Scaling - Access - Impact - Realizing - Power - of - EdTech

Executive Summary March 2019
Scaling
Access &
Impact
Realizing the Power of EdTech
Acknowledgments
This report was produced by Omidyar Network’s Education initiative, whose mission is
to unlock human potential through learning by catalyzing people, ideas, and systems –
so every individual thrives and contributes in a changing and interdependent world.
Omidyar Network’s team included Eliza Erikson, Erin Simmons, Rebecca Hankin,
and Eshanthi Ranasinghe.
This report was prepared by RTI International. The lead author was Sarah Pouezevara (RTI),
and case study authors were RTI consultants Ignacio Jara Valdivia (Chile), Mike Michalec
(China), Talitha Amalia (Indonesia), and Sybille Fleischmann (USA). Additional technical
writing and analysis were contributed by Carmen Strigel, Kang Chang, and Luis Crouch.
The data underpinning this report come from interviews, surveys, site visits, and desk
research by a team of researchers and EdTech practitioners at Omidyar Network and
RTI International, drawing on local expertise in each of the case study countries. The
team conducted more than 100 interviews with teachers, school principals, education
administrators, policymakers, and EdTech experts and entrepreneurs throughout
September–December 2018. A separately available country report for each case study
country provides further detail on the findings and data sources for each country snapshot,
in addition to the comprehensive descriptions found in the full global report.
To receive the detailed global and country reports, please email [email protected].
About Omidyar Network

Omidyar Network is a philanthropic investment firm that invests in and helps scale
innovative organizations to catalyze economic and social change. Established in 2004 by
eBay founder Pierre Omidyar and his wife Pam, the organization has committed more than
$1.3 billion to for-profit companies and nonprofit organizations across multiple initiatives,
including: Digital Identity, Education, Emerging Tech, Financial Inclusion, Governance &
Citizen Engagement, and Property Rights.
To learn more, visit www.omidyar.com, and follow on Twitter @omidyarnetwork

#PositiveReturns.
Table of Contents
Realizing the Power of EdTech...................................................................................4
EdTech at Scale: An Ecosystem Approach............................................................6
Ecosystem in Action: Applying the Model Across Countries....................... 20
EdTech in Use: Translating Access into Impact...................................................21
Interventions with Impact: Recommendations for Scaling EdTech........... 24
A Promising Future for Students............................................................................ 30
End Notes and Sources................................................................................................31
Table of Exhibits
Exhibit 1: Four Categories of Scaling Equitable EdTech:

EdTech Ecosystem Model.............................................................................................9
Exhibit 2: EdTech Country Snapshots.....................................................................12
Chile.......................................................................................................................12
China.................................................................................................................... 14
Indonesia............................................................................................................ 16
United States of America............................................................................. 18
Exhibit 3: Ecosystem Change Model......................................................................22
Exhibit 4: Case Study Demographics.....................................................................23
3 | Executive Summary
Realizing the Power of EdTech
There are 250 million learners around the world who have finished their schooling – yet
aren’t able to read or write well and lack the skills they will need to succeed in the 21st
century. Additionally, around the globe are classrooms with tens of thousands of teachers
struggling to close that educational gap – but lacking the access to tools and resources
that will enable them to succeed.
The Brookings Institute described a 100-year gap,1 the century it will Omidyar Network
take for the world’s poor children to achieve educational parity with
defines Equitable
the wealthy at today’s pace. Neither our world nor those learners
EdTech as the
can wait that long: We must find ways to close that gap quickly and
efficiently, to allow all learners, educators, and educational systems promise of
to realize their full potential. technology to be
a great equalizer in
In pursuit of this goal, Omidyar Network’s Education initiative began
in 2009 to invest in education innovations with such “leapfrog”
improving quality
potential and in 2014, specifically focused some of our investments education for
on interventions powered by technology. Omidyar Network has since learners in need.
invested more than US $150 million in promising global innovations
in education across four continents.
Our efforts have been inspired by public, private, and social sector
education leaders, including bold entrepreneurs, who are unleashing the
human potential of a generation of learners through “Equitable EdTech.”
We have witnessed that Equitable EdTech models can bring students
from several years behind to on grade level, while also supporting
teachers and shifting the norm from teacher-centered instruction to
student-centered learning. We are therefore hopeful that the power of
technology, when thoughtfully employed, can serve as a great equalizer
in delivering quality education.
By enabling ubiquitous access and personalization, Equitable EdTech

can close the gap for students while also empowering teachers to
be more effective, especially when there is lack of access to high-
quality schools, high-quality teacher training, rigorous curriculum, or
appropriate interventions. Additionally, recent evidence demonstrates
that these models can be both highly impactful and cost-effective.2
However, our experience has also taught us that scaling and sustaining
Equitable EdTech requires much more than eager learners and
motivated educators. It demands the alignment of multiple actors
across sectors in local ecosystems. This report examines such
ecosystems and how they combine the efforts of government and
education leaders, investors and philanthropists, and innovators and
entrepreneurs.
Our hope is that the country-system examples we examined, including

Chile, China, Indonesia, and the United States, will inspire these actors
to collaborate on creating the enabling conditions for equitable
impact of technology at scale in their regions. We also hope that the
ecosystem model presented in this report will spark debate as well as
attract new partners. In that spirit, we invite your reflections, thoughts,
and questions as part of an ongoing commitment to unlocking human
potential for all through learning.
To join the conversation, email [email protected]

and follow #EquitableEdTech.
Foundational Principles
1 Belief in the importance of education equity for all individuals and societies to thrive.
2 Evidence that EdTech can have an impact on learning outcomes.
3 Understanding that technology is necessary but not sufficient.
4 Hope, that in an ideal market, only effective or relevant products go to scale.
5 Recognition that even good products can be implemented poorly.
6 Appreciation that teachers’ choices matter.
7 Experience to know that scale does not guarantee sustainability.
8 Awareness that EdTech is not one-size-fits-all.
EdTech at Scale:
An Ecosystem Approach
Countries around the world are increasingly recognizing the need to improve student
learning outcomes as well as the power of technology to support that goal. That
recognition has driven education leaders to undertake a range of efforts to integrate
EdTech into their education systems, schools, and classrooms.
While this is an important opportunity for EdTech to improve teaching

and learning at scale, what is far more complex and critical is to ensure
that EdTech can advance equitable, high-quality education for all
learners regardless of where they live, how much their family earns,
or where they study.
This report summarizes the findings of a study commissioned by

