As we enter into a post-pandemic era, it is apparent that the very purpose of education and skills development for young people in India will need to be reimagined. As educators and leaders, we must embrace this opportunity to integrate new models that enable our learners towards greater mastery, autonomy and purpose.
In 2021, the well-being of all our stakeholders - learners, educators, institution leaders, partners, facilitators and employees - has been a key factor in how we have planned and reimagined the roll-out of our programs and activities. We made significant progress in our goal to impact 4 million young people. We have been agile to the changing needs of our learners and educators, facilitating spaces for dialogues on the evolving socio-economic landscape and its likely effect on young people. Our knowledge products and the Quest to Learn platform have laid the foundation for more contextual conversations & designs to emerge.
We have balanced the scale of our work with prototyping innovative models to empower learners and educators. We invested efforts at an organizational level in emerging areas like blended learning, sustainability, and regeneration to shape our future strategy and share our learnings more actively in the sector. Our participation in various collaboratives has contributed to efforts in building systems change. We have also forged multi-dimensional partnerships with civil society organizations, governments and funders. These achievements have only been possible through the trust our stakeholders have put into our work and approach, and we are ever-grateful for their unwavering support.
In the aftermath of the Covid-19 pandemic, students are grappling with learning loss and challenges in accessing learning opportunities, while young people struggle to find jobs, let alone build careers. It is becoming clear that we will need to organize ourselves in a manner that brings collective action as a critical lever for change. We will need to Reimagine the Future of Work and Learning.
CEO, Quest Alliance
2022: A Year at a Glance
Quest’s learner-focused programs are designed to foster and build 21st-century skills among young people by bridging key gaps in the School-to-Work continuum.
Rooted in the practice of Self-Learning and powered by ed-tech, capacity-building, partner collaborations and advocacy, our aim is to create impact that changes lives.
The Anandshala Programme encourages schools and rural communities in Bihar and Jharkhand to create an inclusive space for joyful and socio-emotional learning rooted in 21st century skills. Building leadership among change leaders within the Education system, it promotes education-based technology and skill development for the future workplace.
1,47,914 students in
Bihar and Jharkhand
18 state government partnerships and 1 central government partnership
Continued partnerships with Future Right Skills Network and Directorate General of Training (DGT) of the Ministry of Skill Development and Entrepreneurship (MSDE) extended till 2025
Participated in NEP task forces across 3 states and contributed to the ed-tech position paper for Karnataka education department
A cadre of Master trainers will be developed in each state of the country, with training initiated in the first set of states - Uttarakhand, Himachal Pradesh and Haryana.
In Odisha, our work with teachers will transform 4000 schools into 21st century learning spaces. New 3-year partnerships with the Departments of Education in Arunachal Pradesh and Nagaland will further our work in the North-East.
Several key organizational initiatives have helped build strong cohesiveness amongst the rapidly expanding Quest Team. With a particular focus on synergistic collaboration, these initiatives have helped employees relate better to each other, our work and our strategic areas of growth. Safety and wellbeing continued to be a top priority under the second wave of the pandemic, with learnings taken through to future-forward policies for the post-pandemic workplace, including a hybrid work policy.
Investment in learning and individual growth through self-learning continues to be encouraged, with an improved goal-setting process introduced to guide employee growth journeys.
237 Team Members
64% women in senior leadership roles
45:54:1 Gender ratio