Women Empowerment interventions

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Evaluation Plan:
2018-2022, Jordan
Evaluation Type:
Outcome
Planned End Date:
05/2022
Completion Date:
05/2022
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
20,000

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Title Women Empowerment interventions
Atlas Project Number: 00131816,00116901,00115191,00068722,00115709,00099682,00072487,00128208,00104537,00117245,00061182,00013202
Evaluation Plan: 2018-2022, Jordan
Evaluation Type: Outcome
Status: Completed
Completion Date: 05/2022
Planned End Date: 05/2022
Management Response: Yes
Focus Area:
  • 1. Poverty
  • 2. Governance
  • 3. Environment
  • 4. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.2 Marginalised groups, particularly the poor, women, people with disabilities and displaced are empowered to gain universal access to basic services and financial and non-financial assets to build productive capacities and benefit from sustainable livelihoods and jobs
  • 2. Output 1.2.3 Institutions and systems enabled to address awareness, prevention and enforcement of anti-corruption measures to maximize availability of resources for poverty eradication
  • 3. Output 2.2.2 Constitution-making, electoral and parliamentary processes and institutions strengthened to promote inclusion, transparency and accountability
  • 4. Output 2.4.1 Gender-responsive legal and regulatory frameworks, policies and institutions strengthened, and solutions adopted, to address conservation, sustainable use and equitable benefit sharing of natural resources, in line with international conventions and national legislation
  • 5. Output 3.2.1 National capacities strengthened for reintegration, reconciliation, peaceful management of conflict and prevention of violent extremism in response to national policies and priorities
SDG Goal
  • Goal 1. End poverty in all its forms everywhere
  • Goal 12. Ensure sustainable consumption and production patterns
  • Goal 13. Take urgent action to combat climate change and its impacts
  • Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
  • Goal 5. Achieve gender equality and empower all women and girls
SDG Target
  • 1.1 By 2030, eradicate extreme poverty for all people everywhere, currently measured as people living on less than $1.25 a day
  • 1.2 By 2030, reduce at least by half the proportion of men, women and children of all ages living in poverty in all its dimensions according to national definitions
  • 1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
  • 1.5 By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters
  • 12.4 By 2020, achieve the environmentally sound management of chemicals and all wastes throughout their life cycle, in accordance with agreed international frameworks, and significantly reduce their release to air, water and soil in order to minimize their adverse impacts on human health and the environment
  • 13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries
  • 13.2 Integrate climate change measures into national policies, strategies and planning
  • 16.3 Promote the rule of law at the national and international levels and ensure equal access to justice for all
  • 16.5 Substantially reduce corruption and bribery in all their forms
  • 16.6 Develop effective, accountable and transparent institutions at all levels
  • 16.7 Ensure responsive, inclusive, participatory and representative decision-making at all levels
  • 5.2 Eliminate all forms of violence against all women and girls in the public and private spheres, including trafficking and sexual and other types of exploitation
  • 5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
Evaluation Budget(US $): 20,000
Source of Funding:
Evaluation Expenditure(US $): 16,200
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Hala Ghosheh Ms. JORDAN
GEF Evaluation: No
Key Stakeholders:
Countries: JORDAN
Comments:

 

 

Lessons
1.

Integrating gender equality perspective in the design phase of the project promotes more transformative interventions especially if it is informed by a gender analysis that highlights the structural barriers and power relations which impede the realisation of social justice.


2.

Groups of women and men have differentiated outlooks and solutions to identified problems. Engaging and consulting with the different groups of women and men during all phases of project implementation increases ownership, alignment of interventions with community needs and generates more effective and efficient solutions.


3.

Gender equality should be systematically integrated into all aspects of theory of change, results framework, implementation strategy, risk analysis and monitoring and evaluation plans of all the projects. Otherwise, GE interventions are more likely to be standalone activities that earn the project the gender marking but does not necessarily capitalize on its potential to challenge gender inequalities and discrimination.


4.

The more the projects adopt a holistic approach to gender equality, the more likely they are to realize change in the gender situation and power relations.


5.

Project staff have a pivotal role in promoting GE and capitalizing on achievements of project interventions through providing flexible and responsive solutions that facilitate the active participation of women, promote positive messaging of gender equality and using their local knowledge to reduce resistance and tackle barriers.


6.

Short- termed gender equality interventions are less likely to be sustainable and to have transformative impact. Gender related transformative change is complex and requires longer durations with intense focus on systemic and structural changes


7.

Cost benefit of activities should be calculated at two levels, the monetary level, and the social level. The monetary level helps to assess the cost benefit of the activity in terms of efficiency while the social level examines the value that an intervention has on the target group, in this case women, and gender relations.


8.

Having a Gender and Feminist Monitoring and Evaluation Learning Plan from the outset of projects, helps facilitate outcome measurements and strengthen the project accountability levels to GE.


9.

Introducing gender equality tools to support integration and advancement of GE within interventions are more effective if the level of accountability to their achievement is held at a managerial level.


Findings
1.