Omidyar Network to evaluate what might be necessary to enable,
scale, and sustain Equitable EdTech on a national basis. We examined
initiatives in Chile, China, Indonesia, and the United States of America
that helped to scale access and use of EdTech across a broad spectrum
of students. We used those learnings to identify common themes and
codify a model.
Specifically, we sought to:
Identify the events, actions, and initiatives across public, private,

XX
and social sectors that have contributed to the equitable scaling
of EdTech in these countries; and
Inform a public policy and investing agenda by determining

XX
the highest-impact interventions that might contribute to EdTech
scaling in other countries.
Based on these four common categories, we then developed a new model
for Equitable EdTech scaling which is shown in the EdTech Ecosystem
Model (Exhibit 1) and consists of 16 components within an EdTech
ecosystem. A healthy ecosystem that is capable of delivering impact
equitably and at scale will include most, if not all, of these elements.
By adopting an ecosystem model, we are able to transition from a

product-oriented approach designed to solve an individual user’s
problem to a systems-oriented approach that seeks to “enable the
potential that is inside the ecosystem.”3 As such, strategic investment
in ecosystem drivers, rather than restricting investments to individual
products or actors, can ignite both local innovation and the networks
and conditions needed to scale them.
This study builds on previous education innovation literature, filling what we saw as an
important and practical gap: describing what is necessary to scale and sustain EdTech to
advance equitable, high-quality education.
Interested in reading further? We recommend:
Existing guidelines that describe necessary conditions for the effective integration of technology
XX
in classrooms or government policy (e.g., ICT-in-Education Toolkit developed by infoDev, UNESCO,
AED and Knowledge Enterprise).4
Other ecosystem frameworks that describe EdTech innovations and entrepreneurship (e.g.,
XX
Navitas Ventures’ “Global EdTech Ecosystems 1.0: Connecting the World of Education
Technology”).5
Other models that describe scaling and sustaining digital services, including in other sectors
XX
(e.g., Digital Impact Alliance’s “Beyond Scale” guidelines).6
Prior research that discusses the core ingredients of scaling education innovations (e.g., Brookings’
XX
“Millions Learning: Scaling Up Quality Education in Developing Countries”).7
Guide to Using This Report
FOR GOVERNMENT STAKEHOLDERS. This ecosystem model describes an ideal state

against which governments and ministries of education (MoEs) can review and assess
the degree to which ecosystem components in their control have been optimized to
support equitable and transformational changes that are sustainable over time.
FOR EDUCATION INNOVATORS. This ecosystem model emphasizes that through

advocacy, capacity building, and transparent communication, education entrepreneurs
and innovators can be active in generating demand for high-quality, affordable
EdTech for all that is explicitly designed for all learners, especially those often neglected
by the traditional system.
FOR PRIVATE AND PHILANTHROPIC CAPITAL. This ecosystem model provides

perspective to highlight initiatives that, with their support, could unleash equitable
access to EdTech.
ISABEL, EDUCATOR, CHILE

Isabel, a primary school teacher in Chile, was among the first cohort of educators to make
use of computer labs when they first appeared at her school years ago. Today, she’s excited
that her municipality is testing tablet-based technology for students with behavioral
difficulties. Isabel and her fellow teachers know that there are many educational technology
resources available for both teachers and students, but they don’t always have the time or
skills to select them. Isabel is thankful for the role the government has played in enabling
technology access.
XINYAN, LEARNER, CHINA

Xinyan, a student in rural China, is preparing for her high school finishing exam and looks
forward to studying business in college. To help her studies, she takes advantage of many
EdTech tools that are available. Her parents subscribed Xinyan to a mobile app that provides
her with an engaging, adaptive platform for learning math and features connections to
live tutors across China. At school, Xinyan learns physics, one day per week, from a virtual
instructor in Beijing – an opportunity available only because of technology.
EXHIBIT 1
Four Categories of Scaling Equitable EdTech:

EdTech Ecosystem Model
EDTECH SUPPLY AND BUSINESS MODELS. To support innovation

and ensure equitable distribution of EdTech products and services, entrepreneurs
(whether for-profit or nonprofit) need viable business models that produce
consistent revenues, particularly in the early stages. These business models are
sustained in a variety of ways—by consumer purchasing power, government
procurement or grant programs, or private investment.
ENABLING INFRASTRUCTURE. There must be an information and

communications technology backbone sufficient to support the distribution and use
of EdTech. This includes basic electricity, telecommunications infrastructure, and
broadband internet access as well as certain networked administrative platforms and
EdTech hardware access inside and outside of schools.
EDUCATION POLICY AND STRATEGY. Scaling EdTech requires a

clear vision and strategy that is articulated at the highest level of government
and is backed both by durable legislation and equitable education financing. In
addition, by setting standards for academic achievement, government incentivizes
innovation at the school level, including with EdTech.
HUMAN CAPACITY. Technology alone can’t solve the problem – a variety of

stakeholders must collaborate to bring this vision to life. Key stakeholders include
nongovernment coalitions, educators, and a range of transformational leaders at
several levels of the system.
EXHIBIT 1
Four Categories of Scaling Equitable EdTech:

EdTech Ecosystem Model
EDTECH SUPPLY AND BUSINESS MODELS

1.4 Mutually beneficial, cross-industry, public and private
sector partnerships support access to, use of, and impact
of EdTech products and services.
D ELS
MO
1.3 EdTech entrepreneurs have access to capital E SS
through appropriate business models, allowing them S IN
to survive and thrive. U
B
D
N
A
1.2 There is an objective and simple way for users
LY
to select products that meet their needs.
PP
SU
EC H
1.1 Businesses have a cost-efficient marketing,
sales, and distribution mechanism for reaching
E DT
customers, whether business to government
(B2G) or business to consumer (B2C).
4.4 There are multiple and varied ways

of communicating product effectiveness,
research, evaluation, and user experience.
4.3 Nongovernment coalitions and advocacy

Y
groups support quality EdTech scale-up.

