Capacity of PITE to
train NFE & ALP teachers for support to NFE programs support trainings in NFE
II. Prepare and implement a programs built
capacity development plan based
on the assessment
III. Sign MoU between NFE and
PITE to conduct trainings
5.4.6 Develop an accreditation I. Develop standards for deliverers Accreditation system for
system that helps in quality of NFE in the government (NFE NFE programs
assurance and enhancement of centres), non-government and implemented
NFE programs and develop private sectors
capacity for managing NFE II. Based on the standards develop
programs by the non-government an accreditation framework for non-
and private sectors government/ private sector service
providers and monitor standards on
an ongoing basis
III. Capacitate the Directorate of
Literacy and NFE to accredit
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organisations as per the

accreditation framework and
monitor on an ongoing basis
5.4.7 Develop formal coordination I. Identify areas of coordination Skill education included
functions with BTEVTA, NAVTTC between the Directorate of Literacy in the NFE / ALP
and other TEVT/ skill providers to and NFE and BTEVTA, NAVTTC graduates adult literacy
integrate skills with NFE / ALP and other TVET/Skill providers to programs
graduates adult literacy programs integrate skill education in
NFE/ALP programs
II. Form a committee to formalise
the linkages including sharing of
data
III. Notify mandatory coordination
wherever applicable
5.4.8 Design and implement an I. Develop a high profile awareness Awareness on NFE
advocacy campaign to elevate campaign on NFE for senior policy enhanced
the importance of NFE in the makers, civil society and media
province II. Implement the campaign
5.5 Expansion of 5.5.Enhanced access and 5.5.1 Expand the current I. Map out of school children at the Number of out of school
opportunities for participation in NFE / ALP capacity of NFE /ALP programs local level by collecting extensive children reduced
NFE /ALP Program to accommodate diverse and demographic data that helps in
program excluded segments of out-of- supplying relevant NFE/ ALP
school children program
II. Map the current ongoing
program in NFE /ALP and identify
potential areas for expansion
(geographically and program wise
III. Develop and implement an
expansion plan phase wise for the
next five years (to target at least
100 percent more participation)
5.5.2 Ensure participation in I. Ensure the accreditation Percentage of NFE
NFBE classes targets the right mechanism includes stipulation on centres with children
age of 9 and above (where limiting children in NFBE at the age under 9 years of age
of 9 or above (with exceptions) reduced
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school is available – and or II. Develop a coordination

change strategy for that child) mechanism with formal schools to
transfer children below 9 years of
age
III. Develop and notify criteria on
age limits for NFE centres
5.5.3 Mobilise community for I. Develop capacity of the field Community mobilised
enhanced participation in NFE officers and implementing for enhanced
programs institutions in community participation in NFE
mobilisation programs
II. Develop community mobilisation
plans for enhanced enrolment
5.5.4 Expand opportunities for I. Engage with non-government and Post-primary NFE and
post primary NFE & skill government organisations to skill programs
programs introduce post-primary NFE and introduced
skill programs
5.5.5 Enhance females I. Identify target districts Female enrolment in
participation in NFE through II. Design and implement targeted NEF increased
specialised targeting strategies measures in the local context
III. Mobilise community on female
education and NFE opportunities
5.5.6 Prioritise recruitment of I. Assess requirement of teachers Female teachers hired
female teachers for NFE for NFE programs for NFE programs
programs with at least 60% of the II. Prepare recruitment plan
total being the target III. Prioritise recruitment of female
teachers with at least 60% of the
total being the target
5.5.7 Prioritse districts with low I. Prioritse districts with low literacy Adult literacy program in
literacy rates for adult literacy rates prioritised districts
programs II. Prepare and implement adult implemented
literacy programs in prioritised
districts
5.6 Quality and 5.6. Improve quality and 5.6.1 Develop expertise on NFE / I. Prepare a plan to increase Number of specialists in
Relevance of relevance of NFE programs ALP through pre-service teacher specialists in NFE/Andragogy NFE increased
152
NFE/ALP education and advance degrees II. Engage with pre-service teacher
Programs in education education institutions and HEC to
introduce courses on NFE and
adult literacy programs
(Andragogy) for teaching,
curriculum and material
development.
III. Set up and implement
scholarship program
5.6.2 Develop and implement I. Institutionalise and operationalise Number of teachers
NFE teachers’ professional in-service training for NFE trained in NFE
development program to improve teachers’ professional development enhanced
quality of teaching system jointly with PITE and
directorate of Education (Schools)
II. Develop database of teachers to
be trained each year
III. Develop and implement the
training program
5.6.3 Ensure NFE and literacy I. Review current curricula Need based curricula of
programs have need based on II. Improve existing curricula NFE as per local needs
curricula developed
III. Develop new curricula based on
research and local needs when
required
5.6.4 Ensure learning material I. Review current learning material Relevant learning
suits learning needs of the target II. Improve the existing learning material developed
groups material according to learning needs
of target groups and relevance to
provincial curriculum
5.6.5 Develop comprehensive I. Review standards for NFE Standards for NFE
standards for inputs, processes II. Develop revised standards notified
and outputs in NFE service
III. Notify new standards
delivery
5.6.6 Implement NFE I. Develop NFE examination and NFE assessment and
assessment & examination assessment system with BAEC examination system
system II. Use result of assessment to implemented
design relevant training program
153
5.6.7 Directorate of Literacy and I. Engage with NAVTCC and Equivalence system for
NFE and BTEVTA to develop BTEVTA for development of continuation into
standardised certification of equivalence technical and vocation
graduates of NFE for inclusion in II. Agree on equivalence process education
regular TVET will be undertaken institutionalised
III. Notify equivalence process.
5.6.8 Introduce career counseling I. Develop career counseling NFE participants receive
guidelines in NFE centers for guidelines career counseling
improved career choices and II. Train career counselors for
continuing education programs
III. Include career counseling in
programs
5.7 Approach to 5.7. Continue teaching – 5.7.1 Explore options of video I. In consultation with Pakistan Video based lessons for
Schooling under schooling in the COVID 19 based lessons for secondary and Television design and prepare secondary and higher
COVID 19 pandemic higher secondary classes video based lessons secondary classes
II. Run video based lessons on air available
on PTV and online using other
medium
5.7.2 Develop specialised video I. In consultation with Pakistan Video based lessons for
based lessons for early grades Television design and prepare early grades on literacy
on literacy and numeracy based video based lessons and numeracy based on
on revised scheme of studies II. Run video based lessons on air revised scheme of
on PTV and online using other studies available
medium
5.7.3 Prepare specialised video I. In consultation with Pakistan Video based lessons for
based lessons for middle grades Television design and prepare middle grades based on
based on revised scheme of video based lessons revised scheme of
studies II. Run video based lessons on air studies available
on PTV and online using other
medium
5.7.4 Prepare radio based I. In consultation with Radio Radio based lessons
lessons for areas without TV Pakistan design and prepare radio available
coverage based lessons
154
II. Run radio based lessons on air

on Radio Channels and online
using other medium
5.7.5 Review physical schooling I. Resume schooling options in Physical schooling
options for areas where risk is areas of low risks with health dept options resumed in low
reduced advisory and SOPs risk areas with
II. Prepare staff and children on precautionary measures
safety measures and SOPs
III Ensure safety measures in
schools
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12. Data and Research

Education systems need to learn to improve. Data and research is a critical component that
enables effective policy, planning and implementation. Education policies, products and
processes target needs of children and, eventually, society. These needs are not static, and
therefore the demand for data and research is continuous and calls for a culture of decision
making that relies on empirical evidence support by a system that has the ability to produce
well-researched analysis and quality data. There are major gaps in both areas. While there is
some data availability and usage – though way below the required – research is completely
absent. This despite mandate for research being legally available in most of the attached
organisations of the Department of Secondary Education60.
Resultantly, decisions are often taken in isolation of ground realities. The system has weak
learning and products like curriculum and textbooks have a disconnect.
12.1. Approach to Reform Data and Research

There is a need to ensure that decisions and policies are backed by empirical evidence. This
has two main requirements. Firstly, the system needs to have the capacity to produce need-
based and reliable information. Secondly, demand for data and research for the development
of policies, plans and routine implementation should be enhanced both from an individual
approach perspective, as well as, institutional requirements.
The overall goal of data and research is to ‘Ensure education policies, planning, monitoring and
reform are based on empirical evidence derived from data and research.’
12.2. Theory of Change Research and Data

Education policy, planning and implementation require ongoing information for
improvements. Practically, there is a complete disconnect between research and data and
resultantly education policies, plan and implementation are not not based on the ground
realities that determine the needs of the child and society. There is a need to shift to a culture
that believes in empiricism and practically builds evidence through research and data for
decision making and execution.
60 These include Balochistan Textbook Board (BTBB), Bureau of Curriculum and Extension Centre (BOC&EC), Provincial
Institute of Teacher Education (PITE), Policy, Planning and Implementation Unit (PPIU) and the Balochistan Board of
Intermediate and Secondary Education (BBISE).
156
Figure 12-1 Theory of Change for Research and Data
GLOBAL, NATIONAL AND

PROGRAMS SECTOR PLAN
PROBLEMS SUB GOALS PROVINCIAL
GOALS OBJECTIVE
COMMITMENTS
Global Commitments
Develop Sustainable Development
comprehensive Goals
needs based SDG4 -‘Ensure inclusive
database for use in and equitable quality
education policy, education and promote
planning and lifelong learning
service delivery opportunities for all’
There is a
SDG5- Achieve gender
huge
equality and empower all
disconnect
women and girls.
between Ensure A culture of
SDG8- Promote sustained,
realities of standardised decision making
Ensure education inclusive and sustainable
the child, analysis is regularly that relies on
policies, planning, economic growth, full and
needs of the conducted empirical
monitoring and productive employment and
society and evidence and the
reform are based decent work for all.
the design ability of the
on empirical National Commitments
and system to
evidence derived Articles 25 A and 37b of the
execution of Institutionalise use produce well
from data and Constitution
education of data in policy researched
research "The State shall provide free
services due development, analysis and
and compulsory education
to absence planning and quality data
to all children of the age of
of data, data service delivery five to sixteen years in such
analysis and
manner as may be
research
determined by law.”
Develop a culture
and practice of Provincial Commitments
research-based Balochistan Compulsory
review of policies, Education Act 2014 -
plans and providing a detailed legal
implementation framework for
processes implementation of Article
25A
12.3. DATA
Data production has improved since the last sector plan but still falls, majorly, short of needs.
Data and its use is restricted to the Education Management Information System (EMIS).
Balochistan has had a functioning EMIS since the early 1990s. It was restricted to the
collection of data from government schools managed by SED on an annual basis and catered
to limited needs of the Directorate of Education (Schools) only. In the last five years, based on
the recommendations of the Balochistan Education Sector Plan, and the consequent capacity
development plans, changes were made in the EMIS. Its scope and processes have been
revised. EMIS has worked on data frameworks for other organisations: PITE, BOC&EC, BTBB
and Directorate of Education. However, these have not rolled out. Despite the improvements
in EMIS the province still lacks adequate and standardised data and has a weak culture of data
use.
12.4. Adequacy of Data Availability

Data available is inadequate. It limits the possibilities of analysis for policy development and
implementation. Progress can barely be reported against major instruments like the
157
Balochistan Compulsory Education Act 2014 and the SDG 4. Even the education sector
analysis suffered through this lack of data. For example, an agreed, robust, data on out of
school children is not available. The Plan uses the figures from Pakistan Education Statistics
2017 in the absence of a better source. Similarly, enrolments in private schools and madrassas
are not available, though now being collected. The deficit is not limited to Balochistan. An
important publication like the Pakistan Social and Living Measurement Survey has not been
published since 2014-15. In some cases, data is available but not in a usable format because of
non-linking with the central database or lack of digitisation.
12.4.1. Challenges:
Data Availability:
Absence of a comprehensive data needs analysis: A comprehensive need analysis for data
has never been undertaken. Such an analysis is required at multiple levels. At the broadest
level data requirements have to be driven by Balochistan Compulsory Education Act 2014 and
the Sustainable Development Goals – especially- SDG4. To date, no analysis has been
undertaken of the data needs for both. In the case of Balochistan Compulsory Education Act
2014, no attempt has been made to identify even indicators. In the case of SDG 4, no analysis
has been made of the data needs against the indicators or to review the indicators framework
to adjust to the priorities of Balochistan. Resultantly there is no reporting. The problem
cascades down to micro-level data needs of individual organisations. The situation reflects the
larger national problem of data. There are multiple sources representing data for sub-sets of
issues without an overall need analysis. Systemic need analysis with an ongoing review is a
requirement that will make data more targeted towards problems.
Absence of comprehensive data on schools other than SED: There are three types of schools
other than those run by the Secondary Education Department. These include those run by
government entities other than the Secondary Education Department, private schools and
madrassas. Currently, a survey of private schools and madrassas has been initiated and initial
results estimate about 40% of overall enrolment to be in private schools. Other public sector
schools are not included. These are schools that are run by public sector organisations other
than the Secondary Education Department (SED). The census at this point does not cover
sufficient indicators (as compared to regular government schools). For better analysis, a more
comprehensive data needs to be collected.
Limited digitisation of Data: There are disparate datasets that are available for digitisation in
the department. Some are already digitised but not in the right format for public use. One
example is the data of results of BBISE. It has both types of data. Historical one that is not
digitised, and a more recent one that has been put into an electronic, but not in a user-friendly
format. In fact, it is not even available publicly. Important data on textbooks produced and
distributed is available but not digitised. There has been no effort made to locate other such
data for digitisation and mainstreaming into the central database.
Unlinked disparate datasets: There is digitised data beyond the Education Management
Information System (EMIS). This includes BAEC assessment results and the Non-formal
Education Management Information System (NEMIS). Also, data on teacher training is being
collected by PITE. These databases are not linked to the main Education Management
Information System (EMIS). This means potential for critical information and analysis is not
being availed.
Sub-goal is to ‘Develop comprehensive needs-based database for use in education policy,

planning and service delivery.’
158
12.4.2. Strategies for Comprehensive Needs-Based Database:

1. Data need analysis will be conducted ensuring better planning, implementation and
monitoring for enhanced quality, access and equity
A comprehensive need analysis will be undertaken to first identify the requirements and then
align data collection and analysis with them. This will be undertaken through a comprehensive
approach to look at data needs starting from macro-level indicators for Balochistan
Compulsory Education 2014 and SDG 4 (along with other relevant SDGs), including, those on
gender. It will be followed by an analysis of other more micro-level needs of each
organisations.
2. Data collection on private schools, other public sectors and madrassas will be
institutionalised
Without accurate data on children in schools a number of critical macro targets cannot be
calculated, including, the actual number of out of school children. This will require a more
comprehensive instrument for collection of data on private schools and madrassas, at par with
the government schools. Resistance from the private school owners will be managed through
negotiation and confidence building.
3. Existing data that is outside the main database of EMIS will be digitised
A lot of data that is available needs to be digitised. The most glaring omission are the results
of the Boards of Intermediate and Secondary Education. Data exists in excel sheets and
converted into more analytical formats used in EMIS. Also, older data available in hard copies
can also be digitised. Similarly, a lot of information on personnel and finances should be
digitised to link to the main EMIS.
4. Datasets will be linked for optimal information
The central EMIS will be linked up with other databases available within the system. Not only
the existing ones but also others to be developed in future for stronger information availability
and analysis.
12.5. Standardised Analysis

Dutiata analysis has improved but still not standardised. There have been some improvements
from the past practices of simply publishing tables of data. EMIS now produces graphs and
analysis with some level of disaggregation and detail. A lot of data available online can also be
utilised for analysis in reasonably user-friendly processes. However, a structured,
standardised and need based data analysis is required.
12.5.1. Challenges:
data analysis:
Absence of a standardised framework: No effort has been made to develop a structured need-
based standardised framework for analysis. Partly because there has never been a proper data
needs analysis that should have a standardised analysis as a product. This again creates issues
of information availability, as per needs.
Capacity limitations: The two organisations that have the maximum need for data collection
are the Policy Planning and Implementation Unit (PPIU) and the Education Management
Information System (EMIS). While the actual need may come from a variety of sources the
actual organisation into an analysis is the role of these two organisations. They do not have
159
the capacity for any analysis beyond the rudimentary. This limits the possibilities of a need
based framework for analysis and its production with data.
Sub-goal is to ‘Ensure standardised analysis is regularly conducted.’
12.5.2. Strategies for Standardised Analysis:

1. Standardised framework for analysis will be developed
Once data needs are determined through a structured approach, a standardised framework
for data analysis will follow. This will allow more need-based reporting and the ability to
compare progress in a structured manner. These frameworks will again flow from needs of the
Compulsory Education Act 2014, SDG 4 and the Balochistan Education Sector Plan, among
others.
2. Capacity of EMIS and PPIU to analyse data will be strengthened
As the main unit for planning the core ability will be developed within the Policy Planning and
Implementation Unit (PPIU) and Education Management Information System (EMIS). This
will require capacity building and close coordination between the two on an ongoing basis.
12.6. Use of data

Finally, the most important and neglected area is the use of data. There is very limited use of
systemic data. This results from a number of reasons.
12.6.1. Challenges:
There is no culture of data use. Importance of using data for decisions is not recognised in
most government organisations including, to a great extent, in SED and its attached
departments. Secondly, most officers do not have the capacity to use data effectively in
decision making and finally, there is very limited space in the rules to mandate use of data.
While this cannot be done for everything, there is a lot of scope for expansion of rules. The
demand-side management is extremely critical as there is a correlation between the use of data
and improvement in its availability and analysis.
Sub-goal is to ‘Institutionalise use of data in policy development, planning and service delivery.’
12.6.2. Strategies for the Use of Data:

1. Government officers and policy-makers will be sensitised on the importance of data
use in decision making
Officers of the Department will be targeted through specific seminars, workshops and
trainings to help them recognise the importance of data. This will be a regular annual feature.
2. Capacity for the use of data in policy, planning and service delivery will be
developed
This capacity building will be more specific to the needs of each organisation to ensure that it
is utilised effectively. This will also not be a one time activity but a regular feature for all new
incumbents.
3. Existing rules will be reviewed and revised for mandatory data use in planning and
decision making
Actions mandated by rules have a higher priority than those simply desirable. Unless rules are
revised to make it compulsory to use data for decisions, most officers will not be compelled to
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do the same. However, not all decisions can be bound to the use of data. Current rules and
procedures will be reviewed to see which of these can be linked to data use. This linking will
be for different considerations, including, availability of data. Again, this does not necessarily
have to be a one time review. With an increase in capacity of individuals, a shift in the culture
of data use and greater availability of data, the scope will be further expanded in the future.
12.7. Research
Research has been even more neglected than data. All organisations responsible for the
production of quality products (BTBB, BBISE, BAEC, BOC&EC and PITE) along with PPIU
have a research mandate. None of these have been operationalised due to lack of resources
(both human and financial) which symptomises low priority according to research. Practically,
except for some donor-funded initiatives, there is no systemic effort, or demand, for research
and its link to policy development and review.
12.7.1. Challenges:
The following challenges were identified in the ESA with reference to weak research:
Lack of recognition of the importance of research: Similar to data, the problem on the research
side has also resulted from a lack of demand – a failure to recognise the importance of research
in education. A clear indicator is the complete absence of funds for research functions of the
organisations within SED. Secondly, even researches carried out in academia do not find any
space among the policy-makers. Only with a change in attitudes will regular research be
carried out within the department, and through academia.
Limited capacity for research: There is very little, if any capacity, within the government to
carry out research or even collaborate with the academia on a research process. In fact, there
have been no efforts to create linkages with academia. While the latter has more capacity for
research, but due to years of disconnect with the public sector, they would require additional
capacity building to connect with the needs of the Department, and the province as a whole.
No Rules to Mandate use of Research: As mentioned earlier in the chapter, there is a limited
requirement of data use for certain plans. There is no such requirement for research. No
policy, plan or decision is mandated to use research. While, again, similar to data (with greater
limitations) use of research cannot be mandated for everything, but it can definitely be
expanded to some basic level.
Sub-goal is to ‘Develop a culture and practice of research-based review of policies, plans and
implementation processes.’
12.7.2. Strategies for Research-Based Reviews:

1. Awareness on the importance of research among senior decision-makers and
political leadership will be enhanced
Similar to sensitisation on data specific, and ongoing, efforts for sensitisation of senior
decision-makers and political leadership on research will need to be undertaken. The process
will be conducted with the assistance of academia from both within and outside the province.
2. Regular need-based research will be conducted
There are many areas that require research. Besides, areas that require research will emerge.
There will be an ongoing review of research needs and plans to conduct these researches
through various sources, especially, the academia.
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3. Capacity for research on education will be developed and strengthened
Capacity on research in education will be improved both within the department for
organisations that have a direct mandate and also outside, including, academia. This will
require a mutually supportive effort of the academia and the Secondary Education
Department.
4. Research will be made a mandatory part of policy review processes and reforms
Actions mandated by rules have a higher priority than those simply desirable. Unless rules are
revised to make it compulsory to use research for policy review processes, most officers will
not be compelled to change their approach. However, not all policy review processes can be
bound to the use of research. Current rules and procedures will have to be reviewed to see
which of these can be linked to research. This linking can be for different considerations,
including availability and ease of research. Again this does not necessarily have to be a one
time review. With an increase in capacity of individuals, a shift in the culture of research and
its use and greater availability of a research corpus the scope will be further expanded in
future.
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12.8. Program Matrix – Data and Research

Table 12-1 Program Matrix – Data and Research
Program 6 – Data and Research
Overall Goal: Ensure education policies, planning, monitoring and reform are based on empirical evidence derived from data and research
Sub-Program Sub-Goals Strategies Activities Targets

6.1 6.1. Develop 6.1.1 Conduct data need I. PPIU to identify and document data Data need analysis
Comprehensive comprehensive needs analysis to ensure better needs for each organisation and for the conducted
Needs Based based database for use in planning, implementation and overall education system, especially, the
Database education policy, planning monitoring for enhanced requirements of Balochistan Compulsory Data frameworks
and service delivery quality, access and equity Education Act 2014, SDG 4 and 5 through revised
engagement with each organisation.
II. PPIU to coordinate with EMIS to review Required data collected
current data frameworks and revise them
according to needs
III. PPIU to identify other sources of data
where EMIS data is insufficient of not
needed
6.1.2 Ensure that data on I. Engage with private sector to agree on Data on private schools
private schools, other public the data collection details and processes and madrassas is
sectors and madrassas is II. Engage with madrassas through the regularly collected
comprehensively captured Home Department to agree on data
collection details
III. Collect data on private schools,
madrassas and other public sector schools
every two years
6.1.3 Digitise existing data that I. Link existing digitised data to EMIS All existing data
is outside the main database of II. Identify data sets that can be digitised digitised
EMIS and made part of EMIS
III. Digitise all such existing data into MIS’
6.1.4 Ensure that datasets are I. Improve capacity of BTBB, DOE(S), All data sets are rolled
linked for optimal information PITE, BOC&EC and education secretariat out and linked
to roll out, manage and utilise their
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respective databases to be linked to the

central EMIS.
II. Roll out respective databases and link
them
6.2 Standardised 6.2. Ensure standardised 6.2.1 Develop a standardised I. Identify provincial requirements for data Standardised
Analysis analysis is regularly framework for analysis analysis in consultation with relevant framework develop
conducted organisations
II. Engage with the federal government to Data collected
ensure alignment for provincial, national according to the
and international reporting needs. standardised framework
III. Develop a framework based on the
analysis and collet data accordingly.
6.2.2 Develop capacity of EMIS I. Undertake capacity need assessment of EMIS and PPIU
and PPIU to analyse data EMIS and PPIU undertake regular data
II. Prepare and implement a capacity analyses
development plan
6.3 Use of Data 6.3. Institutionalise use of 6.3.1 Sensitise officers of the I. Develop a sensitisation campaign based Sensitisation on use of
data in policy development, department and policy makers on education data and its use data enhanced among
planning and service on importance of data use in II. Develop data sensitisation modules to be officer of the
delivery decision making used in seminars and workshops Department and
III. Conduct workshops with officers and education policy makers
policy makers twice a year
Increased use of data in
decision making
6.3.2 Develop capacity for use I. Undertake a training needs assessment Capacity developed in
of data in policy, planning and for data use capacity in all organisations. policy, planning and
service delivery II. Prepare a plan for training officers on use service delivery
of data
6.3.3 Review existing rules to I. Identify areas in planning, monitoring and Rules mandating use of
ensure mandatory data use for implementation where data use should be data notified
planning and decision making. essential
II. Notify rules accordingly
6.4 Research 6.4. Develop a culture and 6.4.1 Develop a plan to create I. Develop a plan for sensitisation of senior Increased use of
Based Reviews practice of research-based awareness on the importance policy makers and political leadership research in decision
review of policies, plans of research among senior through consultations and seminars making
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and implementation decision makers and political II. Implement the plan
processes. leadership
6.4.2 Conduct regular need I. Set up a committee with membership Enhanced research on
based research from all attachment departments to identify education
research needs for every 5 years with
annual review
II. Create a research committee to engage
with universities to conduct relevant
research
III. Set up a research fund to ensure
research is pursued in areas identified
6.4.3 Develop and enhance I. Operationalise and integrate the research Capacity for research
capacity for research on mandates of BOC&EC, PITE, BTBB, enhanced in the
education BBISE & BAEC and identify capacity gaps education system
as part of overall capacity development
plans for these organisations
II. Recognise the importance of linkages
between academia and government for
research
III. Mandate that have qualified academics
to conduct research for the government
and its students and teachers to be given
recognition for their values and services
6.4.4 Mandate research as part I. Identify areas in planning, monitoring and Rules mandating use of
of policy review processes and implementation where research and its use research notified
reforms should be essential
II. Notify rules accordingly
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13. Governance and Management of Education

In the wake of the adoption of the 18th Amendment to the Constitution of Pakistan, education
has seen increased prioritisation in the public policy arena over the past decade. The political
leadership of the province has demonstrated a willingness to invest more in education. In
nominal terms, the education budget of the province has increased nearly five times between
2009-10 and 2019-2061. Similarly, the share of education in the total provincial budget has
hovered around 17-18% over the past five years—this is marginally higher than the 15%
average budget share of education across low and middle-income countries62.
Increased spending on education, however, has not translated into improved learning
outcomes. The percentage of out-of-school children has not recorded any major reduction
either. There are two major explanations for this. First, the overall education planning and
resource allocation is not aligned with the goal of learning. Secondly, the education system has
a weak ability to translate increased spending into better learning outcomes. This weak
systemic ability, in turn, is explained by poor governance and weak management capacity of
the education system in the province.
Governance and management issues cut through all aspects of education service delivery.
Governance includes standards, regulation, information, accountability, transparency and
politics. Management covers policy and legal frameworks, structures, processes (planning,
implementation and monitoring and evaluation), and capacities. The issues of lack of
standards and weak capacity are of cross-cutting nature and have, therefore, been dealt with
throughout BESP. The remaining governance and management issues have been analysed in
this chapter.
Poor governance framework and weak management capacity at all levels of education
(including schools) is arguably the most serious problem of education service delivery in
Balochistan. Key governance and management challenges include but are not limited to weak
management system, lack of clarity over mandates, unavailability and opacity of data on
in the education sector are somehow linked to poor governance and management. Prevalence
of these issues means that the education system lacks the capacity to efficiently and effectively
utilise available physical, human and financial resources. It also implies that increased
availability of resources for education alone may not address the crisis of learning and low
access.
The governance and management challenges explained above are compounded by the large,
complex, and multi-layered organisational structure of the Secondary Education Department.
With an employee strength of nearly 79,000 personnel spread horizontally and vertically
across all tiers of governance (province, division, district and school), the Secondary
Education Department (SED) is the largest department in the province in terms of human
resource and infrastructure. Secondary Education Department’s (SED) 14,979 schools are
spread across all tehsils and districts of the province. Nearly one million children attend these
schools. The province is also home to a large number of Madrassahs and private schools. The
latter have experienced mushroom growth over the last couple of decades. While the number
of schools and students has increased, the fundamental management structures have
remained, largely, unchanged even though there have been incremental changes.
61The education budget of Balochistan has increased from PKR 14 billion in 2009-10 to PKR 75 billion in 2019-20.
62World Bank. 2018. World Development Report 2018 : Learning to Realize Education's Promise. Washington, DC: World Bank.
https://openknowledge.worldbank.org/handle/10986/28340 License: CC BY 3.0 IGO.
167
13.1. Approach to Reform Governance and Management of Education

Improving governance and management is critical if an education system is to improve
learning outcomes, ensure more efficient and effective use of available resources, and reduce
inequities in access to education. This can be achieved through better planning, efficient
management, and strong accountability mechanisms.
Better planning requires stakeholder engagement, accurate assessment of key needs of the
education sector, and development of needs-based short and medium-term plans. Similarly,
efficient management at the minimum requires that the component parts of an education
system are aligned towards the goal of learning and organised in a way that they cover the
mandate of education and reinforce each other in achieving the set goals. Key interventions
proposed for improving managerial efficiency include implementation of a results-based
management system, development of efficient HR management and development framework,
consolidation of decentralisation reforms, implementation of comprehensive monitoring and
evaluation mechanisms, the introduction of public-private partnerships, community
involvement in education management, and promotion of gender-inclusive management.
The proposed approach to improving education management is shown in Figure 13-1.
Figure 13-1 Theory of Change for Improved Management
• Development of
perspective and short-
• Development of term plans
holistic M&E strategy • Alignment of short-term
• Strengthening of PMC plans with medium and
& RTSM long-term plans
• Periodic evaluations • Needs assessment
studies
• Involvement of lower
tiers
Learning
• Coverage of education mandate

• Results-based management
• Transparent & rule-based transfer
posting
• Specialized management cadre
• Formal coordination mechanism
• Decentralization
• Workforce capacity development
For improving the governance of education, this plan focuses primarily on strengthening
accountability and increasing transparency. As explained in the Education Sector Analysis,
failure of accountability is arguably the biggest impediment in the delivery of education.
Furthermore, accountability can break down at at-least three places in the education delivery
chain.
The Plan proposes measures to strengthen accountability at all three steps. For strengthening
the accountability link between citizens and politicians, the plan recommends transparency,
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which will improve public access to information on key aspects of education delivery and
enable them to hold their political representatives accountable. For strengthening the
accountability link between politicians and service providers, mandatory sharing of
information on the performance of Secondary Education Department (SED) is recommended.
For the link between the Secretariat and attached departments, this plan proposes the
implementation of a results-based management system with periodic progress review
meetings.
The Plan also recognises that the traditional route to accountability (citizen -> Politicians ->
Service providers) is long and vulnerable to breakdown at multiple places in the delivery chain.
First, citizens, especially poor and marginalised groups such as women, young, minorities,
may not have the necessary information and collective action capacity to hold politicians
accountable. Second, policymakers may not be able to hold service providers accountable.
Information asymmetry, principal-agent problems, management constraints and external
pressures adversely affect the capacity of governments to hold bureaucrats accountable. Third,
the Secretariat may not have the capacity to hold attached departments and lower tiers to
account for their performance.
Given the challenges associated with the traditional route to accountability, this plan also
promotes a shorter route to accountability through the engagement of community at each level
of education delivery i.e. school, cluster, district and province. Social accountability forums
have already been created at school, cluster, district and provincial levels. This plan
recommends the consolidation and strengthening of these forums.
In light of the above, the overall goal for governance and management has been defined as
follows:
‘To promote better governance and management for a more efficient, effective, inclusive and
accountable education service delivery’.
Figure 13-2 Theory of Change for Improved Governance
The State
Politicians/Policymakers
Long route to
accountability
Grievance redressal
Short route
Result-based management
Education Service Providers

SED
Citizens/Parents LEG DOE & attached Organizations
Divisional tier
DEGs District tier
LECs Sub-district tier (incl. schools)
PTSMCs
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13.2. Theory of Change for Governance

The main problem with governance is an overall inefficiency seen in terms of low value for
money with failure to change learning despite increased funding over the years. The theory of
change targets better, inclusive, efficient and effective governance through the achievement of
a number of sub-goals designed for the purpose.
Figure 13-3 Theory of Change for Governance
SECTOR GLOBAL, NATIONAL

PROGRAMS
PROBLEMS SUB GOALS PLAN AND PROVINCIAL
GOALS
OBJECTIVE COMMITMENTS
Develop a comprehensive
policy and legal framework
to guide the provision of
education service Global Commitments
Promote systemic, need- Sustainable
based and inclusive planning Development Goals
to improve the efficiency of SDG4 -‘Ensure inclusive
education delivery and equitable quality
Promote a result-based education and promote
management system to lifelong learning
improve monitoring and opportunities for all’
managerial efficiency SDG5- Achieve gender
Better and equality and empower all
Improve HR management
inclusive women and girls.
Increased framework to increase
planning, SDG8- Promote
spending on productivity of the education
efficient sustained, inclusive and
education has workforce
Promote better management sustainable economic
not translated Encourage, and regulate,
governance and and resource growth, full and
into improved greater private sector
management for allocation is productive employment
learning participation and investment
a more efficient, achieved and and decent work for all.
outcomes due in education service delivery
effective, aligned with
to poor Strengthen management at
inclusive and the goal of National Commitments
governance the district and sub-district
accountable learning Articles 25 A and 37b of
and weak tiers including schools
education through the Constitution
management to bring education delivery
service delivery strong "The State shall provide
capacity of closer to citizens
accountability free and compulsory
the education Mainstream gender- and education to all children
system sensitivity across the value- transparency of the age of five to
chain of education delivery mechanisms sixteen years in such
Develop effective manner as may be
accountability mechanisms determined by law.”
for the education system as
a whole and its various sub- Provincial Commitments
systems Balochistan Compulsory
Introduce transparency in Education Act 2014 -
the provision of education to providing a detailed legal
improve trust between the framework for
government and citizens implementation of Article
Translate political interest in 25A
education into an asset that
supports systemic reform
and improvements
13.3. Comprehensive Policy and Legal Framework

There are gaps in the policy and legal frameworks governing the provision of education in
Balochistan.
170
13.3.1. Challenges:
Fragmented policy framework: The 18th Amendment to the Constitution of Pakistan made
provinces responsible for devising policies and laws related to the delivery of education. Nine
years since the amendment was adopted, the Government of Balochistan still lacks an
approved education policy. A draft education policy was prepared, but it never got approved.
The province has been following the National Education Policy 2009. The current policy
framework comprises a mix of political decisions, sector plan, acts and written documents.
Incomplete legal framework: The legal framework governing the delivery of education also
requires significant improvement. First, certain acts, such as Compulsory Education Act 2014,
are impractical and fail to consider the resource and capacity constraints of Secondary
Education Department (SED). Secondly, there are certain aspects of education delivery that
fall within the domain of provinces but are yet to have a legislative cover. For instance: there
is no provincial statute to govern curriculum and standards. Thirdly, in many cases, legislative
acts have been passed, but rules have not been framed. For instance: the rules of legislative
acts pertaining to Balochistan Assessment and Examination Commission (BAEC), Mother
Languages as Compulsory Additional Subject, and the Compulsory Education Act have not
been approved yet. This has not only created confusion regarding roles and responsibilities
but also slowed down progress on implementation.
Sub-goal of comprehensive policy and legal framework is to ‘Develop a comprehensive policy

and legal framework to provide strategic direction to the provision of education service.’
13.3.2. Strategies for Policy and Legal Framework:

Policy and legal frameworks are among the most critical enablers of education delivery. A well-
functioning education must have clearly-defined policies, statutes and rules to guide the
delivery of education. Key strategies are as follows:
1. Education policy framework will be improved
Education policy provides broader vision and strategic direction for guiding the provision of
education. It also represents political priorities in education. Development of provincial
education policy will provide a coherent set of strategic guidelines for steering the delivery of
education.
2. Legislative framework will be strengthened
Legislations delineate the binding responsibilities and roles of various actors within the
education system. Existing statutes will be reviewed for better alignment with ground realities
and needs of the education sector. In particular, the Compulsory Education Act 2014 will be
revised in line with the resource constraints of Secondary Education Department (SED).
Furthermore, a statute on Curriculum and Standards will be introduced to guide curriculum
development and textbook preparation.
3. Rules for all education-related statutes will be developed
Rules provide an elaborate framework for implementing existing laws and are adopted by
administrative departments under the authority granted by the legislature. Rules pertaining
to Balochistan Assessment and Examination Commission (BAEC) Act, Mother Languages as
Compulsory Additional Subject Act and the Compulsory Education Act will be developed and
approved.
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4. Capacity of SED to review policy and legal frameworks will be improved
The capacity of Secondary Education Department (SED) to review education-related policies,

draft bills and rules is weak. Although Policy Planning and Implimentation Unit (PPIU) has
partially bridged capacity gaps related to planning, capacity pertaining to policy development
and legislative drafting remains weak. Legal expertise will be hired on a need basis to support
this function, and some basic training will be provided to relevant Policy Planning and
Implimentation Unit (PPIU) personnel.
13.4. Better Strategic Planning

