Monthly Archives: June 2012

What Do I Think of Education and Bridge International Academies? Pt. 1

A Bridge student with major swag

After six months learning about agriculture in West Africa and working on a project whose objective was to improve the private sector, I decided to return to the private sector, since the public sector was not very good at making it any better.  I had interviewed with the Acumen Fund for its global fellowship in Nairobi six months prior.  I knew a few folks through my Kiva connections, and began networking for jobs there.  I cold-emailed a few, hit up friends for introductions, and stumbled into an informational interview with Jay, the founder of Bridge International Academies, through a former Kiva Fellow in Benin.  When I told him I was trying to move to Kenya four months later, he said “let’s meet when you get here.”

So, when I got there – actually, 10 hours after I got there – I met with him to discuss the prospect of me working with the company.  The company, as a background, is a chain of low-cost private primary schools serving the slums and low-income communities in Kenya.  When I met him in January, they had just opened their 20th school.  When I met him again in May, they were at 25 schools.  When I left two weeks ago, Bridge had 75 schools throughout Kenya, and is planning on opening another 200 by the end of 2013.

The model is as simple as it is elegant.  Bridge is creating a “school in a box” – a highly standardized, systematized, and replicable model for an individual school, where everything, from the curriculum to the training to the school operations, is designed for scale.  The process begins with market due diligence, where a team of research associates interview 40 households in each community where we are considering opening a school.  We survey the parents to determine whether there is a market for one of our schools.  For the last four months, I worked with the research team, developing an algorithm to predict the size and profitability of each new school, allowing us to determine how much we need to pay for land, how many classrooms we need to build, etc.   I redesigned our research report and, using our enrollment figures from this year, created a rubric based on population density, market size, cost-competitiveness, and the number of competing schools, which gives us a fairly accurate projection of how a school in that community will do.

Once we have approved a community, we scout for suitable plots and negotiate for the land.  Our construction team builds the school, and our training department ensures that teachers are trained and ready to teach by the time our school opens.  The curriculum team – which consists of 40 Kenyan and American educators – script every minute of every lesson, from math to English to science to Kiswahili, which is then delivered to the students by the teachers.  The incentive structure for school managers is based on the number of students they attract to their school, while the teachers are given bonuses based on performance.  All problems at the school – from teacher complaints to requests for water or desks – are routed through an in-house call center, which also makes outgoing calls to schools and teachers to ensure that the ship is running smoothly.  Lastly, the IT department has designed a billing system that allows parents to pay with M-PESA, and a school-management Android smart-phone application that automates much of the payment and performance monitoring at the school level.  All in all, it is a remarkable model.

In the next post I will discuss why I think Bridge has been so successful.


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What Do I think of Nairobi?

The road to Kiserian town from Champagne Ridge in the Rift Valley

When you live abroad, you are, with certain key exceptions, surrounded by people with a similar zest for seeing things differently.  This is particularly true for places that are either particularly off the beaten path or destinations for people whose interests reflect your own.  Burma a couple of years ago fell into the former category, while Kenya this past year would be the latter.

People ask me all the time what I think of Nairobi.  I tell them that I actually don’t really like Nairobi as a city.  It is crowded and polluted and major infrastructure problems – terrible roads, horrible drainage – that make the traffic very, very bad.  For a good month during the rainy season my commute home from work was 2.5 hours – and that is one way.  The government is incredibly corrupt, so things don’t work because the money meant to fix them goes into the pockets of the politicians.  As a foreigner, you are often getting ripped off and scammed for this and that.  And, as a beach person, being seven hours from the nearest respectable body of water (Lake Victoria to the west, the Indian Ocean to the east) was a bit difficult.  Of course, these are incredibly shallow complaints, since Nairobi has everything you could ever want.  And it has many comforts that other cities, like Accra, don’t have.  But most non-Nairobi-ites (and maybe quite a few Kenyans who live there) tell you that, if they had to live in one place for the rest of their lives, Nairobi probably would not be it.

A morning coffee at the Rangi Saba house, an hour outside Nairobi

That said, the people I met in Nairobi – Kenyan and expat – are among the most interesting I have come across in my three years on the road.  Everyone is at the top of their game, and completely into what they are doing.  For international development work, it is a mecca attracting the brightest minds from around the world.  All of the most interesting and game-changing social enterprises – Bridge International Academies, Sanergy, One Acre Fund, and Mobius Motors, to name a few – are there.  Some particularly innovative microfinance institutions, like Juhudi Kilimo, which does asset lending in the form of a pregnant dairy cow, are based in Nairobi.  Technology and ICT companies have set up shop to take advantage of the burgeoning mobile and smart-phone penetration and places like the iHub.  Journalists flock to Nairobi to make a name for themselves covering some of the worst places in the world, like Somalia and the DRC, which happen to be right next door.  All of the impact investors – Acumen Fund, Grassroots Business Fund, and others – are here.  International organizations, like the IFC, the UN, and all of the major international development organizations (IRC, CARE, etc.) are based in Kenya.  Everyone is there.

The fact that Nairobi is a hub for East and Central Africa creates opportunities, and opportunities attract people.  And those people are almost always interesting people.  And, usually, when they aren’t interesting people, at least the work that they do is fascinating.  That fact that you moved to Nairobi puts you in a self-selecting coterie of people who took a risk in moving to someplace new and foreign.  The people tend to have great stories and perspectives from their work and travels.  But if not, then at least they are working doing cool work in a field that you most likely know little about.  Conversations at parties in Nairobi are more likely to be about maternal health in rural areas or covering instability in the Kivu province of the Congo than about the weather.

A weekend trip to Diani Beach on the Indian Ocean.

Not only do you meet really interesting people who are involved in cool work, but you also meet some real superstars in a place like Nairobi.  People who have started companies and are subject-matter experts in everything from mobile money to ICT in agriculture to microfinance to whatever else.  I met more TED Fellows in Nairobi than I had in my entire life.  They are all here, and chances are, you will meet them around if you stay long enough.

In short, I had a love-hate relationship with Nairobi.  I think it is simultaneously mundane and exciting.  You become frustrated when you get ripped off on the matatu, and elated when you get to your destination overlooking the Rift Valley or Naivasha.  Outside the city, it is stunningly beautiful.  But the people are what make Nairobi worth the trip.


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