T
ACI
P
A
4.2 There are sufficient ongoing and equitable

C
N
opportunities for stakeholder capacity building.
A
M
HU
4.1 Local visionary leaders emerge to coalesce

stakeholders around a bold common goal.
HUMAN CAPACITY
ENABLING INFRASTRUCTURE
2.1 Individuals are using personal devices and mobile

services at home and in the community.

EN
AB
LI
NG 2.2 There is universal access to internet throughout
IN the population through wireless, wired, or other means.
F

R
A
2.3 There are school-specific networking

ST
RU
infrastructure initiatives for affordable, reliable

CT
school connectivity.
UR
E
2.4 eGovernment (GovTech) initiatives connect

schools through administrative platforms (i.e.,
EMIS, eProcurement) whose infrastructure can be
harnessed for EdTech.
3.1 A clear vision and strategy for EdTech from

the highest level of the education system serves
as a collective roadmap.
EDU
CA
3.2 Performance standards set high expectations

TI O
that incentivize improved performance and

N
legitimize EdTech content development.

PO
LI
C
Y
A
3.3 Education curriculum and policy include expectations
N
D
ST
RA
TE for basic technology literacy for all teachers and students.
GY

3.4 Equitable opportunity sources of funding exist for
EdTech purchases and implementation support.
EDUCATION POLICY AND STRATEGY
EXHIBIT 2
EdTech Country Snapshots

Chile
Twenty-five years of sustained policy at the Ministry of Education (MoE) in Chile

has ensured school-based access to digital resources, predominantly in computer
labs facilitated by teachers. More progressive innovations are emerging gradually,
but the EdTech market is small, about US $50 million per year, similar to the annual
ministry investment in textbooks for all children in all subjects. While government
platforms exist for schools to procure EdTech, no objective source of product review
and research currently helps schools make informed decisions, and equity in student
learning impact remains elusive.
Timeline
ENLACES (2006)
ENLACES (2000) launches PLAN MoE (2008) delivers
provides free TEC to strengthen resources to schools
training to half a the access and for Educational
million adults in the ENLACES (2005) use of technology Improvement Plans,
basic use of reaches all in schools; more which helps activate
100 ENLACES (1995) technology over the schools in the teacher training a market of EdTech
The MoE initiates begins the national decade as part of a country. is offered. providers.
ENLACES program expansion of EdTech national digitization
INTERNET USERS
(1992) to pilot the in the school system strategy.

PER 100 PEOPLE
use of EdTech in - includes support to

the Chilean school teachers in each
50 system. school for two years.
1978 1988 1998 2008 2018
(1997) The use of ICT Telecommunications Creation of a national (2012) Average CONNECTED TO LEARN MoE (2018)
and related skills is company CTC (1998) educational portal number of students plan (2016) delivers invests $67M
incorporated into donates internet (2001), EDUCARCHILE per computer in laptops to all USD in laptops
the design of a new connections via helps teachers secondary education students who start for students’
curricular framework telephone line to all and students has dropped from 44 7th year in municipal homes and
for the country. urban schools in the take advantage in 2000 to 4.7. schools. $13M USD in
country. of educational EdTech for
resources available on schools.
the internet.
Ecosystem Profile
EDTECH SUPPLY AND ENABLING INFRASTRUCTURE

BUSINESS MODEL All schools have digital infrastructure
EdTech market similar in size for learning, mostly computer
to the textbook market. Some labs for digital learning resources.
1.4 2.1
efforts to incubate innovation, Administrative platforms
yet little private capital for 1.3 2.2 are widespread.
new business ventures.
1.2 2.3
1.1 2.4
4.4 3.1
HUMAN CAPACITY EDUCATION POLICY
Although attention has AND STRATEGY
4.3 3.2
been paid to developing Growth of EdTech
teacher skills along with largely driven by central
hardware connectivity, 4.2 3.3 government, introduced in
transformative 4.1 3.4 a gradual planned manner.
pedagogical use Education standards and
remains limited. value placed on basic
digital literacy.
Key Takeaways
INSPIRATION: EdTech can scale through programs that deliberately combine hardware
with implementation support and teacher training.
REPLICATION: Sustainable, long-term, top-down vision implemented with university

networks or partners who specialize in adaptive management, active learning, and
knowledge sharing.
EXPLORATION: How to move more rapidly from technology literacy to EdTech for
transformative, personalized learning.
EXHIBIT 2

China
National policies continue to direct funding toward increasing access to technology

infrastructure. Currently, issues of access and equity are a key focus of government
initiatives. In the private sector, the afterschool tutoring and test prep market totals
US $50 billion. China’s increasingly aﬄuent middle class is prioritizing education and is
driven by the Gaokao university entrance exam. To date, private investment in the EdTech
market in China surpassed US $4.4 billion, with most EdTech development occurring in
Beijing and Shanghai. Business-to-government EdTech sales remain highly dependent on
relationships with key school administrators. Overall, the market is expected to continue
to mature, and sub-sector differentiation is anticipated to increase.
Timeline
The Chinese
E-Learning China
Technology Education
MoE School-to- standardization EdTech Standards for Modernization
100 National Education School Project Committee (2001)is Teachers (2004): MoE 2030 Policy
Reform (1993): Full Launch (2000): established to develops education 4G is launched (2017).
implementation of Plan to bring develop a technology 3G is launched (2014).
INTERNET USERS
9-year compulsory internet access to standardized standards for

PER 100 PEOPLE
in China (2009).
education and 90% of Chinese framework for online primary and
improvement of primary and learning systems secondary school
50 education quality secondary schools and standards. teachers.
across all regions. within a decade.
1978 1988 1998 2008 2018
Post Mao Era Begins Tech Oriented National Teacher MoE develops National Ten Year 13th 5-year
(1978): Launch of Partners in Learning Education Network Training Programs on Development Plan Education
economic reform Project (2003): Coalition Plan EdTech (2005). for ICT and Education Development Plan
policy that includes Microsoft launches (2003)Establishes 2010-2020 (2012) (2017) aims to
realignment of first large-scale PPP national teacher training MoE Medium- and emphasizes digital improve ICT
national education in China’s K-12 program and teacher Long-Term National ICT divide with goal to infrastructure and
system. education space. education network to in Education Master Plans provide all schools develop policies that
include distance learning (2010) marks emphasis with broadband enable ICT use in
of teachers. on ICT in education. internet by 2020. education.
Ecosystem Profile