Education planning in Balochistan suffers from serious deficiencies. Operational planning is
nearly non-existent, whereas strategic planning is discrete, centralised and carried out on an
ad hoc basis.
13.4.1. Challenges:
Key challenges are as follows:
Limited systemic planning: Education delivery is not driven by meaningful perspective,

medium and short-term planning. The development of five-year education sector plans, which
involves extensive analysis of the education sector, has partially improved strategic planning
by ensuring the availability of a need-based medium-term plan. However, poor
implementation of BESP has diminished the effectiveness of sector plan. In particular, BESP-
aligned short-term or annual plans don’t exist. Instead, short-term planning is carried out on
an ad-hoc basis and is mainly restricted to identification of schemes for annual Public Sector
Development Programs (PSDP). Furthermore, there is effectively no planning for other key
inputs of education, such as availability of trained teachers and well-designed and
contextually-relevant curriculum and textbooks.
Lack of need-based planning: Absence of well-thought-out short-term plans and need-

assessment studies means that planning decisions are taken on the basis of subjective
perceptions and preferences of those at the helm of affairs, especially political leadership. Such
ad-hoc and random planning lead to sub-optimal resource allocation and inadequate policy
attention to inputs related to learning and quality such as teacher training, curriculum,
textbooks and assessment. It is not surprising that 95% of development schemes for education
are about brick-and-mortar interventions. Furthermore, such planning also contributes to the
exacerbation of regional inequalities within the province. Majority of the schemes fall in
constituencies of the powerful ministers and members of the opposition. This deprives needy
but politically insignificant constituencies of much-needed investment in education.
Centralised planning: The involvement of divisional and district tiers in education planning
and budget-making processes is negligible, which has created serious issues of ownership and
led to limited redressal of actual needs of the system. While the non-development budget is
rigid, nearly the entire development budget is spent as per the wishes of members of the
provincial assembly, Even the Secondary Education Department (SED) has a very limited say,
let alone the lower tiers, in identifying schemes for development component of the budget.
Donor-driven planning: Education sector planning and reform processes are mostly spurred
and supported by donors. Limited policy recognition of need-based planning by the
Government has created a gap that donors are trying to fill. However, this also means that
even well-intentioned and well-designed donor-backed initiatives may face issues of
ownership and sustainability. Furthermore, owing to the inertia of organisations of Secondary
Education Department (SED) and their resistance to reform, donors often end up supporting
the creation of parallel structures, which not only creates issues of sustainability but also
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relegates the agenda of reforming existing government structures to a backseat in policy

priorities.
Weak monitoring of development schemes: First, schemes for development component of the
education budget are identified mostly by political representatives. Secondly, the resources
spent on these schemes are not properly monitored to ensure compliance with quality
standards and specifications provided in PC-I forms of projects. The Communication and
Works (C&W) Department is often the executing agency for Secondary Education
Department’s (SED) development projects. According to guidelines of the Planning Manual of
the Federal Planning Commission, executing agencies are required to submit PC-III forms on
a quarterly basis. PC-III forms are designed to furnish information on the progress of on-going
development projects. Representatives of Secondary Education Department (SED),
Communication and Works (C&W) and Planning and Development (P&D) departments are
supposed to meet each quarter to review progress and identify potential issues. There is,
however, limited compliance with these requirements. PC-III forms are not submitted
regularly. Quarterly progress review meetings are also not held each quarter.
Sub-goal of better strategic planning is to ‘Promote systemic, need-based and inclusive

planning to improve the efficiency of education delivery.’
13.4.2. Strategies for Better Strategic Planning:

Strategic planning is important for ensuring optimal use and equitable distribution of scarce
resources and translating policy guidelines into actionable strategies. Sound planning requires
the availability of reliable data and assessment studies on the needs of the education system.
Effective plans respond to the needs of the system and have well-defined goals, strategies and
targets. Furthermore, planning processes need to be based on a bottom-up inclusive approach
whereby the inputs of the lowest tiers and relevant stakeholders, including marginalised
groups and regions, are duly considered. Key strategies are as follows:
1. Structured and systematic implementation of BESP will be ensured
BESP provides a strategic direction for guiding the provision of education service. It has
bridged the gap related to medium-term planning, but short-term planning remains a weak
link. Steps will be taken to ensure the development of Annual Operational Plans (AOPs) are
aligned with BESP.
Furthermore, the alignment of development plans with the needs of the education sector will
also be ensured to improve the effectiveness of development expenditures. This will involve
carrying out of research-based needs assessment studies for all key inputs of learning
including teacher training, curriculum, schools, and missing facilities (this strategy can be
found in the chapter on research). Furthermore, proposals for Annual Development Plans will
be aligned with Annual Operational Plans (AOPs).
2. Attached departments, divisional, district and sub-district tiers will be involved in

planning
Formal and mandatory mechanisms will be devised to ensure inputs of sub-district, district
and attached departments in education planning. The inputs of sub-district, district and
attached departments will be made mandatory for education planning.
3. Donor plans and projects will be aligned with BESP
Secondary Education Department (SED) will prepare a well-defined mechanism for reviewing
donor proposals and ensuring their alignment with BESP. For this Policy Planning and
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Implimentation Unit (PPIU) will be empowered to disseminate BESP to donors, review donor
proposals, and promote smooth and sustained coordination with donors.
4. Supervision of development projects of education department will be strengthened
Secondary Education Department (SED) will be sensitised about the importance of quarterly
progress meetings and trained on how to review of PC-III forms to ensure compliance with
the quality standards specified in PC-I forms. Furthermore, Secondary Education Department
(SED) will empower divisional directors to supervise and physically monitor progress on
development schemes of Secondary Education Department (SED) and share quarterly
progress reports.
13.5. Results Based Management

The capacity of Secondary Education Department (SED) to implement policies and plans is
among the most glaring gaps in education management. This is primarily explained by
inadequate operational planning, lack of proper implementation plans, weak monitoring and
evaluation mechanisms, and ineffective accountability mechanisms.
13.5.1. Challenges:
Limited operational planning: Operational planning is nearly non-existent in the Secretariat
and its attached departments. There are no work plans against which organisational progress
can be monitored, and accountability ensured.
Weak horizontal and vertical coordination: There is a serious lack of coordination and
systematic communication among various institutions at the provincial level and between the
provincial and lower tiers. There is no formal platform where all institutions involved in the
delivery of education could come together to discuss progress and bottlenecks in the provision
of education. This has not only adversely affected implementation capacity but also widened
the gap and trust deficit between different tiers of education department.
Weak Monitoring and Evaluation: The monitoring of education has serious flaws. There is a
lack of systemic monitoring mechanisms for the education system as a whole and its various
sub-systems. Furthermore, monitoring is input-focused mainly. Processes are monitored only
occasionally. Outputs, outcomes and impact are not even part of the Monitoring and
Evaluation (M&E) plan. Even the input-monitoring is restricted to only a few inputs of
education such as number of schools, missing facilities and teacher attendance. Although the
establishment of a ‘Performance Management Cell (PMC)’ has improved the availability of
data, major gaps persist. Furthermore, the data analysis of the capacity of Performance
Management Cell (PMC) is limited.
Sub-goal of results-based management is to ‘Promote a result-based management system to

improve the efficiency of education management.’
13.5.2. Strategies for Results-Based Management:

While ensuring the provision of adequate resources to education is crucial, it is also important
to recognise that a lack of resources, and the attendant input shortages, is only a minor part of
the learning crisis. The bigger issue is the inefficient and sub-optimal use of available
resources. A well-managed education system has component parts aligned towards the goal of
learning and organised in a way that they reinforce each other in achieving the set goals. In
this regard, the role of implementation of a results-based management and comprehensive
Monitoring and Evaluation (M&E) strategy is vital. Key strategies to improve the efficiency of
education management are as follows:
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1. A result-based management system within SED will be implemented
Efficient management requires that a Results-Based Management (RBM) system is in place to

improve operational working and organisational effectiveness.
In order to ensure results-based management, the development of annual work plans,

consisting of development as well as routine work requirements, will be made mandatory for
all attached departments of the Secondary Education Department (SED). These work plans
should be aligned with and contribute to the achievement of targets set by Annual Operational
Plans to be prepared by organisations and districts. Sound monitoring and reporting
mechanisms will be devised to review progress against these plans periodically. Progress on
approved work plans will provide the basis for measuring the performance of organisations of
Secondary Education Department (SED). Such a system will strengthen accountability and
help organisations within the Secondary Education Department (SED) to stay focused on
long-term results and to demonstrate their contribution to achieving those results.63
2. Formal coordination among the various tiers of SED will be established
There is a dire need for introducing systemic and formal coordination among various
institutions at the provincial level and between the provincial and lower tiers. Creation of a
formal coordination mechanism will strengthen operational linkages, promote the
involvement of all attached departments and lower tiers in decision-making processes and
improve accountability.
3. A holistic M&E strategy will be developed
A comprehensive monitoring and evaluation strategy will be developed to monitor progress

on education. An effective Monitoring and Evaluation (M&E) framework for education will
take a systemic view of the sector as a whole and have well-defined indicators for each stage
along the value chain of education service delivery. Such a framework takes on a continuum
of result-based management from inputs and processes to outputs, outcomes and impact.
System-wide monitoring will also include well-defined Monitoring and Evaluation (M&E)
frameworks for various sub-systems and attached organisations within the education
department. The Monitoring and Evaluation (M&E) frameworks of sub-systems will be
integrated within the larger system-wide Monitoring and Evaluation (M&E) framework of the
sector as a whole.
13.6. Better Human Resource Management and Development

Inefficient use of existing human resources is the most pressing challenge with regards to the
provision of education.
13.6.1. Challenges:
Lack of integrated HR management framework and dedicated HR management unit: There is
a lack of an integrated rules-based framework to provide clear strategic direction for managing
and developing human resource of Secondary Education Department (SED). In the absence
of such a framework, routine management of HR takes place through notifications issued on
an emerging need basis. Furthermore, there is a lack of a dedicated unit to manage the nearly
79,000 employees of Secondary Education Department (SED).
The incoherence of the HR framework combined with the lack of a dedicated management
unit has increased day-to-day administrative burden on education managers at all levels.
63 UNODC Handbook on Results-based Management and the 2030 Agenda for Sustainable Development
175
Admin work and daily firefighting has come to occupy the bulk of education managers’ time.
Furthermore, it has also increased the system’s vulnerability to individual influences and
external pressures. The outcome is the increased politicisation of HR management. No wonder
most decisions about appointments, deployment, trainings, postings and tenures of civil
servants are influenced by politicians, which has compromised the independence and
impartiality of civil service and adversely affected the provision of basic public services to
citizens.
Frequent and abrupt transfer postings: Abrupt and frequent transfer postings of heads of key
departments and organisations involved in the delivery education at the provincial, divisional
and district level has almost become a norm in Balochistan. For example, the Secretary of
Secondary Education Department (SED) was changed six times within a short period of two
years between 2015 and 2017. Similarly, the heads of attached departments such as the
Provincial Institute for Teacher Education (PITE), Bureau of Curriculum & Extension Centre
(BOC&EC), Balochistan Text Book Board (BTBB), Balochistan Board of Intermediate and
Secondary Education (BBISE) and Balochistan Assessment and Examination Commission
(BAEC) are changed frequently and without any compelling justification. Furthermore,
District Education Officers (DEOs) and teachers, who, respectively, are the backbone of the
education system at the district and school level, also face frequent, abrupt, and often
politically-motivated, transfer postings.64 Consequently, schools in many rural and remote
areas remain without teachers as the politically-connected ones manage to secure transfers to
urban centers.
Limited managerial capacity: Personnel managing the delivery of education lack specialised
management skills. Currently, two types of personnel managed the education system:
generalist managers belonging to the federal and provincial civil services cadres and education
managers, mostly from teaching cadre. Generalist managers look after the overall
management of education in the Secretariat whereas personnel from the provincial education
cadres (teaching and bureau) typically occupy senior management positions at the district and
divisional levels and in the attached departments of Secondary Education Department (SED)
such as Balochistan Board of Intermediate and Secondary Education (BBISE), Bureau of
Curriculum and Extension Centre (BOC&EC), Provincial Institute for Teacher Education
(PITE) and Balochistan Assessment and Examination Commission (BAEC). Generalist
managers often don’t have any background in education, but they have broad management
skills. Managers from education cadres receive no formal training in management either
during their pre-service education or after induction as managers. Resultantly, management
processes suffer a lot. Similarly, the education system also doesn’t produce education
specialists in areas of teacher training, textbooks, curriculum and examinations. The issue of
education specialists has been dealt with in other chapters.
Weak capacity: Education workforce has limited skills to carry out assigned responsibilities
and functions. This function-skills gap is caused mainly by flawed recruitment and
deployment processes, lack of proper induction-level trainings and continuous professional
development programs.
Sub-goal of better human resource management and development is to ‘Improve human

resource management framework to increase the productivity of the education workforce.’
64 District Consultations
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13.6.2. Strategies for Better Human Resource Management and Development:

1. A holistic and integrated HR policy will be developed
A comprehensive and integrated HR policy will be developed to provide clear strategic

direction for managing and developing the Human Resource (HR) of Secondary Education
Department (SED). As part of this process, clear objectives will be identified, and existing HR
policies will be reviewed against these objectives. This review should inform the development
of a holistic Human Resource (HR) policy.
2. A specialised HR management structure will be created within SED
A dedicated and specialised unit will be created in Secondary Education Department (SED) to
look after HR management to improve HR management capacity of Secondary Education
Department (SED).
3. Existing HR Management Information System (HRMIS) will be consolidated
HR Management Information System (HRMIS) database will be strengthened to ensure the

establishment of a consolidated HR Management Information System (HRMIS). The HR
Management Information System (HRMIS) will inform planning, implementation and
monitoring decisions related to HR and facilitate efficient management of human resource of
Secondary Education Department (SED).
4. Induction and ongoing trainings for teaching cadre personnel posted as managers
All teaching cadre personnel posted at the managerial position will be given induction
trainings at the time of first posting. Other personnel who are currently in managerial
positions will also be given training. Once induction trainings are completed all personnel who
continue in these positions will receive trainings every three years.
13.7. Greater Private Sector Engagement

The private sector has emerged as a significant player in the education landscape. The growth
of the private sector is partly due to low public faith in government schools and unavailability
of public schools, especially in urban and rural centres. For girls, safety considerations and
distance have also encouraged the growth of private schools. The mushroom growth of private
sector requires a proper policy response from the provincial government. The Government of
Balochistan (GoB), however, has been slow in responding to the rapidly changing education
landscape. The existing regulatory framework needs major reforms.
13.7.1. Challenges:
Weak regulatory framework for private schools: The framework for regulating non-state
schools65 is weak and underdeveloped. The existing framework seeks to ensure the availability
of required facilities and a minimum standard of quality in non-state schools and protect
parents from exploitation and unfair fee hikes. However, there are two key issues. First, there
is a lack of well-defined standards against whom compliance can be monitored and ensured.
Secondly, the existing framework focuses too much on monitoring and penalising non-
governmental actors rather than treating them as partners in the delivery of education. It lacks
potential support mechanisms for the non-state schools, which in turn might discourage
competition and innovation in the provision of education. Draft Balochistan Private
Educational Institutions Registration, Regulation and Promotion Bill 2019 takes a more
65‘Non-state’ schools refer to schools owned by for-profit private actors as well as non-profit schools owned by foundations and
community organizations.
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stringent view of regulation limiting to inputs. The older Act of 2015 has a more broad-based
view of an engaged process of development of a regulatory framework. The latter, with some
modifications, will be a better option.
The GoB is in the process of introducing a new bill to replace existing statute on private schools
regulation. The draft bill has a very limited scope. In contrast, the existing statute is more
comprehensive in scope and coverage.
Sub-goal of greater private sector engagement is to ‘Encourage, and regulate, greater private
sector participation and investment in education service delivery.’
13.7.2. Strategies for Greater Private Sector Engagement:

1. Regulatory framework for private schools will be strengthened
This involves the development of well-defined regulatory standards, monitoring against

quality benchmarks and provision of support mechanisms to encourage private sector
participation in the provision of education. The purpose of the regulatory framework will be
to protect the public interest as well as, encourage the participation of the private sector as a
key partner in the delivery of education. The draft Balochistan Private Educational Institutions
Registration, Regulation and Promotion Bill 2019 will be discarded. Instead, existing reforms
will be introduced in the existing Balochistan Private Educational Institute Registration and
Regulation Authority Act 2015. A specialised unit will be created within DOE(S) to oversee the
implementation of the regulatory framework.
2. PPPs will be promoted in the delivery of education
There is tremendous potential for engaging the private sector in education delivery under
Public-Private Partnership (PPP) mode. The GoB is in the process of establishing a full-fledged
PPP setup in the province. Secondary Education Department (SED) will take advantage of this
setup to promote public-private partnerships across the value chain of education. In this
regard, a PPP strategy for education will be developed and implemented. Furthermore, a
Public-Private Partnership (PPP) node will be established in Secondary Education
Department (SED) in line with the provisions of Balochistan Public-Private Partnership Act
2018.
13.8. Effective Decentralised Structures

Education in Balochistan has historically been managed through a centralised governance
structure. As part of the implementation of BESP 2013-18, the Government of Balochistan
delegated key management and procurement functions to divisional, district and sub-district
levels. District Education Authorities (DEAs) and Clusters were created at district and sub-
district levels. Furthermore, District Education Groups (DEGs) and Local Education Councils
(LEC) were created at district and sub-district level respectively to encourage community
participation in the delivery of education. Decentralisation and community involvement has
certainly improved the delivery of education and reduced mismanagement of resources.
However, a lot more needs to be done to consolidate these reforms and strengthen the
decentralised structures. Challenges are as follows:
13.8.1. Challenges:
Gaps in DEA and DEG: District Education Authority was created in each district to exercise
certain powers pertaining to implementation and monitoring of education affairs. Similarly,
District Education Group was created as a stakeholder forum with members from education,
health, treasury and social welfare departments and representatives of teachers, Parents
Teachers School Management Committee (PTSMCs), local Non-Governmental Organisations
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(NGOs) and civil society.66 There are perceptions of overlap over the mandates of District
Education Authority (DEA) and District Education Group (DEG). Furthermore, the presence
of representative of DC in District Education Authority (DEA) has undermined the authority
of DEO. Lastly, monthly meetings of District Education Authority (DEA) and District
Education Group (DEG) are not held regularly as stipulated in their Terms of References
(ToRs).
Irrational cluster sizes: Under the cluster-based management system, a cluster was formed
around each high school in the district. The function of procuring education resources like
reading and writing material, furniture, and mats was placed at the disposal of
Headmaster/Headmistress of High School as Cluster Heads. However, cluster-management
needs improvements. First, cluster sizes need to be rationalised. Some clusters have two feeder
schools, whereas others have more than 50 feeder schools. Furthermore, new clusters are
created every year due to upgradation of existing middle schools and the establishment of high
schools. This has created issues related to cluster sizes. Secondly, Local Education Purchase
Committees (LEPCs) have not been formed in each cluster. Constitution of Local Education
Purchase Committee (LEPC) was mandatory to perform the function of procurement as per
the GoB’s procurement policy 2014. Lastly, there is a lack of clarity surrounding the criteria
for distributing funds among clusters and feeder schools within clusters. The existing criteria
of funds distribution (50% on the basis of each school and 50% on the basis of enrolment)
need to be reviewed and revised.
Weak and inactive LECs and PTSMCs: Community organisations, such as Local Education
Councils (LECs) and Parents Teachers School Management Committees (PTSMCs), were
created to involve the community in the management of education. However, Local Education
Councils (LECs) and Parents Teachers School Management Committee (PTSMCs) are not
active and functional in all clusters and schools. Those councils that are active have serious
capacity issues.
Weak school management: Schools are the lowest unit of education delivery. The major
governance and management issues that have affected education delivery at the provincial and
district level also exist at school level. Sound management at school level is as important as at
the district and provincial levels. Schools don’t have management or development plans.
Sub-goal of effective decentralised structures is to ‘Strengthen management at the district and

sub-district tiers, including schools.’
13.8.2. Strategies for Effective Decentralised Structures:

Decentralisation is critical for the system to be able to respond to the actual needs of citizens
and have wider participation from local communities. Existing accountability structures need
to be consolidated and strengthened.
It is worth highlighting that decentralisation is not a panacea to all problems of education

service delivery. It may not always be efficient. Weak administrative or technical capacity at
local levels may result in services being delivered less efficiently and effectively in some areas
of the country. These are some of the issues that need to be taken into account in the design of
a decentralised system. In practice, all services do not need to be decentralised in the same
way or to the same degree.67
Key strategies for strengthening existing accountability structures are as follows:
66 DEG Notification
67 http://www1.worldbank.org/publicsector/decentralization/what.htm
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1. DEA and DEG will be strengthened
District Education Authority (DEA) was created to empower DEO and strengthen district-level
management of education, whereas District Education Group (DEG) was created to
strengthen accountability and encourage community involvement in education delivery. The
functions of both District Education Authority (DEA) and District Education Group (DEG)
will be aligned with this mandate and overlaps will be removed. The executive authority will
remain with District Education Authority (DEA). District Education Group (DEG) should act
as a stakeholder and social accountability forum. Heads of DEA and DEG will be required to
share minutes of monthly meetings with the Directorate of Education (Schools).
2. Cluster-based management system will be rationalised and consolidated
Cluster sizes will be rationalised, keeping in view factors such as distance and number of feeder
schools. For female clusters, the possibility of creating clusters at the level of middle schools
will be considered. Furthermore, cluster sizes will be reviewed only once in every two years to
maintain stability and ensure the availability of reliable cluster data for planning and
budgeting purposes.
3. Inefficiencies in cluster-based procurement will be reduced
Gaps in procurement processes will be addressed to meet the requirements of schools more
effectively. First, the disbursement of cluster-budgets will be linked with notification of Local
Education Purchase Committees to promote compliance with procurement policy 2014.
Secondly, the formula for allocation of budget to clusters and its distribution among feeder
schools within the clusters will be reviewed and refined. Thirdly, cluster heads will be
empowered to re-appropriate budget from one to another head. The proposed change will help
in aligning cluster budgets with the needs and demands of schools.
4. Development and implementation of school-based plans will be ensured
Schools are the lowest, and arguably, the most important, unit of education delivery. All the
guidelines and recommendations pertaining to better planning, efficient management and
effective accountability apply to schools as well. In the light of these recommendations, the
heads of all middle and high schools will be required to develop annual school improvement
plans in consultation with concerned community forum Parent Teacher School Management
Committees (PTSMCs). Furthermore, school heads will be required to develop annual work
plans and display the same in schools.
5. Community involvement in education management will be strengthened
Parent Teacher School Management Committees (PTSMCs) and LECs have not been notified
in many schools and clusters despite being required by law. Fresh elections will be mandated
for the constitution of Parent Teacher School Management Committees (PTSMCs) in all
schools. Similarly, LECs will also be activated and made functional in all clusters and
capacities of both these organisations will be built.
13.9. Gender Inclusive Management

Vertical and horizontal inequities in the provision of education service is a major challenge in
Balochistan. In particular, education policies, acts and implementation systems and practices
are insensitive to the unique needs of females. The key reason for this is the extreme under-
representation of females in senior management positions, which in turn is explained by a
number of factors including lack of equal opportunities for females, unsafe workspaces and
bias against women’s skills as leaders and managers.Certain managerial positions are
exclusively for females. These include headteachers of female schools and district officer
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education (females) in each district. The discussion is about the positions that are not reserved
for any gender. These include all positions in the headquarters of Directorate of Education
(Schools) and the positions of district education officer (DEO) who heads the district
education set up and oversees, among others, work of DOE female and male. The positions in
the headquarters and also DEO take the more critical policy, planning and strategy decisions.
Female representation is negligible in these positions. Even if females are (in rare cases)
posted in these positions, they are not included in key decisions68.
Sub-goal of gender inclusive management is to ‘Promote gender-sensitivity across the value

chain of education to promote inclusive management.’
13.9.1. Strategies for Gender Inclusive Management:

1. Gender-sensitivity across the value chain of education delivery will be ensured
This Plan recommends that a strategy be developed for incorporating gender sensitivity across
the value chain of education delivery. As part of this strategy, officials of the education
department will be sensitised on gender inclusiveness. Senior management will proactively try
to increase the number of female managers in gender-free management positions.
2. A gender-friendly work environment will be created
Steps will be taken to make workspaces more gender-friendly. This will include establishment
of day-care centres for females, construction of separate toilets for females and notification of
focal persons to deal with work-place harassment in Secondary Education Department (SED)
and all of its attached organisations.
13.10. Effective Accountability

13.10.1. Challenges:
Failure of accountability at all levels: Education system in Balochistan lacks effective oversight
and accountability mechanisms, both at systemic and individual levels. Failure of
accountability at multiple stages in the service delivery chain is arguably the biggest
impediment in the delivery of education. For core public services such as education, the route
of accountability is long and indirect. There are at least three steps of accountability. In the
first step, the politicians or policy-makers are supposed to respond to the needs of citizens. In
the second step, the service providers are supposed to deliver education service in line with
the strategic directions set by policy-makers. In the third step, the lower tiers and attached
departments of SED have to work together to achieve the targets set by the department.
This transactional approach to accountability is caused by lack of clarity over the

responsibilities of each actor in the delivery of education, lack of results-based operational
planning, limited availability of information on performance, absence of high-level
accountability forum, administrative discontinuity, and the declining importance of annual
performance reviews. As part of the implementation of BESP 2013-18, social accountability
platforms i.e. Parent Teacher School Management Committee (PTSMC), Local Education
Council (LEC), District Education Group (DEG) and Local Education Group (LEG)
respectively were created at the school, cluster, district and provincial levels. The creation of
these platforms has strengthened accountability and improved community participation, but
further efforts need to be made to make these bodies effective. Furthermore, while social
accountability is essential, the need for ensuring meaningful executive accountability within
the SED remains valid.
68 This was highlighted by all participants in the working group on governance and management.
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Sub goal of effective accountability is to ‘Develop effective accountability mechanisms for the
education system as a whole and its various sub-systems.’
13.10.2. Strategies for Effective Accountability:

Sector analysis identified three places where accountability can breakdown. This plan aims to
strengthen accountability at all three levels with the main focus on the last two levels i.e.
between politicians and service providers and the Secretariat and attached departments. It
does so by improving the information on the performance of Secondary Education
Department (SED) and implementing a results-based management system. Furthermore, this
plan promotes a shorter route to accountability through the engagement of community at each
level of education delivery i.e. school, cluster, district and province. These social accountability
platforms are expected to enable citizens to access and utilise information, voice their needs
and opinions and demand accountability beyond elections.
1. A structured and multi-tiered accountability mechanism will be implemented
Given the large, complex, and multi-layered organisational structure of the Secondary
Education Department, effective accountability will be established at all levels of education.
For improving accountability at different levels within the SED, the implementation of a
results-based management in all organisations and strengthening of individual performance
evaluation mechanisms will be ensured. Furthermore, a high-level accountability forum will
be created within the SED, headed by the Secretary SED, to review progress on sector plan
periodically. For improving accountability of the SED to policy-makers and elected
representatives, this plan proposes that the SED makes presentations on progress on BESP to
the Chief Secretary and the Chief Minister as frequently as possible and practical.
2. Existing social accountability forums will be consolidated and strengthened
As part of the implementation of BESP 2013-18, social accountability forums have already
been created at school, cluster, district and provincial levels. These forums respectively are
Parent Teacher School Management Committee (PTSMC), Local Education Council (LEC),
District Education Group (DEG) and Local Education Group (LEG). While DEGs and LEG are
functional, LECs and PTSMCs aren’t functional in all schools. Steps will be taken to hold heads
of these forums accountable for holding regular meetings.
3. Establish effective grievance redressal mechanisms within organisations and align

it with complaint cells at the federal and provincial level
Absence of institutional grievance redressal mechanisms encourages employees, specifically

teachers, to opt for an alternative, and potentially detrimental sources of influence.
Establishment of effective grievance redressal mechanisms will help keep a check on
unwarranted interference by teacher unions, politicians and influential community members.
Grievance redressal mechanisms need to be strengthened in all organisations of the Secondary
Education Department (SED). Furthermore, public campaigns should be launched to promote
awareness about the newly-established Complaint Management System (CMS) and integrate
it with other complaint portals existing at federal and provincial level. Complaint Management
System (CMS) has not been effective so far because the public is not informed about it.
13.11. Increased Transparency

Limited public access to information on various aspects of education delivery: Transparency
can be instrumental in improving public access to information about the various aspects of
education delivery. Increasing transparency is likely to amplify the public voice and enable
them to function as an effective check on elected representatives. Currently, there is opacity of
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information about many aspects of service delivery. Organised citizen groups don’t have
adequate access to information on performance of education minister and the Secondary
Education Department (SED).
Sub-goal of increased transparency is to ‘Introduce transparency in the provision of education

to improve trust between the government and citizens.’
13.11.2. Strategies for Increased Transparency:

1. Communication between stakeholders within SED and outside will be improved
The Secondary Education Department (SED) will develop a proper strategy to communicate
progress on BESP to media and citizens. This will entail the publication (both on paper and
online) and dissemination of annual reports on the progress made in the implementation of
BESP. Lastly, a state-of-the-art website will be developed for the Secondary Education
Department (SED).
2. Public access to information related to education budget and expenditures will be

improved
Steps will be taken to ensure public access to information about education delivery at all levels
of management.
All education-related approved policies, acts, and rules will be uploaded on the website.
Furthermore, the Secondary Education Department (SED) will publish online the list of
education development projects for a given year along with the approved PC-1 forms.
Furthermore, quarterly PC-III forms and PC-IV forms will also be published online for each
development project. Moreover, BESP annual progress reports will be uploaded on the
website.
DEOs, heads of clusters and heads of schools will be required to display information related
to budget size, utilisation and procurement at a prominent place within the premises of their
offices.
Lastly, a public awareness campaign will be launched to inform and sensitise the public about
the wealth of information available online.
13.12. Constructive Political Engagement

Lack of sustained political support: Lack of sustained political support is a major hurdle in the
governance and management of education. The interplay of education and politics has been at
the higher ideological platform, political championing of education and constituency level
considerations. Of these, constituency-level politics have the most detrimental effect on
education delivery. Education is the biggest civilian employer in the province. Compared to
other sectors, education provides more opportunities for rents and patronage to political elites
in the form of construction projects (schools/universities), employment (hiring of teaching
and non-teaching staff) and transfer postings. Additionally, political payoffs of construction
projects, jobs and transfer postings are tangible and visible in the short-term, which explains
why an overwhelming majority of education’s development budget gets spent on projects with
brick and mortar component. Furthermore, the province’s social system and norms, which
promote patronage and clientelistic networks, also appear to have contributed to the negative
role of politics. Reciprocity, the return of favours and protection of narrow tribal or ethnic
interests have become defining features of Balochistan’s political culture. Employees at all
levels of education department use these factors to evade accountability and sanctions.
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Excessive political interference in education has manifested itself across the value chain of
education delivery. From politically-driven planning to abrupt and pre-mature transfers and
non-merit based appointments, intrusive political interference has had a negative impact on
education management.
Sub-goal of constructive political engagement is to ‘Translate political interest in education into

an asset that supports systemic reform and improvements.’
13.12.2. Strategies for Constructive Political Engagement:

Complete de-politicisation of public service delivery is impossible. This implies that service
providers have to live with the realities of politics and adapt accordingly. This plan proposes
that political interest in education should be translated into an asset that supports systemic
reforms and improvements. This engagement should seek to address the political economy
constraints that have resulted in a misalignment between the interests of politicians and the
goals of public service delivery. While aligning elite incentives with the goals of effective
service delivery is beyond the mandate of this plan, efforts can be made to improve elite
understanding of the technicalities of education service delivery and its link with the medium
and long-term interests of these elites. Key strategies are as follows:
1. Political leadership will be engaged
For this purpose, research will be conducted to identify the gaps between interests and
perceptions of politicians and the objectives of service delivery. An advocacy campaign, led by
Minister Education, with the help of civil society organisations and concerned citizens, to
engage political leadership will be designed and launched on the basis of this research. The
campaign will aim to sensitise them about the intricacies of service delivery and how improved
delivery can advance the interests of politicians.
2. Standing Committee on Education will be engaged
The SED will also seek to engage the Standing Committee on Education of the provincial
assembly. In addition to the presentation of BESP annual progress reports, open seminars will
be organised on an annual basis with the Committee to discuss ongoing education reforms
and issues.
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13.13. Program Matrix – Governance and Management

Table 13-1 Program Matrix - Management and Governance
Program 7 – Governance and Management

