THE IMEP IN CRISIS AND UNSTABLE CONTEXTS:
HOW IS IT ADAPTED?
M&E planning and RBM are as important in emergencies and unstable contexts as they are in stable
contexts. For UNICEF, therefore, the IMEP remains an important tool. The onset of a crisis/unstable context
does not result in a different IMEP, just one whose process and products are adapted as the context
requires.
In looking at how the IMEP is adapted, it is useful to distinguish contexts as follows in terms of the speed
with which emergencies come about as well as the magnitude/severity of the consequences. Both factors
have significant implications for the nature of the response by an organisation like UNICEF and therefore for
the adaptations needed in management tools.
The four basic classifications of crisis and unstable contexts are:
Unstable contexts
Preparedness activities are geared up with a much more specific range of
threats and possible scenarios in view. This includes contexts of increasing
political, economic and/or ethnic tensions with ensuing insecurity.
Sudden onset emergency
of a moderate size/severity
Emergencies that COs can respond to without the support of major additional
regional/headquarters resources. This might include, for example,
geographically isolated natural disasters where the response will go fairly
quickly and smoothly.
Sudden emergency of
catastrophic magnitude/
severity
Emergencies beyond the scope of a Country Office’s resources, requiring
collaborative contingency planning with headquarters/regional offices. This
is likely to entail a major reorientation of Country Programme strategies, if not
actual objectives.
Chronic or ongoing
complex emergency
Emergencies where a slightly modified programme process continues, as in a
stable context, but with shorter planning horizons, e.g. annual programme
plans, or two- to three-year programmes. Chronic emergencies are also
likely to have localised crises similar to Category 3 above and may also
deteriorate into major crises akin to Category 2.
Many types of emergencies may be related to one or more of the categories above. For example, in the
case of slow onset natural disasters such as drought, if a Country Office manages situation monitoring and
early warning systems well, the emergency response will be fully integrated into a Country Programme, and
preparedness planning will likely include a response to related sudden onset crises such as disease
outbreak.
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IMEP in crisis and unstable contexts 1/8
HOW IS AN IMEP ADAPTED IN CRISIS AND UNSTABLE CONTEXTS?
UNSTABLE CONTEXT
SUDDEN ONSET EMERGENCY OF
MODERATE SIZE/SEVERITY
SUDDEN ONSET EMERGENCY OF
CATASTROPHIC SIZE/SEVERITY
CHRONIC EMERGENCY
Relationship to previous IMEP

Much of what was proposed in the CO
IMEP will likely continue to be relevant.

Data collection to feed preparedness
planning will figure more prominently.

Preparation for alternative M&E
activities/strategies as dictated by
different emergency scenarios will also
be incorporated.

Small revision, accommodating specific
M&E activities for affected area; may be
necessary to reconsider the overall IMEP
given added activities for M&E of
emergency response.

IMEP for the CP prior to the crisis is likely
to be totally superseded, but this will
depend on the degree to which
programmes are reoriented and the degree
to which country information systems have
been affected by crisis.

N/A — it is unlikely that a CO will face a
chronic emergency without passing
through one of the three other types of
context.

5-year and 1-year planning framework
and tools maintained.

In first weeks there will be no IMEP. See
below on managing M&E without an IMEP.


Specific unplanned M&E activities will be
added. See below on managing M&E
without an IMEP.


Additional M&E activities integrated into
IMEP, as described below.
Rolling plan/calendar of M&E activities is
recommended, with projection as far as is
realistic on smaller activities combined with
larger activities, particularly evaluations
planned up to 12 months ahead.
One to three years, depending on
timeframe of programme plans and
stability; main focus will be on annual
plan.

As programme plans are developed,
simple skeleton IMEP is developed for a
corresponding timeframe; e.g. for a 100day plan (will be done by end of 3rd
month).

See below plan for first month of
humanitarian response.

Annual IMEP format recommended.