BUSINESS MODEL National programs—Three Universal
Private investment Access and Two Platforms—aim
in EdTech is strong, to provide universal broadband
1.4 2.1
surpassing $4.4 billion access, online learning resources,
in 2018. Many parents 1.3 2.2 and a site for education data.
are willing to spend a Advanced mobile payment
significant percentage 1.2 2.3 infrastructure allows for
of their income on the rapid adoption
supplemental of mobile online
education services. 1.1 2.4 learning services.
4.4 3.1
Several government AND STRATEGY
4.3 3.2
initiatives are focused Over the past two
on teacher training, decades, the focus has been
including the National 4.2 3.3 on education access
Teacher Training Project. 4.1 3.4 and equity, including enhanced
However, urban/rural use of technology-enabled
inequities in teacher instruction. However, restrictive and
capabilities remain. unpredictable regulations will likely
hamper private participation in EdTech.
Key Takeaways
INSPIRATION: There are business models for EdTech entrepreneurs that leverage
widespread access to mobile internet and performance pressure generated by cultural
values and academic standards.
REPLICATION: Virtual and blended models of instruction enable content and instruction
to reach rural and traditionally underserved schools with equal access to quality content.
EXPLORATION: How to move beyond use of technology for test preparation and ensure
that the power of EdTech is being leveraged for transformative learning.
EXHIBIT 2

Indonesia
In Indonesia, EdTech is predominantly scaling through business-to-consumer mobile-

phone based apps for extracurricular use. Three factors enable this rapid expansion:
Investment in EdTech, increasingly widespread access to technological infrastructure
(e.g., mobile phones and social media), and a policy-friendly EdTech environment. While
EdTech in Indonesia has grown rapidly, the current challenge facing the country is
improving quality education equitably across the country and closing the performance
gap among schools. More independent research and evaluation is needed to determine
the effects of EdTech on quality improvement.
Timeline
USAID support MoEC’s Strategic
(2009): Online Plan (2010-2014)
professional aimed to provide Universal Service
development and improve quality Obligation for
100 TV Edukasi Zenius founded
program for 60 of educational schools program
educational (2007) as a
technology infrastructure by begins (2015):
television station tutoring center
trainers in six strengthening and Government adopts
is opened by the and goes on to
INTERNET USERS
Indonesian broadening the use computer-based

PER 100 PEOPLE
Indonesia Open Ministry of digitize content

University begins provinces. of ICT in education. standardized testing.
Education and to create 72,000
50 distance learning Culture (2004). online videos.
courses (1984).
1978 1988 1998 2008 2018
ICT Vision and Jardiknas launched Budget cuts OER Initiative Ruang Guru Indonesia has more
The Centre for (2006) National to school begins (2012) by founded (2014) than 30 EdTech
Information and education network connectivity adoption of the as a platform providers (2018)
Communication to connect all the initiatives UNESCO 2012 to connect with support from
Technology for state’s educational (2011). Paris Declaration tutors to public and major
Education institutions. on OER, setting students. private partners
(Pustekkom) are groundwork for under dedicated
established (1978). OER policy. body - BEKRAF.
Ecosystem Profile
EDTECH SUPPLY AND BUSINESS MODEL ENABLING INFRASTRUCTURE

EdTech supply is dominated by test Mobile penetration, device ownership,
preparation and tutoring apps and frequent use of social media drive
designed for personal mobile EdTech adoption outside of schools.
1.4 2.1
phones. Social media drives School-based infrastructure is
cost efficiencies for 1.3 2.2 expanding, making it possible
marketing and distribution. for nearly all schools to be
1.2 2.3 connected. EdTech lacks a
priority focus.
1.1 2.4
4.4 3.1
EdTech use is driven AND STRATEGY
4.3 3.2
by personal digital National policy articulated
literacy. Direct capacity an EdTech vision, including
building is limited, as is 4.2 3.3 infrastructure and capacity
research, evaluation, 4.1 3.4 development. National policy did
and communication. not provide funding or accountability
for EdTech implementation.
Key Takeaways
INSPIRATION: Even in large countries with challenging geography, near universal access
to the internet can be within reach of all learners.
REPLICATION: National agencies specializing in technology in education can be

instrumental in creating and disseminating content across multiple channels.
EXPLORATION: How to harness the enthusiasm for mobile apps, social media, and
EdTech outside of the classroom and channel it toward transformative use in schools.
EXHIBIT 2

United States of America
More than 35 years of high-level policy initiatives backed by funding have resulted in
large-scale access to EdTech infrastructure. Direct marketing by major US hardware
manufacturers and software companies has accelerated the growth of one-to-one laptop
programs and content adoption, but effectiveness varies greatly. Transformative and
equitable impact is more apparent in virtual learning programs that leverage widespread
internet access and bridge home and school learning. This includes teacher professional
development and mentoring platforms, and open educational resources. The EdTech
market is estimated to have reached over US $9 billion with products increasingly
catering to students’ individual needs.
No Child Left Behind Act

(2001) requires states to
Timeline Federal Government
releases National
test students in specific E-rate program ConnectAll initiative
grades; recommends tech modernized (2014) to (2016) aims to connect all
Education Technology
Educate America Act literacy and that support the build-out Americans to broadband
Plan (1996) which
and the Improving technology should support of high-speed Wi-Fi internet by 2020.
provides guidance
America’s Schools Act teaching and learning within schools over
and funding for
100 require states to set across the curriculum. the next five years.
equitable access to
standards and establish internet, devices, and
corresponding tests education
INTERNET USERS
(1994). technologies.
PER 100 PEOPLE
50
1978 1988 1998 2008 2018
National Commission on Race to the Top (2009), Common Core State Department of ConnectEd initiative
Excellence in Education publishes a $4.35 billion Standards released Education (2012, (2013) to improve
“A Nation at Risk” (1983) which Department of (2010) for math and 2013) issued broadband access
recommends all high school Education competitive English. EdTech approximately and strengthen
graduates understand grant created to spur providers designed $500 million to 21 teacher capacity to
computers, electronics, and innovation and their offerings for the school districts to use digital tools.
related technologies. reforms in state and new standards. drive innovations
local K-12 education. in personalized
learning.
Ecosystem Profile