Overall Goal 7. To promote better governance and management for a more efficient, effective, inclusive and accountable education service delivery
Sub-Programs Sub-
Strategies Activities Targets
Goals
7.1 Comprehensive 7.1. Develop a 7.1.1 Improve education policy I. Develop and approve a provincial Provincial education policy
policy and legal comprehensive policy framework education policy approved
framework and legal framework to 7.1.2 Strengthen legislative II. Introduce the required statute on Curriculum and Standards Act
guide the provision of framework to meet the curriculum and standards introduced
education service requirements of effective All existing statues reviewed
III. Constitute a Committee to review
education delivery existing legislations and implement its
recommendations
7.1.3 Develop rules for all I. Constitute Committee(s) to develop and Rules notified for all acts related to
education-related statutes to notify rules for statutes that currently lack provision of education
guide effective implementation them
7.1.4 Improve capacity of SED to I. Organise training workshops for PPIU PPIU’s policy development and
review policy and legal on policy development and legislative legislative drafting capacity
frameworks drafting on an ongoing basis improved
II. Notify Provision of hiring of legal expert
on need basis to work with PPIU
7.2 Better Planning 7.2. Promote systemic, 7.2.1 Ensure structured and I. Introduce rules to mandate Standardised format for AOP
need-based and systematic implementation of development of rolling Annual approved
inclusive planning to BESP Operational Plans (AOPs) in the light of
improve the efficiency BESP AOP developed
of education delivery II. Notify an inclusive Committee within
the SED to finalize AOP and review ADPs aligned with AOP
progress on it periodically
III. Develop AOPs as per a standardised
and approved format and ensure that all
proposals for cooperation and
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engagement with donors, NGOs and

private sector are aligned with AOP
IV. Mandate the DSC to ensure that the
proposals submitted for Annual
Development Plans (ADP) or PSDP flow
from and are aligned with AOP
7.2.2 Align donor plans and I. Disseminate BESP 2020-25 to donors Donor plans and projects aligned
projects with BESP with BESP
II. Amend the notification on PPIU to
empower it to review donor proposals for
alignment with BESP
III. Present donor proposals for approval
at the competent forum only after
confirmation of alignment with BESP
7.2.3 Involve attached I. Make it mandatory for the DEO to solicit All horizontal and vertical tiers are
departments, divisional, district proposals for development budget from involved in education planning
and sub-district tiers in planning clusters within their jurisdiction, and for
the Directorate of Education (Schools) to
solicit proposals for development budget
from the district tier
II. Revise the composition of DSC to
make heads of all attached departments
its member
7.2.4 Strengthen supervision and I. Require SED to obtain and review PC- Quarterly supervision and
monitoring of implementation of III forms for each development project on monitoring of development projects
development projects of SED a quarterly basis of SED ensured
II. Mandate divisional directors to
supervise progress on development
schemes and share progress reports with
SED on quarterly basis
7.3 Result-Based 7.3. Promote a result- 7.3.1 Introduce and implement a I. Introduce rules to mandate all attached Result-based management system
Management based management result- based management departments of SED to develop annual established
system to improve system in all attached work plans
monitoring and departments of the SED II. Ensure that annual work plans are
managerial efficiency developed by each attached department
and approved by its head
186
III. Require Heads of attached

departments to organise bi-monthly
meetings to review progress against work
plans and Secretary SED to hold
quarterly progress reviews
7.3.2 Establish formal I. Constitute and notify a committee for Formal coordination mechanism
coordination among the coordination among the attached established
horizontal tiers of SED departments of SED
7.3.3 Develop and implement a I. Develop and approve an M&E strategy M&E strategy approved
comprehensive M&E strategy for the entire education system and its Percentage of M&E implemented
sub-systems
II. Implement the M&E strategy at all
levels
7.4 Better Human 7.4. Improve HR 7.4.1 Develop a holistic and I. Identify clear objectives for HR Integrated HR policy approved
Resource Management management integrated HR policy to provide management and development and
and Development framework to increase clear strategic direction for review existing policies and rules against
productivity of the managing and developing human them
education workforce resource of SED II. Develop and approve an integrated HR
policy (and rules) aligned with the
objectives
7.4.2 Develop a specialised I. Develop a proposal for establishing a Specialised HR Unit established
structure for managing and specialised unit as per needs of the HR
developing human resource of policy
SED based on the HR policy II. Get the proposal approved
III. Setup the specialised unit
7.4.3 Consolidate existing HR I. Establish a specialised unit within SED Specialised HR Unit established
Management Information System to manage human resource HRMIS revised and upgraded
(MIS) to facilitate efficient II. Review, revise and upgrade the HRMIS utilised
management of human resource existing HRMIS based on needs of the
of SED HR policy
III Introduce rules to mandate the
specialised HR unit to use HRMIS
187
7.4.4 Induction and ongoing I. Design and develop managerial training

trainings for teaching cadre program for teaching cadre personnel Teaching cadre personnel posted
personnel posted as managers posted as managers as managers trained in managerial
II. Introduce induction trainings for skills
teaching cadre personnel at the time of
first posting on managerial position
III. Conduct managerial trainings of all
existing staff posted as managers and
organise follow up trainings after every
three years
7.5 Greater Private 7.5. Encourage, and 7.5.1 Strengthen regulatory I. Develop a strategic framework for Private schools regulatory
Sector Engagement regulate, greater framework for private schools to regulating private schools in consultation framework standardised,
private sector protect public interest as well as with representatives of private schools institutionalised and disseminated
participation and encourage participation of the and community
investment in education private sector as a key partner in
service delivery the delivery of education
II. Discard the draft Balochistan Private
Educational Institutions Registration,
Regulation and Promotion Bill 2019 and
instead review 2015 Act
III. Develop rules for operationalisation of
the revised act
IV. Designate or create a specialised unit
within the DOE(S) to oversee
implementation of the regulatory
framework
7.5.2 Develop partnerships with I. Establish a PPP node in SED in line PPP node established in SED
the private sector for the with the provisions of the Balochistan
provision of education service Public Private Partnership Act 2018 Strategy for engaging the private
under PPP mode II. Organise training workshops with all sector under PPP mode developed
attached departments of SED to sensitise
them on the role of PPPs in education
III. Develop, and implement, a strategy for
engaging private sector under PPP mode
across the value chain of education
delivery
188
7.6 Effective 7.6. Strengthen 7.6.1 Consolidate DEA and DEG I. Review and modify the functions of Composition and functions of DEA
Decentralised management at the to improve district-level DEA and DEG to remove overlap and and DEG revised
Structures district and sub-district management of education ensure alignment with respective Effectiveness of DEA and DEG
tiers including schools mandates improved
to bring education II. Revisit composition of DEA to
delivery closer to strengthen the role of DEO
citizens
7.6.2 Rationalise and consolidate I. Notify guidelines for rationalising the Cluster-based management
the cluster-based management size and composition of clusters keeping strengthened and made more
system to improve compliance in view factors such as geographic inclusive
with procurement policy 2014 proximity and fair distribution of
responsibilities
II. Require DEOs to revisit cluster
composition only once in 2 years
7.6.3 Reduce inefficiencies in I. Amend the notification on Clusters to Cluster-based procurement made
cluster-based procurement to make the disbursement of cluster-budget more efficient
meet the requirements of schools conditional upon the existence of Local
more effectively Education Purchase Committees
II. Develop and notify a well-thought-out
formula for the distribution of allocated
funds among clusters and among feeder
schools within clusters
III. Amend the notification on Clusters to
empower cluster heads to re-appropriate
budget from one to another head
7.6.4 Ensure development and I. Develop and approve a standardised School-based improvement and
implementation of school-based format for school improvement plans operational plans developed and
plans II. Notify rules to mandate heads of implemented
middle and high schools to develop and
implement annual school improvement
plans
7.6.5 Strengthen community I. Notify fresh elections for the constitution PTSMCs made functional
involvement in the management of PTSMCs in all schools
of school affairs II. Notify LECs in all clusters LECs made functional
189
III. Hold DEOs accountable for the

formation of LECs
7.7 Gender-Inclusive 7.7. Mainstream 7.7.1 Ensure gender-sensitivity I. Develop a strategy for mainstreaming Gender-sensitivity promoted across
Management gender-sensitivity across the value chain of gender-sensitivity across the value chain the value chain of education
across the value-chain education service delivery of education delivery delivery
of education delivery II. Train and sensitise officials of the SED
on gender-sensitive management and
work place anti-harassment rules
III. Head hunting for competent female
managers who can be posted at senior
positions
7.7.2 Create a gender-friendly I. Establish day-care centers for female Work environment made more
work environment employees in SED and its attached gender-friendly
departments
II. Construct separate toilets for females
in SED and its attached departments
III. Notify female focal persons to deal
with complaints related to work place
harassment
7.8 Effective 7.8. Develop effective 7.8.1 Implement a structured and I. Amend rules to ensure presentation of High-level accountability
Accountability accountability multi-tiered accountability progress on BESP bi-annually to the mechanisms improved and
mechanisms for the mechanism with the CM at the Chief Minister and Chief Secretary consolidated
education system as a top of the chain II. Notify a high-level forum under the
whole and its various Chairmanship of Secretary SED to review
sub-systems progress quarterly on AOPs and Work
Plans
7.8.2 Strengthen existing social I. Amend the ToRs of Additional Participation of communities in
accountability mechanisms to Secretary (PPIU) to include the monitoring of education improved
promote community participation responsibility for holding regular meetings at all tiers of governance
in the management of education of LEG
II. Amend the ToRs of DEG to hold the
DC responsible for regular meetings of
DEG
III. Mandate the DEO to hold heads of
middle and high schools accountable for
190
meetings of PTSMCs and LECs

respectively
7.8.3 Ensure effective grievance I. Develop formal grievance redressal Grievance redressal mechanisms
redressal mechanisms within the mechanisms at the district level strengthened and aligned with
education system and align it II. Promote public awareness about other complaint reporting
with complaint cells at the federal Complaint Management System (CMS) mechanisms at the federal and
and provincial level provincial level
III. Review the CMS to ensure timely
follow-up and action on complaints
IV. Link CMS with PM Citizen portal and
other provincial and federal complaint
systems
7.9 Increased 7.9. Introduce 7.9.1 Improve communication I. Develop, and implement, a strategy to Communication strategy
Transparency transparency in the between stakeholders within SED communicate progress and respond to implemented
provision of education and outside to improve queries related to education service
to improve trust transparency delivery
between the II. Publish annual report on issues,
government and reforms and progress of SED for public
citizens use
7.9.2 Improve public access to I. Mandate DEOs, cluster heads and Public access to information
information about public school heads to display information improved at all levels
expenditures and other aspects related to enrolment, budget utilisation,
of education department procurement, number of teachers and
development schemes at a prominent
place within premises of their offices
II. Publish all education-related approved
policies, acts and rules on the website
including BESP annual progress reports
III. Publish online the mandatory PC-III
forms for each development project on a
quarterly basis
7.10 Constructive 7.10. Translate political 7.10.1 Engage political I. Design, and implement, an advocacy Political leadership sensitised about
Political interest in education leadership to sensitise them campaign to engage political leadership the technicalities of education
Engagement into an asset that about the technicalities of II. Identify education champions among service delivery
supports systemic education service delivery politicians and develop mechanisms to
engage them in a sustained manner
191
reform and 7.10.2 Engage the Standing I. Mandate Secretary SED to present Standing Committee on Education
improvements Committee on Education of the progress on implementation of BESP the engaged
provincial assembly in advocacy Standing Committee after every 6 months
of education reform II. Hold bi-annual open seminars with the
committee to discuss on going education
reforms and issues
192
14. Technical and Vocational Education and Training

In Pakistan, an estimated 1.82 million new Labor market entrants are ready to make the
transition to work from the formal schooling system each year69. In addition to these numbers,
approximately 4.4 million youth currently not captured by the mainstream formal schooling
system nor trained in employable skills are ready to make this transition. On the other hand,
the current uptake in the institutional skills training programs in the country is only about
437,000 training places available in 3,740 training institutes with 18,207 trained teachers.
In Balochistan, the current coverage of Technical and Vocational Education and Training
(TVET), is very limited and indicates that alternative pathways to decent employment for
many are also severely limited. Low quality and lack of relevance of existing limited
opportunities, present additional challenges for Technical and Vocational Education and
Training (TVET) graduates. While the importance of Technical and Vocational Education and
Training (TVET) in employment generation and productivity increase can never be
overestimated Balochistan has two key, additional, reasons to have more robust technical and
vocational education. Firstly the youth bulge wherein nearly 65% of the population is 30 years
or below and secondly the high percentage (65%) of school-age children being out of school.
While the sector plan proposes a strong Non-Formal Basic education (NFBE) program for
these children, it also recognises that all of them will not be mainstreamed back to schools.
The relatively older age group will require some skill-based training to have opportunities of
better livelihood. It is essentially important for Balochistan to provide maximum
opportunities and empowerment to youth to participate in the economy.
Most significantly, a strong Technical and Vocational Education and Training (TVET) is linked
to the economic development of Balochistan. Presently, there is low productivity in the various
economic sectors in the province. While Fisheries, Agriculture and Livestock, Minerals and
Oil and Gas have been identified as sectors with high employability and investment potential70,
at present most economic activity in these sectors is concentrated in the lower end of value
chains. Additionally, a major opportunity is on the horizon with the development of China-
Pakistan Economic Corridor (CPEC) and its allied projects as well as setting up of over two
dozen industrial zones in the province71. However, skills demand in the upcoming
opportunities have yet to be estimated and supply-side linked to it.
14.1. Summary of the Situation

Data availability is highly limited in the Technical and Vocational Education and Training
(TVET) sector. Few data sources include the central Technical and Vocational Education and
Training (TVET) registry maintained with the National Vocational and Technical Training
Commission (NAVTTC) which collects information on limited indicators from the provincial
TEVTAs. According to the recent Roadmap for Skills Development in Pakistan report by
National Vocational and Technical Training Commission (NAVTTC)72, the total number of
Technical and Vocational Education and Training (TVET) service provider in Balochistan is
151. This number includes both public and private sector. Out of these, 95 institutes are for
men, 41 for women and 15 offer co-education. Balochistan has the lowest number of Technical
and Vocational Education and Training (TVET) instructors among other provinces and
69 A Roadmap for skills development in Pakistan. NAVTTC. 2018

70 Balochistan Sector Development Studies, SMEDA,
https://smeda.org/index.php?option=com_content&view=article&id=91&Itemid=189
71 12 Industrial estates in Balochistan: Quetta industrial and trading estate, Dera Murad Jamali industrial and trading estate,
Khuzdar Mini Industrial estate, Turbat industrial estate, Chaman Industrial estate, Gaddani Marble Estate, Hub industrial estate,
Gawadar industrial estate, Marble city Khuzdar, Marble city Loralai, Marble city Dalbandin, Muslimbagh industrial estate.
Additionally, two Special Economic Zones have been recently approved in Balochistan (Bostan and Hub) by the Federal Special
Economic Zone (SEZ) approval Committee.
72 A Roadmap for Skills development in Pakistan NAVTTC, 2018
193
regions. The National Vocational and Technical Training Commission (NAVTTC) report note that
currently, Balochistan has a total of only 406 instructors.
The enrollment figures in the Technical and Vocational Education and Training (TVET)
institutes across the provinces and regions are dismal, especially when compared to the
existing youth cohort in the country. The situation in Balochistan is no different, where only
17,847 men and women are currently enrolled in the Technical and Vocational Education and
Training (TVET) institutes in the province. Out of this, women enrollment is only 7,088.
Figure 14-1 Enrollment, Instructors and Institutes – TVET
Province wise enrollment

ICT 2,574
3,336
FATA 4,650
4,267
AJK 4,141
6,334
Gilgit Baltistan 9,166

4,049
Balochistan 7,088
10,759 Female
Khyber Pakhtunkhwa 24,917 Male

36,938
Sindh 19,159
67,035
Punjab 76,116
152,708
0 50,000 100,000 150,000 200,000
No. of Institutes No. of Instructors

10000 9229
1800 1672
1600 8000
1400
6000
1200
1000 4000 2779 2609
717 697
800 1184
600 2000 406 800 739 441
No. of
400 151 174 118 135 76 Institutes 0
200
0
No. of Instructors
Source: A Roadmap for skills development in Pakistan. NAVTTC. 2018
Examining the general trend in employment outcomes, it appears that there is low absorption
of graduates of regular Technical and Vocational Education and Training (TVET) programs in
the market. Interviews with Technical and Vocational Education and Training (TVET)
providers reveal that very small percentage of 10% to 30% of Technical and Vocational
194
Education and Training (TVET) graduates get absorbed in the market. One of the main causes
for low market absorption of TVET graduates appears to be the poor quality of formal
Technical and Vocational Education and Training (TVET) provision, in addition to issues of
access, participation and governance.
Technical and Vocational Education and Training (TVET) sector institutes in both the public
and private sector (with a few exceptions in the private sector) are characterised by the
outdated curriculum, a mismatch between skills taught and those demanded by the industries,
inadequate quality assurance mechanism, inadequate physical and learning resources and low
participation of the private sector necessary to bridge the skills-market gap. Technical and
vocational training primarily takes place in time-bound, theory-based, teacher-led classroom
environments, in isolation from the industry. Attachments and linkages to the industry are
fragile, poorly planned and inadequately supervised. The institutions lack a culture in which
training is driven by market-based projections of future skill requirements. There is no
structured mechanism in place for collecting Labor market information and utilising it to
guide course content or expansion of training programs.
Historically, there has been little institutional collaboration and partnership between the
public-funded Technical and Vocational Education and Training (TVET) institutions and the
private sector. There is often reluctance by the private sector to engage with the government
due to excessive bureaucracy and the slow pace at which the government organisations work.
Within the public sector, unlike other provinces, the institutional arrangement for Technical
and Vocational Education and Training (TVET) governance in Balochistan continues to be
fragmented across multiple government departments including Department of Industries,
Department of Labor and Manpower, Department of Social Welfare and Department of
Higher Education.
In all other provinces, the public sector Technical and Vocational Education and Training
(TVET) provision has been unified by establishing a Technical and Vocational Education and
Training (TVET) Authority. Balochistan has had the Balochistan Technical Education
Vocational Training Authority (BTEVTA) law since 2011, but the institutional arrangement
has only recently begun to settle into an agreed format. This is a critical reform advocated by
the Plan.
14.2. Approach to Reform TVET

The approach to Technical and Vocational Education and Training (TVET) looks at a
comprehensive reform of all its aspects: access and participation, quality and relevance and
governance and management. The key being better employment results for its graduates that
will not be possible without seriously repairing the current system broken at multiple points.
In view of the above, the overall goal of TVET is to achieve an ‘Enhanced participation of youth
in the TVET sector across both genders with an increased employment rate.’
14.3. Theory of Change for TVET

The primary problem of Technical and Vocational Education and Training (TVET) is a low
absorption of its graduates into the market. This is due to governance and quality issues that
also impact participation. The objective is to reverse the trend with increased participation of
women.
195
Figure 14-2 Theory of Change for TVET
SECTOR GLOBAL, NATIONAL AND

PROGRAMS
PROBLEMS SUB GOALS PLAN PROVINCIAL
GOALS
OBJECTIVE COMMITMENTS
Increased Global Commitments
Facilitate employment of Sustainable Development
participation in graduates of Goals
TVET TVET SDG4 -‘Ensure inclusive and
education to equitable quality education
strengthen and promote lifelong
equal learning opportunities for all’
opportunities SDG5- Achieve gender
for all with Improved equality and empower all
Low special focus employability women and girls.
absorption of on women and and SDG8- Promote sustained,
TVET girls and participation inclusive and sustainable
graduates in marginalised of youth, economic growth, full and
the market groups particularly productive employment and
due to poor women, decent work for all.
quality of though
formal TVET market National Commitments
Enhance the
provision, oriented, Articles 25 A and 37b of the
quality and
issues of quality and Constitution
delivery of
access, increased "The State shall provide free
TVET to
participation technical and and compulsory education to
improve
and vocational all children of the age of five
graduates’
governance education to sixteen years in such
employability
opportunities manner as may be
determined by law.”
Strengthen the Provincial Commitments

governance of Balochistan Compulsory
TVET for better Education Act 2014 -
management of providing a detailed legal
the system framework for
implementation of Article
25A
14.4. Access and Participation

Poor outreach and lack of adequate infrastructure hinders access to Technical and Vocational
Education and Training (TVET) services in Balochistan. The overall Technical and Vocational
Education and Training (TVET) infrastructure, both in quantity and quality, in Balochistan, is
inadequate. On the same lines as school education, there are issues of supply and demand.
This is also one of the factors contributing to the low participation rates in Technical and
Vocational Education and Training (TVET) institutes in Balochistan.
14.4.1. Challenges:
There are several challenges in improving access and participation in Technical and
Vocational Education and Training (TVET) sector; some of them are discussed below:
Entry barriers: A challenge frequently cited for low enrollment in technical courses, especially
for women, appears to be the entry barrier which requires matriculation as the minimum
academic qualification as well as an age limit of 21 years for enrollment. Anecdotal evidence
suggests that many women, particularly from the rural areas, are often excluded because they
are unable to meet these requirements. Access in Technical and Vocational Education and
Training (TVET) has a major gender dimension.
196
There is only one Polytechnic institute for girls in the entire province which offers DAE
(Diploma) courses. Located in Quetta, despite having a purpose-built building and a capacity
to enroll about a 1000 students, this institute operates below par with only 300 girls enrolled
currently. Despite offering a residential facility, very few girls from outside Quetta enroll in
the institute owing mainly to socio-cultural and mobility issues. Mobility remains a key
challenge to women’ participation in institutional trainings. Women appear to experience a
‘distance penalty’ when it comes to access in terms of distance to training facilities.
Gender stereotyping: For girls and women, the Technical and Vocational Education and
Training (TVET) options are further limited due to gender stereotyping. Vocational education
and training for women are presently limited to a narrow range of female-dominated fields
that reinforce gender stereotypes. Girls and women usually dominate the ‘traditional female
occupations’ training programs like tailoring and beautician while boys and men also
dominate ‘traditional male occupation’ like carpentry, motor mechanics and engineering.
These different career learning paths usually result in different employment outcomes and
earnings.
Lack of market-oriented training programs: A major reason contributing to low enrollment in

Technical and Vocational Education and Training (TVET) institutes for both boys and girls
appears to be the failure of these institutes to incorporate market demand and requirement in
the trades being offered. A case to the point is the vocational training centers being managed
by the Department of Small Industries in the province. Out of the four departments managing
the Technical and Vocational Education and Training (TVET) provision in the province, they
appear to have the largest network of training centers with 156 centers operating in all
districts. Yet, their enrollment is very limited as very few students opt for courses like carpet
weaving and handicrafts. This is despite the fact that all students are offered a financial
incentive for enrollment comprising of a stipend of PKR 2,000 per month indicating that
market relevance and employment prospects for a particular trade are among key
considerations for enrollment in Technical and Vocational Education and Training (TVET)
courses.
A similar case in point is the 3-year diploma course for Electronics where the maximum
enrollment is 2-3 students for a course. While there are no tracer studies conducted by the
institute to track employment trends after course completion, anecdotal evidence suggests
that only about 15-20% students get jobs after graduation. The poor employment outcomes,
thus, offer little incentive to others to enroll in these courses.
Low brand equity: The low brand equity of Technical and Vocational Education and Training
(TVET) compared to general education has also contributed to limited participation in
Technical and Vocational Education and Training (TVET) programs. Many young people view
Technical and Vocational Education and Training (TVET) programs (specifically short term
ones) as a stop-gap arrangement and use the opportunity in the absence of other options.
Where stipends are provided, the incentive to participate increases without addition to
seriousness in pursuit of a career in the trade.
High cost of entry: Another factor affecting participation in Technical and Vocational
Education and Training (TVET) Technical and Vocational Education and Training (TVET)
appears to be the high cost of entry in the market particularly for the more skilled and higher
paid vocations. For example, trades like welding and woodwork require high-cost equipment
to be able to work in the market, whereas young graduates have very limited capital available
for investment in equipment. Similarly, starting own business is also costly and young
graduates of Technical and Vocational Education and Training (TVET) neither have the funds
available nor have the capacity to borrow them, especially, from formal sources.
197
Low Investment in TVET: Technical and Vocational Education and Training (TVET) has a high
recurrent cost if the trainings have to stay abreast with changes in the market. Neither the
public sector nor the private sector has invested adequately in Technical and Vocational
Education and Training (TVET). The private sector has depended on its own ‘ustad shagird’
models. Given the small size, the private sector may not be able to invest this on its own, but
the quality and quantity of Technical and Vocational Education and Training (TVET) provided
can be improved if the public and private sectors collaborate. Right now, within Balochistan,
this is a weak area.
In view of the above, sub-goal of access and participation is to ‘Facilitate participation in TVET
education to strengthen equal opportunities for all with special focus on women and girls and
marginalised groups.’
14.4.2. Strategies for Access and Participation:

1. Entry side barriers will be addressed to improve access and participation for
females
This will require review of the current barriers and engagement with employers and
communities to reduce them, especially, for females.
2. TVET infrastructure will be developed in deficit areas
This will require better mapping of Technical and Vocational Education and Training (TVET)
provision across the province and relevance to employability options locally. Also, where there
is a trend for labor mobility, then potential other trades based on the migratory pattern can be
included. Additionally, Special Economic Zones and Industrial Estates can be prioritised for
developing Technical and Vocational Education and Training (TVET) infrastructure. This will
help in developing a closer link is developed between the Training Service Providers (TSPs)
and the industry, thereby ensuring that skills provision is aligned with industry requirement.
3. Perception of TVET will be improved to attract more trainees
Perceptions about Technical and Vocational Education and Training (TVET) will be changed
through brining in success stories and publicising them. The purpose is to attract more youth
to these programs.
4. Provision of subsidised equipment to trainees.
Research, particularly from the few Tracer studies of Technical and Vocational Education and
Training (TVET) projects across Pakistan, indicates a very low propensity to avail institutional
borrowing by Technical and Vocational Education and Training (TVET) graduates. Start-up
kits are often the preferred alternatives among those enrolled in short term vocational
programmes and interested in self-employment. In trades like plumbing, electrician,
carpenter and others where the graduates cannot find employment without equipment, the
provision of start-up kits can improve employment outcome. These will be provided either free
or at a subsidised rate to the trainees. This will incentivise more admissions and completion.
The institutional arrangement/ methodology can be devised based on trade and institutional
capacity of the TSPs as well as through the experience of many donor projects which have this
provision in their design.
198
5. Develop public private-partnership models for investment in TVET
These partnerships should not only focus on expansion but also on recurrent expenditure on
existing facilities to continue to upgrade them as per market needs. These include equipment
and HR.
14.5. Quality of TVET Provision

Quality of TVET provision is low in Balochistan due to a number of reasons including
disconnect with market demand, poor quality of instruction and outdated curriculum. This
issue results in poor employment outcomes for Technical and Vocational Education and
Training (TVET) trainees.
14.5.1. Challenges:
Relevance of trainings: In most cases, Technical and Vocational Education and Training
(TVET) institutes particularly in the government sector, have not been upgraded in many
years, and thus, failing to keep up with the market.
Outdated curriculum: The curriculum taught in those institutes has not been reviewed even
once ever since it was introduced. The Competency Based Training (CBT) curricula developed
by the National Vocational and Technical Training Commission (NAVTTC) have not been
implemented in Balochistan except in short term courses run by National Vocational and
Technical Training Commission (NAVTTC).
Outdated facilities: Similarly, laboratories, machinery and equipment have not been updated
to keep up with the market requirement.
Lack of trained teachers: There is a paucity of quality teachers in the Technical and Vocational
Education and Training (TVET) sector. There are no pre-service training programs for
Technical and Vocational Education and Training (TVET) instructors. The in-service trainings
are sporadic and offer very few opportunities for skills up-gradation as per the requirements
of the market to teachers. As a result, most teachers lack the requisite technical skills,
pedagogical ability and capacity for assessment.
Language barrier: Language barriers also affect the quality of training provision as courses for
the more advanced diplomas are in English language while neither students nor teachers have
sufficient proficiency in the language.
Low quality of training programs: Overall, the quality of training programs varies significantly,
with most of the institutes offering program quality towards lower end of the spectrum. This
means that young people aspiring to enter the labor market will begin with a handicap of low
educational attainment and limited skillset.
Poor quality of assessments: Overall, the quality of assessments in the Technical and
Vocational Education and Training (TVET) remains poor. Assessments for vocational courses
(up to 1 year) are carried out by the Trade Testing Board while for technical and diploma
courses (up to 3 years), the assessments are done by the Technical Wing of the Board of
Intermediate and Secondary Education (BISE). There are several weaknesses in the current
assessment system. While most Technical and Vocational Education and Training
(TVET)courses offer a mix of theory and practical work, the assessments in most cases are
heavy on theory. There is also an acute shortage of assessors, and no assessors are available
for a number of trades. While the National Vocational and Technical Training Commission
(NAVTTC) has launched trainings and certification of CBT assessors in recent years, very few
assessors have been trained or certified in Balochistan.
199
There is also considerable variance in the assessment system within the various skills
development programs being managed by different departments in the province. As noted
above, while technical and vocational programs managed by the Department of Higher
Education follow a formal assessment system, trainings run by the Department of Small
Industries are not assessed. The students are not assessed formally and only receive a course
completion certificate at the end of the training.
Poor quality of school education: Poor quality of school education also impinges on skill
development and eventual absorption in the market. Participants’ ability to maximise skills,
and compete in the market, are hampered by poor cognitive development in general (school)
education and the absence of any skill-based work in schools. The latter helps develop psycho-
motor skills. With no skilled based course in schools these skills are poorly developed in
Technical and Vocational Education and Training (TVET)courses.
Absence of skills anticipation: Lack of Labor market intelligence for skills anticipation remains
one of the main reasons for low quality Technical and Vocational Education and Training
(TVET) provision in the province. Current provision of Technical and Vocational Education
and Training (TVET) is highly supply-driven with most training programs designed without
any market research. Compounding the lack of reliable data is the shortage of administrative
proficiency in skills analysis and forecasting market needs by most Technical and Vocational
Education and Training (TVET)service providers. In the absence of any systematic way to
collect Labor market information and conduct localised market research, the current
provision in the sector continues to create skill mismatches leading to poor employment
outcomes.
Limitations of current market structure: Other factors limiting participation in Technical and
Vocational Education and Training (TVET) include the current market structure in
Balochistan. Dominated by informal structure, small market size and comprising largely of a
non-industrial economy, the present market offers limited options for the absorption of the
Technical and Vocational Education and Training (TVET) graduates. In the few enterprises
where employment can be generated, business owners prefer to hire young untrained
apprentices and train them on the job as per their requirements. It saves them the cost of
hiring a fresh graduate from a technical course.
Moreover, the present skills development provision is dominated by the Ustad Shagird Model.
This traditional training model occupies the bulk of the space, and the regular graduates find
it difficult to break through these structures. Demand for institutionalised training is also
limited due to an absence of consumer awareness on standards and hence a demand for
standardised work. In most cases, word of mouth reputation of skilled workers forms the
benchmark for assessment of their skills.
Narrow approach to skill development: Over the past two decades, Technical and Vocational
Education and Training (TVET) providers, employers and policy-makers have placed an
increasing emphasis on finding ways to enhance the ‘employability’ of young people. There is
growing recognition that a successful transition to the world of work requires a broader skillset
comprising of both technical skills and transversal skills.
While the Technical and Vocational Education and Training (TVET) actors have beginning to
recognise the need for investing in the development of soft or critical skills, the sector currently
lacks a coherent and systematic approach to addressing the issue. There is no common
definition or consensus of what constitutes critical skills relevant particularly to successful
employment transition. The current provision of critical skills training appears to be missing
in public sector institutions. There are no nationally consistent standards or qualifications that
address these skills. In the absence of a commonly agreed core skills framework for the
Technical and Vocational Education and Training (TVET) sector, integration of core skills in
the training curriculum continues to remain piecemeal and unstructured.
200
Sub-goal of quality of TVET provision is to ‘Enhance the quality and delivery of TVET to
improve graduates’ employability.’
14.5.2. Strategies for Quality of TVET Provision:

1. Capacities of TVET Instructor will be developed and strengthened
The key is to recognise that teachers in Technical and Vocational Education and Training
(TVET), whether from the market or employed by Technical and Vocational Education and
Training (TVET) institutions, require training. The latter normally need training on teaching
methods while the former requires ongoing up-gradation of their knowledge and skills with a
shifting market. A proper sustained continuous professional development program will be
insitutionalised.
2. Shift towards professionals in the teaching staff of TVET
Balochistan Technical Education Vocational Training Authority (BTEVTA) will develop a

policy, and TVET will hire high-end technical persons like engineers to train the students. This
may be done either through directly recruiting these professionals as trainers or hiring their
services as visiting faculty.
3. Capacity of TVET institutions will be strengthened to deliver market-relevant and

demand-driven TVET programs
Capacity of the institutions will be revamped to provide them with the ability to connect with
the market and keep abreast of the changes.
4. Measures will be designed and implemented to improve trainees’ information of

promising sectors and orienting them towards these sectors
Career counselling centers linked with the market will be set up in institutions or districts as
the case may be. These centers will, among others, be connected with the market information
system developed by National Vocational and Technical Training Commission (NAVTTC).
5. Quality of training will be improved through industry exposure
Trainees will be provided exposure to industry through, among others, apprenticeships and
attachments. This will help break the dominance of the Ustad-Shagird model.
6. TVET curriculum will be reviewed and revised
Collaboration will be developed between Technical and Vocational Education and Training
(TVET) institutions and industry to design the Technical and Vocational Education and
Training (TVET) curriculum. All Technical and Vocational Education and Training (TVET)
curricula will require feedback from the industry in a systematic process to ensure they meet
the market needs.
7. Training programs will be developed based on market needs
Training programs will be developed after a structured market needs assessment is conducted.
This will be updated regularly.
14.6. Governance and Management

The governance and management structure of Technical and Vocational Education and
Training (TVET) sector continues to be fragmented across multiple government departments
mentioned earlier. There is a lack of coordinated implementation by different government
201
departments and private sector institutions hindering effective service delivery in Technical
and Vocational Education and Training (TVET) sector in Balochistan.
14.6.1. Challenges:
Weak institutional capacity of Balochistan Technical Education Vocational Training Authority
(BTVETA): There is some efforts recently to strengthen Balochistan Technical Education
Vocational Training Authority (BTEVTA), established in 2011. An MD for the authority has
been appointed for the first time since its establishment. The service rules for the Balochistan
Technical Education Vocational Training Authority (BTEVTA) have also been formulated. The
mandate has been clarified as follows:
BTEVTA has the role of a regulator and facilitator of all training institutions, whether in the
private or the public sector. This means the authority will develop standards, prescribe
curricula and provide assistance in up-gradation of equipment etc.
An amount of Rs. 500 million has been allocated in the current budget for operationalisation
of Balochistan Technical Education Vocational Training Authority (BTEVTA).
The four Departments mentioned earlier will continue to have administrative control of the
TVET institutions.
While clarity has been achieved in respective roles and responsibilities to some extent, the
capacity of Balochistan Technical Education Vocational Training Authority (BTEVTA)
remains to be developed in order to ensure its smooth functioning. Staffing of the institution
remains to be done. While 42 posts have been approved for Balochistan Technical Education
Vocational Training Authority (BTVETA), currently the staff from the Skill Development
Program has been borrowed for the organisation.
Disconnect with general education: Since the 1980s, Technical and Vocational Education and
Training (TVET) has existed as a separate track disconnected from the general education
system in the country. Under budgeted and under-resourced, with no clear pathways between
the two systems, the vocational track suffers poor brand equity and is generally viewed as a
back-up option for students who fall out of the academic system. This perception hinders the
development of skills training as a credible alternative to traditional academic routes. The
National Education Policy 2009 recognises TVET’s weak linkages with the general education
and goes on to recommend introducing an improved system of technical and vocational
education at the high school level, offering two-way link with the academic stream and
providing linkages to a revamped vocational and technical sector at higher levels73.
Only in recent policy discourse on Technical and Vocational Education and Training (TVET)
has there been a shift, advocating for harmonising and bringing together the two education
streams. There is some discussion at the policy level to revive the Matric Tech program in
schools.
Standards for TVET Sector: Similar to the rest of education structures, standards in Technical
and Vocational Education and Training (TVET), if at all, are outdated. These need a review to
match the requirements of the market and increased dynamism for the sector.
Sub-goal of governance and management is to ‘Strengthen the governance of TVET for better
management of the system.’
73 National Education Policy 2009.
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14.6.2. Strategies for Governance and Management:

1. Governance of TVET will be strengthened for better management of the system
Institutional capacity of Balochistan Technical Education Vocational Training Authority

(BTVETA) will be built to provide policy direction, regulatory oversight and coordination
between the various public and private Technical and Vocational Education and Training
(TVET) institutions in Balochistan. The current fragmented and poorly resourced Balochistan
Technical Education Vocational Training Authority (BTEVTA) will require a complete
overhaul in line with findings on its capacity needs.
2. Quality standards will be developed for training providers in order to improve all
aspects of the training process
Similar to school education standards will be developed and implemented by all service
providers, both, in the public and private sectors.
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14.7. Program Matrix - Technical and Vocational Education and Training

Table 14-1 Program Matrix - Technical and Vocational Education
Program 8 – Technical and Vocational Education and Training

Overall Goal: Increased employment of graduates of TVET
Sub-Program Sub-Goals Strategies Activities Targets
8.1 Access and 8.1. Facilitate 8.1.1 Address entry side I. Review and analyse entry side barriers and issues Female participation
Participation participation in TVET barriers to improve increased
education to access and participation
strengthen equal for females II. Engage communities and employers to address
opportunities for all issues
with special focus on
III. Expand training opportunities for females
women and girls and
marginalised groups
8.1.2 Invest in developing I. Carry out province wise mapping to identify deficit Mapping study
TVET infrastructure in areas conducted
deficit areas
II. Develop a phased plan to establish/ functionalize Plan developed to
TVET institutes in deficit areas establish TVET
institutes
8.1.3 Improve the I. Launch campaigns to create awareness in order to Province wide
perception of TVET for change the perception of the community and outreach campaigns
attracting more trainees popularize TVET launched through
for vocational and II. Make community mobilisation a part of TVET various media and
technical training program roll out through engagement and partnership community
with community based organisations mobilisation
8.1.4 Provide subsidised I. Prepare proposal on provision of equipment for Equipment provided
equipment to trainees different trades at subsidised rates to trainees to trainees to continue
working in different
II. Prepare and implement the plan trade
8.1.5 Develop public I. Engage in consultation with the private sector on MoUs signed with the
private partnership PPP models and areas of investments private sector for
models for investment in projects in PPP mode
TVET II. Develop and implement plan in a phased manner
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III. Sign MoUs for projects
8.2 Quality of TVET 8.2. Enhance the 8.2.1 Invest in improving I. Strengthen the in-service trainings through In-service training
Provision quality and delivery of quality of instruction developing a Continuous Professional Development program revamped
TVET to improve through developing TVET plan for TVET instructors in the short and medium following a CPD
graduates’ Instructor capacities term approach
employability II. Carry out TNAs for TVET instructors to develop
needs based training programs
III. Revise and update teacher training content to keep
pace with technological advancements and market
demands including skills to teach entrepreneurship
skills
8.2.2 Shift towards I. Assess requirements of different trades and market Professionals are
professionals in the II. Formulate a policy to engage high end technical engaged by TVET to
teaching staff of TVET experts as trainers train the students
III. Hiring of professionals by TVET as per policy
guidelines
8.2.3 Strengthen the I. Undertake a capacity assessment Capacity
capacity of institutions to development plan
deliver market relevant II. Develop a capacity development plan implemented
and demand driven TVET III. Implement the capacity development plan
programs
8.2.4 Improve trainees’ I. Develop and strengthen career counseling services Career counselling
information of promising at the institute level function strengthened
sectors and orienting
them towards these
sectors
8.2.5 Enhance quality of I. Organise attachment with industries through Institutional
training through industry apprenticeship/ internship/ on-the-job trainings mechanism for
exposure industry attachment
developed
8.2.6 Develop I. Review / develop new TVET curricula in line with CBT courses
collaboration between market demand based on CBT approach developed and
TVET institutions and II. Adopt CBT courses developed by NAVTTC in TVET adopted
industry to design the institutes
TVET curriculum
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8.2.7 Develop training I. Conduct market assessment studies to identify Market assessment
programs based on current and future needs of the local markets in studies conducted
market needs different regions of Balochistan
8.3 Governance and 8.3. Strengthen the 8.3.1 Build the I. Build institutional and human resource capacity of Institutional capacity
Management governance of TVET institutional capacity of B- BTEVTA including filling of sanctioned posts to of BTEVTA
for better TVETA to provide policy develop and implement quality assurance system strengthened
management of the direction, regulatory II. Outline role and remit of BTEVTA along with
system oversight and specifying role of different departments responsible
coordination between the for TVET provision in Balochistan
various public and private
III. Develop a coordination and communication
TVET institutions in
mechanism between the various departments
Balochistan.
8.3.2 Develop quality I. Develop a system, guidelines and mechanisms to Quality standards are
standards for training implement a quality assurance system for TVET developed and quality
providers in order to institutions assurance system put
improve all aspects of the in place
training process
206
207
15. Costing
Financial outlays of Rs. 72.75 billion have been estimated for the implementation of BESP
2020-25. This amount will be over and above the current budgetary allocations. The financing
needs of BESP 2020-25 will be met primarily through public funds, although efforts will also
be made to mobilise donor support. Looking at present trends – based on past expenditure
growths, a deficit of Rs. 21.48 billion is likely to be encountered over the five-year period.
Government of Balochistan is committed to cover this gap through its own resources, as well
as, procurement of funds or technical assistance from the development partners.
This chapter estimates the budgetary outlays needed for the implementation of BESP. Figures
have been reached through an elaborate simulation model built within the limitations of data
available. This chapter explains the details of costing. It begins with an overview of the
education budget and expenditure pattern of the last five years. It then explains the details of
the simulation model with a particular focus on the total funding requirement, likely financing
gaps, challenges and sustainability options. Finally, this chapter also highlights the set of
assumptions on which successful availability of these funds depends over the next five years.
15.1. Spread of Education

