Global Education Initiative

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Global Education Initiative GK3 Partnerships i
n Education A Step Forward 13 December 2007
Kuala Lumpur
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World Economic Forum
Working to improve the state of the world by
engaging leaders in partnerships to shape
the global, regional, and industry agenda
Objective of the Global Education Initiative
Raise awareness and support the implementation of
relevant, sustainable, and scalable national
education sector plans on global level through
catalysing Multi-Stakeholder Partnerships, in
particular, through increased engagement of the
private sector
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GEI Approach
The GEI mission will be achieved by building
country multi-stakeholder education partnership
(MSPE) models, socializing on a global platform,
and facilitating the adoption MSPE approaches on
a global scale.
Build
Socialize
Scale
Country initiatives in Jordan (2003), Palestine
(2005 on hold), Rajasthan (2005), Egypt (2006),
to develop multi-stakeholder partnership models
in education (MSPE) in a variety of working
environments
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Partnerships for Education (with UNESCO) to scan,
synthesize, advocate and propagate MSPE best
practices on a global scale
Current GEI Workstreams
Global Alliance to mobilize senior political
leadership through the development of
relationships between key education bilateral
donors (Fast Track Initiative) and private
sector, with potential launch of pilot in FTI
country
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Special research/though leadership on relevant
education related topics (e.g. entrepreneurship
and education, education competitiveness index,
etc)
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2007
2008
2003
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Birth of the Global Education Initiative
Country initiatives have been launched in Jordan,
Rajasthan, and Egypt to develop working models of
multi-stakeholder partnerships in education.
Additional project launched in the Palestinian
Territories (June 2005) currently on hold
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Country Partnership ModelProgram Management and
Governance
The Country Partnership model ensures that local
government, private sector, and civil society
take ownership of the overall programme and
implementation.
Executive Board
Steering Board
Advisory Board
Program Management Office (PMO)
Track 1
Track 2
Track 3
Track 4

• Key PMO roles include overall coordination of
• Work planning processes
• Communication processes
• Change management
• Monitoring and evaluation

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GEI Country Model (1/4)Overall Framework
Result of Tom Cassidy assessment of the GEI
model
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GEI Model (2/4)Overall Framework
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GEI Model (3/4) Lessons Learned

• Multi-stakeholder partnerships initiatives can be
  very effective in supporting ongoing education
  reforms and in adding value to the activities and
  public images of participating partners.
• To be successful, multi-partner initiatives must
  be very well and systemically managed.
  
• To be successful, leadership and management teams
  must include a balanced representation of
  educators, ICT experts and representatives of all
  types of partners.
• Changing what goes on in schools, and
  particularly changing teaching practices in
  classrooms, is a much more complex and
  challenging undertaking that is going to take
  more time than partners often believe. It is
  critically important to give such initiatives
  sufficient opportunity to achieve their results.
• Teachers and principals are at the heart of the
  change process and must be involved actively in
  their design and implementation.
  
• Sustained partner involvement, particularly of
  the many private sector partners and some donor
  and lending agency partners, should not be taken
  for granted. There needs to be active management
  of the partnership arrangements if these
  initiatives are to be successful.
• Monitoring and evaluation, and considerations of
  scaling-up and sustaining current initiatives
  must be given much greater attention in all such
  initiatives

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GEI Model (4/4) Promising Practices

• High level championing of the initiative from a
  senior figure within each country or state has
  been an essential element of its success,
  ensuring that there is appropriate buy-in at all
  levels, and that the initiatives have been given
  the necessary publicity to contribute to their
  acceptance and success.
• An important feature of the GEI model is the role
  of the Project Management Office/Unit in managing
  and directing the initiatives. Although
  different in form in each of the initiatives, an
  effective management unit has been an essential
  ingredient of their success.
• A state or national steering committee, working
  independently, but in concert with an
  international steering committee, has been seen
  to provide more timely decision support to the
  local initiative management team than might
  otherwise have been possible
• The organization of initiative activities into
  tracks, as is the case in all three initiatives,
  has proven to be a very effective way to organize
  the various activities involved in the delivery
  the educational change program.
• A careful plan including an outline of the
  resources required successfully to implement it
  can contribute to effective identification,
  recruitment and participation of initiative
  partners.
• The establishment of an Initiative Trust Fund,
  giving management a degree of discretionary
  control over how some resources are allocated, is
  a valuable mechanism to ensure that timely
  interventions are possible.
• Activities that provide public sector employees
  with opportunities to work in private sector
  settings can contribute to shifts in
  organizational culture, notably work ethics and
  habits.

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Partnerships for Education (PfE)

• Achievements and Objectives
• New partnerships
• Agreement signed with UNESCO January 2007
• The lead agency for delivering the Education for
  All goals
  
• Technical Advisory Groups (TAGs) launched to
  provide expert oversight and guidance on all PfE
  workstreams
  
• Meta-review and portal/database for knowledge
  sharing on MSPEs
  
• Models and toolkits of good practice and
  delivery
  
• With new partner groups
• To be launched at Davos 2008
• Supporting scaleable implementation
• Working with partners to help implement global
  educational agendas in 2008/2009

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PfE Timeline
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Global Alliance
Achievements and Objectives

• Joint press release issued by World Economic
  Forum and UNESCO on May 2 on the occasion of
  Keeping Our Promises in Education conference
  announcing development of a new alliance
  including private sector (AMD, Cisco, Intel,
  Microsoft, HP, Goldman Sachs) and the Fast Track
  Initiative secretariat to develop a new
  coordinated approach for international
  collaboration in education reform within the Fast
  Track Initiative (FTI) framework
• Key bi-lateral donors engaged to date Canada,
  European Commission, Germany, Netherlands,
  Norway, UK, USA
  
• Intent is to announce this new coordinated
  multi-stakeholder approach in a set of FTI pilots
  in 2008
  

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Going Forward

• Engage GKP into the PfE Technical Advisory Group
  on MSPE Capacity Building/Global Coordination
  (Outputs 5 and 6)
  

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Going Forward

• Engage GKP into the PfE Technical Advisory Group
  on MSPE Capacity Building/Global Coordination
  (Outputs 5 and 6)
  
• Explore the possibility of engaging GKP members
  as a contributor (and more?) to the PfE database
  on MSPEs
  

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Going Forward

• Engage GKP into the PfE Technical Advisory Group
  on MSPE Capacity Building/Global Coordination
  (Outputs 5 and 6)
  
• Explore the possibility of engaging GKP members
  as a contributor (and more?) to the PfE database
  on MSPEs
  
• Explore the possibility of engaging civil society
  into the Global Alliance Fast Track Initiative
  pilots

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Going Forward

• Engage GKP into the PfE Technical Advisory Group
  on MSPE Capacity Building/Global Coordination
  (Outputs 5 and 6)
  
• Explore the possibility of engaging GKP members
  as a contributor (and more?) to the PfE database
  on MSPEs
  
• Explore the possibility of engaging civil society
  into the Global Alliance Fast Track Initiative
  pilots
  
• Explore with the GKP secretariat the possibility
  of holding a joint Forum/Unesco/GKP/? workshop on
  MSPEs in 2008