BUSINESS MODEL Virtual learning platforms and
There is a large EdTech administrative tools capitalize on
market for US hardware and nearly universal access to
1.4 2.1
software manufacturers, internet and widespread
but decentralization 1.3 2.2 device ownership.
means fragmented sales
and distribution for 1.2 2.3
entrepreneurs.
1.1 2.4
4.4 3.1
HUMAN CAPACITY EDUCATION
NGO partners and 4.3 POLICY AND
coalitions, empowered 3.2
STRATEGY
by visionary leaders and Successive federal
policy initiatives spread 4.2 3.3 policies and initiatives
awareness, training, and 4.1 articulated a vision for EdTech
3.4
support for transforming backed by funding. Common
education through Core academic standards pressured
technology. districts to improve.
Key Takeaways
INSPIRATION: A government strategy that is put into law, backed by funding,

and supported by multisectoral commissions, can be a powerful roadmap
for collective action.
REPLICATION: Advocacy organizations, coalitions, and nonprofit organizations

participating alongside educators and school administration can help to carry out
an EdTech vision.
EXPLORATION: How to measure the impact of EdTech at scale, other than using
standardized tests or isolated pilots.
Ecosystem in Action:
Applying the Model Across Countries
There is no “one-size-fits-all” approach to scaling EdTech, but rather several routes that
can lead to meaningful access and effective use. One of the exciting strengths of this
model is that it applies across very different country experiences and journeys to scale
EdTech in an equitable manner. This variety we hope will enable many countries and
stakeholders to find relevant and practical recommendations that they can pursue.
Exhibit 2 presents findings for each of the case study countries, Methodology
including country-specific EdTech-scaling ecosystem profiles. We also
The four case studies
show a timeline of the important policies and initiatives that drove
vary in terms of the types
EdTech scaling against the backdrop of each country’s expanding of EdTech that scaled
internet access. Finally, for each country, we highlight an inspiring successfully along with
practice, a replicable practice, and a practice to explore further. the key drivers in the
ecosystem. We weighted
As shown in the country snapshots (Exhibit 2), Chile and the USA each factor of the system
each have a long history of access to EdTech, largely via school-based relative to the degree to
computer labs and classroom devices and provision of basic technology which it was influential in
skills to teachers and students. In contrast, China and Indonesia rely the equitable scaling of
EdTech in each country.
heavily on more recent advancements in mobile technology and
This weighting was
affordable mobile data, allowing them to create access at home and developed via an iterative
promote the large-scale use of EdTech for learning and test preparation. approach by country-
Each of the four countries has reached significant scale in access to specific experts who each
hardware and products, positioning educators and learners to realize gathered data from dozens
the promise of effective use and impact at scale. of EdTech stakeholders.
However, in cases where EdTech reached scale as a result of one-size-

fits-all, direct-to-consumer products, we found that learners were not
exposed to the truly transformative effects that are, in turn, aligned with
strong pedagogy and curriculum. The distinction between simple access
to products and opportunities for their transformative use is addressed
in the next section on Ecosystem Change.
The four case study countries – Chile, China, Indonesia, and the
USA – represent vastly different population sizes, education system
characteristics, and economic indicators. Exhibit 4 provides an overview
of relevant case study country demographics and indicators.
EdTech in Use:
Translating Access into Impact
Access, effective use, and impact are three important principles to consider for scaling of
Equitable EdTech. Access includes the access to technology or technology product; effective
use includes the use of that technology or product; and impact includes the positive,
transformative benefits from the use of that technology or product. Each of these points can
be translated into phases of a country’s journey toward scaled impact on learning.
Often, the term “scale-up” is oversimplified to mean an increase in size “I’ve seen schools
or quantity, usually through an expanded number of users. In the case that have really
of EdTech, scaling up usually means increasing access to the exact same limited resources
product, service, or model to more users to improve economies of scale. in terms of tech
Yet, one of the most common misconceptions in EdTech is assuming
tools, but with
that scaling a promising product in one context will naturally result in its
really forward-
effective, impactful use in another.
thinking leadership
To achieve transformative and equitable use of EdTech at scale, what and professional
needs to go to scale is not a specific product or service but, instead, development, they
the related impact from its effective use. Thus, effective scale-up can do amazing
that creates impact might require considerable redesign of EdTech things.”
products, services, and models of implementation to better meet the
– USA, Consortium on
needs of diverse users and their contexts. School Networking
In the Ecosystem Change Model (Exhibit 3), we positioned each of the
four countries – Chile, China, Indonesia, and the USA – based on their
progress through the key three phases of equitable adoption: scaling
(1) access, (2) use, and (3) impact. The intention is not to make an
absolute judgment, but rather to highlight that using EdTech to advance
equitable, high-quality education is a process that may take years of
aligned efforts across the four main ecosystem categories.
Moreover, the model emphasizes that access to EdTech products is not

sufficient to have an impact on learning; the latter depends on the way
in which EdTech is integrated into the learning process according to
the needs of the learner and the moves of the teacher. Ultimately, we
believe that the strongest EdTech ecosystems will produce a steeper
curve, indicating more rapid transition from technology access to
transformative impact.
Realizing Equitable EdTech impact at scale is a journey. All four
countries have made major strides in this direction, and their current
positions in the model are neither inherently good nor bad. Common
components driving the scale-up of EdTech use and, subsequently,
impact across countries include:
XXStrategic government actions to support infrastructure for accessing

EdTech.
Public and private investment in EdTech product and service creation

XX
and businesses.
A strong focus on capacity building and teacher development.

XX
Continuous evaluation and communication of EdTech effectiveness.