Spread of education recurrent budget goes beyond the Secondary Education Department
(SED). Its spread is as follows:
Table 15-1 Department Allocation as % of Total Education Recurrent Budget
Department Allocation Allocation as Allocation as

(PKR in % of Total % of Total
billion) Education Balochistan
Budget Recurrent
Budget
Secondary Education (including BEF 48.01 16.35%

Community Schools)
Higher Education (Including BRC, 10.13 21.10% 3.45%
Cadet Colleges and Military College
Sui)
Medical Education 3.78 7.87% 1.29%
Social Welfare Department - 0.11 0.23% 0.04%
Nonformal Education (NFE)
Social Welfare Department - Special 0.49 1.02% 0.17%
Education and Child Protection
Industries Department – TVET 0.57 1.18% 0.19%
Labour & Manpower Department - 1.26 2.63% 0.43%
TVET
Mines and Minerals – Education 0.15 0.31% 0.05%
Source: Budget Book 2019-20
15.2. Budgetary Allocation and Expenditure Trends

Education budget is split between recurrent and development expenditures. Recurrent
expenditures (or the current budget) constitute the bulk of the budget. Figure 15-1 shows the
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split for the budget of Secondary Education Department, Higher Education and Medical
Education. Trend for others, though not seen here, has a higher percentage of recurrent
portion. As seen in Figure 15-1 the trend for these three show that current budgets constitute
on average from 71% to 83% of the total. This is not unusual for budgets. However, there has
been a decline in the development budget from a peak of 29% in 2014-15 to 17% though up
from the lowest point of 13% in 2016-17.
Figure 15-1 Education Current and Development Budget Trend 2014-2019
Education Current & Development Budget Trend

87%
90% 83% 82% 83%
79%
80% 71%
70%
60%
50%
40% 29%
30% 21%
13% 17% 18% 17%
20%
10%
0%
2014-15 2015-16 2016-17 2017-18 2018-19 2019-20
Current Budget %age Development Budget %age
Source: Budget Books 2014-15 to 2019-20
The bulk of education budget, at 78%, is allocated to the Secondary Education Department,
followed by 16% to higher education and 6% to medical education.
Current budgets are almost always spent. Almost 90% of current budget consists of salaries.
Expenditure issues sometimes appear in development budgets. Table 15-2 shows that for most
years, at all levels, utilisation has been lower than allocation with 2016-17 being an exception.
Main reasons for low utilisation include a combination of weak capacity at the spending level,
inefficient release processes, unavailability of the budgeted amount and, sometimes, re-
allocation to other areas.
Table 15-2 Table of utilisation of development funds
Utilisation of development education budget (%)

SECTOR 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19
PRIMARY (GOB) 58 87 66 83 157 52 14

MIDDLE (GOB) 75 268 65 92 227 63 2
SECONDARY
(GOB) 42 86 84 116 311 47 31
COLLEGE 81 60 67 101 171 96 80
GENERAL 80 18 24 122 161 33 163
TECHNICAL 33 39 76 100 100
Source: Development Budget 2011-2018
209
Table 15-2 does not include development budgets of Balochistan Textbook Board and
Balochistan Board of Intermediate and Secondary Education. The former receives a single line
budget from the Department of Secondary Education while BBISE raises its own funds.
15.3. The Model

The simulation model used for estimating costs and financing gaps for BESP 2020-25 has been
primarily divided into two types of costs:
I. Scale Costs
II. Non Scale Costs
Scale costs increase with additional enrolments. An example of scale costs are the
expenditures on textbooks. Not all scale costs increase with each new child enrolled. The
impact on costs with scales depends on the standards used. For example, this model assumes
that a new teacher will be hired for every additional 40 children enrolled, provided the current
capacity is saturated.
The following standards have been laid down for scale costs:
i. Teacher student ratios

ii. Textbooks to student ratios
iii. Classroom to student ratios
Costs for additional enrolments do not move linearly. They depend on the model used. The
simulation uses four models to accommodate new enrolment:
1. Private sector
2. Public-private partnership options and local innovation
3. Public schools with excess capacity
4. Public schools with saturated capacity
For public private-partnership, per child cost is lower than in the case of regular government-
run schools because teacher salary and other overheads are not included. Same has been used
for local innovation. The local innovation option has been provided in the strategies for access
and participation in areas where population density is low, and the traditional school
establishment model is not feasible.
The share of each school type in additional enrolment has been included as follows:
Table 15-3 Breakup of each school type in additional enrolment
Options ECE Primary Middle High/H.S ALP/AL

Regular 50% 50% 60% 70% 0%
PPP 30% 30% 20% 20% 50%
Innovative Model 20% 20% 10% 10% 50%
Initially, enrolment will also be accommodated in schools with excess capacity. These will only
entail costs of additional textbooks and examinations.
Non Scale costs do not depend on enrolment and are normally a one-time effort (though not
in all cases). These have been calculated separately for each activity based on human and other
210
resources employed. Wherever an activity or strategy entails a non-scale cost, the amount has
been shown in the implementation matrix against the specific entry. COVID 19 related
strategies have been costed here as they primarily entail development of specific products like
videos. The cost of learning pamphlets is in the scale factor as it would be distributed. It has
been conflated with the cost of textbooks.
15.3.1. How the Scale Model Works?

School enrolments across various options cannot be filled in a linear or, always, predictable
manner. Enrolments may increase in classrooms with no additional capacity even as the
excess capacity schools continue at an inefficient rate. The model assumes continuity of low
enrolment and inefficiency for at least two years into implementation. Similarly, options of
private schools enrolment begin early while PPPs a bit later as the model will take time to settle
and become operational.
There are five sources for increased enrolment:
1. Higher intake rate at the ECE level

2. Improved survival rate at the primary level
3. Better transition rate between primary and middle
4. Improved survival rate at the middle and secondary levels
5. Better transition rates between middle and secondary
The improvements are expected to come from a number of strategies:
Increased intake rate at the ECE/Grade 1: This is expected to improve through the expansion
of ECE and schooling opportunities at primary levels plus community mobilisation for
enhanced enrolments at the right age.
Improved survival rates: Increased survival rates will essentially come from improvements in
the quality of learning. Each of the strategies that target improvements in quality will have an
impact on survival rates. However, learning improvements may remain slow. There are
strategies that may not impact them in the short run, but while others may have an impact
even if it is not discernable in early improvements in student learning outcomes.
For example, health screening and school meals may produce more immediate results as
compared to changes in curriculum and textbooks. In the absence of specific local research, it
is difficult to isolate impacts of each of the strategies separately.
Higher transition rates: Higher transition rates are partially induced by improved survival.
Other factors will be increased schooling opportunities beyond primary and middle. The third
source will be learners mainstreamed through non-formal basic education programs.
15.3.2. Standards for Regular Public School Enrolments

Different standards have been used for each level: primary, middle, secondary and higher
secondary. For primary a teacher student ratio of 1:40 has been used, for middle, secondary
and higher secondary the ratio used is 3:4074.
74Ideally, the ratio for secondary and higher secondary should be 5:40 but practical considerations of teacher availability and
costs have led to reduction of the ratio for costing of BESP.
211
Table 15-4 Standard for Student Teacher Ratio
Student Teacher Ratio

Schools Teacher-Student Ratio
Primary 1 40
Middle 3 40
High 3 40
Higher Secondary 3 40
In case of textbooks, instead of ratios costs of packages for each level has been used. This will
increase over the next five years at an inflation rate of 10% for the model overall.
Table 15-5 Textbooks Cost per set
Text Books (Cost per set)

Primary 375
Middle 625
High 800
15.3.3. Unit Costs
Unit costs for the scale component have been used as follows:
1. For construction: standard costs used by the Communications and Works (C&W)
Department
2. Teachers: As per the salary structure
3. Textbooks: Based on actual costs of textbooks
4. Inflation: At the rate of 10 percent per annum
15.4. Budgetary Impact

An overall budgetary impact is of Rs. 72.75 billion rupees. Out of these only Rs. 3.27 billion
rupees are attributed to non-scale expenditure. This comes to about 4.5% of the total.
However, this 4.5% is critical to successful impact of the remaining 95.5%.
Table 15-6 BESP Costing
Education Sector Plan

Additional Budget Requirements (In Billion PKR.)
for the Period 2020 – 2025
Year 1 Year 2 Year 3 Year 4 Year 5 Total
2020-21 2021-22 2022-23 2023-24 2024-25
Recurrent Cost: 3.95 6.48 9.90 12.05 10.50 42.88
ECE 0.68 0.86 1.20 1.45 1.46 5.66
Primary 1.23 1.60 2.05 2.36 2.12 9.35
Middle 0.68 1.28 2.27 3.25 3.62 11.09
212
High 0.21 0.29 0.41 0.48 0.43 1.82

Higher Sec 0.04 0.08 0.10 0.09 0.06 0.37
NFE/ALP 0.15 0.45 0.93 1.32 1.45 4.29
Adult Literacy 0.82 1.69 2.59 2.66 0.91 8.66
Monitoring 0.15 0.23 0.35 0.45 0.46 1.63
Development Cost: 2.15 6.12 7.67 8.07 5.88 29.87
ECE 0.53 0.62 0.70 0.70 0.53 3.09
Primary 0.87 3.72 4.45 4.68 3.97 17.69
Middle 0.16 0.46 0.63 0.63 0.16 2.04
High 0.15 0.37 0.52 0.52 0.15 1.72
Higher Sec 0.01 0.02 0.02 0.02 0.01 0.07
Adult Literacy 0.00 0.00 0.00 0.00 0.00 0.00
NFE/ALP 0.16 0.35 0.57 0.62 0.30 1.99
Non Scale Cost 0.26 0.57 0.78 0.89 0.76 3.27
Grand Totals 6.09 12.60 17.56 20.12 16.38 72.75
The budgets are broken into development and recurrent budgets. Development expenditure
of each year has an impact on the recurrent expenditure for the following year. For example,
schools added in development expenditure in year one will have implications for recurrent
expenditure in the next years in terms of teacher salaries and maintenance.
The most significant impact can be seen in the primary and middle levels with the expectations
that over the next five years survival and transition rates will improve at these two levels and
subsequent increase will be possible in the subsequent years in the secondary and higher
secondary levels.
15.5. Commitments from Development Partners

Table 15-7 below shows the commitments from development partners for the next five years.
These include major commitments of 18 million euros and dollars from the European Union
and the World Bank (WB) respectively.
Table 15-7 Commitments from development partners
Sr. No. Donors/Local Currency Budget in Total Pak Rs.

Partners/International Euro/US $ In Million
Partners/NGOs/etc. Million
1 UNICEF USD 0.00 0.000
2 World Bank USD 18.00 2,772.000
3 European Union EUR 18.00 3,024.000
4 UNESCO (Malala Fund) USD 0.139 21.406
5 JICA USD 1.16 178.640
Total PKR 5,996.046
213
PKR in billion PKR 5.996

Source: PPIU
The World Bank (WB) funding will target 4 districts with refugee presence. Japan
International Cooperation Agency (JICA) funds are targeted at Literacy and Non-formal
Education.
15.6. Calculating Budgetary Gaps

Table 15-11 shows the financing gap if the current budgetary trends continue in the
government. It is at 30% of the requirements after accounting for government commitments
and expected, committed, donor funds.
Ideally growth rates and predictions should be undertaken on the basis of Gross Domestic
Product (GDP). However, as the provincial government does not calculate Gross Domestic
Product (GDP) budgetary trends have been used as proxy. Table 15-8 shows ten-year
budgetary trend of the overall provincial budget.
Table 15-8 Ten Year Trend of Provincial Budget - Balochistan
Ten Year Trend of Provincial Budget

Provincial Budget Percentage Growth
Year Current Development Total Annual % for Development Total
recurrent
BE2010-11 125.26 26.33 151.59

BE2011-12 133.21 31.35 164.56 6% 19% 9%
BE2012-13 144.11 35.82 179.93 8% 14% 9%
BE2013-14 154.48 43.91 198.40 7% 23% 10%
BE2014-15 164.97 50.74 215.71 7% 16% 9%
BE2015-16 189.02 54.51 243.53 15% 7% 13%
BE2016-17 218.17 71.18 289.35 15% 31% 19%
BE2017-18 242.49 86.01 328.50 11% 21% 14%
BE2018-19 264.04 88.25 352.29 9% 3% 7%
BE2019-20 293.58 126.34 419.92 11% 43% 19%
Ten Year
10% 20% 12%
Average %
Five Year
12% 21% 14%
Average %
Over a ten year period, the recurrent expenditure has had an average increase of 10% and the
development budget 20% and an overall average increase of 12%. For the last five years, the
average increase of recurrent budget is 12%, development budget 21% and recurrent budget at
14%,
Table 15-9 shows trend of Balochistan’s education budget over the same period.
214
Table 15-9 Ten Year Trend of Balochistan's Education Budget
Ten Year Trend of Balochistan's Education Budget

Balochistan Education Budget Percentage Growth
Year Current Development Total Annual % for Development Total
recurrent
BE2010-11 17.32 2.28 19.60

BE2011-12 19.24 2.80 22.04 11% 23% 12%
BE2012-13 22.46 2.36 24.82 17% -16% 13%
BE2013-14 24.74 10.54 35.28 10% 347% 42%
BE2014-15 28.94 11.74 40.67 17% 11% 15%
BE2015-16 38.33 10.02 48.34 32% -15% 19%

BE2016-17 42.63 6.65 49.28 11% -34% 2%
BE2017-18 45.90 9.60 55.50 8% 44% 13%

BE2018-19 56.27 12.45 68.72 23% 30% 24%
BE2019-20 62.43 12.68 75.11 11% 2% 9%
Ten Year
16% 44% 17%
Average %
Five Year
17% 6% 13%
Average %
Both the ten year and five year, averages for percentage growth show that the growth rate of
education budget has been more than the overall education budget in the ten year period. It
slows down a bit in the last five years due to lower average percentage of development budget.
In the ten year average recurrent budget increases by 16%, development budget by 44% and
total by 17%. In the last five years, recurrent expenditure has grown by 17% on average and
while development budget has had an average growth of only 6% per annum. Overall average
per year growth rate being 13%.
Based on the above Table 15-10 shows the percentage growths of provincial budgets that can
be committed in routine by the Government of Balochistan.
Table 15-10 percentage growths of provincial budgets committed
Increase committed based on past trend for 5 years

Recurrent 12%
Development 6%
Recurrent increase has been committed at 12% although the average for last five years is 16%.
Given the natural increments (based on regular salary increases) a 5% increase in the recurrent
budget has been estimated. This means if new personnel are not recruited the recurrent budget
would still increase by 5%. Hence, for additional funds for BESP the recurrent component
growth rate is projected at 12%.
215
Table 15-11 Analysis of Finances Gap
Analysis of Finances Gap
Budget Base Year 1 Year 2 Year 3 Year 4 Year 5 Total

Year
Secondary Education 48.01 52.81 58.09 63.90 70.29 77.32 322.43
Department (Recurring)
Secondary Education 6.48 7.12 7.84 8.62 9.48 10.43 43.49
Department
(Development)
Higher Education 10.13 11.14 12.26 13.48 14.83 16.32 68.03
(Recurring)
Social Welfare 0.60 0.66 0.73 0.80 0.88 0.97 4.03
Department (Recurrent
Budget-NFE, Special Edu
and Child Protection)
Industries Department 0.57 0.63 0.69 0.76 0.83 0.92 3.82
(Recurring – TVET)
Labour & Manpower 1.26 1.39 1.53 1.68 1.85 2.03 8.48
(Recurring – TVET)
Mines and Minerals 0.15 0.16 0.18 0.20 0.22 0.24 0.99
(Recurring - Education)
Total Education Budget 67.20 73.92 81.31 89.44 98.39 108.23 451.29
2019-20
BESP Proposed Budget 6.09 12.60 17.56 20.12 16.38 72.75
Government Commitment 6.09 8.44 9.29 10.22 11.24 45.28
Development Partners 0.00 1.20 1.80 1.80 1.20 6.00
Gap 0.00 2.96 6.48 8.10 3.94 21.48
Percentage increase 0% 4% 10% 12% 6% 32%

required in routine budget
Deficit percentage of 0% 23% 37% 40% 24% 30%
BESP amount
Table 15-11 shows that an overall gap of Rs. 21.48 billion will remain till the end year five if
alternative options from development partners or increased commitments from the
government are not received75. Government of Balochistan is committed to covering this gap
through additional allocations based. The latter will depend on political support to education
and the revenue positions of the federal and provincial governments. This has been discussed
in the next section.
75 Table 15-11 does not include Medical Education as it is beyond the scope of the sector plan.
216
15.7. Program Wise Commitment

Table 15-12 shows program wise requirements, commitments and financial gaps. These
include the commitments possible from the provincial government as per current projects and
also support from development partners.
Table 15-12 Program Wise Budget Required and Committed
Program Wise Budget Required and Committed

Figures in PKR. Million
Estimated Scale Total Committe Development Gap
Cost Non- Factor d from Partner
Program Scale GOB Contribution
Factor
1- Learning
140.77 369.85 520.62 510.62 0.00 0.00
Design
2- Effective
165.27 6,685.63 6,865.90 5,280.19 2,923.20 -1,352.49.
Teachers
3- Assessments
210.07 6,967.15 7,182.22 6,581.61 428.40 167.21
and Examinations
4- Child Care and
175.50 4,753.22 4,933.72 3,930.04 0.00 998.68
Welfare
5- Access and
1,422.30 29,521.43 30,948.73 17,439.35 1,208.05 12,296.33
Participation
6- Data and
305.09 6,721.17 7,026.26 3,469.00 428.40 3128.86
Research
7- Governance
763.26 14,465.25 15,228.51 7,979.76 1,008.00 6,240.75
and Management
8- Technical and
Vocational
46.26 0.00 46.26 86.26 0.00 0.00
Education and
Training
3,268.52 69,483.70 72,752.22 45,276.83 5,996.05 21,479.34
15.8. Challenge and Sustainability

Government of Balochistan (GOB) and Secondary Education Department (SED) recognise
that financing the gap will be challenging, especially, given ongoing increase in regular
education budget. Balochistan’s own resources are mainly received from the federal
government through its share of the National Finance Commission award (See Table 15-13).
Only 9% of the budget is raised from provincial sources.
217
Table 15-13 Provincial Budget Statement 2019-20
Provincial Annual Budget Statement 2019-20
Amount in Billions of Rupees

Receipts Percentage Share
1 Federal Receipts 328 88%
2 Provincial Receipts 34 9%
3 Other 10 3%
Source: Balochistan Provincial Budget 2019-20
The second challenge will come from the current situation of the Federal Government with the
latter in the throes of a restructuring program where there have been reductions in actual
transfers to the provinces. For at least the next two years, the trend will continue. Things are
expected to improve by year 3 of the sector plan implementation.
The figure given for development partners has been based on the current commitments. More
is being negotiated, but the commitments are not known. With the sector plan in place, the
government will be in a better position to attract and negotiate funds from various sources,
including, development partners.
The government expects to meet the gaps through the following approaches:
i. Increased support from development partners

ii. Higher expectations of provincial revenue
At the time of the previous Sector Plan the government had leveraged BESP for increased
funding from the development partners. With some success in the bag and a more robust
Sector Plan the government expects a better response. A more proactive approach to engage
the Economic Affairs Division and larger development partners will be used.
There is a likelihood of improvement due to the recently established Balochistan Revenue

Authority (BRA). The authority, as compared to the older Excise and Taxation Department
(ETD), has been receiving capacity development support from the European Union (EU) and
the World Bank (WB). Additionally, it has a wider scope for taxes on services.
Most critically the Government of Balochistan (GoB) and Secondary Education Department
(SED) are committed to manage their resources more efficiently. The Plan recommends, and
the subsequent simulation model assumes, that existing resources will be rationalised for
optimal return. This will mean new resources (including human resource) do not need to be
acquired unless necessary till the present set is deployed more efficiently. A focus on learning
will improve the efficiency but in the long run though some aspects can bring early results.
The key will be efficiency through improved governance for better value for money that may
lower the financial needs even below the levels identified in the BESP. This will include as
rationalisation of resources as a key step. An example is better deployment of primary school
teachers will reduce single teacher schools drastically without additional employment.
Similarly, for enrolment initial effort will be to fill in the existing spaces in schools before
embarking on new constructions.
In addition to the above it is important to understand that Balochistan has a broken education
system where major investments are required in access and participation, as well as, learning.
The current pattern of expenditure, if followed strictly, will not achieve the desired change and
218
shift in the results. Therefore budget outlays of the BESP have not been restricted to a path
constrained by past trends alone. The Plan itself is an instrument for negotiation of more funds
and the gaps can be filled in with better demonstration of implementation and more clarity
in the direction – BESP provides the guide to the latter.
Secondly, the financing gap appears large in terms of percentages but is actually not
unreachable in real terms. An amount of Rs. 21.48 billion spread over five years. The highest
gap is in year 4 at Rs. 8.1 billion. This is not beyond the government’s capacity provided
education performs and remains a priority.
15.9. Key Assumptions for Financing

Successful provision of finances for the sector plan depend on the same factors that will
require effective implementation:
Continued across the board political support: Secondary Education Department (SED) will
continue to engage with political leadership as planned in BESP.
Continued Prioritisation of Education: Over the last 10 years the growth rate of education
budget has been greater than that for the overall provincial budget. Given the increased
political value of education across the country, especially, since it has been devolved to the
provinces in 2009 the political priority of education will continue.
Capacity development of SED: Capacity building is an ongoing process of the sector plan and
with increased capacity efficiency in expenditure is also expected to improve.
Strict Monitoring Regime: Learning from mistakes of the past the monitoring regime provided
in the BESP will be more strictly followed than in the past.
Better Capacity of PPIU: In 2013 Policy Planning and Implimentation Unit (PPIU) was a new
and relatively small organisation. Since then it has improved its capacity in terms of numbers
as well as skill sets available with the organisation. More capacity will be built in the next 6
months as part of implementation of BESP. Policy Planning and Implimentation Unit (PPIU)
now also has a more engaged approach to interaction with development partners.
219
220
ANNEXURES
Annex
16. Implementation and Result Matrices
Implementation Matrix – Learning Design
Table 16-1 Implementation Matrix - Learning design
Learning
Program 1 – Learning Design
Overall Goal 1. Make the provincial learning design relevant to the needs and realities of the child, classroom and life and livelihood
Timelines Cost Million
Target Strategies Activities Responsibility Assumptions
Y1 Y2 Y3 Y4 Y5 in PKR.
Sub Program 1.1 Curriculum

Sub Goal 1.1. Provide inputs to the federal government to help develop a curriculum that is relevant to the needs and realities of the child, classroom and life
and livelihood in Balochistan
Gaps in the current 1.1.1 Engage with I. Document gaps in BOC&EC Standards of
standards regime the Federal the current standards assessments are
X 5.45
identified Government to regime to the context revised as part of an
100% of the revise the existing of Balochistan overall assessment
standards standards of II. Engage with the review.
implemented curriculum review / Federal Government
development to to revise the existing Standard development
make them more standards X X 1.25
for considers the current
relevant and curriculum review and situation ensure
applicable to the development progressive change
i
context of III. Implement the and does not create

Balochistan standards unrealistic targets
Capacity for
development and
X X X R.C76 implementation of
standards is built as
part of organisational
capacity development
plans of BOC&EC and
other organisations
Provincial 1.1.2 Develop the I. Undertake research BOC&EC Linkages between
curriculum provincial to identify needs of curriculum review and
framework curriculum children entering research through
developed framework through school in terms of academia have been
need analysis language established and
Scheme of Studies endowments, psycho- X 10.20 institutionalised
revised social development
and other aspects
Curriculum revised including possible
learning hours in
schools
II. Engage with higher
education institutions,
public service
commission and other
Part of above
employers for X
cost
identifying needs for
secondary school
competencies at exit
on grade 12
III. Based on the above
develop a provincial X X 3.77
curriculum framework
76
R.C. stands for Regular Cost. It is mentioned against activities to be covered under regular government budget.
ii
and scheme of studies

aligned with the federal
curriculum framework
where the former
includes a learning
path suited to children
in Balochistan.
Curriculum 1.1.3 Engage I. Identify issues and BOC&EC Standards, Curriculum
implemented for all proactively with challenges in the X R.C framework and
grades the Federal curriculum Schemes of studies
Government on II. Engage with the completed prior to
revision of the Federal Government notification of
curriculum on the on the revision of X R.C curriculum review
basis of needs curriculum on the basis done
identified of needs identified
III. Implement the
curriculum phase wise X X X R.C
Child centered 1.1.4 Balochistan I. Undertake a BOC&EC School language

school language will engage with stakeholder policy means clarity in
policy developed the Federal engagement through timing of introduction,
Government to seminars, media use as medium of
X 1.82
ensure child discussions and instruction, and
centered school political debates for a minimum standards for
language policy is debate on school languages to be taught
developed language policy in schools
II. Engage a local
academic institution or School language
research organisation policy is implemented
to conduct research on X 5.35 through the revised
school language policy scheme of studies and
suited to the needs of curriculum
Balochistan
iii
III. Engage with the

federal government to
ensure child centered
X X X X R.C
school language policy
is developed
Responses to 1.1.5 Include I. Include response to BOC&EC

emergencies response to potential emergencies
included in the potential faced by Balochistan in
curriculum emergencies the curriculum X R.C
faced by
Balochistan in the
curriculum
Capacity of 1.1.6 Develop I. Review the existing BOC&EC
Cost covered
BOC&EC capacity of the capacity development X
under below
enhanced Bureau of plan of BOC&EC
Curriculum and II. Prepare a revised
Extension Centre capacity development
X 5.45
plan for BOC&EC
based on review
X X X X R.C
phase wise
Availability of 1.1.7 Enhance I. Engage with BOC&EC Specialisation in
curriculum availability of Universities/HEC to curriculum at least with
specialists curriculum introduce M.Ed
X R.C
enhanced specialists in the specialisation in
market and within curriculum in M.Ed
the government
II. Explore and
introduce scholarships
X R.C
for curriculum
specialisation
III. Provide
R.C as
scholarships for
assuped
specialisation to X X X
scholarships
candidates within and
available
outside the
iv
government and
additional incentives
for specialists in
employment
Curriculum 1.1.8 Develop and I. Conceptualise and BOC&EC
Implementation implement an prepare curriculum
X
Framework effective implementation
developed curriculum framework
implementation Cost covered
II. Orientation sessions
framework X above
on CIF
III. Implement CIF
activities in a phased x x x x
manner
Teachers oriented 1.1.9 Orientation I.Design orientation BOC&EC, PITE
on new curriculum of teachers on new program on new and DOE(S)
curriculum at the curriculum including
X
district level as content developed for
well as any further grade 1 to 12 on
changes in the COVID 19. Cost covered
curriculum II. Prepare training above
material and master X
trainers
III. Conduct orientation
sessions on new
X
curriculum at the
district level
Sub Program 1.2 Textbooks
Sub Goal 1.2. Develop contextually relevant textbooks that help teachers in teaching and students in developing creative and analytical abilities.
Curriculum and 1.2.1 Ensure I. Conduct a gap DOE(S)
textbooks are alignment analysis study to
aligned between textbooks identify the alignment
X 6.93
and curriculum issue between
curriculum and
textbooks
v
II. Identify causes for Covered

the gaps X
above
III. Revise SOPs for
textbook development
to ensure alignment X R.C
between curriculum
and textbooks
Teacher feedback 1.2.2 Establish a I. Form and notify DOE(S)
mechanism systematic and teachers’ committees
X R.C
utilised for robust feedback for feedback on
textbooks mechanism for textbooks
improvement textbooks to II. Hold meetings of
improve their committees to provide
quality and X X X X R.C
feedback on textbooks
relevance twice a year
III. Document the
feedback for use in
X X X X R.C
improvements in
textbooks
Standards on 1.2.3 Review and I. Document gaps in DOE(S)
Textbooks revise standards the current standards X
developed for textbooks regime
development and II. Develop new
100% of the review to ensure standards for
standards better quality and textbooks 1.45
implemented relevance of the development and
products. X
review at input and
process level including
mandatory field testing
of textbooks
III. Implement the
X X X X R.C
standards
Textbook 1.2.4 Improve the I. Create engagement DOE(S) Potential authors,
development capacity of and training processes X X X X X R.C reviewers and
capacity in the textbook for prospective illustrators will be
vi
province development in authors, reviewers and selected from the

enhanced the province illustrators market, the teachers
and academia
II. Develop and

implement trainings for
prospective authors, X X X X X R.C
reviewers and
illustrators
Capacity of BTBB 1.2.5 Improve the I. Undertake capacity DOE(S)
enhanced capacity of assessment of BTBB X
Balochistan 3.10
II. Prepare a capacity
Textbook Board
development plan for X
BTBB based on review
X X X X R.C
phase wise
Teachers are 1.2.6 Orientation I. Prepare structured DOE(S)
trained on new of Teachers on all training program on
textbooks new textbooks as new textbooks
a mandatory including X X X X X
exercise addendums/pamphlets
developed for grade 1
to 12 on COVID 19.
106
II. Training of Master
X X X X X
Trainers
III. Orientation
sessions for teachers
on new textbooks X X X X X
through a cascade
model
vii
viii
Results Matrix for Learning Design

Program I.1. Relevant Learning Design
Curriculum –proportion of subjects with revised curriculum (or some other measure to show the curriculum has been implemented) [[ the CIF
and other stuff, like % teachers oriented in the new curriculum are output indicators]]
Textbooks - Pupil-textbook ratio for revised textbooks (reflecting updated curriculum), by level and subject
At sub-program level we just use aggregated ‘outputs’ as a result of operationalising strategies.
Table 16-2 Result Matrix Learning Design
Target
Indicator Baseline Data source Frequency
Y1 Y2 Y3 Y4 Y5
Overall outcome of Learning: Learners proficient in reading and numeracy, with developed analytical skills and prepared for life and livelihood
Growth in percentage of students at

Grade 3 and Grade 5 who can read at TBD on the basis 15%
least at minimum standards of BAEC growth
BAEC Annual
Total (sample based) over
Female assessment baseline
Male
Grade 3 and Grade 5 who perform at TBD on the basis 15%
least at minimum standards in arithmetic of BAEC growth
BAEC Annual
Male
Grade 8 who can successfully attempt TBD on the basis 15%
questions on application of BAEC growth
BAEC Annual
Male
ix

Grade 10 who can successfully attempt 15%
questions on application TBD on the basis growth
BBISE Annual
Total of BBISE exam over
Female baseline
Male
Growth in percentage of students with 15%
minimum B in Secondary examinations growth
TBD on the basis over
Total BBISE Annual
of BBISE exam baseline
Female
Male
minimum B in Higher Secondary growth
examinations TBD on the basis over
baseline BBISE Annual
Total of BBISE exam
Female
Male
Program 1 Learning Design
Intermediate outcome I. Provincial learning design relevant to the needs and realities of the child, classroom and life and livelihood
% curriculum of ECE revised
- 100 BOC&EC Annual
% subjects in Primary with revised

curriculum - 50 100 BOC&EC Annual
% subjects in Middle with revised

- 50 100 BOC&EC Annual
curriculum
% subjects in Secondary with revised
- 50 100 BOC&EC Annual
curriculum
% of revised textbooks for Primary used
- 20 RTSM Annual
in the classroom77
77 Covers first grade
x
% of revised textbooks for Middle used in

- 33 RTSM Annual
the classroom78
% of revised textbooks for Secondary
- 50 RTSM Annual
used in the classroom79
Sub-program 1.1 Curriculum
Intermediate outcome 1.1. Curriculum relevant to the needs and realities of the child, classroom and life and livelihood
Output 1.1.1: The existing standards of curriculum review / development revised through engagement with the federal government to make them more
relevant and applicable to the context of Balochistan
% of the standards implemented - 40 90 100 BOC&EC Quarterly
Output 1.1.2: Provincial curriculum framework developed through need analysis
Provincial curriculum framework
- 1 BOC&EC Once
developed
Output 1.1.3: Engaged proactively with the Federal Government on revision of the curriculum on the basis of needs identified
Plan implementation rate (%) - 40 90 100 BOC&EC Quarterly
Output 1.1.4: Engaged with the Federal Government to child centered school language policy is developed
Language policy implemented - 1 BOC&EC/DOE(S) Annual
Output 1.1.5: Response to potential emergencies faced by Balochistan included in the curriculum
% curriculum updated on responses to
- 100 BOC&EC Annual
emergencies
Output 1.1.6: Capacity of the Bureau of Curriculum and Extension Centre developed
Rate of implementation of CD plan of
- 25 50 75 100 BOC&EC report Quarterly
BoC&EC (%)
Output 1.1.7a: Availability of curriculum specialists in the market increases
Output 1.1.7b: Availability of curriculum specialists within the government increases
Additional number of curriculum
TBD 80 PPIU / BOC&EC Annual
specialists available in the province
Output 1.1.8: Curriculum implementation framework is developed and implemented
78 Covers grade 6
79 Covers grade 9
80 Covers personnel employed in the government and in academic institutions
xi
CIF developed 0 1 BOC&EC Annual

% rate of CIF implementation 20% 30% 40% 50% BOC&EC Annual
Output 1.1.9: Teachers trained on new curriculum at the district level as well as on any further changes in the curriculum
% of teachers trained on new curriculum 0 20% 40% 60% PITE, DOE(S) Annual
Sub Program I.2 Textbooks
Intermediate outcome I.2. Contextually relevant textbooks that help teachers in teaching and students in developing creative and analytical
abilities
Output 1.2.1: Curriculum and textbooks aligned
% textbooks aligned with the curriculum - 80 BTBB Annual
Output 1.2.2: Teacher feedback mechanism for textbooks developed and in operation
Implementation rate feedback
- 100 BTBB Annual
mechanism (%)
Output 1.2.3: Standards for textbooks development and review revised
% of the standards implemented - 100 BTBB Annual
Output 1.2.4: Capacity of textbook development enhanced
Number of potential authors, reviewers
- 30 30 30 BTBB Annual
and illustrators trained
Output 1.2.5: Capacity of Balochistan Textbook Board strengthened
Rate of implementation of CD plan of
- 25 50 75 100 BTBB report Quarterly
BTBB (%)
Output 1.2.6: Teachers are trained on all new textbooks as a mandatory exercise
% of teachers trained on new textbooks DOE(S), PITE
- 0 30% 50% Annual
and BTBB
% of teachers trained on new material on DOE(S), PITE
0 100 100 Annual
COVID 19 and BTBB
xii
Implementation Matrix - Effective Teacher