After first month, a 3-month adaptation of
annual IMEP is recommended.
Timeframe of IMEP

5-year and 1-year planning framework
and tools maintained.
Format

5-year and annual IMEP still used.
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
Adaptations described below made to
annual IMEP.
IMEP in crisis and unstable contexts 2/8
UNSTABLE CONTEXT
SUDDEN ONSET EMERGENCY OF
MODERATE SIZE/SEVERITY
SUDDEN ONSET EMERGENCY OF
CATASTROPHIC SIZE/SEVERITY
CHRONIC EMERGENCY
Landmark events

Regular CMT review of EW data added.

Daily and/or weekly sitreps.

Daily and/or weekly sitreps.

Weekly and/or monthly sitreps.

More thorough review or updating of
preparedness planning activities will be
added.


Consolidated Appeal Process – CAP
preparation; CAP mid-term review; CAP
donor reporting.
Development of Interagency
contingency plan.
Situation analysis of affected children and
women required within 48 hours (feeding
into plan developed within 72 hours), and
again after 3-4 weeks; frequency will then
depend on evolution of the context.




Situation analysis of affected children
and women required within 48 hours
(feeding into plan to be developed within
72 hours), and again after 3-4 weeks;
frequency will then depend on evolution
of the context.
Otherwise same as in stable
programme.
Special events – e.g. when CO is on
security council agenda; on agenda of
human rights commission.

Same as in a stable programme, though
unlikely to include standard Mid-Term
Review and CCA/UNDAF preparation.

Annual needs assessment, linked to
preparation of the CAP.

Studies may come into play, particularly
when they explore longer-term, more
sustainable programme strategies.


Otherwise same as in stable programme.
Consolidated Appeal Process – CAP
preparation; CAP mid-term review; CAP
donor reporting.

Special events – e.g. when CO is on
security council agenda; on agenda of
human rights commission.

Some form of programme review after 3
months.

CO internal annual report.

As soon as plan is established, rapid
assessments are planned (directly or
supported) to monitor situation and its
evolution.
Surveys, studies (and rapid assessments)


Data collection to feed updating of
situation analysis, particularly
vulnerability/capacity analysis, may be
added or planned activities moved
forward to feed preparedness planning.
In annual plan, a systematic calendar of
field visits/rapid assessments can be
added to serve as a cross-sectoral EW/
situation monitoring system.
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
Calendar of rapid assessments planned
(directly or supported) to monitor
situation and its evolution.

Calendar of field visits covering narrower
set of situation and programme
monitoring issues. See also ongoing
evaluation.
IMEP in crisis and unstable contexts 3/8
UNSTABLE CONTEXT
SUDDEN ONSET EMERGENCY OF
MODERATE SIZE/SEVERITY
SUDDEN ONSET EMERGENCY OF
CATASTROPHIC SIZE/SEVERITY
CHRONIC EMERGENCY
Evaluations

Same as in stable contexts, including
MTR, End-of-cycle review, Programme/
project evaluations.



Same as in stable contexts, including
MTR, End-of-cycle review, Programme/
project evaluations for rest of Country
Programme activities.
"Impact monitoring" in affected areas
started within first 3 weeks of response
and carried out periodically (e.g. linked to
rapid assessments). See core content
sheet "Impact analysis" below.
Quick review/lessons learned exercises
are done at 3-months intervals after
crisis until regular programme process
review mechanisms resume.

"Impact monitoring" started within first 3
weeks of response and carried out
periodically (e.g. linked to rapid
assessments and/or field visits). This will
focus on sites where key concerns about
programmes can be explored. See core
content sheet "Impact analysis".

Quick review/lessons learned exercises
are done at 3-month intervals after crisis
until regular programme process review
mechanisms resume.

Annual reviews are more evaluative.

Externally facilitated Country Programme
Evaluation recommended within 12 months
of major rapid-onset emergency.

Regular Mid-Term Review under original
Country Programme may be scheduled
earlier as a Special Review.

EW merges with high frequency situation
monitoring; feeds into regular CMT
meeting to help reassess planning
scenarios.

System/network of info sharing to ensure
tracking of situation data in inaccessible
areas.

Annual reviews will be more evaluative,
raising for example issues of relevance.