XX
Ongoing innovation in EdTech business models that includes tailoring

XX
EdTech to new contexts and diverse populations, and combinations
of free and paid offerings.
EdTech Supply and Business Models Enrich the Ecosystem

China is an example of a booming EdTech industry, but all countries we studied show that there are
successful business models that can bring high-quality content to rural or otherwise marginalized
populations. In Chile and the USA, EdTech companies often bundle product sales with services in
teacher training. As one Chilean entrepreneur explained: “I do not really sell products, but models
that include teacher action. That is my currency and my advantage.” In the USA, schools are often
test beds for EdTech research and development in exchange for hardware, software, and training.
Government, entrepreneurs, and educators alike spread EdTech through the strength of their ideas,
leadership, and unrelenting support for a targeted vision of EdTech use.
EXHIBIT 3
Ecosystem Change Model
Meaningful use at scale = best impact

Appropriate use = increased impact
Ineffective use = low impact

USA
IMPACT
Access without use = no impact CHINA

CHILE
C. SCALING IMPACT:
INDONESIA
transforming
B. SCALING USE: learning through
learning with technology technology
A. SCALING ACCESS: learning about technology
infrastructure • hardware • software
APPROPRIATION
EXHIBIT 4
Case Study Demographics

Chile China Indonesia USA
POPULATION1 SIZE OF EDUCATION GDP6 GDP PER CAPITA7

SYSTEM
Millions Number of schools Constant 2010 USD (in billions) Constant 2010 USD
1,386 514,000 3
17,305 53,129
10,161
219,878 4
326 15,059
264 98,4565
7,329
1,090 4,131
18 11,8582 272
EDUCATION PER PUPIL EDUCATION 2015 PISA RANKING 14

EXPENDITURE EXPENDITURE 12
Percent of GDP Primary to post secondary, Countries are ranked relative to each other with 1 representing the
non-tertiay, annual USD highest performer and 73 representing the lowest
5.35% 8
4.10% 9
12,424
MATH 50 6 66 40
READING 42 27 67 24
4,996
3.58%10 4.99%11
2,415 13
1,479 SCIENCE 45 10 65 25
EDUCATION OUTCOMES INDIVIDUALS USING LOWER SECONDARY MOBILE CELLULAR

INEQUALITY RATIO15 THE INTERNET 16 SCHOOLS WITH ACCESS SUBSCRIPTIONS19
TO INTERNET 17
Percent of population For pedagogical purposes Per 100 people
1.78
1.70 1.69 82% 54% 98%18 98%
1.63
174
17,305
127 122
105
35% 76% 30% 100%

Interventions with Impact:
Recommendations for Scaling EdTech
As we have seen through this report, multiple actors – including government

stakeholders, education innovators and investors, and philanthropic capital – need to be
aligned across sectors in local ecosystems in order for EdTech to be both scalable and
sustainable. Based on the findings across Chile, China, Indonesia, and the United States,
there are a number of high-impact interventions that we recommend and merit support
from stakeholders across the system.
Foster a Good Data Culture

Lay the groundwork for data interoperability and minimum common standards for
innovations.
Sponsor prototyping of new cost-effective innovations in hardware and connectivity.

XX
Establish minimum standards for data interoperability – defined as the seamless,

XX
secure, and controlled exchange of data between applications – based on a clear
vision and expectations for how EdTech will be used. Note: Given it is important
to not impede innovation in the early stages of EdTech ecosystem development,
interoperability should be prioritized at a more mature stage.
Include standards for data protection, use, and privacy.

XX
Sponsor dialogue and problem-solving to address the tension between hardware

XX
and software innovation and standardization.
Example
In the USA, established EdTech providers secured multi-year contracts, with
extensions only being available from the provider. Connection to other systems of
these proprietary models could be costly, time-consuming, imperfect, or impossible.
Lack of interoperability also made data analysis across systems difficult and can
hinder the implementation of personalized learning. This situation is changing as
districts are increasingly requesting interoperability from EdTech providers. Advocacy
groups such as Project Unicorn are focused on advocacy and public education about
data interoperability. Government education officials should be aware of total cost
of ownership issues related to data and hardware interoperability and strive to set
standards for investment to optimize.
Enable Business Models
Identify, support, and promote sustainable and responsible EdTech business models.
Develop public goods and platforms that facilitate government and school purchase
XX
of EdTech solutions at scale.
Identify creative, multi-year financing strategies that help bridge startup gaps;
XX
incentivize designing products for smaller, underserved markets.
Help operationalize longer-term partnerships with schools, combining sales and

XX
training in order to have more predictable long-term revenue.
Example
In Chile’s open EdTech marketplace, procurement is facilitated through a central online
platform managed by the central government where schools can directly choose
and purchase from approved suppliers. When EdTech companies achieve large sales
either through business-to-government or business-to-consumer models, including
“freemium” licensing, it is more likely they will have funds to invest in further content
development for smaller markets.
Invest in Champions and Leaders

Build upstream capacity in EdTech leadership, strategic planning, implementation,
and evaluation.
Strengthen school or government leadership.

XX
Provide funding and training in EdTech implementation support and evaluation,

XX
including continuous, rapid-cycle assessment of EdTech use.
Build capacity in financial planning and negotiation skills with EdTech partners relating
XX
to equitable, affordable licensing, subscriptions, and support.
Example
EdTech can flourish where leaders have practical skills to promote and implement
relevant agendas. In Kenya, presidential leadership drove the expansion of eGovernment
services which has laid groundwork for the school-based integration of EdTech. Each
year, 400 IT graduates are mentored through the private sector and government under
the Presidential Digital Talent Programme. With private sector investment, awardees
are placed in internships with specialized training, certification, and mentorship, while
contributing to public-sector EdTech and eGovernment development. At the end of the
program, a culminating innovation showcase awards EdTech and GovTech products that
have the best potential for impact and business returns.
Sustain Change with Human Capacity and
Long-Term Policy
Promote the importance of pairing infrastructure investments with interventions
in policy, business models, and capacity building.
Support and advocate for strategic, long-term planning based on a vision for
XX
EdTech use.
Support advocacy groups and cross-sector coalitions to develop action plans

XX
and monitoring systems that address all four categories of the ecosystem.
While a basic IT backbone of electricity and internet might be a minimum standard for
every school, only long-term policies and sustained human capacity-building efforts
will enable that infrastructure to be transformative.
Example
In 2014, Los Angeles Unified School District, the second-largest public school district in
the USA, ended a controversial one-to-one laptop program designed to equip 650,000
students with iPads and custom digital curriculum. Soon after the contract was
awarded, it was discontinued: Devices broke; students hacked the system to bypass the
security filters; teachers were ill prepared to integrate the iPads with their classroom
instruction, and the digital curriculum was incomplete. iPads without keyboards proved
ill-suited to the needs of secondary school students to use the technology for writing.
The effort is an example of what can happen when large technology purchases are
made without sufficient input, coordination, piloting, and research to ensure that
investments are aligned to specific needs and use cases. Other experiences from the
USA, documented by Project RED, for example, demonstrate better models of one-to-
one technology programs.
Create Objective Evidence and Platforms for Selection
Stimulate demand for quality EdTech by sponsoring rigorous evidence and platforms
for selecting quality products or services.
Establish a rigorous standards-based product and service catalogue for objective