Relevance

UNDP Jordan CO gender interventions are relevant and well aligned with national priorities, UNDP GE strategy, and women needs and interests. The expression of GEWE within results framework varies. Some interventions fell short from having specific GEWE outcomes at higher levels but did have some results at output and indicator levels. In all cases, the activities and outputs stipulated were appropriate to achieving the specified gender related results and indicators. At a community level, the project interventions were perceived as relevant especially as they enhanced women’s access to knowledge, economic opportunities and deepening women solidarity and social cohesion, intentionally in some projects or unintentionally in others.

Effectiveness:

with the exception of gender targeted projects, the interventions within projects are not fully integrated and appear to be standalone activities to address gender inequalities. Interventions are not well contextualized within the projects and the potential to capitalize on gender activities are frequently overlooked.
The absence of a gender analysis for projects suggests that interventions are introduced without consideration for intersectional factors, contextual specificities and strong understanding of gender situation and power structures. As a result, GEWE approaches are less effective, and gender related risks are overlooked especially that the voices of diverse groups of women are not always evident in decision making contexts.
Staff commitment to gender equality has enabled UNDP Jordan to overcome some of the gender neutrality narrative and approach within some of projects. The findings of the evaluation suggest that the interventions more frequently focus on the quantitive aspects of project indicators especially in reaching out to women and engaging women. While UNDP-Jordan CO seeks to phase out from the “number focus” approach, the interventions have contributed to some extent to increasing the level of women economic participation, empowerment and engaging in public spheres.
UNDP-Jordan CO work on gender mainstreaming within institutions and policies have paved the way for change but has not effectively transformed policy approaches or institutionalized processes. Such activities require longer term interventions that embody stronger GEWE programming approaches.

Efficiency:

Interventions of short time periods are less likely to be transformative in approach. Addressing structural barriers requires time. Financial efficiency was difficult to assess for the non GEN 3 projects especially that the project budgets, which were shared, were not clearly marked for GE activities or results.
UNDP-Jordan CO calculated expenditure on gender equality with regards to the gender marking of the project itself. UNDP Jordan CO reports that an estimated 17% of the total country office budget was spent on GEN 3 projects, while 78% of the total country office budget was reported for GEN 2 projects. The overall estimates of UNDP Jordan CO expenditures are encouraging. Nonetheless, a deeper review of the GEN 2 projects is necessary to help define the actual expenditure on GEWE interventions. The classification within UNDP gender marking scheme can be misguiding as the bulk of expenditure is not directly related to GEWE activities e.g. PVE projects. The findings also indicate that the cost benefit value of some of the income generating projects, that eventually hire only a few women, is questionable. Thousands of Jordanian Dinars are spent on establishing income generating activities for cooperatives, including women cooperatives. However, during the evaluation it was noted that only a few women are actually working in these interventions and the cost of generating a job may be much higher than its value especially that in most cases, with the exception of the SWM and WEE projects, the jobs generated were seasonal and short termed. That noted, the income generated for cooperatives from these projects as well as others are distributed to the members which helps scale the benefit but only marginally.
UNDP Jordan CO overall management of the projects was reflective of their approach to be more responsive to emerging and changing situations. The team has demonstrated through their knowledge, skills and networking a commitment to support women, especially cooperative leadership, to overcome barriers and achieve the project results.

Sustainability:

Exist strategies to sustain activities are not always clear and frequently, they were developed during the course of the intervention as opposed to being conceptualized with the communities, particularly women, at the design stage. Some of reviewed interventions were short termed and as a result their potential and expectation to continue were modest.
UNDP Jordan office GE interventions, although frequently disrupted, had longer-term impact on participants. Women, who participated in UNDP interventions reported increased self-confidence and better ability to make decisions.
Projects that have developed exist strategies have had to adapt them and revise them to respond to emerging situations, whether positive or negative. While this demonstrates the responsiveness and flexibility of UNDP Jordan CO, it also emphasizes the importance of including community members, especially women, and stakeholders to promote ownership as well as explore appropriate and responsive solutions.

 


Recommendations
1

Develop an internal road map to increase GEN 3 and GEN 2 programming.

 

2

Strengthen GEWE interventions across sectors through

3

Establish and forge partnership with strategic local partners working on GEWE in Jordan

4

Develop a capacity enhancement plan for the staff at all levels to promote GEWE and deepen their knowledge

5

Re-positioning UNDP’s role as a catalyst for change in GEWE work through

1. Recommendation:

Develop an internal road map to increase GEN 3 and GEN 2 programming.