In absence of a regular 5-year Country
Programme, shorter bridging
programmes of 2 to 3 years will still
include some form of Mid-Term Review.
If programming is only annual, some
form of major evaluative review akin to a
Mid-Term Review will be necessary on at
least a two-year, if not annual, basis.

Programme evaluations may figure,
particularly when financial inputs are
large and concerns exist about
effectiveness or future direction.

System/network for info sharing to
ensure tracking of situation data in
inaccessible areas.
Monitoring systems

Fast track system for sharing and
analysing EW data.
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IMEP in crisis and unstable contexts 4/8
UNSTABLE CONTEXT
SUDDEN ONSET EMERGENCY OF
MODERATE SIZE/SEVERITY
SUDDEN ONSET EMERGENCY OF
CATASTROPHIC SIZE/SEVERITY
CHRONIC EMERGENCY
M&E capacity building systems
Focus may shift to include:



Strengthening internal and inter-agency
rapid assessment capacity;
Supporting national EW systems;
Strengthening local monitoring
capacities.
For the affected area/population, activities
may be added that focus on:

Supporting national role in coordination
of data collection and data sharing;

Establishing or maintaining coordinated
inter-agency rapid assessments capacity
(e.g. training to accommodate staff
turnover, broadening alliances to include
new organisations on site).

As part of a rolling M&E plan, the
following key activities need to be
identified as soon as is feasible and
coordinated wherever possible :
As it becomes feasible:

Support national role in coordination of
data collection and data sharing;
Activities will include:

Supporting national role in coordination
of data collection and data sharing;

Establish or maintain coordinated interagency rapid assessments (e.g. training to
accommodate staff turnover, broadening
alliances to include new organisations).

Establishing or maintaining coordinated
inter-agency rapid assessments (e.g.
training to accommodate staff turnover,
broadening alliances to include new
organisations).

Same as sudden onset emergency of
moderate size

Same as sudden onset emergency of
moderate size
Key M&E activities of partners

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
Rapid assessments;

Surveys (especially nutrition status);

Any form of field visits to less
accessible/inaccessible areas;

Any major evaluations (Note, one
year after sudden onset
emergencies, many agencies often
undertake external evaluations,
creating severe “evaluation fatigue”
among partners. Coordinated efforts
are encouraged where possible).
IMEP in crisis and unstable contexts 5/8
UNSTABLE CONTEXT
SUDDEN ONSET EMERGENCY OF
MODERATE SIZE/SEVERITY
SUDDEN ONSET EMERGENCY OF
CATASTROPHIC SIZE/ SEVERITY
CHRONIC EMERGENCY
Publications

Same as for stable contexts.

Publication of situation analysis of
affected children and women may be
useful for advocacy.

Publication of situation analysis of children
and women may be useful for advocacy
(e.g. publishing Sitan after month 1).

Publication of Sitan, needs assessment
and/or studies may be useful for
advocacy.

Adaptations to IMEP likely more
centralised with M&E officer/focal point.
Likely developed quickly with core team
developing emergency response.



Added importance of coordination with
operations staff to ensure operations
issues (supply/logistics, security,
communications, administration, finance)
considered in data collection from outset.
Development more centralised with M&E
officer/focal point. Less time for full
participation of the CO staff but still
requires consultation with programme staff
for internal coordination.
Development more centralised with M&E
officer/focal point. Less time for full
participation of the CO staff but still
requires consultation with programme
staff for internal coordination.

Added importance of coordination with
operations staff to ensure operations
issues (supply/logistics, security,
communications, administration, finance)
considered in data collection from outset.

Added importance of coordination with
operations staff to ensure operations
issues (supply/logistics, security,
communications, administration, finance)
considered in data collection from outset.

Particularly sections on surveys/studies
and M&E activities of partners will be
developed as plans evolve.

Good programme planning process will
still include participation of core staff on
strategy development (and a results
framework) to which quick prioritisation
of M&E concerns can be added.

Particularly sections on surveys/studies
and M&E activities of partners will be
developed as plans evolve.

Ideally used as a rolling work plan for
field data collection.
Change in process of IMEP development

Must be linked to preparedness planning
exercises and processes.