XX
review of products and services.8
Invest in communication platforms that share evidence in accessible ways with relevant
XX
stakeholders, such as school and district managers.
Provide objective evaluation of EdTech products; sponsor events to disseminate good

XX
practice; and facilitate communities of practice.
Example
In the case study countries, there were no perfect examples of quality platforms or
certification labels that help objectively select EdTech based on evidence – each had certain
limitations. For example, Chile’s Mercado Publico only updates with new suppliers every four
years; in the USA EdTech product catalogues are either too complex for many teachers to
use, not objective or comprehensive enough, or not based on credible user reviews (which
often have more weight than experimental evidence or product marketing).
Develop Long-Term Advocates in the System

Support NGO advocacy groups and think tanks that can play essential, specialized roles
in the EdTech ecosystem over time. They can:
Establish and disseminate best practice guidelines on important issues such as privacy
XX
and data security in EdTech.
Develop consumer protection guidelines.

XX
Develop and recommend policies and regulations.

XX
Support development of implementation guidelines and rubrics.

XX
Develop and deliver training for teachers, administrators, IT support, and EdTech leaders.
XX
Example
Any ecosystem involves multiple entities acting together to achieve a common goal.
Across countries, nongovernmental organizations (NGOs) have been instrumental actors
in supporting use and maintenance of EdTech. In Chile, the Enlaces network established
school infrastructure and use at scale through government and university collaboration. In
the USA, NGOs, empowered through government initiatives like “Future Ready Schools”
and ConnectEd, supported schools with grant writing, training, content, implementation
support, self-assessment rubrics, and evaluations. In Indonesia and China, NGOs and
business coalitions spread awareness and advocated for effective EdTech use. Across
case study countries, partnerships between telecom companies, hardware manufacturers,
content publishers, and educators have contributed to the scaling of EdTech access.
Top Three Actions for Government Stakeholders
1. Establish, communicate, and sustain a vision for transformative, Equitable EdTech use.
XX Create a long-term vision, embodied in written policy, and (if applicable) supported
by strong legislation so that the vision can survive changes in administrations. It should be a
well-branded initiative that can be easily communicated to and by parents and school leaders.
XX Describe what technology is recommended, for whom, why, and how it should be
implemented.
XX Ensure the vision aligns with funding opportunities for implementation. Also ensure it is
integrated into teacher preparation programs and is updated regularly based on evidence
of past practice, horizon scanning of current local and global innovations, and future thinking.
2. Support local innovation through early stage risk capital.
XX Encourage local innovations to support the development of products and services that are
more relevant in the environment.
XX Support EdTech businesses at the early stages through seed funding, innovation hubs,
competitions, and partnerships. The majority of countries that have scaled equitable access
to EdTech have had this government support.
3. Build and maintain infrastructure.
XX Continue to strive for universal access to basic infrastructure, including internet connectivity.
Although connectivity is not always necessary during product use, it has the benefit of
creating opportunities for teacher professional development around product use, more
efficient distribution and support for EdTech products, research and evaluation, product
selection, and opportunities for more transformative use of EdTech through communication
and collaboration among learners.
XX Explore Universal Service Funds, block grants, flexible decentralized funding, and
public-private partnerships with telecom companies. These examples are strategies used
outside of basic government funding for infrastructure.
Top Three Actions for Entrepreneurs and Education Innovators

1. Raise awareness around EdTech benefits.
XX Advocate for evidence-based government policy, strategy, and resource allocation benefiting
appropriate EdTech.
XX Bridge the gaps between users, decentralized education authorities, and central policy
to build common understanding of policies that help or prevent EdTech scale-up.
XX Engage in visioning exercises, planning, resource allocation, and major procurement decisions.
2. Build the capacity among stakeholders.
XX Engage teachers and other stakeholders in understanding and implementing models of

transformative use of technology (as opposed to simple replacement of regular resources
with digital ones).
XX Provide training on adapting and adjusting implementation models to the needs of particular
groups in the form of organized training, virtual communities of practice, or guidelines for
implementation and performance monitoring.
3. Focus on research and communications.
XX Produce unbiased product reviews and regular communication about the realities of EdTech
implementation – both positive and negative.
XX Sponsor or participate in school-based product pilots or engage in rigorous experimental

research and evaluation. Ensure findings feed back into advocacy and capacity-building efforts.
Top Three Actions for Private and Philanthropic Capital

1. Support the growth of innovators, coalitions, and advocacy organizations.
XX Invest through philanthropic funding, strategic grants, impact investment, or other

incentivized financing. Investment is essential for innovations to grow and sustain through the
challenging early phases.
2. Product research, evaluation, and communication.
XX Support high-quality, unbiased product evaluations carried out by independent organizations.
XX Contribute to convenings of EdTech users and stakeholders to share lessons and stimulate
user-based design..
XX Sponsor development and maintenance of platforms for selecting and comparing features
and evidence of good EdTech practice.
XX Fund or provide thought leadership and best practice on important issues that are perhaps
under-addressed (because they are not revenue-generating), such as privacy, data security,
internet safety, health concerns, and eWaste.
3. Support EdTech business models that reach the most marginalized with both capital
and counsel.
XX Support EdTech entrepreneurs with patient capital, opportunities for stop-gap research and
development funding, and grants for product development or adaptation for the needs of the
most marginalized.
XX Identify diverse sources of revenue, establish efficient sales and product distribution strategies
that promote equitable access to EdTech.
A Promising Future for Students
EdTech has the exciting potential to enable transformative learning experiences for students in
all corners of the globe. Impact Investors, like Omidyar Network, are taking lead roles alongside
government and public education leaders.
The world needs to take a holistic, ecosystem approach to deliver on its promises to prepare future
citizens for a global, ever-changing society. The current systems do not enable all learners to realize
their full potential, to break cycles of poverty, or to engage as active and empowered participants
in the future of work. We hope you take inspiration from the ecosystem model, the four case study
countries, and your local colleagues, and that they empower you, in your local context, to unleash
equitable and quality learning.
To learn more, or to receive the detailed global and country reports, please email
[email protected] and follow #EquitableEdTech.
MARK, EDUCATOR, UNITED STATES