Table 16-3 Implementation Matrix for Effective Teacher
Learning
Program 2 – Effective Teacher
Overall Goal 2. To ensure the provision of required number of teachers having knowledge, skills and dispositions for implementation of student centered
teaching and learning.
Sub Program 2.1 Motivation of Teachers
Sub-Goal 2.1. Motivate teachers to work as per professional requirements
Head teachers 2.1.1 Train head I. Prepare a plan for PITE Trainings needs
and other teachers and training of head assessment is
supervisors supervisors in teachers and other undertaken jointly
trained on mentoring and supervisors on X R.C by DOE(S) and
mentoring and support functions. mentoring and PITE
support functions support through
PITE
II. Implement the
X X X X R.C
Plan phase wise
Revised career 2.1.2 Review I. Review the DOE(S)/PPIU Revision of pay
and promotion career structures career and scales of primary
structures and promotion promotion teachers for
aspects of structures of X attraction of better
teachers to teachers to quality teacher is
enhance options encourage part of overall
of career professionalism 0.28 recruitment plan
progression. II. Revise the
career and
promotion
X
structures in
consultation with
teachers
xiii
III. Notify the new

career and
X R.C
promotion
structures
Better quality 2.1.3 Upgrade the I. Review the pay DOE(S)/ PPIU
primary teachers pay scales scales of primary
recruited requirements for teachers to attract X 0.44
primary teachers better quality
human resource
II. Develop a long
term plan to recruit
more qualified X R.C
teachers for
primary
III. Implement the
X X X R.C
plan phase wise
Teachers’ 2.1.4 Ensure I. Develop DOE(S)
feedback in policy teachers’ mechanisms for
changes ensured feedback in policy feedback from
X 0.17
decisions on teachers on
career structures, policies related to
transfers and them.
postings etc. II. Identify
representative set
of teachers for X R.C
feedback (through
surveys or FGDs).
III. Revise existing
rules to make this
X 0.22
feedback
mandatory
Teachers’ work 2.1.5 Assess work I. Assess work DOE(S)/PPIU Assessment of
conditions condition of condition of work conditions
improved schools for issues schools for issues X R.C and plan prioritise
relevant to relevant to specialised needs
teachers including teachers including
xiv
provision of basic provision of basic of female

facilities and facilities teachers
prepare and
implement a II. Prepare a
X R.C
remedial plan remedial plan
III. Implement the
X X X Scale Factor
plan
Facilities of day 2.1.6 Set up I. Identify needs DOE/DEOs
care centre set up facilities of day and feasibility of
in secondary and care centres for establishing day X RC
higher secondary female teachers care centres in
schools Schools
II.Prepare plans for
establishment of
day care centres in
X
Secondary and
Higher Secondary TBD
schools
III.Implement the
plan in a phased X X X X
manner
Single Teacher 2.1.7 Prioritise I. Prepare a plan to DOE(S)
primary schools reduction of reduce single
X Scale Factor
reduced Single Teacher teacher schools at
primary schools primary level
II. Collate the local
plans and prepare X R.C
provincial plan
III. Implement the
X X X R.C
plan phase wise
Teacher feedback 2.1.8 Involve I. Develop DOE(S)/ PPIU
incorporated in teachers and head mechanisms for
review of learning teachers in regular feedback from
inputs and policies feedback on teachers on X 0.33
of student welfare textbooks, textbooks,
curriculum, curriculum,
assessments, assessments,
xv
school conditions school conditions

and student needs and student needs.
and utilise the
feedback on
II. Revise existing
system
rules to make this
improvement. X
feedback
mandatory
III. Document the
feedback and use
in systemic
X X X X R.C
improvements in
learning inputs and
students
Sub Program 2.2 Pre-Service Teacher Education
Sub -Goal 2.2. An academically sound pre-service teacher education system that produces quality graduates
Institutionalised 2.2.1 Institute a I. Engage with pre- DOE(S)
feedback to pre- coordination and service teacher
service teacher feedback education
education mechanism institutions,
institutions between the including,
DOE(S) and elementary X R.C
providers of pre colleges and
service teachers universities to
education to agree on a
identify needs: feedback
mechanism
II. Based on the
agreement notify
the feedback
X R.C
mechanism that
includes inputs
from teachers
III. Provide annual
feedback through X X X X R.C
xvi
the institutionalised
mechanism
Regular feedback 2.2.2 Develop I. Engage with DOE(S)

to, and formal feedback Higher Education
engagement with mechanism for Commission to
HEC, on pre- HEC on issues of agree on a
service teacher Pre service feedback and
education Teacher engagement
X R.C
Education with the process on pre-
help of the service teacher
universities and education between
colleges offering SED, universities in
education Balochistan and
degrees HEC.
II. Develop and sign
an agreement X R.C
accordingly
III. Undertake
regular feedback
X X X 0.33
and engagement
with HEC
Operational 2.2.3 Develop I. Document gaps BOC&EC/PITE
standards to operational in the current
ensure standards (input, standards regime X
implementation of processes) in in view of NACTE
those set by coordination with needs
3.01
NACTE universities and II. Develop inputs
developed colleges offering and process
education standards for
degrees to ensure teacher pre-service X
implementation of teacher education
overall standards institutions at input
set by NACTE and process level
III. Implement the
X X X X R.C
standards
xvii
ICT based 2.2.4 Review pre- I. Include ICT BOC&EC

education service teacher based education
included in the pre training approaches in
service teacher approaches to coordination with
training ensure continuity the universities and
in the pandemic colleges offering
Cost covered
through ICT education degrees X
above
approaches in in the pre service
coordination with teacher training
the universities
and colleges
offering education
degrees
Courses on 2.2.5 Review I. Initiate BOC&EC
education in syllabi of pre- consultation with
pandemics like service teacher HEC. universities
COVID 19 education in and colleges
introduced in the consultation with offering education
pre service Higher Education degrees and
X RC
teacher education Commission and development
the universities partners to include
and colleges courses on
offering education education in
degrees to pandemics like
introduce courses COVID
on education in II. Prepare
pandemics like specialised course
COVID 19 material on X 20.5
education in
pandemics
Sub Program 2.3 Continuous Professional Development
Sub Goal 2.3. A well-established continuous professional development process for teachers performing effectively
xviii
Formal role of 2.3.1 Introduce a I. Develop a formal DOE(S) The role will
DOE(S) in formal role of coordination eventually be
teacher DOE(S) in mechanism taken over by the
professional teacher between PITE and specialised
development professional DOE(S) that human resource
X
introduced development identifies their management unit
respective roles in proposed under
teacher ‘Governance and
professional 7.77 Management
development
II. Identify
additional
professional
development X
responsibilities of
DOE(S) beyond
teacher training
III. Notify the
changes in official X X X R.C
rules.
Revamped CPD 2.3.2 Review and I. Review the DOE(S)
implemented expand the current CPD for
current improvements
professional through X
development consultations
program for between DOE(S) 1.79
teachers and PITE
II. Prepare a
revised plan jointly
X
signed off by
DOE(S) and PITE
III. Implement the
X X X R.C
plan phase wise
Teachers are 2.3.3 Prioritise I. Prepare training PITE
trained on training of material on X 1.23
child/learner teachers on child/learner
xix
friendly child/learner friendly

approaches friendly approaches
approaches in the
CPD Plan II. Integrate
aspects of
child/learner
friendly
X
approaches into Coasted
teachers regular under
training under CPD material
model development
III. Training of all and CPD
teachers on
child/learner x x x x
friendly
approaches
Regular and 2.3.4 Encourage I. Develop DOE(S)
organised peer and guidelines for head
learning sessions Institutionalise teachers and other
in schools and at peer learning supervisors to
X
cluster levels processes organise peer
learning sessions
based on local 0.37
needs
II. Review the
guidelines in
X
consultation with
teachers
IV. Notify,
implement and
monitor guidelines X X X X R.C
for peer learning
sessions
Head teachers 2.3.5 Train head I. Undertake DOE(S)/DEO
trained in teacher teachers in training needs X 3.84
evaluations assessments
xx
teacher II. Develop a

evaluations X
training plan
III. Implement the
X X X R.C
plan phase wise
Capacity of PITE 2.3.6 Develop I. Review the PITE
enhanced Capacity of existing capacity
X
Provincial Institute development plan
of Teacher for PITE 3.54
Education II. Prepare a
X
revised plan
III. Implement the
capacity X X X Regular Cost
development plan
CPD linked to 2.3.7 Link CPD I. Develop rules for DOE(S)
promotion with teachers’ linking CPD to X RC
promotion promotions
II. Approve Rules X RC
Teachers 2.3.8 Conduct I Prepare PITE, DOE(S)
informed on emergency awareness session
COVID 19 and Teacher and training
X 5.90
necessary awareness and program on COVID
response to it training on COVID 19 though ICT and
19 through ICT other medium
and other means II. Conduct
awareness
sessions and X TBD
trainings on COVID
19
Sub Program 2.4 Teacher Availability
Sub-Goal 2.4. Ensure availability of quality teachers for all institutions
Long term teacher 2.4.1 Prepare a I. Assess and DOE(S) Plan includes
recruitment plan long term teacher identify; teacher demand and
prepared and recruitment plan needs for the next X X 0.39 supply side issues
operationalised 20 years, supply and solutions
side constraints
xxi
based on current and include

and future needs. expansion of
supply of quality
teachers over time,
and limitations of
recruitment of
quality teachers at
the local level
II. Develop a long
term plan for X
teacher recruitment
III. Ensure timely
implementation of
recruitment in a X X X X
phased mannered
Number of female 2.4.2 Prioritise I. Identify minimum DOE(S) The challenge for
teachers of development and needs for science, female schools
science, recruitment of mathematics and may need to be
X 0.28
mathematics and science, language teachers met with more
languages mathematics and for rural female innovative and
enhanced language schools flexible options
teachers, II. Negotiate with including short
especially, for Pre-service teacher term contracts
females for post education and age
primary classes institutions to relaxation for
expand specialised X R.C recruitment of
programs for teachers in the
science, local area.
mathematics and
languages
III. Provide
scholarships to 0.17
females from rural X X X X Details to be
areas to participate worked out
in these programs
xxii
Alternative 2.4.3 Engage with I. Set up a DOE(S) These plans can

options to use of the government in committee with include
teachers on identifying S&GAD to review organisation of
additional duties alternative options the impact of activities in
identified to use of teachers additional duties on X summer and
on additional teacher winter vacations.
duties effectiveness and Alternatively,
prepare alternative Costed above where this cannot
plans be possible other
II. Prepare a plan options of HR
for additional duties should be
to ensure children X explored and
do not suffer in term utilised. Another
of teaching time option to explore
is compensatory
III. Implement the classes for
plan X X X R.C children
Recruitment 2.4.4 Review the I. Review the SED
testing process recruitment current testing
improved testing process for processes and
X
improvements tools in
consultation with
the testing body
R.C
II. Propose
X
changes
III. Implement the
changes in the
X
tools and
processes
Recruitment rules 2.4.5 Review the I. Form a SED
revised to recruitment rules committee to
encourage better to encourage review recruitment
qualified better rules to include X R.C
personnel qualifications advantages for
better qualified
personnel
xxiii
II. Revise
X
recruitment rules
III. Notify revised
rules X
Induction trainings 2.4.6 Introduce I. Prepare rules for PITE, DOE(S)

introduced for new Induction training induction trainings X RC
recruits for all new recruits II. Develop
induction trainings X RC
III. Implement the

trainings X X X X TBD
xxiv
Results Matrix - Effective Teacher

Table 16-4 Result Matrix - Effective Teacher
Target
Y1 Y2 Y3 Y4 Y5

least at minimum standards of BAEC (sample growth
BAEC Annual
Total based) over
Male
least at minimum standards in arithmetic of BAEC (sample growth
BAEC Annual
Total based) over
Male
questions on application of BAEC (sample growth
BAEC Annual
Total based) over
Male
Total BBISE Annual
of BBISE exam over
Female baseline
Male
Growth in percentage of students with TBD on the basis 15%
BBISE Annual
minimum B+ in Secondary examinations of BBISE exam growth
xxv
Total over
Female baseline
Male
minimum B+ in Higher Secondary growth
Total of BBISE exam
Female
Male
Program 2 – Effective Teacher
Intermediate outcome 2. Teachers teaching effectively in the classrooms

Teacher absenteeism rate (%) 20 15 10 5 1 RTSM Quarterly
% teachers expressing satisfaction with
support received from head teachers
and supervisors DOE(S)/ PPIU
- 30 50 Annual
Total survey
Female
Male
% teachers expressing satisfaction with -
feedback mechanisms
Total DOE(S)/ PPIU
35 50 Annual
Survey
Female
Male
% teachers expressing satisfaction with -
grievance redressal
Annual
Total 60 75 DOE(S) Survey
Female
Male
% teachers who test at least -
satisfactorily in follow up evaluations of
CPD activities
Total
60 75 DOE(S)/ PPIU Annual
Female
Male
xxvi
% increase in the average qualification -

level of newly recruited Primary teachers
Total 15 25 HR database Annual
Female
Male
Sub-Program 2.1 Teacher motivation
Intermediate outcome 2.1. Teachers motivated to work as per professional requirements

Output 2.1.1: Head teachers and other supervisors trained in mentoring and support functions
% of head teachers and other
supervisors trained in mentoring and - 33 66 100 PITE Annual
support
Output 2.1.2: Career structures and promotion aspects of teachers revised to enhance options of career progression
New career and promotion structures
- 1 DOE(S) Annual
notified
Output 2.1.3: Plan to recruit better qualified primary teachers implemented
Rate of implementation of the plan (%) - 33 66 100 DOE(S)/ PPIU Annual
Output 2.1.4: Teachers’ feedback in policy changes ensured
Rules revised to structure feedback
- 1 DOE(S) Once
mechanism
Output 2.1.5: Teachers’ work conditions improved
% of teachers satisfied with work
- 25 45 65 DOE(S)/ PPIU Annual
conditions
Output 2.1.6: Facilities of day care centres established in Secondary and Higher Secondary Schools
% of Secondary and Higher Secondary
- 15 25 50 75 DOE(S) Annual
schools with facilities of day care centres
Output 2.1.7: Number of single teacher primary schools reduced
% reduction in single teacher primary
- 5 11 17 12 10 DOE(S) Annual
schools
Output 2.1.8: Teacher feedback incorporated in review of learning inputs and policies of student welfare
Minimum number of review reports
- 1 1 1 1 DOE(S)/ PPIU Annual
documenting teachers’ and head
xxvii
teachers’ feedback for system

improvement
Rules revised to consider feedback for
- 1 DOE(S)/BOC/BTBB Once
policy review
Sub-Program 2.2 Pre-service teacher education
Intermediate outcome 2.2. An academically sound pre-service teacher education system that produces quality graduates established
Output 2.2.1: Institutionalised feedback to pre-service teacher education institutions
Implementation rate of feedback
mechanism (%) - 50 100 100 100 DOE(S) Annual
Output 2.2.2: Regular feedback provided to HEC on pre-service teacher education

Implementation rate of feedback
- 50 100 DOE(S) Annual
mechanism (%)
Output 2.2.3: Operational standards to ensure implementation of those set by NACTE developed
Implementation rate of standards (%) - 25 50 100 BOC&EC/PITE Annual
Output 2.2.4: All colleges are accredited by NACTE
Number of elementary colleges
accredited by NACTE at, at least, mid- 0 3 6 10 BOC&EC Annual
level
Output 2.2.5: Oversight and quality assurance mechanism for elementary colleges strengthened
Implementation rate of capacity building
- 50 75 100 BOC&EC Annual
plan of BOC&EC (%)
Output 2.2.6: Courses in elementary colleges upgraded to B.Ed Honours
Number of elementary colleges offering 0 Twice in 5
1 1 3 BOC&EC
B.Ed Honours courses years
Output 2.2.7: Faculty development program implemented
Implementation rate of development
plan for faculty of elementary colleges - 25 50 100 BOC&EC/ PPIU Annual
(%)
Output 2.2.8: Pre-service teacher training program includes ICT approaches to ensure continuity in the pandemic
% of pre service teacher training
- 60 100 100 100 Annual
program includes ICT approaches
xxviii
Output 2.2.9: Courses on education in pandemics like COVID 19 introduced in syllabi of pre-service teacher education
% syllabi of pre service teacher
education include courses on education - 100 Once
in pandemics like COVID 19
Sub-Program 2.3 Continuous professional development
Intermediate outcome 2.3. A well-established continuous professional development process for teachers performing effectively
Output 2.3.1: Formal role of DOE(S) in teacher professional development introduced
Notification of rules - 1 DOE(S) Annual
Output 2.3.2: Revamped CPD program implemented
Rate of implementation of revamped
- 25 60 100 DOE(S) Annual
CPD program (%)
Output 2.3.3: Training of teachers on child/learner friendly approaches in the CPD Plan is prioritised
% teachers trained on child/learner
20% 20% 20% 20% PITE Annual
friendly approaches
Output 2.3.4: Regular and organised peer learning sessions in schools and at cluster levels
% clusters where peer learning
0 25 60 100 DOE(S) Annual
processes are being implemented
Output 2.3.5: Head teachers trained in teacher evaluations
Implementation rate of training plan in
teacher evaluations for head teachers - 35 75 100 DOE(S) Annual
(%)
Output 2.3.6: Capacity of Provincial Institute of Teacher Education enhanced
Implementation rate of capacity
- 30 60 100 PITE Annual
development pan of PITE (%)
Output 2.3.7: CPD linked to teachers’ promotion
% rules for linking CPD to promotions
- 100 PITE Once
approved
Output 2.3.8: Teacher awareness and training on COVID 19 through ICT and other means conducted on immediate basis
% of teachers trained on COVID 19 - 100 PITE Once
Sub-Program 2.4 Teacher availability
Intermediate outcome 2.4. Quality teachers available for all institutions
xxix
Output 2.4.1: Long term teacher recruitment plan prepared and operationalised
Operational plans reflect teacher needs
- 75 100 DOE(S) Annual
identified in the long term plan
Output 2.4.2: Development and recruitment of science, mathematics and language teachers, especially for females, enhanced for post primary classes
% increase in number of female teachers
0 5 15 30 50 75 DOE(S) Annual
of science, mathematics and language
Output 2.4.3: Alternative options to use of teachers on additional duties identified
Implementation rate of plan with
- 25 50 100 DOE(S) Annual
alternative options (%)
Output 2.4.4: Recruitment testing process improved
Implementation rate of plan for
improvement in recruitment testing - 25 50 75 100 SED Annual
process (%)
Output 2.4.5: Recruitment rules to encourage better qualifications
Notified revised recruitment rules - 1 SED Once
Output 2.4.6: Induction training for all new recruits introduced
% of new recruits attended induction
100 100 100 100 PITE Annual
training
xxx
Implementation Matrix - Quality of Assessments and Examinations

Table 16-5 Implementation Matrix Quality of Assessments and Examinations
Learning
Goal of Learning: Learners are proficient in reading and numeracy, develop analytical skills and are prepared for life and livelihood
Overall Goal 3. Strengthen Assessments and Examination system to have a positive and high impact on learning.
Cost Million Assumptions
Timelines Responsibility
Target Strategies Activities in PKR.
Y1 Y2 Y3 Y4 Y5
Sub Program 3.1 School-level Assessments
Sub-Goal 3.1. Enhance the effectiveness of assessments and examinations in schools
Regular formative 3.1.1 Include I. Develop a school DEO School
and summative regular formative accountability accountability
assessments and summative framework that framework is
included in the assessments and includes quality in- developed under
school their effectiveness school governance
accountability in school assessments as a reforms.
framework accountability regular feature X 0.83
framework (strategy under Changes in course
governance) and length/scheme of
indicators on studies etc. are
conduct of made to allow
formative timely completion
assessments with learning
II. Prepare annual
report based on the In the long run
reporting on quality of
assessments X X X X X 0.67 assessments in
through the School school will be
Accountability monitored through
Framework
xxxi
III Reports on an inspection or

formative similar function
X X X X X R.C
assessments in
schools
Capacity of 3.1.2 Develop in I. Train supervisors PITE/BAEC BAEC and PITE
teachers and school capacity in on assessments coordinate on
supervisors on assessments and and examinations trainings
assessments and examinations through BAEC and
examinations PITE X X X Trainings include
developed use of
assessments to
improve learning in
the classroom
II. Train Teachers BAEC and PITE
on assessment and coordinate on
Cost may be
examination trainings
covered under
through Trainings include
X X X X X CPD program
BAEC/PITE use of
assessments to
improve learning in
the classroom
III. Engage with Pre-Service Pre-service
pre-service teacher teacher education
teachers education Education institutions have
institutions to X X X Institutions the relevant
improve of quality capacity
of courses on
assessments
Sub Program 3.2 BBISE Examinations
Sub Goal 3.2. Improve quality of BBISE examinations to ensure alignment with curriculum that includes testing of critical – analytical
ability
Capacity 3.2.1 Review and I. Review the BBISE
development plan implement the existing capacity X 3.43
existing capacity development plan
xxxii
for BBISE revised development plan II. Prepare a

and implemented for BBISE revised capacity
development plan X
for BBISE based on
review
III. Implement the
plan phase wise X X X X R.C
Teachers and 3.2.2 Prepare I. Balochistan BAEC

students are teachers and Assessment and
prepared for more students for more Examinations
analytical analytical Commission to
questions in questions in prepare and
examinations examinations implement a plan
X R.C
for engagement
with teachers and
students to help
them prepare for
more analytical
questions
II. BAEC to engage
Balochistan
Textbook Board
and BBISE to X X X X 0.34
review assessment
exercises in
textbooks
III. Prepare teacher
guides on X X 0.37
assessments
BBISE’s approach 3.2.3 I. Hold seminars BBISE
to examinations is Progressively and training
aligned with the align BBISE’s sessions on
X X X X X 0.34
curriculum, approach to curriculum with
including examinations with officials and paper
analytical the curriculum setters of BBISE
questions including II. Develop model
X 0.49
papers and field
xxxiii
analytical test them to review

questions current student
capacity
III. Develop a
progressive plan to
improve coverage
of curriculum in
examination
papers and
X 0.24
progressive shift to
analytical
questions based on
the baseline
derived from model
paper testing
BBISE 3.2.4 Stagger I. Prepare BBISE
examination examinations over specialised SOPs
conducted in months to ensure in close
specialised low participation consultation with
X RC
arrangement in at a given point of Department of
response to time with safety Health for
COVID 19 arrangements conducting
against COVID 19 examinations
risk II. Make
specialised seating
X RC
and safety
arrangements
III. Re-plan
examination
schedule and
conduct in line with X TBD
safety
arrangements
against COVID 19
Sub Program 3.3 BAEC Assessments and Examinations
Sub Goal 3.3. Ensure that BAEC role in assessment benefits the system
xxxiv
BAEC conducts 3.3.1 Shift BAEC’s I. Amend BAEC Act BAEC

regular diagnostic role from to remove the
assessments examinations to mandatory
diagnostic requirement of
assessment certification from X 0.31
BAEC for
appearance in
BBISE
examinations
II. Engage with
policy makers and
implementers to
develop a need X X X 0.22
based diagnostic
assessment
framework
III. Conduct
diagnostic
X X 19.55
assessments
based on needs
Mechanism to 3.3.2 Develop a I. Make rules for PPIU
utilise results of mechanism to mandatory periodic
X R.C
diagnostic ensure that the diagnostic
assessments in results of the assessments
system diagnostic II. Disseminate
improvement assessment are results of
developed utilised in system diagnostic
improvements X 0.29
assessments to a
wide set of
stakeholders
III. Each relevant
organisation to
prepare a plan and
make adjustments X 0.13
in all existing plans
for improvement of
learning based on
xxxv
the result of
diagnostic
assessments
Capacity 3.3.3 Review the I. Review the BAEC

development plan capacity of BAEC existing capacity
X
of BAEC is and prepare and development plan
implemented implement the of BAEC
capacity II. Prepare a 3.97
development plan revised capacity
development plan X
for BBISE based on
review
III. Implement the
X X X R.C
plan phase wise
Sub Program 3.4 Consistent and Relevant Assessments
Sub Goal 3.4. Ensure congruence and complementarity across various assessments and examinations
3.4.1 Enhance I. Engage with PPIU & BAEC
availability of Universities/HEC to
assessment introduce
specialists in the specialisation in X X X X X R.C
market and within assessments &
the government Examination in
M.Ed
II. Explore and
introduce
scholarships for X X X X X R.C
assessment
specialisation
III. Provide
additional
incentives for X X X X R.C
specialists in
employment
xxxvi
3.4.2 Review and I. Document gaps BOC&EC / Standards of

revise the existing in the current X BAEC / BBISE / assessments are
standards of standards regime DOE(S) revised as part of
assessments and II. Develop new an overall
examination to standards for all assessment
make them more types of review.
relevant and assessments and 5.20
applicable to the examinations at Standard
context of X X
input and process development
Balochistan level including considers the
certification of current situation
paper setters for ensure progressive
BBISE change and does
III. Implement the not create
standards unrealistic targets
X X X R.C Standards include

preparation of
model papers and
field testing
Provincial 3.4.3 Prepare I. Review the BOC&EC /
assessment provincial current BAEC / BBISE /
framework assessment assessments DOE(S)
X
prepared and framework systems in detail
implemented for weaknesses
and gaps
II. Develop a
provincial 2.18
assessment
framework to
remove the gaps X
and align the
various
assessments and
examinations
xxxvii
III. Implement the

framework X X X R.C
periodically
Sub Program 3.5 Credibility of Examinations
Sub Goal 3.5. Enhance credibility of examinations
Processes in the 3.5.1 Review the I. Assess the BBISE
conduct of BBISE current conduct of current logistical
examinations examinations to processes of X
improved propose changes BBISE
in processes that examinations 1.24
facilitate cheating II. Prepare plan to
remove loopholes
X
that facilitate
cheating
III. Implement the
plan X X X R.C
Awareness 3.5.2 Develop and I. Undertake a BBISE

campaigns conduct survey on attitudes
against cheating awareness in society towards
X
conducted campaigns cheating and the
against cheating causes for the
same
II. Based on the 3.06
survey include
awareness on
negative impacts of X
cheating in the
communication
strategy of SED
III. Implement
awareness plan
and undertake X X X R.C
periodic reviews of
impact
xxxviii
Results Matrix - Assessments and Examinations

Table 16-6 Result Matrix - Assessments and Examinations
Target
Y1 Y2 Y3 Y4 Y5

BAEC Annual
Total based) over
Male
least at minimum standards in arithmetic of BAEC (sample growth
BAEC Annual
Total based) over
Male
BAEC Annual
Total based) over
Male
BBISE Annual
Female baseline
Male
minimum B+ in Secondary examinations TBD on the basis growth
over BBISE Annual
Total of BBISE exam
Female baseline
xxxix
Male
Total of BBISE exam
Female
Male
Intermediate outcome 3. Strengthened Assessments and Examination system to have a positive and high impact on learning
% questions in school summative
TBC 5 15 35 DOE(S)/BAEC Annual
assessments testing application
% increase in questions of BBISE
examination papers testing for TBC 25 50 100 BBISE/BAEC Annual
application
School, BBISE and BAEC assessments
and examinations are aligned in the
TBC 50 BAEC Annual
overall objectives with clear sub-
objectives
% reduction in the incidence of cheating
TBC 30 40 50 SED/BAEC/BBISE Annual
in examinations
% schools that conduct formative TBD DOE(S)/BAEC
assessments 50 Annual
regularly % teachers who receive TBD on the basis DOE(S)/PITE

25 Annual
training on assessment of BBISE exam
Sub Program 3.1 School level assessments
Intermediate Outcome 3.1. Improved capacity to conduct assessments at school level and use their results for learning improvements
Output 3.1.1 Regular formative and summative assessments included in the school accountability framework
% schools that conduct formative
TBC 10 20 30 40 50 DEO Annual
assessments regularly
Output 3.1.2: Capacity of teachers and supervisors on assessments and examinations developed
% teachers who receive training on
0 25 25 25 25 PITE Annual
assessment
xl
% of supervisors who receive training on

0 20 40 60 80 100 PITE Annual
assessments
Sub Program 3.2 BBISE examinations
Intermediate Outcome 3.2. Improved quality of BBISE examinations ensuring alignment with curriculum, including the testing of critical –
analytical ability
Output 3.2.1: Capacity development plan for BBISE revised and implemented
Implementation rate of the capacity
- 5 15 35 65 BBISE Annual
development plan (%)
Output 3.2.2: Teachers and students are prepared for more analytical questions in examinations
Assessment exercises in textbooks are
- 25 50 75 100 BAEC Annual
reviewed (%)
% Teacher guides on assessments
0 33 66 100 BAEC Annual
prepared and distributed81
Output 3.2.3: BBISE’s approach to examinations is aligned with the curriculum, including analytical questions
% analytical (application) questions in
- 15 30 45 BBISE Annual
the examination papers
Output 3.2.4: Examinations staggered over months to ensure low participation at a given point of time with safety arrangements against COVID 19 risk
% SOPs followed to conduct
examination with safety against COVID 100% - BBISE Annual
19
Sub Program 3.3 BAEC Assessments and Examinations
Intermediate Outcome 3.3. Strengthened BAEC role in assessment benefits the system
Output 3.3.1: BAEC conducts regular diagnostic assessments
Number of diagnostic assessments
0 1 1 BAEC Annual
conducted
Output 3.3.2: Mechanism to utilise results of diagnostic assessments in system improvement developed
Number of BESP revisions reflecting
0 1 1 PPIU Annual
results of diagnostic assessment
81 First year corresponds to Primary guides; Second year to Middle guides; and Third year to Secondary and Higher Secondary guides
xli
Output 3.3.3: Capacity development plan of BAEC implemented

Implementation rate of the capacity
- 33 66 100 BAEC Annual
development plan (%)
Sub Program 3.4 Consistent and relevant assessments and examinations
Intermediate Outcome 3.4. Congruence and complementarity ensured across various assessments and examinations
Output 3.4.1: Assessment specialists availability enhanced
Annual growth in number of assessment
0 50 100 150 PPIU & BAEC Annual
specialists (%)
Output 3.4.2: Standards of assessments and examination revised and implemented
Rate of implementation of standards (%) BOC&EC / BAEC
- 10 20 20 Annual
/ BBISE / DOE(S)
Output 3.4.3: Provincial assessment framework prepared and implemented
Rate of implementation of provincial BOC&EC / BAEC
- 10 20 20 Annual
assessment framework (%) / BBISE / DOE(S)
Sub Program 3.5 Credibility of examinations
Intermediate Outcome 3.5. Enhanced credibility of examinations

Output 3.5.1: Processes in the conduct of BBISE examinations improved
Number of times examinations are
0 1 1 1 1 BBISE Annual
conducted with revised processes
Output 3.5.2: Awareness campaigns against cheating conducted
Annual % reduction in the acceptance of
- 10 20 20 BBISE Annual
cheating among parents82
82 Indicator requires a baseline survey on attitudes toward cheating
xlii
Implementation Matrix for Child Care and Welfare

Table 16-7 Implementation Matrix Child Care and Welfare
Learning
Program 4 – Child Care and Welfare
Overall Goal 4. Enhance quality of care, support and inclusion for all children in schooling and community including those with special needs
Timelines Cost
Targets Strategies Activities Million Responsibility Assumptions
Sub Program 4.1 Child Welfare
Sub Goal 4.1. Improve child welfare to enhance their ability to learn
Enhanced research 4.1.1 Carry out more I. A separate unit of
on child welfare and research on child research on child
development development based welfare and
on ecological development be set up X R.C BOC&EC
conditions in early in the Bureau of
years before Curriculum and
schooling Extension Centre
II. Provide separate
X R.C BOC&EC
funds for the research
III. Engage with a
research organisation or
X X X 2.28 BOC&EC
academia for ongoing
research
An index on child 4.1.2 Develop an I. Conceptualise and
welfare developed index on child develop an index on X
and district wise data welfare and measure child welfare
collected for each district II. Design and conduct 24.47 BOC&EC
every three years district wise sample
X
based house hold
survey to collect data
xliii
III. Document and

X
disseminate the findings
Heightened 4.1.3 Create I. Engage with
awareness on child awareness in communities and spread
health and welfare in communities, awareness to help them
communities and policymakers and improve their sanitary
among policymakers implementers on conditions at home & X X X X X DOE(S)
and implementers child health and street, open toilets and
welfare ignorance of hygiene
practices, with support
of a health specialist
II. Mandate schools to
engage with the
community via effective X X X X X DOE(S)
24.50
communication process
of PTSMC
III. Develop a long term
communication strategy
including the use of
media, seminars, etc. to
create awareness
X DOE(S)
amongst communities,
policy makers and
implementers on the
importance of school
readiness for learning
Quality ECE in 20% 4.1.4 Expand quality I. Increase advocacy for
of the schools early childhood care quality ECE among X X X X X 1.59 DOE(S)
and education decision makers
programs that II. Develop a plan for
encourage learning expansion of ECEs in X R.C DOE(S)
and help in reducing primary schools
learning difficulties
accumulated by
phase wise based on Scale
children from poor X X X DOE(S)
doability in specific Cost
background districts
xliv
Improved 4.1.5 Introduce I. Develop parameters

inclusiveness in measures to improve for inclusiveness in
school’s social and inclusiveness in schools which include:
physical school’s social and acceptance of socio-
environment physical ethnic and religious
X DOE(S)
environment diversity, gender
approaches,
accommodation of
children with special
needs 4.08
II. Develop a training
program for teachers on
inclusiveness and
implement through PITE
and conduct bi-annual X X X X PITE
seminars on
inclusiveness in schools
for students and
teachers
III. Revise and
implement school
building codes to ensure X X R.C DOE(S)
inclusiveness in
structures
Improved safety in 4.1.6 Revise and I. Review and revise
school buildings and implement standards standards of school
facilities on school safety safety, ensuring they
include mandatory
X 2.31 DOE(S)
trainings, school safety
plans and equipment
II. Notify the new
X R.C DOE(S)
standards
III. Implement revised
standards phase wise
X X X X R.C DOE(S)
including in private
schools
xlv
Heightened 4.1.7 Implement I. Develop a teacher

awareness among measures to awareness campaign
teachers and eliminate corporal and training plan based
X X X X X 10.56 DOE(S)
students on negative punishment in on research attitudinal
impact of corporal schools causes of corporal
punishment punishment
II. Include lessons
creating awareness on
negative impact of
corporal punishment in X X X X 0.49 BOC&EC
middle and secondary
school curricula and
textbooks
III. Undertake biannual
surveys on prevalence
X X 27.30 PPIU
of corporal punishment
to measure progress
Measures against 4.1.8 Introduce I. Create awareness on
bullying in schools measures to protect bullying and its negative X X X X DOE(S)
introduced children in school impacts
against bullying II. Introduce measures
against bullying and
include lessons creating
awareness on negative Cost
X X X X DOE(S)
impact of bullying in Covered
middle and secondary above
school curricula and
textbooks
III. Undertake biannual
surveys on prevalence
X X X BOC&EC
of corporal punishment
to measure progress
4.1.9 Develop a I. Identify areas of
Regular health coordination coordination with the
check-ups and mechanism with the Department of X X 0.25 DOE(S)
Department of Health/PPHI that
Health/PPHI for include: regular health
xlvi
counselling regular health check- screenings with special

implemented ups and teacher provisions for
counselling adolescent girls based
on nutritional needs like
iron and calcium and
teacher awareness.
Develop and notify a
protocol for regular
screenings
III. Prepare a plan for in
school teacher trainings X R.C DOE(S)
on child health issues
II. Prepare and
implement plan for in
X X X R.C PITE
school teacher trainings
on child health issues.
III. Prepare and
distribute handbooks for
teachers and students X X X 5.45 BTBB
(especially adolescent
girls)
Strengthened legal 4.1.10 Strengthen I. Develop rules for Child
framework for child’s legal framework for Protection Act to clarify X X 0.25
right and protection child’s right and role of SED
protection II. Develop processes in
SED and DOE(S) to
X X 0.15
implement the relevant
sections SED
III. Draft a Child’s Rights
Act based on UN
Convention on the
X X 0.48
Rights of the Child and
advocate promulgation
of the Act
4.1.11 Train I. Design and include BOC&EC, PITE,
teachers on child child friendly X
DOE(S)
friendly approaches approaches in the
xlvii
Teachers trained on to teaching and teacher training

child friendly student programe Costed
approaches management within II. Implement teacher under
the class and school training through PITE X X X X CPD
premises and DOE(S).
Teachers trained in 4.1.12 Train I. Prepare material on PITE, DOE(S)
identification of teachers in identification of learning X
Costed
learning difficulties identification of difficulties or disabilities
under
or disabilities among learning difficulties II. Conduct training of CPD
students or disabilities among teachers X X X X
students
Sub Program 4.2 Children with Special Needs
Sub Goal 4.2. Ensure the welfare of children with special needs through provision of education opportunities of quality to all within regular schools or
specialised institutions.
Specialised data 4.2.1 Develop and I. Identify data needs
collection methods implement and capacity for
X X 0.26 DSE/DOE(S)
for special children specialised data information on children
implemented collection methods with special needs
for special children II. Develop a plan,
inclusive of capacity
X 0.16 DSE/DOE(S)
building, on data
collection
III. Implement the plan X X 6.55 DSE
Schooling options 4.2.2 Expand I. Identify data needs Expansion will
expanded for schooling options for and capacity for be both in
X X 1.70 DSE/DOE(S)
children with special children with special information on children terms of an
needs needs with special needs inclusion
II. Create awareness on approach in
criterion among regular
X X X X X 9.85 DSE/DOE(S) schools as
teachers, head teachers
and communities well as setting
up of special
III. Admit children,
based on the criterion, to X X X X X R.C. DSE/DOE(S) schools
regular schools.
xlviii
Capacity for care 4.2.3 Develop I. Under take capacity

and management of capacity for care and assessment of
special education in management of Directorate of Special X DSE/DOE(S)
Balochistan special education in Education and its
developed Balochistan. institutions
6.78
II. Develop a capacity
development plan for
Directorate of Special X DSE/DOE(S)
Education and its
institutions
III. Implement the Plan X X X R.C. DSE/DOE(S)
Increase in 4.2.4 Undertake I. Develop an advocacy
X 0.21 DSE/DOE(S)
awareness in awareness campaign
communities on campaigns in II. Implement on an
positive attitudes communities on X X X X 7.00 DSE/DOE(S)
ongoing basis
towards children improving attitudes
III. Take periodic
with special needs towards children with X X 1.24 DSE/DOE(S)
surveys
special needs
Sub Program 4.3 Afghan Refugee Children
Sub Goal 4.3. Ensure quality education for all refugee children.
School conditions in 4.3.1 Improve school I. Coordination with the
refugee camps conditions in refugee federal government and
improved camps development partners to X TBD PPIU/SED
mobilise support and
resources
II. Situation analysis to
devise plan of action X 7.5 PPIU/SED
III. Facilitate
implementation of the
plan with partners’ X X X X PPIU/SED
support TBD
4.3.2 Develop I. Coordination with the
textbooks in Pashto federal government and X PPIU/SED
development partners to
xlix
Textbook in Pashto and Dari for refugee mobilise support and

and Dari for primary children resources
level developed II. Facilitate
development of
textbooks in Pashto and X X X X BTBB/SED
Dari for primary level in
a phased manner
Refugee girls’ 4.3.3 Increase I. Engage with
enrolment in refugee refugee girls’ community on refugee X X X X X SED
schools increased participation in girls’ education
refugee schools II. Mobilise support to
introduce targeted X X X X X PPIU/SED
measures
III. Special measures
introduced with support
X X X X X PPIU/SED
from development
partners
Quota system 4.3.4 Allot quota in I. Prepare and approve
introduced in public public institutions for policy on quota system
institutions for refugee children for in public institutions for X RC
refugee children secondary onwards refugee children for
secondary onwards SED
II. Implement the policy
on the quota system in
X X X X RC
all public sector
institutions
l
Results Matrix – Child Care and Welfare

