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The Existing MoE Organizational Structure Does Not Optimally Support Ongoing Management Efforts and New Initiatives.

• There are an excessive number of senior managers; these managers report to the minister, creating excessive demands relating to day-to-day management of the organization.
• This creates a high level of centralization and weak coordination across directorates.
• A new division of responsibilities would better promote coordination and strategy.

The Existing MoE System for Monitoring School Performance is Ineffective.

• The MoE collects only limited data.
• The quality of those data is insufficient.
• Teachers and principals have only limited to access to the data that are collected, and the MoE does not have systematic structures in place to analyze and use data.
• Plans to use the data for school self-improvement are lacking.

Several Techniques Are Available to Help Monitor the Quality and Encourage the Growth of Private Schools.

• Multiple quantitative and qualitative indicators can be measured annually.
• Schools can perform self-evaluations and develop annual improvement plans.
• Schools can be evaluated by outside inspectors.
• There are several options for incentivizing or supporting private school growth.

Teacher Training Needs Improvement.

• Teachers expressed a need for training in curriculum subject matter content and lesson plans.
• They also complained about classroom conditions, i.e., large class sizes and insufficient class time.
• Many also were teaching outside their area of specialization but were not eligible to take training in those areas.