Crisis sensitive planning: from education in emergencies to conflict and disaster risk reduction
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Transcript of Crisis sensitive planning: from education in emergencies to conflict and disaster risk reduction
Crisis-sensitive planning: from education in emergencies to conflict and disaster risk reduction
CIES, March 2016Leonora MacEwenUNESCO-IIEP
Overview• Reflecting on the past • Building the bridge – IIEP’s
approach• Preconditions for crisis-sensitive
educational planning• Reflections for the future
Reflecting on the past – we’ve come a long way!
Reflecting on the past• EiE emerges (2000)• INEE Minimum Standards (2002)• IIEP Guidebook for planning EiE (2006)• Cluster system introduced (2005)• Push for government leadership and links with ESWG
Reflecting on how education can mitigate risks of disaster and conflict
One Humanity: Shared Responsibility Core responsibility 4 - moves from delivering aid to ending need Reinforce Anticipate Transcend the humanitarian-development divide
Two sections on education: safe, quality and inclusive
access sufficient domestic and
international funding
Building the bridge – IIEP’s approach
Different but complementary logics…
Planning for risk reduction: • Preparedness • Prevention • Mitigation
DevelopmentHumanitarian
• Research: case studies• Training Technical support Knowledge management
IIEP’s approach to crisis-sensitive planning
Crisis-sensitive educational planning: the process
Regular process
Education Sector Analysis
Policy formulation
Plan preparation
M&E framework
Crisis-sensitive planning aspects
Conflict and disaster risk analysis
Policies
Priority programmes
Integrate crisis indicators
Ensuring adequate financing from all sources
Pre-conditions for crisis-sensitive educational planning
Pre-conditions for crisis-sensitive education sector planning
Institutional Organizational Individual
• Government led• Participatory
• Well-organized • Capacity development process
Pre-conditions for crisis-sensitive education sector planning
Institutional capacities:
Political will, MoE leadership, int.
and nat. frameworks and
mechanisms
Organizational capacities:
e.g. EiE Cluster, technical and financial WGs,
partners
Individual capacities: Invested
advocates or ‘crisis-sensitive
planning champions’
• Government led• Participatory
• Well-organized • Capacity development process
Reflections for the future: challenges and opportunities
1. Political and funding2. Operational3. Capacity
Political and funding issues
Funding mechanisms still not very flexible
Education still not priority in humanitarian funding
Multiple & often-competing agendas in planning
Considerable momentum o Particularly at international levelo But also in countries affected by crisis: Common Platform, bilateral partners
Operational factorsSilo approach in many agencies High staff turnover Push for increase in coordination, collaboration & innovation between humanitarian AND development partners:o At global level thru fora such as WHSo At country-level thru instruments i.e. TEP
Cross-sectoral collaboration: o Education used in peacebuildingo Education as the basis for the SDGs
Capacity issues HR turnover & tight deadlines challenges sustainability of CD efforts
Strengthening capacities for a critical mass & at all levels does NOT happen within 1 program cycle
Particular needs include: o Implement, monitor and evaluate crisis-sensitive planning, o Data collection & analysis, EMIS & monitoring tools must include risks & use innovative collection methods in hard-to-reach areas
Push to eliminate need for aid thru working with existing systems & reinforcing capacity
New tools developed to address crisis-sensitive planning: TEP, IIEP guidelines & booklets