Table 16-8 Results Matrix Child Care and Welfare
Indicator Baseline Target Data source Frequency

Y1 Y2 Y3 Y4 Y5
BAEC Annual
Total based) over
Male
Grade 3 and Grade 5 who perform at least TBD on the basis 15%
at minimum standards in arithmetic of BAEC (sample growth
BAEC Annual
Total based) over
Male
BAEC Annual
Total based) over
Male
BBISE Annual
Female baseline
Male
minimum B+ in Secondary examinations TBD on the basis growth
BBISE Annual
Female baseline
li
Male
BBISE Annual
Total of BBISE exam baseline
Female
Male
Sub Program 4.1 Child Welfare
Intermediate Outcome 4.1. Improved child welfare
% Grade 1 students who received one
year of quality ECE
Total 0 10 15 25 DOE(S) Annual
Female
Male
% new school buildings applying codes
for inclusiveness in structures
Total - 100 100 100 DOE(S) Annual
Female
Male
% reduction in incidence of corporal
- 20 60 DOE(S)/DSW Two year
punishment in schools
% reduction in incidence of bullying in
- 20 60 DOE(S)/DSW Two year
schools
% students screened for health issues at Twice in 5
least twice in 5 years
- 100 100 DOE(S)/DOH
years
Output 4.1.1: Enhanced research on child welfare and development
Annual % increase in the number of
research papers produced on child - 20 20 20 BOC&EC/ PPIU Annual
welfare and development
Output 4.1.2:An index on child welfare developed and measured for each district every three years
% District wise data available on child
30 60 90 100 DOE(S) Annual
welfare index
lii
Output 4.1.3: Awareness on child health and welfare improved in communities and among policymakers
% districts where campaigns have been DOE(S)/
conducted on importance of school 0 33 66 100 BOC&EC/ Annual
readiness, child health and welfare DOH
Output 4.1.4: Quality ECE classes expanded in primary schools
% primary schools with ECE classes 9 5 10 20 DOE(S) Annual
Output 4.1.5: Improved inclusiveness in school’s social and physical environment
% teachers trained on inclusiveness 0 20 50 80 100 PITE Annual
% notification of codes for inclusiveness
0 100 DOE(S) Annual
in school buildings structures
Output 4.1.6: Improved safety in school buildings and facilities
% schools applying safety standards 0 25 50 75 DOE(S) Annual
Output 4.1.7: Measures implemented to eliminate corporal punishment in schools
% Incidence of corporal punishment in
0 60 DOE(S) Annual
schools reduced
Output 4.1.8: Measures against bullying in schools introduced
% Incidence of bullying in schools 0
60 DOE(S) Annual
reduced
Output 4.1.9: Regular health check-ups and counselling implemented
% teachers with basic training on health 0
25 50 75 100 PITE Annual
awareness
% schools with handbooks on health 0
20 50 100 BTBB Annual
issues
Output 4.1.10: Strengthened legal framework for child’s right and protection
% rules approved for Balochistan Child SED/Deptt of
- 50 100 As needed
Protection Act 2016 Law
Draft of Child’s Right Act finalised SED/Deptt of
- 1 As needed
Law
% Increase in reporting of corporal Baseline to be
punishment and other forms of abuse in 10 30 60 SED Annual
developed
schools
Output 4.1.11: Teachers trained on child friendly approaches to teaching and student management within the class and school premises
liii
% of teachers trained on child friendly

- 100 PITE Annual
approaches
Output 4.1.12: Teachers trained in identification of learning difficulties or disabilities among students
% teachers trained in identification of
learning difficulties and disabilities among - 100 PITE Annual
students
Sub Program 4.2 Welfare of Children with Special Needs
Intermediate Outcome 4.2. Welfare of children with special needs ensured through provision of education opportunities of quality to all within
regular schools or specialised institutions.
% increase enrolment of children with
special needs in both special and regular 0 10 20 45 75 100 DSE/DOE(S) Annual
schools
Output 4.2.1: Specialised data collection methods for special children implemented
Quality data on children with special Once every two
0 1 1 1 DSE
needs as per requirement collected years
Output 4.2.2: Schooling options expanded for children with special needs
% increase in schools for special children 0 10 20 45 75 100 DSE/DOE(S) Annual
% of teachers and head teachers with
awareness on inclusiveness criteria for 0 10 20 45 75 100 DSE/DOE(S) Annual
children with special needs
Output 4.2.3: Capacity for care and management of special education in Balochistan developed
% capacity development plan for special
- 10 30 60 80 100 DSE/DOE(S) Annual
education implemented
Output 4.2.4: Increase in awareness in communities on positive attitudes towards children with special needs
% increase in attitudes towards children
0 20 50 100 DSE/DOE(S) Two-year
with special needs
Sub Program 4.3 Afghan Refugee Children
Intermediate Outcome 4.3. Welfare of refugee children ensured through provision of quality education
% increase in enrolment of refugee
5% 6% 8% 10% UNHCR/EMIS Annual
children in camp schools
Output 4.3.1: School conditions in refugee camps improved
liv
% increase in basic facilities of schools in

refugee camps
Output 4.3.2: Textbooks in Pashto and Dari for primary classes developed for refugee children
% of textbooks in Pashto and Dari for
25% 25% 25% UNHCR/BTTB Annual
primary classes
Output 4.3.3: Refugee girls’ participation in refugee schools increased
% increase in girls’ enrolment in refugee
schools
Output 4.3.4: Quota system introduced in public institutions for refugee children for secondary onwards
% refugee children studying in public
0 5% 8% 10% 12% UNHCR/DOE(S) Annual
institutions under quota system
lv
lvi
Implementation Matrix - Access and Participation

Table 16-9 Implementation Matrix - Access and Participation
Program 5 – Access and Participation

Overall Goal 5. Increase in access and participation to formal and non-formal educational opportunities for school-age children, especially girls, and
improvement in adult literacy.
Sub Program 5.1 Expanded educational opportunities
Sub Goal 5.1. Improve the availability of schools, infrastructure, facilities, environment, and human resources to enhance school access, enrolment/
participation and attendance especially for girls
Participation 5.1.1 Use need I. Where feasible DOE(S), PPIU, SED,
opportunities for based options to construct more P&D, S&GAD,
primary age increase primary schools. Finance and C&W
children in formal opportunities for all prepare district-
education children of primary based feasibility
X R.C
expanded age to participate in plans for options of
formal education expansion of
schoolings in 15
districts with lowest
NER
II. Prepare DOE(S), SED, P&D,
proposals for S&GAD, Finance
expansion
X Scale Factor
(combining both
processes) using
multiple options
III. Develop and DOE(S), PPIU and
implement a plan DEOs
X X X X X R.C
phase wise based
on agreed proposal
Participation 5.1.2 Use need I. Where feasible DOE(S), PPIU, SED,
opportunities for based options to construct upgrade X X X X X Scale Factor P&D, S&GAD,
increase schools to middle Finance and C&W
lvii
post primary age opportunities for all and secondary

children expanded children of post levels For remote
primary age to and low population
participate in formal density areas
education prepare district
based feasibility
plans for options of
expansion of
schoolings
II. Prepare DOE(S), SED, P&D,
proposals for S&GAD, Finance
expansion
X X X X X
(combining both
processes) using
multiple options
III. Develop and DOE(S), PPIU and
implement a plan DEOs
X X X X X
phase wise based
on agreed proposal
Enrollment drives 5.1.3 Communities I. Design and plan DOE(S), DEOs,
organised to will be engaged in enrollment drive PTSMCs
increase enrollment enrolment drives to focusing on X X X X X 1,47
in schools increase community
admissions in involvement
current schools II. Engage PTSMCs
in the enrollment X X X X X
drive
II. Organise 45
enrollment drive in
X X X X X
every district and
local levels
Sub Program 5.2 Girls’ participation
Sub-Goal 5.2. Improve the availability of schools, infrastructure, facilities, environment, and human resources to enhance school access, enrolment /
participation and attendance especially for girls
Gender disparity on 5.2.1 Prioritise I. Develop targeted DOE(S), PPIU, SED
X R.C
access and districts with high programs for 10
lviii
participation gender disparity for districts with highest

reduced by 50% in girls focused gender gaps
high disparity enrolment II. Prepare DOE(S), PPIU,
districts strategies programs for DEOs
enhanced
X R.C
enrolment and
retention of girls in
these districts
III. Ensure these DOE(S), Div Dir,
programs are DEOs
prioritised in overall
access and X X X X X R.C
enrolment plans and
targets for
implementation
Primary Schools 5.2.2 Convert all I. Identify schools DOE(S), PPIU and
are gradually Primary schools to that can be EMIS
converted to gender gender free schools converted to gender
X R.C
free schools to the extent free schools with
possible, to female teachers
Increased female facilitate more only
enrolment in female enrolment at II. Prepare a plan for DOE(S), PPIU and
primary schools primary level conversion of all EMIS
identified primary
schools to gender
free (plan to include X R.C
redeployment of
male teachers and
new recruitments of
female teachers)
III. Implement the DOE(S), DEOs
X X X X R.C
plan phase wise
Enhanced MHM 5.2.3 Enhance I. Survey MHM DEOs
awareness awareness on MHM attitudes and needs
X 5.36
for adolescent girls in middle and high
and prioritise female schools
lix
WASH facilities WASH facilities for II. Provide kits DOE(S) & DEOs
provided in girls girls schools X X X 2.96
where needed
schools III. Prepare and DEO(S), DEOs and
implement training PITE
Reduced absence plan for teachers
of female students and students on
MHM in all post X X X X 20.68
primary female
schools. Monitor
changes in attitudes
on a regular basis
IV. Prioritise
provision of WASH
facilities in female Scale Factor
middle and
secondary schools
Transport schemes 5.2.4 Provide I. Research and PPIU, DOE(S),
for female students transport for girls at document issues of DEOs
implemented on a middle and transport for middle X
pilot basis secondary levels and secondary
schools 2.69
Girls’ participation II. Explore PPP and DOE(S), PPIU, SDE,
improved other options for DEOs
X
provision of
transports (flexible)
III. Develop and DOE(S), PPIU,
implement district DEOs First pilot is
level transport plans X X X R.C implemented in
for girls, on a pilot Quetta
basis
Enhanced 5.2.5 Introduce a I. Assess the sports EMIS/RTSM
opportunities for sports program for situation in girls’ X R.C
participation of girls girls at school level schools
in sports at schools II. Prepare a plan to DOE(S), DEOs
enhance X R.C
opportunities
lx
III. Implement the DOE(S), DEOs

X X R.C
plan phase wise
Sub Program 5.3 Addressing demand side barriers to access and participation
Sub Goal 5.3. Reduce demand side barriers to school access, participation and retention, especially continued female education beyond primary and middle
Demand side 5.3.1 Identify the I. Engage a PPIU

barriers to demand side research or
education, barriers to access academic institution
especially, and participation to research the
continued female through research demand side issues
education reduced and prepare a plan in education – X X 5.09
to reduce them especially female
enrolments and
progress. Prepare
and implement plan
to address them.
II. Based on the PPIU and DOE(S)
research,
implement
awareness R.C
campaigns to
minimise barriers to
female education
III. Based on the PPIU, SED
research enhance
political and societal
engagement to help
X X X X R.C
minimise demand
side barriers that
affect children’s
school participation
Awareness 5.3.2 Conduct I. Document all PPIU, DOE(S)
sessions on existing regular awareness scholarship
scholarships sessions in schools available for
X R.C
schemes regularly on existing children at various
conducted in scholarship level into a single
schools schemes handout
lxi
II. Hold seminars at DEOs & Cluster

cluster level for Heads, LEC and
awareness of PTSMCs
X X X X 4.30
parents and children
and distribute
handouts in schools
III. Advertise in radio X X X X 0.50 PPIU, SED
Meal program 5.3.3 Introduce one I. Develop DOE(S), PPIU, SED
developed and meal program at proposals for school
implemented school level, meal programs
customized as per based on local
local conditions needs and solutions X
at the union council
level and collate all 3.89
the proposals at the
district level
II. Develop a plan DOE(S), PPIU,
that accommodates X DEOs
local solutions
III. Based on the SED, P&D, Finance
plan provide Department
budgets to clusters X X X TBD
for school meal
programs
Awareness on 5.3.4 Enhance I. Prepare DOE(S), PPIU,
continued female awareness on the awareness program DEOs and EMIS
education improved importance of and material on X R.C
continued female continued female
education through education
community II. Launch DOE(S), PPIU ,
engagement and awareness program PTSMCs
curriculum/TBs in close participation X X X X R.C
of local community
lxii
Communities 5.1.3 Engage I. Develop DOE(S)/Div:

engaged to communities to enrolment targets Dir/DEOs
increase in take at increase in take at and plans at the X X X X X R.C
the right age in early the right age in early district levels
childhood childhood
programs/grade 1 programs/grade 1 II. Prepare
strategies for
community
engagement at
X X X X X R.C
cluster level to
create awareness
on enrolment and
right age enrolment
III. Implement
enrolment drives as
per the plan,
through the X X X X X R.C
communities, to
enroll more children
in early grades
Sub Program 5.4 System level capacity for NFE/ ALP Programs
Sub Goal 5.4. Enhance system level capacity for management and strengthening of NFE programs
Capacity of 5.4.1 Review the I. Assess capacity DLNFE
Directorate of current capacity of needs of Directorate
Literacy and NFE the Directorate of of Literacy and NFE X
for implementation Literacy and Non- including district
enhanced formal Education to units
manage NFE II. Prepare and DLNFE
programs and implement a
strengthen their 2.26
capacity
implementation X X X X
development plan
including through based on the
public private assessment
partnerships III. Prepare a plan DLNFE
for training more X
personnel in NFE
lxiii
Status of DLNFE 5.4.2 Review the I. Form the DLNFE

decided DLNFE to decide its committee to review
administrative the feasibility of X R.C
control83 administrative
control issues
II. Implement the DLNFE
recommendations X X X X R.C
of the committee
Formal linkages 5.4.3 Develop I. Identify areas of DLNFE
with Department of formal coordination coordination
Secondary functions with the required to be
Education Department of established
Cost
institutionalised Secondary between the
X covered
Education Directorate of
above
Literacy and NFE
and the Department
of Secondary
Education
II. Form a SWD & SED
committee to
formalise the X R.C
linkages including
sharing of data
III. Notify mandatory SWD and SED
coordination X R.C
wherever applicable
Capacity of quality 5.4.4 Develop I. Assess capacity DLNFE/BOC&EC,
organisations to capacity for needs of quality BTBB, BAEC
develop NFE development and organisations
X 3.26
products developed review of NFE (BTBB, BAEC,
programs/ products BOC&EC) for
in formal quality development of
83Strategy 4.2 and 4.3 could be merged into: Establish appropriate institutional mechanisms for the Non-Formal Education function. This strategy would include the coordination with SED and the
review of the administrative control of DLNFE
lxiv
organisations of NFE programs and

Department of products
Secondary II. Prepare a DLNFE/BOC&EC,
Education capacity BTBB, BAEC
development plan X
based on the
assessment
III. Implement the DLNFE/BOC&EC,
X X
Plan phase wise BTBB, BAEC
Capacity of PITE to 5.4.5 Develop I. Assess capacity DLNFE, PITE
support trainings in capacity of PITE to needs of PITE for
X R.C
NFE programs built train NFE & ALP support to NFE
teachers programs
II. Prepare and DLNFE, PITE
implement a
Cost
capacity
X X X X covered
development plan
above
based on the
assessment
III. Sign MoU DLNFE
between NFE and
X R.C
PITE to conduct
trainings
Accreditation 5.4.6 Develop an I. Develop DLNFE
system for NFE accreditation standards for
programs system that helps in deliverers of NFE in
implemented quality assurance the government X
and enhancement (NFE centres), non-
of NFE programs government and
and develop private sectors
capacity for 2.26
II. Based on the DLNFE
managing NFE standards develop
programs by the an accreditation
non-government framework for non- X
government/ private
sector service
providers and
lxv
and private monitor standards

sectors84 on an ongoing basis
III. Capacitate the DLNFE
Directorate of
Literacy and NFE to
accredit
organisations as per X X X X
the accreditation
framework and
monitor on an
ongoing basis
Skill education 5.4.7 Develop I. Identify areas of DLNFE
included in the NFE formal coordination coordination
/ ALP graduates functions with between the
adult literacy BTEVTA, NAVTTC Directorate of
programs and other TVET/ Literacy and NFE R.C and
skill providers to and BTEVTA, some
X
integrate skills with NAVTTC and other covered
NFE / ALP TVET/Skill above
graduates adult providers to
literacy programs integrate skill
education in
NFE/ALP programs
II. Form a SWD, BTEVTA and
committee to DLNFE
formalise the X R.C
linkages including
sharing of data
III. Notify mandatory DLNFE
coordination X R.C
wherever applicable
84 This second part of the strategy is already covered in strategy 1
lxvi
Awareness on NFE 5.4.8 Design and I. Develop a high DLNFE

enhanced implement an profile awareness
advocacy campaign campaign on NFE
X R.C
to elevate the for senior policy
importance of NFE makers, civil society
in the province and media
II. Implement the DLNFE
campaign X X TBD
Sub Program 5.5 Expansion of opportunities for NFE /ALP programs

Sub Goal 5.5. Enhance access and participation in NFE / ALP Program
Number of out of 5.5.1 Expand the I. Map out of school DLNFE, NFEMIS
school children current capacity of children at the local
reduced NFE /ALP programs level by collecting
to accommodate extensive
X 12.28
diverse and demographic data
excluded segments that helps in
of out-of-school supplying relevant
children NFE/ ALP program
II. Map the current DLNFE and DOE(S)
ongoing program in
NFE /ALP and Cost
identify potential X Covered
areas for expansion above
(geographically and
program wise
III. Develop and DLNFE and DOE(S)
implement an
expansion plan
Cost
phase wise for the
X X X X covered
next five years (to
above
target at least 100
percent more
participation)
Percentage of NFE 5.5.2 Ensure I. Ensure the DLNFE
centres with participation in accreditation
X R.C
children under 9 NFBE classes mechanism
targets the right age includes stipulation
lxvii
years of age of 9 and above on limiting children

reduced (where school is in NFBE at the age
available – and or of 9 or above (with
change strategy for exceptions)
that child) II. Develop a DLNFE
coordination
mechanism with
formal schools to X R.C
transfer children
below 9 years of
age
III. Develop and DLNFE and SDE
notify criteria on age
X R.C
limits for NFE
centres
Community 5.5.3 Mobilise I. Develop capacity DLNFE
mobilised for community for of the field officers
enhanced enhanced and implementing
X R.C
participation in NFE participation in NFE institutions in
programs programs community
mobilisation
II. Develop DLNFE and DOE(S)
community
mobilisation plans X R.C
for enhanced
enrolment
III. Implement the DLNFE
X X X Scale Factor
plan
5.5.4 Expand I. Engage with non- DLNFE
opportunities for government and R.C and
post primary NFE & government some
skill programs organisations to X X X X covered
introduce post- under scale
primary NFE and factor
skill programs
Female enrolment 5.5.5 Enhance I. Identify target DLNFE
X
in NEF increased females districts
lxviii
participation in NFE II. Design and DLNFE

through specialised implement targeted
targeting strategies X X X X X
measures in the
local context Covered
III. Mobilise under scale DLNFE
community on factor
female education X X X X X
and NFE
opportunities
Adult literacy 5.5.6 Prioritse I. Prioritse districts DLNFE
program in districts with low with low literacy X 1.00
prioritised districts literacy rates for rates
implemented adult literacy II. Prepare and DLNFE
programs Covered
implement adult
X X X X under
literacy programs in
Scale factor
prioritised districts
Female teachers 5.5.7 Prioritise I. Assess DLNFE
hired for NFE recruitment of requirement of
X 1.00
programs female teachers for teachers for NFE
NFE programs with programs
at least 60% of the II. Prepare
total being the recruitment plan X
target III. Prioritise
recruitment of RC
female teachers
X X X X
with at least 60% of
the total being the
target
Sub Program 5.6 Quality and Relevance of NFE/ALP Programs
Sub Goal 5.6. Improve quality and relevance of NFE programs
Number of 5.6.1 Develop I. Prepare a plan to DLNFE

specialists in NFE expertise on NFE / increase specialists X R.C
increased ALP through pre- in NFE/Andragogy
service teacher II. Engage with pre- DLNFE
education service teacher X R.C
lxix
education
institutions and HEC
to introduce courses
on NFE and adult
literacy programs
(Andragogy) for
teaching, curriculum
and material
development.
III. Set up and DLNFE
implement
X X X TBD
scholarship
program
Number of teachers 5.6.2 Develop and I. Institutionalise DLNFE and PITE
trained in NFE implement NFE and operationalise
enhanced teachers’ in-service training
professional for NFE teachers’
development professional
X Scale Factor
program to improve development
quality of teaching system jointly with
PITE and
directorate of
Education (Schools)
II. Develop DLNFE & NFEMIS
database of
X R.C
teachers to be
trained each year
III. Develop and DLNFE & PITE
R.C and
implement the X X X
scale factor
training program
Need based 5.6.3 Ensure NFE I. Review current BOC&EC
X
curricula of NFE as and literacy curricula
per local needs programs have II. Improve existing BOC&EC
developed need based on X 4.70
curricula
curricula
III. Develop new BOC&EC
curricula based on X
research and local
lxx
needs when
required
Relevant learning 5.6.4 Ensure I. Review current BTBB & BOC&EC
X
material developed learning material learning material
suits learning needs II. Improve the BTBB & BOC&EC
of the target groups existing learning
material according
to learning needs of
X X
target groups and
relevance to
provincial
curriculum
Standards for NFE 5.6.5 Develop I. Review standards DLNFE/BOC&EC
X
notified comprehensive for NFE
standards for II. Develop revised DLNFE/BOC&EC
inputs, processes X
standards
and outputs in NFE
III. Notify new DLNFE/BOC&EC
service delivery X R.C
standards
NFE assessment 5.6.6 Implement I. Develop NFE DLNFE/BAEC
and examination NFE assessment & examination and
X X R.C
system examination system assessment system
implemented with BAEC
II. Conduct a pilot DLNFE/BAEC
X R.C
assessment
Equivalence 5.6.7 Directorate of I. Engage with DLNFE/BTEVTA
system for Literacy and NFE NAVTCC and
continuation into and BTEVTA to BTEVTA for X R.C
technical and develop development of
vocation education standardised equivalence
institutionalised certification of II. Agree on DLNFE/BTEVTA
graduates of NFE equivalence X R.C
for inclusion in process
regular TVET will
III. Notify DLNFE/BTEVTA
be undertaken equivalence X R.C
process.
lxxi
NFE participants 5.6.8 IntroduceI. Develop career DLNFE

receive career career counselling counselling X R.C
counselling guidelines in NFE guidelines
centres for
II. Train career DLNFE
improved career
counsellors for X R.C
choices andprograms
continuing
III. Include career DLNFE
education counselling in X R.C
programs
Sub Program 5.7 Approach to Schooling under COVID 19
Sub Goal 5.7. Continue teaching – schooling in the COVID 19 pandemic
Video based 5.7.1 Explore I. In consultation BOC&EC, DOE(S),
lessons for options of video with Pakistan PITE
secondary and based lessons for Television design X TBD
higher secondary secondary and and prepare video
classes available higher secondary based lessons
classes II. Run video based
lessons on air on
X TBD
PTV and online
using other medium
Video based 5.7.2 Develop I. In consultation BOC&EC, DOE(S),
lessons for early specialised video with Pakistan PITE
grades on literacy based lessons for Television design X TBD
and numeracy early grades on and prepare video
based on revised literacy and based lessons
scheme of studies numeracy based on II. Run video based
available revised scheme of lessons on air on
studies X TBD
PTV and online
using other medium
Video based 5.7.3 Prepare I. In consultation BOC&EC,DOE(S),
lessons for middle specialised video with Pakistan PITE
grades based on based lessons for Television design X TBD
revised scheme of middle grades and prepare video
studies available based on revised based lessons
scheme of studies II. Run video based
X TBD
lessons on air on
lxxii
PTV and online

using other medium
Radio based 5.7.4 Prepare radio I. In consultation BOC&EC, DOE(S),
lessons available based lessons for with Radio Pakistan PITE
X TBD
areas without TV design and prepare
coverage radio based lessons
II. Run radio based
lessons on air on
Radio Channels and X TBD
online using other
medium
Physical schooling 5.7.5 Review I. Resume schooling DOE(S), DOEs
options resumed in physical schooling options in areas of
low risk areas with options for areas low risks with health X RC
precautionary where risk is dept advisory and
measures and reduced SOPs
SOPs II. Prepare staff and
children on safety X 20
measures
III Ensure safety
measures in X 30
schools
lxxiii
lxxiv
Results Matrix - Access and Participation

Table 16-10 Results Matrix - Access and Participation
Target
Y1 Y2 Y3 Y4 Y5
Program 5 - Access and Participation
Overall outcome 5. Access and participation to formal and non-formal educational opportunities for school-age children, especially girls increased
and adult literacy improved.
Gross enrolment rate at primary (6 to 10)
85 (%) 50 54 61 69 79 88 EMIS Annual
Gross Enrolment Rate Middle (11-13)
34 37 39 42 47 50 EMIS Annual
(%)
Gross Enrolment Rate Secondary (14-
17 17 17 19 22 24 EMIS Annual
15) (%)
Gender Parity Index Primary 0.61 0.73 0.76 0.80 0.83 0.86 EMIS Annual
Gender Parity Index Middle 0.62 0.64 0.66 0.69 0.72 0.74 EMIS Annual
Gender Parity Index Secondary 0.55 0.57 0.61 0.62 0.65 0.68 EMIS Annual
% decrease in Out of School Children
50 46 39 31 21 12 EMIS Annual
Overall – Primary
46 43 37 30 22 15 EMIS Annual
Male – Primary
54 49 41 31 19 9 EMIS Annual
Female – Primary
74 72 71 68 64 63 EMIS Annual
Overall – Post Primary
73 72 71 69 66 64 EMIS Annual
Male – Post Primary
76 75 73 70 65 62 EMIS Annual
Female – Post Primary
85 Baseline study will have to be conducted.
lxxv
Survival rate in Primary Overall 41 43 47 54 60 62 EMIS Annual

Survival rate in Primary Male 41 43 48 54 60 62 EMIS Annual
Survival rate in Primary Female 40 42 47 53 60 62 EMIS Annual
Survival rate in Middle Overall 86(Public
77 78 81 84 88 89 EMIS Annual
Sector)
Survival rate in Middle Male (Public
74 75 77 81 84 85 EMIS Annual
Sector)
Survival rate in Middle Female (Public
81 83 86 90 94 95 EMIS Annual
Sector)
Adult Literacy Rate Over (15 Plus) 38 41 44 47 49 50 EMIS Annual
Adult Literacy Rate Over (15 Plus) Male 56 59 62 65 67 68 EMIS Annual
Adult Literacy Rate Female (15 Plus) 18 21 23 26 29 30 EMIS Annual
Sub Program 5.1 Expansion of educational opportunities
Intermediate Outcome 5.1. Education (schooling) opportunities expanded for all children
Ratio of primary/post primary schools 4.4 4.8 4.8 4.8 4.7 4.7 EMIS Annual
Annual % reduction schools with missing
0 10 20 30 20 20 EMIS Annual
facilities
Annual % increase in number of newly
created school places in the formal 0 0.5 1.5 3 4.5 4.9 EMIS Annual
education system
Output 5.1.1: Participation opportunities for primary age children in formal education expanded
Implementation % rate of plan to
establish new primary - 10 20 40 60 100 EMIS Annual
schools/classrooms
Implementation % rate of district-based
plans for options to expand schooling - 10 20 40 60 100 EMIS Annual
opportunities
Output 5.1.2: Participation opportunities for primary age children in formal education expanded
86 For GER Middle only public sector data is available
lxxvi
Implementation % rate of plan to

construct or upgrade at middle and - 10 20 40 60 100 EMIS Annual
secondary levels
Implementation % rate of district-based
plans for options to expand schooling - 10 20 40 60 100 EMIS Annual
opportunities at post-primary level
Output 5.1.3: Enrollment drive organised in close participation of communities to increase admissions in current schools
% increase in Gross Intake Rate 50% 54% 61% 73% 84% 88% EMIS Annual
Sub Program 5.2 Increased Girls’ Participation
Intermediate Outcome 5.2. Enhanced participation and attendance of girls in schools
GER in Primary - Female (6-10) 46% 51 59 69 81 91 EMIS Annual

GER in Middle – Female (11-13) 32% 35 37 42 48 52 EMIS Annual
GER in Secondary – Female (14-16) 15% 15 16 18 21 24 EMIS Annual
Output 5.2.1: Districts with high gender disparity prioritised for girls focused enrolment
Annual reduction in GPI GER primary in
0 10 10 20 30 30 EMIS Annual
high disparity districts (%)
Annual reduction in GPI GER middle in
0 10 10 20 30 30 EMIS Annual
high disparity districts (%)
Annual reduction in GPI GER Secondary
0 10 10 20 30 30 EMIS Annual
in high disparity districts (%)
Output 5.2.2: Primary Schools are gradually converted to gender free schools
Number of primary schools that are
TBD EMIS Annual
categorized as gender free
Output 5.2.3: Awareness on MHM among adolescent female students enhanced and WASH facilities provided in girls schools
% of middle and secondary students
0 10 20 40 70 100 EMIS Annual
reached by awareness actions on MHM
% of middle and secondary schools with
0 10 20 40 70 100 EMIS/RTSM Annual
MHM kits
% increase in girls’ schools with WASH
10 15 20 30 40 SED/DOE(S)/DEOs Annual
facilities
Output 5.2.4: Transport schemes for female students implemented on a pilot basis
lxxvii
% of female students at middle and

secondary levels covered by the 0 10% 10% 10% 10% 10% EMIS Annual
transport scheme(s)
Output 5.2.5: Enhanced opportunities for participation of girls in sports at schools
% of schools with an active sports
0 10% 10% 20% 30% 30% EMIS/RTSM Annual
program for girls
Sub Program 5.3 Addressing demand side barriers to access and participation
Intermediate Outcome 5.3. Increased enrolment and retention due to demand side interventions
Percentage increase in enrolment and
retentions due to demand side TBD EMIS Annual
interventions
Output 5.3.1: Plan to reduce demand side barriers affecting children’s access and participation implemented
% of districts which have rolled out a
plan to reduce demand side barriers for
0 10% 10% 20% 30% 30% EMIS Annual
children’s access and participation
based on findings of a research
Output 5.3.2: Awareness sessions on existing scholarships schemes regularly conducted in schools
% increase in number of students apply
0 10% 10% 20% 30% 30% EMIS Annual
to a scholarship scheme
Output 5.3.3: Meal program developed and implemented
% students covered by the meal
0 10% 10% 20% 30% 30% EMIS Annual
program
Output 5.3.4: Awareness on the importance of continued female education improved through community engagement and curriculum/TBs
% awareness plan implemented 0 10% 30% 50% 60% 70% PPIU/DOE(S) Annual
Output 5.3.5: Communities engaged to increase in take at the right age in early childhood programs/grade 1
% increase in Gross Intake Rate 50% 54% 61% 73% 84% 88% EMIS Annual
Sub Program 5.4 System level capacity for NFE/ ALP Programs
Intermediate outcome 5.4. System level capacity for management and strengthening of NFE programs enhanced
% NFE/ALP programs monitored for
0 10% 10% 20% 10% 10% NFEMIS Annual
standards monthly
lxxviii
% Capacity development plans

0 10% 10% 20% 10% 10% NFEMIS Annual
completed successfully
Growth in budget allocated to NFE/ALP
0 5% 5% 5% 10% 10% Provincial budget Annual
programs
Output 5.4.1: Capacity of Directorate LNFE to manage programs enhanced
% district units staff completing the
0 10% 10% 20% 10% 10% DLNFE Annual
capacity development plan for DLNFE
Output 5.4.2: Status of DLNFE decided
% recommendations of the committee
0 10% 10% 20% 10% 10% DLNFE Annual
implemented
Output 5.4.3: Formal linkages with the Department of Secondary Education institutionalised
% LNFE EMIS integrated with SED
0 10% 30% 60% NFEMIS/EMIS/PMC Annual
EMIS
Output 5.4.4: Capacity of quality organisations to develop NFE products developed
%age of capacity development plan of
0 10% 10% 20% 30% 30% DLNFE/BOC&EC Annual
BOC&EC for NFE implemented
0 10% 10% 20% 30% 30% DLNFE/PITE Annual
PITE for NFE implemented
0 10% 10% 20% 30% 30% DLNFE/BTBB Annual
BTBB for NFE implemented
0 10% 10% 20% 30% 30% DLNFE/BAEC Annual
BAEC for NFE implemented
Output 5.4.5: An accreditation system for NFE programs implemented
% NFE centers monitored as per the
0 10% 20% 20% 20% 20% DLNFE Annual
accreditation framework
Output 5.4.6: Formal linkages with BTEVTA, NAVTTC and other TEVT/ skill providers established
% LNFE programs include skills
TBD DLNFE Annual
development components
Output 5.4.7: Formal coordination functions established with BTEVTA, NAVTTC and other TEVT/ skill providers to integrate skills with NFE / ALP graduates
adult literacy programs
MOU signed for regular coordination
meetings between DLNFE and TVET 0 1 DLNFE Once
organisations
Output 5.4.8: Advocacy campaigns to elevate the importance of NFE in the province implemented
lxxix
Minimum number of advocacy

TBD DLNFE Annual
campaigns implemented
Sub Program 5.5 Expansion of opportunities for NFE /ALP programs
Intermediate outcome 5.5. enhanced access and participation in NFE / ALP programs
% increase in number of beneficiaries of
57% 80% 88% 84% 90% NFEMIS Annual
NFE/ALP programs
Output 5.5.1: Capacity of NFE/ALP programs expanded
% increase of NFBE graduates
0 20% 30% 40% NFEMIS Annual
mainstreamed
% increase in Adult literates completing
0 10% 10% 20% 30% 40% NFEMIS Annual
programs
Output 5.5.2: NFE centres cater to children above 9 years of age
% reduction in NFE centres with children
0 10% 10% 20% 30% 40% NFEMIS Annual
under 9 years of age
Output 5.5.3: Community mobilised for enhanced participation in NFE programs
% communities mobilised for support to
0 10% 10% 20% 30% 40% NFEMIS Annual
participation in NFE
Output 5.5.4: Expanded opportunities for post primary NFE & skill programs
Minimum number of MoUs with
government and non-government TBD Annual
organisations
Output 5.5.5: Females participation in NFE enhanced through specialised targeting strategies
% increase in female enrolment in NFE 5% 8% 12% 17% DLNFE Annual
Output 5.5.6: Recruitment of female teachers prioritised for NFE programs with at least 60% of the total being the target
% female teacher hired for NFE program 30 40 50 60 NFEMIS Annual
Output 5.5.6: Adult literacy programs introduced in districts with low literacy rates
% low literacy districts with adult literacy
70% DLNFE Annual
programs
Sub Program 5.6 Relevance of NFE/ALP programs
Intermediate outcome 5.6. Quality and relevance of NFE programs improved
lxxx
% age increase in beneficiaries with