Particular sections on surveys/studies
and M&E activities of partners will be
developed as plans evolve.
Change in use

More attention to monitoring
implementation of preparedness
elements in IMEP.
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
Ideally used as a rolling work plan for
field data collection.

Ideally used as a rolling work plan for field
data collection.
IMEP in crisis and unstable contexts 6/8
M&E IN THE FIRST MONTH OF HUMANITARIAN RESPONSE
TO A MAJOR RAPID ONSET EMERGENCY
In major rapid onset emergencies, the pre-existing IMEP usually loses its relevance. Even where
programmes continue with the same intended outcomes and impact, the outputs considered necessary and
the strategies to achieve these may change significantly or new lines of activities might be added.
Prioritisation of M&E resources is likely to change, and the overall resources, including those allocated to
M&E activities, are likely to increase.
At the same time, pressure for programme response is immediate. UNICEF is committed to begin a
humanitarian response within the first 72 hours after a major crisis with the Core Corporate Commitments
(CCC) as a reference. To support this, the focus of M&E resources must be clear from the outset. In fact,
one of the Core Corporate Commitments is:
"The ability to conduct an immediate assessment of the situation of children and women in areas of crisis;
and an objective assessment of the measures needed to ensure effective UNICEF country office
management of the situation, and of the UNICEF response." (E/ICEF/2000/12)
Specifically related to M&E activities the Core Corporate Commitments specify that:
"In consultation and collaboration with partners, UNICEF will:

Carry out a rapid assessment of the situation of children and women. This situation analysis will be
undertaken from a gender and child rights perspective, and will draw upon baseline data compiled in the
preparedness phase.

Compare general assessment of situation with specific implications for UNICEF. Programme sectors of
concern to UNICEF are: health and nutrition; education; child protection; and water supply and
sanitation.

displacements, logistics capacities, potential partners and Geographic Information Systems.

ertain presence of telecommunications
infrastructure, vehicles, office premises, warehousing, access and mobility.

Establish organizational structure for response, staff functions and staffing plans. Identify partners;
logistical arrangements and options; telecommunications/information technology and other equipment
requirements; and military liaison needs.

financial systems, methods of disbursement of funds and security of assets."
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A prioritised timeline of M&E activities and M&E planning
The following is a prioritised timeline of what must be undertaken in the first 4 weeks of humanitarian
response to a major rapid onset emergency:
Initial rapid assessment in first 48 hours
The purpose of assessment at this point is to shape immediate response which will
ideally be formulated after the first 72 hours and will likely cover the first 3-4 weeks.
This first rapid assessment will focus on information needed for decisions vis-à-vis
programme response to fulfil CCCs and will include analysis of:



secondary data from other organisations;
new data collection from immediate site visits;
an extrapolation of vulnerability/capacity analysis based on new and pre-crisis
data.
State of M&E plan at 72 hours
Based on the initial rapid assessment, the CO will have a simple M&E plan
covering:
Situation monitoring – information needs
The CO will identify:
 The key data gaps to be addressed in the coming 3-4 weeks, e.g. the
information needed, any specific focus by geographic or population group;
Programme/impact monitoring – information needs
The CO will identify critical questions for monitoring, specifically:
 Programme areas where coordination with partners is critical to achieve
expected results and where bottlenecks may occur.
 Areas where managers have concerns about unintended and negative impacts
Data collection plan
This will include:



A corresponding ‘ideal’ programme of field visits – location and timing – to cover
situation monitoring and programme "impact monitoring" needs. The two types
of monitoring may require different geographic and thematic focus, but may also
overlap to some degree.
An outline of other agency field visits or other information sources that might
contribute;
Identification of who and what resources have been assigned to carry out the
above (financial, staff, logistical considerations).
All of the above should be designed to feed into the follow-up assessment report
below.
Follow-up rapid assessment at 3-4 weeks
The purpose of assessment at this point is to provide information feeding plans that
will likely cover the next 100 days, again focusing specifically on information needed
for decisions vis-à-vis programme response to fulfil CCCs. This will still include
analysis of secondary data from other organisations, but will likely also rely on
synthesis of data from the above field data collection activities.
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