Mark is an 8th grade classroom teacher in the United States. His classroom today is always
connected, thanks to equipment, infrastructure, and internet connectivity that have
been paid for through a series of grants from the federal government as well as a state-
wide tax levy. It wasn’t difficult to convince parents and the school board of the value
of the technology investment after benefiting from a series of presidential initiatives like
ConnectEd and Future Ready Schools. Beyond just being able to benefit his students,
Mark appreciates how technology helps him to learn and grow as a professional.
TIFA, LEARNER, INDONESIA

Tifa is a student in Indonesia who loves to interact with her friends on social media. This has
become even easier for her to do thanks to the decreasing cost of phones and increased
availability of internet connectivity, even on some of the archipelago’s more remote islands.
Beyond just connecting, Tifa and her friends are increasingly able to learn together. The
government’s open educational resources platform, along with the educational television
channel and video-based lessons from private companies, offer Tifa and her friends a wealth
of locally relevant audiovisual content available to stimulate her learning.
Endnotes
1. Jenny Perlman Robinson, Rebecca Winthrop, and Eileen McGivney, “Millions Learning: Scaling Up Quality Education in Developing Countries”
(Washington: Brookings Institution, 2016). www.brookings.edu/wp-content/uploads/2016/04/FINAL-Millions-Learning-Report-1.pdf
2. J-PAL Evidence Review, “Will Technology Transform Education for the Better?” (Cambridge, MA: Abdul Latif Jameel Poverty Action Lab,
2019). www.povertyactionlab.org/sites/default/files/documents/education-technology-evidence-review.pdf
3. A concept used in lean ecosystem development, a branch of Lean Startup, as described by Cicero in the Platform Design Toolkit. See Cicero
Platform Design Toolkit: https://stories.platformdesigntoolkit.com/beyondcustomer-2acdf55b207d.
4. infoDev, UNESCO, AED and Knowledge Enterprise, “ICT-in-Education Toolkit” (2007). www.ICTinEdtoolkit.org.
5. Navitas Ventures, “Global EdTech Ecosystems 1.0: Connecting the World of Education Technology” (2018). https://edtechcities.com
6. Digital Impact Alliance, “Beyond Scale” (2017). https://digitalimpactalliance.org/wp-content/uploads/2017/12/DIAL_BeyondScale_eBook-v11.pdf
7. Jenny Perlman Robinson, Rebecca Winthrop, and Eileen McGivney, “Millions Learning: Scaling Up Quality Education in Developing Countries”
(Washington: Brookings Institution, 2016). www.brookings.edu/wp-content/uploads/2016/04/FINAL-Millions-Learning-Report-1.pdf
8. Through user-generated reviews, quality labels, or independent awards based on credible evidence generation.
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What is the purpose of the report?

What is the purpose of the report?

What methodology was used to collect data for the report?

What methodology was used to collect data for the report?

Executive Summary March 2019

About Omidyar Network

To learn more, visit www.omidyar.com, and follow on Twitter @omidyarnetwork

EdTech at Scale: An Ecosystem Approach............................................................6

Ecosystem in Action: Applying the Model Across Countries....................... 20

EdTech in Use: Translating Access into Impact...................................................21

Interventions with Impact: Recommendations for Scaling EdTech........... 24

A Promising Future for Students............................................................................ 30

End Notes and Sources................................................................................................31

Exhibit 1: Four Categories of Scaling Equitable EdTech:

Exhibit 2: EdTech Country Snapshots.....................................................................12

United States of America............................................................................. 18

Exhibit 3: Ecosystem Change Model......................................................................22

Exhibit 4: Case Study Demographics.....................................................................23

By enabling ubiquitous access and personalization, Equitable EdTech

Our hope is that the country-system examples we examined, including

To join the conversation, email [email protected]

2 Evidence that EdTech can have an impact on learning outcomes.

3 Understanding that technology is necessary but not sufficient.

4 Hope, that in an ideal market, only effective or relevant products go to scale.

5 Recognition that even good products can be implemented poorly.

6 Appreciation that teachers’ choices matter.

7 Experience to know that scale does not guarantee sustainability.

8 Awareness that EdTech is not one-size-fits-all.

While this is an important opportunity for EdTech to improve teaching

This report summarizes the findings of a study commissioned by

Specifically, we sought to:

Identify the events, actions, and initiatives across public, private,

Inform a public policy and investing agenda by determining

By adopting an ecosystem model, we are able to transition from a

Interested in reading further? We recommend:

FOR GOVERNMENT STAKEHOLDERS. This ecosystem model describes an ideal state

FOR EDUCATION INNOVATORS. This ecosystem model emphasizes that through

FOR PRIVATE AND PHILANTHROPIC CAPITAL. This ecosystem model provides

ISABEL, EDUCATOR, CHILE

XINYAN, LEARNER, CHINA

Four Categories of Scaling Equitable EdTech:

EDTECH SUPPLY AND BUSINESS MODELS. To support innovation

ENABLING INFRASTRUCTURE. There must be an information and

EDUCATION POLICY AND STRATEGY. Scaling EdTech requires a

HUMAN CAPACITY. Technology alone can’t solve the problem – a variety of

Four Categories of Scaling Equitable EdTech:

EDTECH SUPPLY AND BUSINESS MODELS

4.4 There are multiple and varied ways

4.3 Nongovernment coalitions and advocacy

groups support quality EdTech scale-up.

4.2 There are sufficient ongoing and equitable

4.1 Local visionary leaders emerge to coalesce

2.1 Individuals are using personal devices and mobile

2.3 There are school-specific networking

infrastructure initiatives for affordable, reliable

2.4 eGovernment (GovTech) initiatives connect

 3.1 A clear vision and strategy for EdTech from

3.2 Performance standards set high expectations

that incentivize improved performance and

2.3 There are school-specific networking

2.4 eGovernment (GovTech) initiatives connect

3.1 A clear vision and strategy for EdTech from