0 10% 10% 20% 30% 40% NFEMIS Annual
certification
% age increase of beneficiaries gainfully
0 10% 10% 20% 30% 40% NFEMIS Annual
employed
Output 5.6.1: Number of specialists in NFE / Andragogy increased
Implementation rate of plan to introduce
courses on NFE and adult literacy
0 10% 10% 10% 10% 10% NFEMIS Annual
programs in pre-service teacher
education institutions and universities
Output 5.6.2: NFE teachers’ professional development program developed and implemented
% Increase in number of teachers of
0 10% 10% 20% 30% 40% NFEMIS Annual
NFE undergoing in-service training
Output 5.6.3: Need based curricula of NFE as per local needs developed
% development of need based curricula
0 10% 10% 20% 30% 40% NFEMIS Annual
used in NFE programs
Output 5.6.4: Relevant learning material developed
% completion revised/new learning
0 10% 10% 20% 30% 40% NFEMIS Annual
materials
Output 5.6.5: Standards for NFE developed
Standards notified 1 DLNFE/BOC&EC Once
Output 5.6.6: NFE assessment and examination system implemented
Number of pilot assessments conducted 0 1 1 DLNFE/BAEC Once
Output 5.6.7: Standardised certification of graduates of NFE developed for inclusion in regular TVET
Certification system notified 1 DLNFE/BTEVTA Once
Output 5.6.8: NFE participants receive career counselling
% increase in NFE programs with
0 10% 20% 30% 20% 10% DLNFE Annual
counsellors
Sub Program 5.7 Challenge of Schooling under COVID 19
Intermediate outcome 5.7. Teaching – schooling in the COVID 19 pandemic continued
Output 5.7.1: Video based lessons developed for secondary and higher secondary classes
% Video based lessons for secondary
- 100 BOC&EC Once
and higher secondary classes
Output 5.7.2: Specialised video based lessons developed for early grades on literacy and numeracy based on revised scheme of studies
lxxxi
% video based lessons for early grades - 100 BOC&EC Once

Output 5.7.3: Specialised video based lessons developed for middle grades based on revised scheme of studies
% video based lessons for middle
- 100 BOC&EC Once
grades
Output 5.7.4: Radio based lessons developed for areas without TV coverage
% radio based lessons for all grades - 100 BOC&EC Once
Output 5.7.5: Physical schooling options resumed for areas where risk is reduced
% SOPS implemented to ensure risk
- 100 BOC&EC Once
free environment against COVID 19
lxxxii
Implementation Matrix - Data and Research

Table 16-11 Implementation Matrix - Data and Research

Overall Goal 6. Ensure education policies, planning, monitoring and reform are based on empirical evidence derived from data and research
Timelines Cost
Target Strategies Activities Million Responsibility Assumptions
Sub Program 6.1 Comprehensive Needs Based Database
Sub Goal 6.1. Develop comprehensive needs based database for use in education policy, planning and service delivery
Data need 6.1.1 Conduct data I. PPIU to identify and PPIU
analysis need analysis to document data needs for
conducted ensure better each organisation and for the
planning, overall education system,
Data frameworks implementation especially, the requirements X 0.27
revised and monitoring for of Balochistan Compulsory
enhanced quality, Education Act 2014, SDG 4
Required data access and equity and 5 through engagement
collected with each organisation.
II. PPIU to coordinate with PPIU
EMIS to review current data
X
frameworks and revise them
according to needs
0.32
III. PPIU to identify other PPIU
sources of data where EMIS
X X X
data is insufficient or not
needed
Data on private 6.1.2 Ensure that I. Engage with private sector PPIU, DOE(S), There is a low
schools and data on private to agree on the data collection EMIS confidence in the
madrassas is schools, other details and processes X R.C government by the
regularly public sectors and private school
collected madrassas is owners
comprehensively II. Engage with madrassas PPIU, DOE(S), There is a low
captured through the Home X R.C EMIS confidence in the
lxxxiii
Department to agree on data government by the

collection details maddrasas
III. Collect data on private EMIS
schools, madrassas and other
X X R.C
public sector schools every
two years
All existing data 6.1.3 Digitise I. Identify databases that can EMIS/PPIU
digitised existing data that is be digitised and made part of X 0.22
outside the main EMIS
database of EMIS II. Digitise all such existing EMIS/PPIU
data into EMIS X X X 1.90
All data are bases 6.1.4 Ensure that I. Link to EMIS all digitised EMIS/PPIU Frameworks for
rolled out and databasess are databases X X X X databases include
linked linked for optimal at least HR and
information II. Improve capacity of BTBB, EMIS/PPIU Finance data of
DOE(S), PITE, BOC&EC and each organisation
education secretariat to roll
X X X 5.44
out and manage their
respective databases to be
linked to the central EMIS
Roll out respective databases EMIS/PPIU
and link them X X X X
Sub Program 6.2 Standardised Analysis

Sub Goal 6.2. Ensure standardised analysis is regularly conducted
Standardised 6.2.1 Develop a I. Identify provincial PPIU Annual recurrent

framework standardised requirements for data activity
X X X X X
developed framework for analysis in consultation with
analysis relevant organisations
Data analysed II. Engage with the federal 0.49 PPIU
according to the government to ensure Annual recurrent
standardised alignment for provincial, X X X X X activity
framework national and international
reporting needs
lxxxiv
III. Develop a framework PPIU Framework is

based on provincial, national revised annually
X X X X to accommodate
and international
requirements new requirements
EMIS and PPIU 6.2.2 Develop I. Undertake capacity need PPIU/EMIS
undertake regular capacity of EMIS assessment of EMIS and X
data analyses and PPIU to PPIU 3.49
analyse data II. Prepare and implement a PPIU/EMIS
capacity development plan X X X X
Sub Program 6.3. Use of Data
Sub Goal 6.3. Institutionalise use of data in policy development, planning and service delivery
Sensitisation on 6.3.1 Sensitise I. Develop a sensitisation EMIS/PPIU

use of data officers of the campaign based on education X X X X X R.C
enhanced among department and data and its use
officers of the policy makers on
II. Develop data sensitisation EMIS/PPIU
Department and importance of data
modules to be used in
education policy use in decision X X
seminars and workshops
makers making
2.33
Increased use of III. Conduct workshops with EMIS/PPIU
data in decision officers and policy makers X X X X
making twice a year
Capacity 6.3.2 Develop I. Undertake a training needs PPIU
developed in capacity for use of assessment for data use X
policy, planning data in policy, capacity in all organisations Covered
and service planning and under
delivery service delivery II. Prepare a plan for training
officers on use of data X above
III. Implement the Plan X X X PPIU
Rules mandating 6.3.3 Review I. Identify areas in planning, SED/PPIU

use of data existing rules to monitoring and
X R.C
notified ensure mandatory implementation where data
data use for use should be essential
lxxxv
planning and II. Notify rules accordingly SED/PPIU

X R.C
decision making.
Sub Program 6.4 Research Based Reviews
Sub Goal 6.4. Develop a culture and practice of research-based review of policies, plans and implementation processes.
Increased use of 6.4.1 Develop and I. Develop a sensitisation PPIU/SED

research in implement a plan to campaign based on education X X X X X
decision making create awareness research and its use
on the importance II. Develop research PPIU/SED
of research among sensitisation modules to be
senior decision X X 3.38
used in seminars and
makers and workshops
political leadership
III. Conduct workshops with PPIU/SED
officers and policy makers X X X X
twice a year
Enhanced 6.4.2 Conduct I. Set up a research PPIU/BOC&EC/
research on need-based committee with membership BBISE/PITE/BTBB
education research regularly from all attachment
departments and academia to X R.C
identify research needs for
every 5 years with annual
review
II. The committee shall PPIU/BOC&EC/
engage with universities to X X X X R.C BBISE/PITE/BTBB
conduct relevant research
III. The committee shall PPIU/BOC&EC/
identify resources and set up BBISE/PITE/BTBB
a research fund to ensure X X X R.C
research is pursued in areas
identified
Capacity for 6.4.3 Develop and I. Operationalise and PPIU Routine research
research in the enhance capacity integrate the research of academia,
education system for research on mandates of BOC&EC, PITE, including
X 2.90
enhanced education BTBB, BBISE & BAEC and students’ theses,
identify capacity gaps as part
of overall capacity
lxxxvi
development plans for these are linked to policy

organisations needs
II. Recognise the importance PPIU
of linkages between Services of
X X X X X
academia and government for academia are
research contracted for
III. Mandate that have PPIU specific needs-
qualified academics to based researches
conduct research for the
government and its students X X X X X R.C
and teachers to be given
recognition for their values
and services
Rules mandating 6.4.4 Mandate I. Identify areas PPIU/SED
use of research research as part of where research use should be X X X X X R.C
notified policy review essential
processes and II. Notify rules accordingly PPIU/SED Notification can be
reforms X X X X X R.C revised when
needed
lxxxvii
lxxxviii
Results Matrix - Data and Research

Table 16-12 Results Matrix - Data and Research
Target
Y1 Y2 Y3 Y4 Y5
Overall outcome 6. Education policies, planning, monitoring and reform are based on empirical evidence derived from data and research
Number of Annual Development Plans for School
Education aligned with needs-based operational 0 1 1 1 1 1 PPIU Annual
plans
Number of Annual Development Plans for NFE
0 1 1 1 1 1 PPIU Annual
aligned with needs-based operational plans
Number of Annual Development Plans for TVET
0 1 1 1 1 1 PPIU Annual
aligned with needs-based operational plans
% Policies reviewed and developed based on
0 20 20 20 PPIU Annual
empirical evidence
Number of research identified in the BESP
0 2 1 1 1 PPIU Annual
conducted
Sub Program 6.1 Comprehensive Needs Based Database
Intermediate Outcome 6.1. Comprehensive needs-based database developed for use in education policy, planning and service delivery
% SED organisations developing needs-based
0 100 100 100 100 PPIU Annual
annual operational plans
Output 6.1.1: Conduct data need analysis to ensure better planning, implementation and monitoring for enhanced quality, access and equity
% Indicators to measure Compulsory Education Act
0 100 Annual
2014 notified
% indicators of the Compulsory Education Act 2014
NA 25 50 75 100 PPIU Annual
generated regularly
Balochistan indicators framework for SDG4 targets
0 100 SED/P&D Once
notified
% indicators of the framework for SDG4 generated
0 25 50 75 100 PPIU Annual
regularly
lxxxix
Output 6.1.2: Data on private schools, other public sectors and madrassas comprehensively captured
Number of annual statistical reports produced with
data covering public schools, private schools, other 0 1 1 1 EMIS Annual
public sectors and madrassas
Output 6.1.3: Existing data outside the main database of EMIS is digitised
% databases digitised To be determined 25 25 25 25 EMIS/PPIU Annual
Sub Program 6.2 Standardised Analysis
Intermediate Outcome 6.2. Standardised analysis is regularly conducted

Yearly reports produced using standardised 0
1 2 2 PPIU/EMIS Annual
framework87
Output 6.2.1: A standardised framework for analysis developed
% organisations receive orientation on the 0
100 100 100 100 PPIU Annual
standardised framework for analysis
Output 6.2.2: Capacity of EMIS and PPIU to analyse data developed
% staff of EMIS and PPIU received training on use 0
50 50 PPIU Annual
of data for policy and planning, and analysis
Sub Program 6.3 Use of Data
Intermediate Outcome 6.3. Use of data in policy development, planning and service delivery institutionalised
% SED organisations developing needs-based
0 100 100 100 100 PPIU Annual
annual operational plans
Output 6.3.1: Officers of the department and policy makers are sensitised on importance of data use in decision making
Number of workshops with officers and policy
0 2 2 2 2 EMIS/PPIU Annual
makers
Output 6.3.2: Capacity for use of data in policy, planning and service delivery developed
Implementation rate of CD plan 0 30 40 30 PPIU Annual
87 Two reports target refers to: at least one report with framework for the Compulsory Education Act 2014 and one with the framework for SDG4
xc
Output 6.3.3: Existing rules reviewed to ensure mandatory data use for planning and decision making.
% rules mandating use of data notified 0 100 SED/PPIU Annual
Sub Program 6.4 Research Based Reviews
Intermediate Outcome 6.4. Culture and practice of research-based review of policies, plans and implementation processes developed
% increase in the number of new or revised policies
0 20 20 20 PPIU/SED Annual
using research
Output 6.4.1: A plan to create awareness on the importance of research among senior decision makers and political leadership implemented
Number of workshops with officers and policy
0 2 2 2 2 PPIU Annual
makers
Output 6.4.2: Need based research conducted regularly
% increase in the number of education research PPIU/BOC&EC/BBIS
0 20 20 20 Annual
papers produced E/PITE/BTBB
Output 6.4.3: Capacity for research on education enhanced
Minimum number of MoUs signed with academia 0 1 1 1 1 PPIU Annual
Output 6.4.4: Research mandated as part of policy review processes and reforms
% rules mandating use of research notified 0 100 PPIU/SED Annual
xci
xcii
Implementation Matrix – Governance and Management

Table 16-13 Implementation Matrix - Governance and Management

Overall Goal 7. To promote better governance and management for a more efficient, effective, inclusive and accountable education service delivery
Timelines Cost
Targets
Strategies Activities Million Responsibility Assumptions
Sub Program 7.1 Comprehensive policy and legal framework
Sub Goal 7.1. Develop a comprehensive policy and legal framework to guide the provision of education service
Provincial 7.1.1 Improve I. Develop and X 5.99 PPIU, SED
education education approve a
policy approved policy provincial
framework education policy
Curriculum and 7.1.2 I. Introduce the X 1.12 BoC
Standards Act Strengthen required statute on
introduced legislative curriculum and
framework to standards
All existing meet the II. Constitute a X X X X SED
statues requirements Committee to
reviewed of effective review existing
education legislations and
delivery implement its
recommendations
Rules notified 7.1.3 Develop I. Constitute X X X 0.77 PPIU
for all acts rules for all Committee(s) to
related to education- develop and notify
provision of related statutes rules for statutes
education to guide that currently lack
effective them
implementation
PPIU’s policy 7.1.4 Improve I. Organise X X X X X 4.26 PPIU
development capacity of training workshops
xciii
and legislative SED to review for PPIU on policy

drafting policy and legal development and
capacity frameworks legislative drafting
improved on an ongoing
basis
Notify Provision of
hiring of legal
expert on need
basis to work with
PPIU
Sub Program 7.2 Better Planning
Sub Goal 7.2. Promote systemic, need-based and inclusive planning to improve the efficiency of education delivery
Standardised 7.2.1 Ensure I. Introduce rules to X 0.39 SED
format for AOP structured and mandate
approved systematic development of
implementation rolling Annual
ADPs aligned of BESP Operational Plans
with AOP (AOPs) in the light
of BESP
II. Notify an X
inclusive
Committee within
SED to finalize
AOP and review
progress on it
periodically
III. Develop AOPs X X X X X PPIU Make P&DD co-
as per a signatory of the
standardised and development
approved format component of
and ensure all AoP
proposals for
cooperation and
engagement with
donors, NGO and
xciv
private sector are

aligned with AOP
IV. Mandate the X X X X X PPIU, SED Conduct need-

DSC to ensure that assessment
the proposals studies and
submitted for develop five-
Annual year plans for
Development curriculum
Plans (ADP) or development,
PSDP flow from teacher training,
and are aligned school
with AOP construction
Donor plans 7.2.2 Align I. Disseminate X X 0.78 PPIU

and projects donor plans BESP 2020-25 to
aligned with and projects donors
BESP with BESP II. Amend the X X X X X PPIU
notification on
PPIU to empower it
to review donor
proposals for
alignment with
BESP
III. Present donor X X X X X PPIU
proposals for
approval at the
competent forum
only after
confirmation of
alignment with
BESP
All horizontal 7.2.3 Involve I. Make it X X X X X RC DOE(S)
and vertical attached mandatory for the
tiers are departments, DEO to solicit
involved in divisional, proposals for
district and development
xcv
education sub-district budget from

planning tiers in clusters within their
planning jurisdiction, and for
the Directorate of
Education
(Schools) to solicit
proposals for
development
budget from the
district tier
II. Revise the X X X X X RC SED
composition of
DSC to make
heads of all
attached
departments its
member
Quarterly 7.2.4 I. Require SED to X X X X X 0.68 SED
supervision and Strengthen obtain and review
monitoring of supervision PC-III forms for
development and monitoring each development
projects of SED of project on a
ensured implementation quarterly basis
of development II. Mandate X X X X X RC SED
projects of divisional directors
SED to supervise
progress on
development
schemes and
share progress
reports with SED
on quarterly basis
Sub Program 7.3 Results-based management
Sub Goal 7.3. Promote a result-based management system to improve monitoring and managerial efficiency
Result-based 7.3.1 Introduce I. Introduce the X 0.17 SED The submission
management and implement rules to mandate of proposals for
xcvi
system a result-based all attached education

established management departments of budget by
system in all SED to develop attached
attached annual work plans organisations
departments of should be linked
the SED to the existence
of approval of
work plans
II. Ensure that X X X X X RC DOE(S), PITE,
annual work plans BBISE, BoC, BAEC
are developed by
each attached
department and
approved by its
head
III. Require Heads X X X X X 0.68 DOE(S), PITE,
of attached BBISE, BoC, BAEC
departments to
organise bi-
monthly meetings
to review progress
against work plans
and Secretary SED
to hold quarterly
progress reviews
Formal 7.3.2 Establish I. Constitute and X X X X X RC SED
coordination formal notify a committee
mechanism coordination for coordination
established among the among the
horizontal tiers attached
of SED departments of
SED
M&E strategy 7.3.3 Develop I. Develop and X 3.16 PPIU M&E strategy
approved and implement approve an M&E should include:
a strategy for the  Standards
comprehensive entire education and
M&E strategy system and its sub- benchmarks
systems
xcvii
Percentage of  Objectively
M&E strategy verifiable
implemented indicators
(OVI) for
inputs,
processes,
outputs and
outcomes of
education
 Data
collection
against set
indicators;
 Reporting
and follow
up
mechanism
and
structures;
 Periodic
evaluations;
II. Implement the X X X X X TBD SED, DOE(S), PITE, An overall M&E
M&E strategy at all BBISE, BoC, BAEC, mandate and
levels framework
complemented
by M&E
mechanism in
each individual
organisation
This should
include
strengthening of
PMC as a
regular
government
entity. PMC may
be merged with
xcviii
PPIU to
establish a new
directorate of
planning and
monitoring
under the direct
supervision of
Secretary
Education.
Revise the data

collection
framework for
PMC based on
the needs
identified by the
M&E strategy.
Especially, the
functions of
RTSM should
be revised to
include
monitoring of
school
improvement
plans and
learning
outcomes.
Build and
improve the
data analysis
capacity of PMC
Capacity of all
attached
departments on
M&E
xcix
Sub Program 7.4 Better Human Resource Management and Development

Sub Goal 7.4. Improve HR management framework to increase productivity of the education workforce
Integrated HR 7.4.1 Develop I. Identify clear X 4.93 SED
policy approved a holistic and objectives for HR
integrated HR management and
policy to development and
provide clear review existing
strategic policies and rules
direction for against them
managing and II. Develop and X X RC SED
developing approve an
human integrated HR
resource of policy (and rules)
SED aligned with the
objectives
Specialised HR 7.4.2 Develop I. Develop a X RC SED
Unit a specialised proposal for
established structure for establishing a
managing and specialised unit as
developing per needs of the
human HR policy
resource of II. Get the proposal X RC
SED based on approved
the HR policy III. Setup the X RC
specialised unit
HRMIS revised 7.4.3 I. Establish a X RC SED
and upgraded Consolidate specialised unit
the existing HR within SED to
HRMIS utilised Management manage human
Information resource
System (MIS) II. Review, revise X 2.08 SED
to facilitate and upgrade the
efficient existing HRMIS
management based on needs of
of human the HR policy
c
resource of III. Introduce rules X RC SED

SED to mandate the
specialised HR unit
to use HRMIS
Teaching cadre 7.4.4 Induction I. Design and X 7.5 DOE(S), PITE
personnel and ongoing develop
posted as trainings for managerial
managers teaching cadre training program
trained in personnel for teaching cadre
managerial posted as personnel posted
skills managers as managers
II. Introduce X X X X X RC
induction trainings
for teaching cadre
personnel at the
time of first posting
on managerial
position
III. Conduct X X TBD
managerial
trainings of all
existing staff
posted as
managers and
organise follow up
trainings after
every three years
Sub Program 7.5 Greater Private Sector Engagement
Sub Goal 7.5. Encourage, and regulate, greater private sector participation and investment in education service delivery
Private schools 7.5.1 I. Develop a X X 0.26 SED
regulatory Strengthen strategic
framework regulatory framework for
standardised, framework for regulating private
institutionalised private schools schools in
to protect consultation with
public interest representatives of
ci
and as well as private schools

disseminated encourage and community
participation of II. Discard the draft X RC SED
the private Balochistan
sector as a key Private
partner in the Educational
delivery of Institutions
education Registration,
Regulation and
Promotion Bill
2019 and instead
review 2015 Act
III. Develop rules X 0.43 SED
for
operationalisation
of the revised act
IV. Designate or X RC SED regulatory
create a standards for
specialised unit monitoring
within the DOE(s) performance of
to oversee schools in line
implementation of with the
the regulatory framework
framework
Strategy for 7.5.2 Develop I. Establish a PPP X RC SED
engaging the partnerships node in SED in line
private sector with the private with the provisions
under PPP sector for the of the Balochistan
mode provision of Public Private
developed education Partnership Act
service under 2018
PPP node PPP mode II. Organise X X 1.30 PPIU
established in training workshops
SED with all attached
departments of
SED to sensitise
cii
them on the role of

PPPs in education
III. Develop, and X X X X 3.83 PPIU/DOE/PPP/SED The strategy
implement, a should aim to
strategy for increase access
engaging private to quality
sector under PPP education as
mode across the well as reduce
value chain of management
education delivery inefficiencies in
public schools.
Explore the
possibility of
handing over
the
management of
low-performing
public schools
to the private
sector under
PPP mode
Sub Program 7.6 Effective Decentralised Structures
Sub Goal 7.6. Strengthen management at the district and sub-district tiers including schools to bring education delivery closer to citizens
Composition 7.6.1 I. Review and X 0.23 DOE(S)
and functions of Consolidate modify the
DEA and DEG DEA and DEG functions of DEA
revised to improve and DEG to
district-level remove overlap
Effectiveness management and ensure
of DEA and of education alignment with
DEG improved respective
mandates
II. Revisit X DOE(S)
composition of
ciii
DEA to strengthen
the role of DEO
Cluster-based 7.6.2 I. Notify guidelines X RC SED Introduce a
management Rationalise for rationalising the range for the
strengthened and size and number of
and made more consolidate the composition of feeder schools
inclusive cluster-based clusters keeping in in a cluster
management view factors such
system to as geographic
improve proximity and fair Consider the
compliance distribution of possibility of
with responsibilities creating clusters
procurement II. Require DEOs X X X X X RC DEOs at the level of
policy 2014 to revisit cluster female middle
composition only schools in
once in 2 years exceptional
circumstances
Efficiency of 7.6.3 Reduce I. Amend the X 0.34 SED
cluster-based inefficiencies in notification on
procurement cluster-based Clusters to make
improved procurement to the disbursement
meet the of cluster-budget
requirements conditional upon
of schools the existence of
more Local Education
effectively Purchase
Committees
II. Develop and X RC SED
notify a well-
thought-out
formula for the
distribution of
allocated funds
among clusters
and among feeder
schools within
clusters
civ
III. Amend the X RC SED

notification on
Clusters to
empower cluster
heads to re-
appropriate budget
from one to
another head
School-based 7.6.4 Ensure I. Develop and X 0.17 DOE(S)
improvement development approve a
and operational and standardised
plans implementation format for school
developed and of school- improvement plans
implemented based plans II. Notify rules to X X X X X RC DOE(S) Capacity
mandate heads of School Heads building of
middle and high school
schools to develop principals
and implement conducted
annual school
improvement plans
PTSMCs made 7.6.5 I. Notify fresh X 3.09 SED
functional Strengthen elections for the
community constitution of
LECs made involvement in PTSMCs in all
functional the schools
management II. Notify LECs in X X X RC DOE(S), Schools
of school all clusters Heads
affairs
III. Hold DEOs X X X RC SED
accountable for the
formation of LECs
Sub Program 7.7 Gender-inclusive management
Sub Goal 7.7. Mainstream gender-sensitivity across the value-chain of education delivery
Gender- 7.7.1 Ensure I. Develop a X RC PPIU
sensitivity gender- strategy for
promoted sensitivity mainstreaming
across the across the gender-sensitivity
cv
value chain of value chain of across the value

education education chain of education
delivery service delivery
delivery II. Train and X X X RC PPIU
sensitise officials
of the SED on
gender-sensitive
management and
work place anti-
harassment rules
III. Head hunting X X X X RC SED
for competent
female managers
who can be posted
at senior positions
Work 7.7.2 Create a I. Establish day- X RC SED
environment gender-friendly care centres for
made more work female employees
gender-friendly environment in SED and its
attached
departments
II. Construct X X X RC SED
separate toilets for
females in SED
and its attached
departments
III. Notify female X X X X X RC SED
focal persons to
deal with work
place harassment
Sub Program 7.8 Effective accountability
Sub Goal 7.8. Develop effective accountability mechanisms for the education system as a whole and its various sub-systems
High-level 7.8.1 I. Amend rules to X X X X X RC SED
accountability Implement a ensure
mechanisms structured and presentation of
multi-tiered progress on BESP
cvi
improved and accountability bi-annually to the

consolidated mechanism Chief Minister and
with the CM at Chief Secretary
the top of the II. Notify a high- X X X X X RC SED, Office of CS
chain level forum under
the Chairmanship
of Secretary SED
to review progress
quarterly on AOPs
and Work Plans
Participation of 7.8.2 I. Amend the ToRs X X X X X RC SED
communities in Strengthen of Additional
monitoring of existing social Secretary (PPIU)
education accountability to include the
improved at all mechanisms to responsibility for
tiers of promote holding regular
governance community meetings of LEG
participation in II. Amend the ToRs X X X X X RC Office of CS
the of DEG to hold the
management DC responsible for
of education regular meetings of
DEG
III. Mandate the X X X X X RC DOE(S)
DEO to hold heads
of middle and high
schools
accountable for
meetings of
PTSMCs and
LECs respectively
Grievance 7.8.3 Ensure I. Develop formal X X X X 2.23 DOE(S)
redressal effective grievance
mechanisms grievance redressal
strengthened redressal mechanisms at the
and aligned mechanisms district level
with other within the II. Promote public X X SED
complaint education awareness about
cvii
reporting system and Complaint

mechanisms at align it with Management
the federal and complaint cells System (CMS)
provincial level at the federal III. Review the X X X X X SED
and provincial CMS to ensure
level timely follow-up
and action on
complaints
IV. Link CMS with X 4.5 SED
PM Citizen portal
and other
provincial and
federal complaint
systems
Sub Program 7.9 Increased Transparency
Sub Goal 7.9. Introduce transparency in the provision of education to improve trust between the government and citizens
Communication 7.9.1 Improve I. Develop, and X 0.43 PPIU
strategy communication implement, a
implemented between strategy to
stakeholders communicate
within SED and progress and
outside to respond to queries
improve related to
transparency education service
delivery
II. Publish annual X X X X RC PPIU
report on issues,
reforms and
progress of SED
for public use
Public access 7.9.2 Improve I. Mandate DEOs, X X X X X RC DOE(S)
to information public access cluster heads and
improved at all to information school heads to
levels about public display information
expenditures related to
and other enrolment, budget
aspects of utilisation,
cviii
education procurement,
department number of
teachers and
development
schemes at a
prominent place
within premises of
their offices
II. Publish all X X X X X RC SED,DEOs
education-related
approved policies,
acts and rules on
the website
including BESP
annual progress
reports
III. Publish online X X X X X RC SED, DEOs
the mandatory PC-
III forms for each
development
project on a
quarterly basis
Sub Program 7.10 Constructive Political Engagement
Sub Goal 7.10. Translate political interest in education into an asset that supports systemic reform and improvements
Political 7.10.1 Engage I. Design, and X X 0.21 PPIU Identify the gaps
leadership political implement, an between
sensitised leadership to advocacy technical
about the sensitise them campaign to requirements of
technicalities of about the engage political education
education technicalities of leadership delivery and
service delivery education II. Identify X X X X RC SED perceptions of
service education politicians
delivery champions among
politicians and
develop
mechanisms to
cix
engage them in a
sustained manner
Standing 7.10.2 Engage I. Mandate X X X X X 0.23 Office of CS
Committee on the Standing Secretary SED to
Education Committee on present progress
engaged Education of on implementation
the provincial of BESP the
assembly in Standing
advocacy of Committee after
education every 6 months
reform II. Hold bi-annual X X X X X 0.54 SED Open forums to
open seminars include
with the committee members of
to discuss on going academia and
education reforms civil society
and issues
cx
Results Matrix of Governance and Managements

Table 16-14 Result Matrix - Governance and Management
Target
Y1 Y2 Y3 Y4 Y5
Overall Outcome 7. Better governance and management for a more efficient, effective, inclusive and accountable education service delivery
Number of meetings of High Level Committee 2 2 2 2 2 PPIU Bi-annual
Number of Meetings of Standing Committee on 1 1 1 1 1 PPIU Annual
Education on education service delivery
% age of complaints in Complaints redressal 15 25 40 50 SED Annual
system resolved
% age improvement in public satisfaction with 0 10 20 30 40 50 PPIU/SED Annual
education service delivery
% reduction in per child costs 0 10 20 30 EMIS, Annual
Finance
Sub Program 7.1 Comprehensive policy and legal framework
Intermediate outcome 7.1. A comprehensive policy and legal framework developed to guide the provision of education service
% gaps identified in areas for legislation are 0 100 PPIU- Annual
addressed Attached
Dept. SED
Output 7.1.1 Education policy framework improved
Provincial education policy prepared 0 1 PPIU Once
Output 7.1.2 Legislative framework to meet the requirements of effective education delivery strengthened
Curriculum and Standards Act introduced 0 1 BOC&EC Once
Output 7.1.3 Rules for all education-related statutes to guide effective implementation developed
Number of acts for which rules notified 2 2 PPIU- Annual
Attached
Depts
Output 7.1.4 Capacity of SED to review policy and legal frameworks improved
Number of officials trained on policy and legal 0 3 3 3 3 PPIU Annual
frameworks
cxi
Sub Program 7.2 Better Planning
Intermediate Outcome 7.2 Systemic, need-based and inclusive planning promoted to improve the efficiency of education delivery
Alignment of ADP with BESP 0 1 1 1 1 PPIU-SED- Annual
P&D
% BESP implemented 10 25 50 75 100 PPIU Annual
Output 7.2.1 Structured and systematic implementation of BESP ensured
Number of Operational and Rolling annual plans NA 1 1 1 1 1 PPIU Annual
prepared for BESP (SED)
Output 7.2.2 Donor plans and projects aligned with BESP
% donor plans and projects aligned with BESP NA 30 50 65 80 100 PPIU Annual
Output 7.2.3 All horizontal and vertical tiers are involved in education planning
Number of districts sending proposals on NA 10 18 15 23 33 PPIU-Finance Annual
development budgets
Output 7.2.4 Supervision and monitoring of implementation of development projects of SED strengthened
Number of review meetings of development 0 2 2 2 2 2 PPIU-SED Annual
projects held by SED
Number of progress reports generated by each NA 2 4 4 4 4 PPIU-SED Quarterly
development project (PC-3)
Sub Program 7.3 Result-based management
Intermediate Outcome 7.3 A result-based management system introduced to improve monitoring and managerial efficiency
% implementation of work plans by SED and 0 75 80 90 90 95 Attached Annual
attached departments departments
Output 7.3.1 A result- based management system in all attached departments of the SED introduced and implemented
Number of attached departments prepared Annual 0 6 6 6 6 6 Attached Annual
Work Plan (AWPs) departments
Number of review meetings on Annual Work Plan 0 2 2 2 2 2 SED-Attached Bi-Annual
(AWPs) conducted by SED departments
Output 7.3.2 Formal coordination among the horizontal tiers of SED established
Constitution of a coordination committee
Number of annual meetings held by the 0 2 2 2 2 2 SED Bi-Annual
coordination committee
Output 7.3.3 A comprehensive M&E strategy developed and implemented
cxii
M&E strategy approved 0 1 PPIU Once

% age implementation of M&E strategy 0 15 25 30 50 PPIU- Annual
Attached
departments
Sub Program 7.4 Better Human Resource Management and Development
Intermediate outcome 7.4. HR management framework improved to increase productivity of the education workforce
% HR plan implemented 0 15 20 30 40 PPIU-SED Annual
Output 7.4.1 Integrated HR policy approved
HR assessment conducted 0 1 SED Once
HR policy developed 0 1 SED Once
Output 7.4.2: Specialised structure for managing and developing human resource of SED developed based on HR Policy
Specialised HR Unit established 1 SED Once
Output 7.4.3 HRMIS revised and upgraded
% upgradation HRMIS completion in compliance 0 10 15 25 40 SED Annual
with new HR policy
Output 7.4.4 Teaching cadre personnel posted as managers trained in managerial skills
% of teaching cadre personnel posted as 0 30 50 70 80 DOE(S), PITE Annual
managers received training in managerial skills
Sub Program 7.5 Greater private sector engagement
Intermediate Outcome 7.5 Private sector participation and investment regulated and promoted in education service delivery
Expansion of enrolment in PPP mode as % of total 0 5 10 15 DOE(S) – Annual
enrolment PPP node
% increase in number of private schools that are 25 50 75 100 DOE(S) Annual
registered
Output 7.5.1 Private schools regulatory framework standardised, institutionalised and disseminated
Strategic framework for regulating private schools 0 1 DOE(S) Once
developed
Balochistan Private Educational Institute 0 1 DOE(S) Once
Registration and Regulation Authority Act 2015
reviewed and aligned with strategic framework
Output 7.5.2 Strategy for engaging the private sector under PPP mode developed
cxiii
PPP node established in SED in line with the 0 1 SED Once

provisions of the Balochistan Public Private
Partnership Act 2018
Implementation rate of the Strategy (%) 0 15 25 45 60 DOE(S) Annual
Sub Program 7.6 Effective decentralised structures
Intermediate Outcome 7.6 Management at the district and sub-district tiers including schools strengthened to bring education delivery closer to
citizens
% districts conducting monthly meetings of DEA - 60 80 100 100 100 DOE-SED Quarterly
Output 7.6.1 Composition and functions of DEA and DEG revised
Changes notified in DEA and DEG composition 0 1 Once
SED
and functions
Output 7.6.2 Cluster-based management strengthened and made more inclusive
Percentage of school clusters rationalised TBC 100 DOE Annual
Output 7.6.3 Efficiency of cluster-based procurement improved
% of Local Education Purchase Committees TBC 50 65 80 100 Annual
DOE-DEO
holding meetings
Output 7.6.4 School-based improvement and operational plans developed and implemented
% schools with school plans 30 80 100 DOE-DEO Annual
Output 7.6.5 Community involvement in the management of school affairs strengthened
% of schools with re-elected PTSMCs 0 100 100 DOE-DEO Annual
% of schools clusters with LECs formed 0 100 100 DOE-DEO Annual
Sub Program 7.7 Gender-inclusive management
Intermediate Outcome 7.7 Gender-sensitivity across the value-chain of education delivery mainstreamed
Percentage of gender sensitisation strategy 0 15 25 40 60 SED-Attached Annual
implemented departments
Output 7.7.1 Gender-sensitivity across the value chain of education service delivery improved
% officials trained on gender sensitive 20 40 60 80 SED Annual
management
Output 7.7.2 Work environment made more gender-friendly
% SED and attached departments offices with day 10 30 60 100 SED-attached Annual
care centers Departments
cxiv
% SED and attached department offices with 25 50 75 100 SED-attached Annual

separate toilets for females Departments
Sub Program 7.8 Effective accountability
Intermediate Outcome 7.8. Effective accountability mechanisms established for the education system as a whole and its various sub-systems
Percentage of complaints resolved 0 15 25 40 50 SED Annual
Output 7.8.1 High-level accountability mechanisms improved and consolidated
Meetings with the CM on BESP 2 2 2 2 2 SED Annual
Output 7.8.2 Participation of communities in monitoring of education improved at all tiers of governance
% of schools with regular PTSMCs meetings 0 15 35 50 75 100 DEO Annual
% of clusters with regular LECs meetings 0 15 35 50 75 100 DEO Annual
Output 7.8.3 Grievance redressal mechanisms strengthened and aligned with other complaint reporting mechanisms at the federal and provincial level
% districts with formal grievance redressal 0 25 40 55 70 DOE(S) - DEO Annual
mechanisms established
Sub Program 7.9 Increased transparency
Intermediate Outcome 7.9. Transparency in the provision of education introduced to improve trust between the government and citizens
% Communication strategy implemented 0 20 40 60 80 SED Annual
Output 7.9.1 Communication between stakeholders within SED and outside improved to promote transparency
Number of reports on issues, reforms and progress 0 1 2 2 2 SED Annual
of SED published for public use per year
Output 7.9.2 Public access to information improved at all levels
Number of measures introduced to increase public 0 3 4 6 7 DOE(S)-DEO Annual
access to information
Sub Program 7.10 Constructive political engagement
Intermediate outcome 7.10. Political interest in education translated into an asset that supports systemic reform and improvements
% of advocacy plan implemented 0 20 40 60 80 SED Annual
Output 7.10.1 Political leadership sensitised about the technicalities of education service delivery
Advocacy plan launched 0 1 SED Once
Output 7.10.2 Standing Committee on Education of the provincial assembly engaged in advocacy of education reform
Number of presentations made to Standing 0 2 2 2 2 2 SED Annual
Committee on Education on Education Reform
cxv
cxvi
Implementation Matrix - Technical Education and Vocational Training

Table 16-15 Implementation Matrix - Technical and Vocational Education Training

Overall Goal 8. Increased employment of graduates of TVET
Timelines Cost
Target Strategies Activities Million in Responsibility Assumptions
Y1 Y2 Y3 Y4 Y5 PKR.
Sub Program 8.1 Access and Participation
Sub Goal 8.1. Facilitate participation in TVET education to strengthen equal opportunities for all with special focus on women and girls and marginalised
groups
Female 8.1.1 Address entry I. Review and analyse BTEVTA
participation side barriers to entry side barriers and X RC
increased improve access and issues
participation for II. Engage
females communities and
X RC
employers to address
issues
III. Expand training
opportunities for X X X TBD
females
Mapping study 8.1.2 Invest in I. Carry out province BTEVTA
conducted developing TVET wise mapping to X
infrastructure in identify deficit areas
Plan developed deficit areas II. Develop a phased BTEVTA
21.85
to establish TVET plan to establish/
institutes functionalize TVET X
institutes in deficit
areas
Province wide 8.1.3 Improve the I. Launch campaigns BTEVTA
outreach perception of TVET to create awareness in
X X X X X 1.55
campaigns for attracting more order to change the
launched through trainees for perception of the
cxvii
various media vocational and

community and
and community technical training popularize TVET
mobilisation II. Make community BTEVTA
mobilisation a part of
TVET program roll out
through engagement X X X X X R.C
and partnership with
community based
organisations
Equipment 8.1.4 Provide I. Prepare proposal on BTEVTA
provided to subsidised provision of equipment
trainees to equipment to for different trades at X
continue working trainees subsidised rates to TBD
in different trade trainees
II. Prepare and
X X X X
implement the plan
MoUs signed with 8.1.5 Develop public I. Engage in BTEVTA
the private sector private partnership consultation with the
for projects in models for private sector on PPP X RC
PPP mode investment in TVET models and areas of
investments
II. Develop and
implement plan in a X X X X X TBD
phased manner
III. Sign MoUs for
X X X X RC
projects
Sub Program 8.2 Quality of TVET Provision
Sub Goal 8.2. Enhance the quality and delivery of TVET to improve graduates’ employability
In-service training 8.2.1 Invest in I. Strengthen the in- BTEVTA

program improving quality of service trainings
revamped instruction through through developing a
following a CPD developing TVET Continuous X 3.46
approach Instructor capacities Professional
Development plan for
TVET instructors in
cxviii
the short and medium

term
II. Carry out TNAs for BTEVTA
TVET instructors to
X 0.60
develop needs based
training programs
Teacher training III. Revise and update BTEVTA
content revised teacher training
content to keep pace
with technological
advancements and
X X X 1.63
market demands
including skills to
teach
entrepreneurship
skills
Professionals are 8.2.2 Shift towards I. Assess BTEVTA
engaged by professionals in the requirements of
TVET to train the teaching staff of different trades and
X 40
students TVET market in terms of
teaching
requirements.
II. Formulate a policy
to engage high end
X RC
technical experts as
trainers
III. Hiring of
professionals by TVET
X X X X RC
as per policy
guidelines
Training facilities 8.2.3 Strengthen the I. Undertake a BTEVTA Upgrade training
upgraded as per capacity of capacity assessment X X X X X infrastructure,
market need institutions to deliver equipment and
market relevant and 5.67
Entrepreneurship II. Develop a capacity BTEVTA labs of institutes
skills demand driven development plan X Open up the
development TVET programs training menu for
cxix
program women and girls

developed to encourage
Enrollment in III. Implement the BTEVTA participation in
market driven capacity development market driven
and non plan X X X X X R.C trades
traditional trades
increased
Career 8.2.4 Improve I. Develop and BTEVTA
counselling trainees’ information strengthen career
function of promising sectors counseling services at
X X R.C
strengthened and orienting them the institute level
towards these
sectors
Institutional 8.2.5 Enhance
I. Organise BTEVTA
mechanism for quality of training
attachment with
industry through industry
industries through
X X X X X 0.25
attachment exposure apprenticeship/
developed internship/ on-the-job
trainings
CBT courses 8.2.6 Develop I. Review / develop BTEVTA
developed and collaboration new TVET curricula in
adopted between TVET line with market X X X R.C
institutions and demand based on
industry to design CBT approach
the TVET curriculum II. Adopt CBT courses BTEVTA
developed by
X X R.C
NAVTTC in TVET
institutes
Market 8.2.7 Develop I. Conduct market BTEVTA
assessment training programs assessment studies to
studies based on market identify current and
conducted needs future needs of the X X 4.03
local markets in
different regions of
Balochistan
Sub Program 8.3 Governance and Management
cxx
Sub Goal 8.3. Strengthen the governance of TVET for better management of the system
Institutional 8.3.1 Build the I. Develop B-TVETA BTEVTA
capacity of institutional capacity by staffing the
X R.C
BTEVTA of B-TVETA to organisation through
strengthened provide policy filling sanctioned posts
direction, regulatory II. Outline role and BTEVTA
oversight and remit of BTEVTA
coordination along with specifying
between the various role of different
public and private X
departments
TVET institutions in responsible for TVET
Balochistan. provision in
Balochistan 3.36
III. Develop a BTEVTA
coordination and
communication
X
mechanism between
the various
departments
Quality standards 8.3.2 Develop quality I. Develop a system, BTEVTA
are developed standards for guidelines and
and quality training providers in mechanisms to
X 3.64
assurance order to improve all implement a quality
system put in aspects of the assurance system for
place training process TVET institutions
cxxi
cxxii
Results Matrix - Technical Education and Vocational Training

Table 16-16 Results Matrix - Technical Education and Vocational Training
Target Data
Indicator Baseline Frequency
Y1 Y2 Y3 Y4 Y5 source
Overall outcome 8. Employment of TVET graduates enhanced

Increase in percentage of TVET graduate
TBD 5% 10% 10% BTEVTA Annual
employed disaggregated by gender88
Sub Program 8.1 Access and Participation
Intermediate Outcome 8.1. Access to TVET education strengthened with enhanced equal opportunities for all, especially, women and girls and
marginalised groups
% increase in number of TVET institutes
Existing numbers 5% 5% 5% 5% 5% BTEVTA Annual
disaggregated by gender and location
Output 8.1.1: Entry side barriers addressed to improve access and participation for females
% female participation in TVET improved 10% BTEVTA Annual
Output 8.1.2: TVET infrastructure in deficit areas developed
Number of TVET institutes developed in
deficit areas on the basis of mapping 0 5 BTEVTA Annual
study
Output 8.1.3: Perception of TVET for attracting more trainees for vocational and technical training improved
% age increase of persons who consider
TVET as a viable option disaggregated by TBD 5% 10% 15% 20% BTEVTA Annual
gender
Output 8.1.4: Subsidised equipment provided to trainees to continue working in different trades
88 Baseline study will have to be conducted.
cxxiii
% Increase in percentage of TVET

graduate self-employed in the relevant 5 8 10 12 BTEVTA Annual
trades disaggregated by gender
Output 8.1.5: Public private partnership models developed for investment in TVET
Number of MoUs signed with private
0 1 1 2 2 BTEVTA Annual
sector
Sub Program 8.2 Quality of TVET Provision
Intermediate Outcome 8.2. Enhanced quality of delivery of TVET Programs
% increase in graduation rate of TVET

TBC 10 BTEVTA Annual
programs disaggregated by gender
Output 8.2.1: Capacities of TVET Instructor improved
% of instructors benefitting from CPD by
0 10% 20% 30% 20% 20% BTEVTA Annual
gender
Output 8.2.2: Professionals engaged by TVET to train the students
Policy formulated on hiring of professional
0 1 BTEVTA Annual
as trainers
% of Institutes implementing the policy 0 5% 8% 10% 12% BTEVTA Annual
Output 8.2.3: Capacity of institutions strengthened to deliver market relevant and demand driven TVET programs
% of capacity development plan
0 10% 10% 10% 20% 20% BTEVTA Annual
implemented
Output 8.2.4: Trainees’ information and orientation of promising sectors improved
% Increase of trainees benefiting from
0 10% 20% 30% 40% 50% BTEVTA Annual
career counselling by gender
Output 8.2.5: Quality of training through industry exposure enhanced
% trainees with industry exposure 89 by
TBC 15 20 25 30 35 BTEVTA Annual
gender
Output 8.2.6: TVET curriculum designed in collaboration between TVET institutions and industry
Number of CBT courses developed and
0 10 10 10 10 10 BTEVTA Annual
adopted at the provincial level
89 Baseline to be determined. Given the feedback in the TWG the current % does not exceed 10.
cxxiv
Output 8.2.7: Training programs based on market needs developed

Number of Market assessment studies
0 1 1 BTEVTA Annual
conducted
Sub Program 8.3 Governance and Management
Intermediate Outcome 8.3. Strengthened governance and management of TVET sector

Number of annual meetings of BTEVTA TBC 2 2 2 2 BTEVTA Annual
Output 8.3.1: Institutional capacity of B-TVETA strengthened
Implementation rate of CD plan (%) - 15 35 50 65 BTEVTA Annual
Output 8.3.2: Quality standards for training providers in order to improve all aspects of the training process developed
Implementation rate of quality standards - 15 25 50 BTEVTA Annual
(%)
cxxv
cxxvi
17. Summary of Education Sector Analysis

Education sector analysis conducted for the sector plan showed an education sector that,
despite slow improvements, over the years continues to be broken at multiple places. An
overwhelming number of children are not in schools. Many drop out of schools, while the
remaining do not have adequate schooling opportunities. More girls are out of school than
boys. All students, boys and girls, who have the opportunity to be in school learn way below
par. The sector analysis identifies direct and indirect causes for the situation. It looks at the
governance and management structures, processes and inputs to assess the reasons for the
outcomes. However, it presents these findings with a limitation. The paucity of information,
especially, in critical details due to either lack of data or research or both. That is why research
and data (or lack of them) have been identified as important areas of reform to be specifically
focused. The sector requires major changes in the approach to reform service delivery and to
ensure equal opportunities to all children for a better future.
17.1. Challenges of the Context

Low population density is the most overarching feature with a large shadow on all
development work. Balochistan covers 44% of Pakistan and houses only 6% of its population.
Secondly, the province is multiethnic with multiple languages with Balochs and Pashtuns
being the largest ethnic groups. According to the 1998 census, 55% of the population identify
themselves as ethnic-Baloch90. Pashtuns consist 30% of the population, followed by Sindhi
speakers at 6% of the total population. Followed by the Punjabis (3%) and Urdu-speakers (1%),
who are often collectively referred to as the “settlers”. The Hazaras are another minority ethnic
group with a population of approximately 500,000.
Strong tribal affiliations established through centuries dominate social and political decisions
and, often, overwhelm the formal governance structures91. Strong patriarchy dominates social
interaction and the household. Resultantly, Balochistan has the weakest gender statistics
among all the provinces. Political, economic and social authority is almost always reserved for
men. Of all the provinces of Pakistan, Balochistan has the lowest percentage of women (10%)
who participate in major household decisions, including decisions pertaining to health care,
major household purchases, and visits to family or relatives.92 Similarly, Balochistan has the
highest percentage of women who have experienced physical violence (49%) since the age of
15.
Other features of underdevelopment include high levels of poverty, poor health indicators, and
low literacy rates. According to the multi-dimensional, Poverty Index 2016, Balochistan has
the highest rate of multidimensional poverty among all provinces in Pakistan.93 Nearly three
out of every four persons in the province are living in multi-dimensional poverty. Similarly,
Balochistan also has the highest average intensity of deprivation (55%) among all provinces.
This means that each poor person in the province, on average, is deprived in more than half
of the indicators included in the index. Multi-dimensional poverty in rural areas of the
province (85%) is significantly higher than in urban areas (38%). Quetta, Kalat, Khuzdar,
Gwadar and Mastung, in that order, are the least poor districts whereas Chaghi, Ziarat,
Barkhan, Harnai, and Killa Abdullah respectively are the poorest districts in the province. The
pace of progress has been uneven within the province.
90 This figure also includes the Brahui-speakers of the province. Although Brahui is a different language and is believed to have
different origin, Brahui-speakers identify themselves as a part of the larger Baloch ethnic group.
Social Science Research, 2007), pp.14

92 PDHS 2017-18
93 Pakistan Multi-dimensional Poverty Index 2016
1
Balochistan has the lowest percentage of fully-immunised children, highest percentage of

under-five children suffering from Diarrhoea and lowest rate of contraceptive use (16%) of all
provinces. It has the highest Maternal Mortality Rate (MMR) and second-highest rate of
under-five mortality and stunting.
Figure 17-1 shows the basic health indicators: fully immunised children, children under 5
suffering from diarrhoea, women that have received TT injections and doctor-assisted
deliveries. Balochistan has the lowest figures in all except children suffering from diarrhoea.
Figure 17-1 Health Indicators
Health Indicators
100
90
90 84
82
78
80 73 75
69 67
70
58
60 53
51
50 47
44
40 34
30 23
20
9 10 11 9
10 6
0
Fully immunized children Under-5 children suffering Women that have received Doctor-assisted deliveries
(%) from Diarrhoea (%) TT Injection (%) (%)
Punjab Sindh Khyber Pakhtunkhwa Balochistan Pakistan
Source: PSLM 2014-15
The province also has the highest maternal mortality rates at birth as well as highest infant
mortality rates at 78 per 1000 live births.
Similar to other indicators, Balochistan has the lowest literacy rates in the country. This holds
true for both the 10 plus and 15 plus categories. In the 10 plus there is a slight improvement
from 2010-11 to 2014-15, but still the values are about 9 percentage points lower than the next
lowest of Khyber Pakhtunkhwa and 16 percentage points lower than the national literacy rate
as presented in Figure 17-2.
2
Figure 17-2 Literacy Rates 10 Plus
Provincial Comparisons of Literacy Rates for 10 plus
70
62 63
60 60 60 59 60 60
58
60
52 53
50
50 44 44
41
40
30
20
10
0
Pakhtunkhwa
2010-11 20112-13 2014-15
Source: Various PSLMs
In the 15 plus category, the values go down for all jurisdictions but the gap between
Balochistan and others increases. With Khyber Pakhtunkhwa, it enhances from 9 percentage
points to 11 and from the national figure the gaps increases to 19 percentage points
Balochistan has remained a major destination for refugees coming from Afghanistan.
According to the UNHCR, there are currently 324,280 registered Afghan refugees in the
province.94 There is also an equally large number of unregistered Afghan refugees in
Balochistan. The ethno-linguistic ties between refugees and certain ethnic groups of
Balochistan, mainly Pashtuns and Hazaras, make Balochistan prime destination for Afghan
refugees. Over the past decade, many refugees have returned back to their country. However,
a significant number still remains in the province.
The province is exposed to a number of natural hazards, including droughts, floods,

earthquakes, and dyke or dam failures; landslides and cyclones. In the past, these hazards
have resulted in some major disasters, such as the Ziarat earthquake of 2008 and the floods
of 2010. Historically, Balochistan has faced the highest disaster risk from droughts,
earthquakes and floods. Recurring droughts are among the most significant challenges faced
by the province, with serious implications for livelihood. The main reason for droughts in
Balochistan is lack of rainfall over an extended period of time.
17.2. The Education Sector

Overall poor performance of education is the result of inadequate performance in multiple
areas. These include learning, access and participation, research and data and governance.
TVET, the other sub-sector included, has even weaker results.
3
17.2.1. Learning
Learning levels of school children are very low. Results and feedback from various sources
confirm this situation. Children cannot read and have very low skills in numeracy. The
problem persists even for learners who manage to survive school and go on to universities.
In 2013 Pakistan Reading Project (PRP) funded by the United States Agency for International
Development (USAID) conducted its baseline study. The results made two major revelations:
I. 42% children were zero readers in Urdu. This means they could not even recognise a
single word. This reads starkly with the rest of the country where the percentage was
22%
II. Another 41% children read below the requisite standards
Table 16-1 below shows reading and numeracy skills for primary school children in grade 3
and 5.
Table 17-1 Reading and Numeracy Skills of Primary School Children
Reading and Numeracy Skills of Primary School Children

Region Class 3 Who can do Class 5
do
Who can Read
Who can Read
Who can Read
Who can Read

Sentence (Urdu/
(Urdu/
Sindhi/ Pashto)
Sindhi/ Pashto)
Word (English)
Subtraction
Who can
Sentence
(English)
Division
Story
Balochistan 28.3 30 59.9 40.1 34.2 43.2

(Rural)
Khyber 54.6 57 80.4 57.9 54.9 69.3
Pakhtunkhwa
(Rural)
Punjab (Rural) 56.6 53.4 69.5 68.6 64.5 60
Sindh (Rural) 32.3 36 44 42.7 25 31.8
Source: Annual Status of Education Report 2018
For most of the skills tested, Balochistan and Sindh have the lowest numbers. In Urdu reading
of a sentence (a very basic grade 1 SLO as per the curriculum) only 28.3% could read a sentence
in Grade 3. By Grade 5 only 40% could read a story in Urdu. The situation in English remains
worse, as in Grade 3 Annual Status of Education Report (ASER) tests for reading one word in
English, and in Grade 5 reading a sentence (again a very basic SLO for Grade 1).
In addition to the above classroom observations carried out for the sector analysis show that
children only rote memorise. Critical analytical ability is not developed. This is depicted even
in the case of those who manage to successfully survive school and complete, a minimum of,
graduate education. Reports of the Balochistan Public Service Commission (BPSC) and the
4
Federal Public Service Commission (FPSC) speak of ‘declining standards of education’ and
‘cramming instead of in-depth analysis’ respectively95.
The learning crises in the province has resulted from gaps in three areas:
I. The Learning Design

II. The Teaching Learning Process
III. Child Welfare
I. Learning Design
The learning design includes curriculum framework, scheme of studies, curriculum and
textbooks. The teaching-learning process includes teacher effectiveness and assessments and
examinations. The latter having an overlap with the former and is, therefore, a sub-c0mponent
of the teaching-learning process. And finally, child welfare; the most neglected component of
the entire framework.
Learning design (consisting of curriculum framework, scheme of studies and textbooks) has
emerged as a major source of poor learning in the analysis. It is disconnected from the realities
of the child and resultantly fails good and bad teacher equally. The process of curriculum
development is not fed by any research on the needs of the child when he or she enters school
as well as, the requirements of the exit point, which means expectations and requirements of
the world after school. All components of the learning design have been developed on a set of
assumptions about the learners that do not hold except for a minute minority of urban elite.
The most glaring, and damaging, example is the language policy. Children are expected to
learn to read English and Urdu early in grade 1, whereas an overwhelming majority of them
(about 99%) do not have any knowledge of the languages as they enter schools. Textbooks
follow a similar pattern. Resultantly, the teacher cannot connect with the child. The design
fails good and bad teachers equally.
II. Teacher Effectiveness

While learning design incompatible with the reality of the child is an important factor in the
outcomes, teacher effectiveness remains low overall due to other factors also: effectiveness
being a result of performance-driven by motivation, competence and resources and
availability. The teacher is a member of an organisation and not an independent actor.
Therefore, an organisational lens has been used for the analysis. The results conclude that
teachers are largely ineffective. This is due to low motivation, as well as, weak ability and a
paucity of resources. Motivation is impacted by a number of factors. Teachers are not treated
as autonomous professionals but as part of a power-based official hierarchy. Non-inclusion in
decision making or feedback, absence of an effective grievance redressal mechanisms, limited
opportunities for self-actualisation including an unclear career path forms the core set of
causes for low teachers’ motivation. Salaries have generally improved for teachers and are a
multiple of the average in the private sector. However, in case of primary school teachers, the
lower grade (which means lesser salaries), and treatment as the lowest in the hierarchical
rung, further dents the morale.
Teacher competency also remains weak. Again this may partly be due to unrealistic
expectations of the curriculum. Irrespective, studies on teacher’s competence, and classroom
observations for the ESA, clearly show that the majority of teachers lack content knowledge
and have poor pedagogy. Teaching is a one-way traffic with students not encouraged to ask
questions. Presence of multi-grade situations in almost 72% primary schools (with 43% being
single teacher schools) further pushes the teaching-learning processes towards rote
95Public service commissions have the mandate to conduct examinations for selection of personnel in officer positions including
the elite federal and provincial civil services.
5
memorisation. Finally, when it comes to resources and facilities, the teachers face a similar
situation as the child.
Teacher competency itself is a product of the quality of pre-service teacher education,

recruitment processes employed and professional development processes. There are gaps in
all three. Pre-service teacher education continues to be the weakest link. There are three public
sector universities and 17 colleges of elementary teaching that run pre-service teacher
education programs. The latter under the direct administrative control of the Secondary
Education Department through the Bureau of Curriculum and Extension Centre (BOC&EC).
Bulk of students study in these colleges. Faculty appointed in these colleges have inadequate
qualifications and capability to run graduate programs. These were required to be upgraded
as per the recommendations of the last ESP through a faculty development program. Such a
program never got off the ground. For recruitment, the processes have become more merit-
based in recent years but some confusion continues on qualifications; as individuals with the
older, lower quality, certification can also apply for teaching posts. The entire teacher
recruitment process requires a reassessment from, both, quality and quantity need
perspective.
It will, at least in the long run, resolve the most immediate and serious concern of teacher
availability in the majority of districts, especially, in rural areas and for females. The biggest
shortage is of science, mathematics and language teachers. There has never been any detailed
planning on meeting teachers’ requirements both from a demand and a supply perspective
despite the massive challenges. This lack of planning is one of the causes of teacher shortages.
The other being even more damaging, politically driven deployments that fail to consider the
needs of children in different areas. Many teachers, especially females, recruited against
specific districts, get posted in larger cities through temporary arrangements that continue for
years. There is a clear case of inefficient use of the available teacher resource.
Professional development of teachers was also identified as a weak area despite the recently
initiated continuous professional program in limited districts. It is simply a supply-driven in-
service teacher training approach. The Directorate of Education (Schools) that employs
teachers does not recognise teacher professional development as its function and has left it
entirely to the Provincial Institute of Teacher Education (PITE). This results in low priority
accorded to Continuous Professional Development (CPD) in the Directorate and its field units.
Areas like mentoring by headteachers, evaluations and peer learning are completely neglected
as components of professional development. Even in case of the limited in-service teacher
training capacity of Provincial Institute of Teacher Education (PITE) remains below par, and
according to feedback received had very low impact. It requires major improvements.
III. Assessment and Examinations

Assessments and examinations both within school and large scale, taken by the Balochistan
Board of Intermediate and Secondary Education (BBISE) are of a poor quality that only test
for memory. They reinforce rote learning and discourage critical analytical thinking.
IV. Capacity Limitations

Overall, there are serious capacity limitations of all organisations producing quality products
like curriculum, textbooks and assessments and also the implementing body: the Directorate
of Education (Schools). More critically, there is an absence of a structured standards regime.
The nationally developed Minimum National Standards for Quality Education (MNSQE) are
at a very high level and will need standards at the input and process levels for each of the areas
(curriculum, textbooks, teachers, assessments etc.) to operationalise their implementation.
Even intermediate standards may need to be developed before the requirements of MNSQE
can be met.
6
V. Child Welfare
Finally, the child. Welfare of the child has been the most neglected area for improvements in
the teaching-learning processes in the classroom. Much is not known about child welfare as it
is a poorly researched area. The most data is available on health of the pre-school children. It
indicates a worrying situation: Balochistan has the lowest percentage of fully-immunised
children, highest percentage of under-five children suffering from Diarrhoea and the lowest
intake of micro-nutrient intake in Pakistan. About 47% of children under the age of 5 are
stunted. There is no information available on psycho-social development of the child. A few
interviews conducted with public health workers provided some anecdotal evidence on neglect
and even corporal punishment. Much more research is needed.
However, the limited data available clearly indicates that the child enters school with multiple
disadvantages. Minimisation of these disadvantages requires quality early childhood
education. Presently less than 10% of early childhood education is based on the required
curriculum and delivered as per the requirements of a quality Early Childhood Education
(ECE). Most children attend the traditional kachi classes where children of these levels are
ignored in multigrade situations (72% of all primary schools are multigrade with 43% being
single teacher institutions).
Once in school, disadvantages continue. Children face situations of missing facilities that
include lack of functional toilets and water availability. Corporal punishment, bullying and a
school environment with low regard for safety are common. There are no health inspections
or preparation of children for emergencies. Even where laws like Balochistan Child Protection
Act 2016 exist to prevent all types of abuses against children, including inside school, nothing
has been implemented, and vulnerability of the child continues. In terms of attitudes, there
are no processes to develop inclusiveness in the schools. There are some additions on gender
in the recently developed textbooks, but there has been no assessment of needs of inclusion in
multi-lingual and multi-ethnic classrooms. Neither the physical nor social environments of
schools accommodate inclusion. Children remain vulnerable in a hierarchical school
environment within a system that does not place them at the center of policies, plans and
service delivery.
Children with special needs fare even worse. They have very limited opportunities. The
Directorate of Special Education runs only 11 institutions. These do not fully cover the needs.
There is no coordination with the Directorate of Education (Schools) to develop a structured
process for inclusion of children with special needs, to the extent possible, into regular schools.
This remains a low priority area. Even data is inadequate.
17.2.2. Access and Participation

The province has the highest percentage of out of school children, widest gender gaps and
large areas without schools. The system of access, despite improvements in recent years, needs
massive attention. A massive 65%96 children between the ages of 5 and 16 are out of school.
This is the worst percentage out of all provinces. Survival rates to Primary level in Balochistan
is 41 compared to 67 – which is the Pakistan average.
Female disadvantage is evident from the gaps in net enrolment rates over the years. Two
trends are evident. Net enrolment rates decrease with levels of education, and they are lower
for females at each level with the rural female being the worst off.
This is calculated by estimations based on the 2107 census, with an estimation that 40% are enrolled in private schools, along
96
with a 12% (10% for boys and 2% for girls) enrolment in madrassas.
7
Table 17-2 Net Enrollment Rates 2014-15
Net Enrolment Rates 2014-15
Primary 6-10 Middle 11-13 Secondary 14-15
Overall 56 26 15
Overall Male 67 31 19
Overall Female 42 19 9
Rural Male 63 29 15
Rural Female 32 13 5
Urban Male 78 36 26
Urban Female 65 30 16
Source: Various PSLMs
Rural females have a net enrolment rate of 5 only at the secondary level. About one-third of
the urban female which at 16 is also low. Gaps in Net Enrollment Rate (NER) are also reflected
in enrolments in government schools. The number of girls enrolled is almost half that of the
boys. A Gender Parity Index of about 0.51 for enrolment in government schools.
The situation of overall low participation and gender gaps has causes on both the supply and
demand side. Demand-side factors, even as they are poorly researched, are used more
conveniently for lower female participation. Data shows otherwise. There is a positive
correlation between increase in schools for females and enrolment. A stark example is increase
in female participation in examinations of Balochistan Board of Intermediate and Secondary
Education (BBISE). Participation of females increased by 193% from 2001 to 2015. During the
same period, female secondary schools increased from 100 to 250, an increase of 150%.
Low access and participation indicators owe to a number of factors. These include inadequate
coverage of population by schools, poor learning in classrooms and limited availability of post-
primary opportunities. Again school availability for females is lower at each level. Female
primary schools are 27% of the total, middle 41% and secondary 33 %.
Overall also Balochistan has the most skewed school’s proportions. Primary schools constitute
80% of the all public-sector institutions in the province. Middle schools constitute 11% and
secondary and higher secondary 8 and 1 percent, respectively.
8
Figure 17-3 Public Sector Institutions in Balochistan
Public Sector Institutions in Balochistan
8% 1%
11%
80%
Primary Middle High Higher Sec
On the demand side, poverty appears as the most important determinant for dropouts and
overall out of school children. The high dropouts at primary level signify the increased
opportunity cost for families as the older children support in income and non-income earning
activities. With low expectations from education, families have few incentives to retain
children in schools. There are other demand-side factors also. In case of females, early
marriages also appear to play a role in discontinuation of education beyond certain grades.
However, the demand-side considerations other than economic need to be researched better
as knowledge is mostly speculative and limited.
In addition to generally low participation of the girl child, there are issues within school that
have not been considered in her case. Many adolescent girls do not attend school due to lack
of knowledge on menstrual health management. These specialised needs are missing in both
society and schools.
A weak non-formal education system has not been helpful in reduction of out of school
children and improvement of adult literacy. There are major gaps in governance as the
singular Directorate with limited presence in the districts has struggled to expand NFE in the
province or even manage the quality of the programs.
17.2.3. Research and Data

There has been progress on datasets design and expansion since the last Education Sector
Plan. A more integrated, and expanded, EMIS now exists. It will roll out with time. However,
there is still a need for a more comprehensive demand analysis of data and development of a
culture of data use. There has been no assessment of data needs even for the fundamental
documents like Balochistan Compulsory Education Act 2014 and Sustainable Development
Goal 4. In case of the former, even indicators have not been developed while for SDG 4, no
assessment has been made of the indicators to be used by Balochistan and the data needs
thereof. Major gaps in data availability persist, including no information on private schools
and madrassas. Meaningful reform, planning and monitoring of progress is not possible
without generation and availability of data for the missing areas.
Research has remained as neglected, within the government, as it was five years ago. There
has been no improvement in either the desire or the capacity to conduct research. Unless the
situation is rectified, disconnect between needs of education on ground, and policy, plans,
design and implementation will continue to widen. There has to be a recognition that a group
9
of experts around a table cannot supplant the need for hardcore academic research triggered
as per need on an ongoing basis. The research functions of all quality organisations continue
to be dormant, and there has been no effort to connect to research work and capacity of the
academia. Resultantly, policies and plans continue to be developed either without or with very
little research.
17.2.4. Governance and Management

Governance and management issues cut through all aspects of education service delivery.
Under Governance and Management, the ESA focuses on the more overarching issues
affecting the performance of the education system in Balochistan.
Increased spending on education has not translated into improved learning outcomes. The
percentage of out-of-school children has not recorded any major reduction either. There are
two major explanations for this. First, the overall education planning and resource allocation
is not aligned with the goal of learning. Secondly, the education system has a weak ability to
translate increased spending into better learning outcomes. This weak systemic ability, in
turn, is explained by poor governance and weak management capacity of the education system
in the province.
Governance and management issues cut through all aspects of education service delivery and
are arguably the weakest link in Balochistan’s education system. Governance issues include
standards, regulation, information, accountability, transparency and politics. Management
covers policy and legal frameworks, structures, processes (planning, implementation and
monitoring and evaluation), and capacities. The issues of lack of standards and weak capacity
are of cross-cutting nature and have, therefore, been dealt with throughout BESP.
Poor governance framework and weak management capacity at all levels of education
(including schools) is arguably the most serious problem of education service delivery in
Balochistan. Key governance and management challenges include but are not limited to weak
management system, lack of clarity over mandates, unavailability and opacity of data on
in the education sector are somehow linked to poor governance and management. Prevalence
of these issues means that the education system lacks the capacity to efficiently and effectively
utilise available physical, human and financial resources. It also implies that increased
availability of resources for education alone may not address the crisis of learning and low
access.
The governance and management challenges explained above are compounded by the large,
complex, and multi-layered organisational structure of the Secondary Education Department.
With an employee strength of nearly 79,000 personnel spread horizontally and vertically
across all tiers of governance (province, division, district and school), the SED is the largest
department in the province in terms of human resource and infrastructure. SED’s 13,874
schools are spread across all tehsils and districts of the province. Nearly one million children
attend these schools. The province is also home to a large number of Madrassahs and private
schools. The latter have experienced mushroom growth over the last couple of decades. While
the number of schools and students has increased, the fundamental management structures
have remained, largely, unchanged even though there have been incremental changes.
17.2.5. Technical and Vocational Education and Training

The main problem in technical and vocational training and education is the failure to get most
of its graduates absorbed into the market. It also results in low attraction of youth to
participate in the sector. Absence of market research, weak governance capacity, lack of
coordination with the market and non-utilisation of the capacity of the private sector are some
10
of the key causes that impede development of the sector. Again options for females are limited.
Only 35% of participants are women, mostly in low mobility trade
11
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iv

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Balochistan Education Sector Plan 2020-2025

Balochistan Education Sector Plan 2020-2025

I congratulate the Government of Balochistan, Secondary

Honorable Chief Minister, Balochistan

It was with these objectives in mind that the Government of

Honorable Minister Education, Balochistan

Honorable Secretary Secondary Education Department, Balochistan

I am grateful to the leadership of all stakeholders particularly of Planning & Development

I am confident that implementation of BESP 2020-25 will be undertaken with an equally

2.1. DEMOGRAPHY ......................................................................................................... 17

3. PLAN DEVELOPMENT PROCESS AND FRAMEWORKS ................................................. 31

3.1. THE SECTOR ANALYSIS ............................................................................................... 31

4. EDUCATION STRUCTURES AND PROCESSES IN BALOCHISTAN ................................... 39

4.1. SCHOOL TYPES ......................................................................................................... 39

5. THEMES, STRUCTURE AND APPROACH ..................................................................... 45

5.1. VISION AND MISSION ................................................................................................ 45

5.2. THEMES ................................................................................................................. 45

6. IMPLEMENTATION OF BESP ..................................................................................... 58

6.1. IMPLEMENTATION CYCLE OF BESP ................................................................................ 58

7.1. GENDER WISE LEARNING ............................................................................................ 74

8. TEACHING AND LEARNING ....................................................................................... 89

8.1. APPROACHING TEACHERS REFORMS .............................................................................. 89

9. ASSESSMENTS AND EXAMINATIONS ...................................................................... 107

9.1. APPROACH TO REFORM ASSESSMENTS AND EXAMINATIONS ............................................. 107

9.7. PROGRAM MATRIX – ASSESSMENTS AND EXAMINATIONS ................................................ 114

10. CHILD CARE AND WELFARE .................................................................................... 118

10.1. APPROACH TO REFORM OF CHILD CARE AND WELFARE .................................................... 118

11. ACCESS AND PARTICIPATION ................................................................................. 131

11.1. APPROACH TO REFORM ACCESS AND PARTICIPATION ...................................................... 131

12. DATA AND RESEARCH ............................................................................................ 156

12.1. APPROACH TO REFORM DATA AND RESEARCH ............................................................... 156

13. GOVERNANCE AND MANAGEMENT OF EDUCATION ............................................... 167

13.1. APPROACH TO REFORM GOVERNANCE AND MANAGEMENT OF EDUCATION .......................... 168

13.10. EFFECTIVE ACCOUNTABILITY .................................................................................. 181

14. TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING .................................... 193

14.1. SUMMARY OF THE SITUATION .................................................................................... 193

15. COSTING ............................................................................................................... 208

15.1. SPREAD OF EDUCATION ............................................................................................ 208

16. IMPLEMENTATION AND RESULT MATRICES ................................................................. I

17. SUMMARY OF EDUCATION SECTOR ANALYSIS ............................................................ 1

17.1. CHALLENGES OF THE CONTEXT ....................................................................................... 1

Heads and teams of Balochistan Board of Intermediate and Secondary Education

We want to give a special thanks to Mariela Buonomo Zabletta, International Institute

We wish the Government of Balochistan all the best in successful implementation of

Abdus Sami Sadozai, Irfan Ahmed Awan,

Lead Consultant, Managing Director,

Consultative Team, SCSPEB SCSPEB

TABLE 3-1THEMATIC GROUPS ....................................................................................................................... 31

TABLE 16-14 RESULT MATRIX - GOVERNANCE AND MANAGEMENT ......................................................................CXI

ADE Associate Diploma of Education

HEC Higher Education Commission

R.C Regular Cost

The devolution of education to the provinces has resulted in an increased prioritisation of

2. Scope of Balochistan Education Sector Plan (BESP) 2020-25

3. Key Areas of Focus

4. Major Recommendations for School Education:

4.2. Learning Design

I. Curriculum & Scheme of Studies