 

Management Response: [Added: 2022/05/08] [Last Updated: 2022/06/01]

Accepted - for GEN 3 Projects

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Defining strategic gender equality results framework for core areas of work in line with the country program and gender equality policy. Having strategic GEWE outcomes, outputs and indicators can guide programs and project staff in conceptualizing the GEWE interventions and eventually, help develop more gender-responsive programs that lead to transformative change. Furthermore, this can facilitate reporting that aggregates results of smaller interventions and activities to a more strategic level especially, if it is reflected and incorporated in the CPD.
[Added: 2022/06/01]
Management, GE (Gender Equality) specialist Monitoring and Evaluation Specialist and programme Team 2022/12 Initiated The CO has ensured that the CPD 2023-2027 RFW contains GEWE outputs and indicators, and this effort will be carried over to all projects. The GE specialist will develop a new gender equality Plan in line with the global UNDP gender equality strategy which will be finalized in July 2022
Ensure that GEN 1 and GEN 2 projects allocate gender specialists, fully or partially, to support advancing their project’s GEWE work. Gender marking of projects should be more flexible and can change during implementation. Accordingly, opportunities may arise to optimize the realization of GEWE goals.
[Added: 2022/06/01]
GE specialist 2027/04 Initiated The office cannot commit gender specialists for GEN1 and GEN2 projects. The Gender Specialist of the Country Office will work closely with such projects to ensure gender mainstreaming. History
Incorporate more GE-related indicators within the CPD and strengthen the monitoring and reporting mechanism to reflect more gender equality and feminist approaches. In the medium and long term, this will facilitate having fully-fledged feminist evaluation approaches that rely on stakeholder inputs and leadership.
[Added: 2022/06/01]
CPD Core Team 2022/05 Completed The CPD core team, in close consultation with programme team and key stakeholders, has drafted GE related indicators within the new CPD.
Develop a more elaborated guiding note to support the Gender Marking process. The note needs to be more elaborate, and clear and should deconstruct the loaded terminologies, such as “adequately intergraded, or “significant” that can be misinterpreted.
[Added: 2022/06/01]
GE Specialist 2027/04 Not Initiated There is already a Gender Marker guidance note which the CO will use as a basis to develop a tool that is more comprehensive and efficient. Trainings on this tool will also be provided This will be incorporated in budgets for the next cycle of the CPD and evaluated as part of the thematic evaluation on gender planned for Q1 of 2026. History
2. Recommendation:

Strengthen GEWE interventions across sectors through

Management Response: [Added: 2022/05/08] [Last Updated: 2022/06/01]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Mandating all projects, regardless of their perspective Gender Marking, to undertake a relevant gender analysis, focused, and specific to the project and intervention that is planned. The analysis needs to be grounded in feminist principles that reflect the voices of diverse groups and analyze gender relations, access to resources and power, gender situation, and perceptions of women, men, girls, and boys of the project idea. Findings and recommendations of the gender analysis should inform the project design, implementation approach, solutions, and development of the project’s MEAL plans.
[Added: 2022/06/01] [Last Updated: 2022/06/28]
Management, GE specialist, and project review committees 2027/04 Initiated History
Mandating GEWE considerations in monitoring and reporting plans as well as risk analysis.
[Added: 2022/06/01]
Management, GE specialist, M&E Specialist and Project Managers 2027/04 Initiated GE specialist and M&E specialist will continue to ensure that monitoring and reporting plans, and risk analysis include GEWE Considerations
Encouraging projects to focus more on measuring qualitative aspects of gender equality and on reflecting and amplifying diverse groups of women voices in their project management and implementation.
[Added: 2022/06/01]
Gender Focal Team, Project Managers 2027/04 Initiated The gender focal team will work closely with project teams to develop inclusive gender action plans which will enable measuring qualitative aspects of gender equality and faciliate participation of diverse groups
Developing clear strategies to account for the diversity of circumstances (intersectional factors), inclusivity of groups, and local knowledge and experience in project implementation and reporting.
[Added: 2022/06/01]
Gender Focal Team and ACCLAb 2023/04 Initiated The gender focal team and AccLab will work on developing clear strategies to account for the diversity of circumstances (intersectional factors), inclusivity of groups.
Encouraging longer-term interventions that allow for more transformative change.
[Added: 2022/06/01]
Management and Programme Team 2023/01 Initiated The CO is working on modifying its approach to projects and programming towards longer term interventions and capitalizing on complementarities across pillars projects’
Adopt more gender-responsive budgeting that will allow tracking the expenditure on GE interventions more accurately.
[Added: 2022/06/01]
Programme Team 2022/05 Completed The CO already has a requirement to allocate 15 percent of project budget to gender related activities
Building on the defined GEWE results framework within core areas, establish a memorandum of understanding with JNCW to collaborate and cooperate on issues of interest and relevance.
[Added: 2022/06/01]
GE specialist with Pillar leads 2023/06 Not Initiated UNDP CO will draft a memorandum of understanding with JNCW in the first Q of CPD to ensure aligned GE goals with national priorities. History
Promoting innovative approaches to engage men and boys in gender equality discussions.
[Added: 2022/06/01]
Gender Focal Team and ACCLAb 2023/04 Not Initiated The gender focal team and AccLab will work on developing innovative approach to engage men and boys in gender equality discussions in line with CPD gender equality priorities.
3. Recommendation:

Establish and forge partnership with strategic local partners working on GEWE in Jordan

Management Response: [Added: 2022/05/08] [Last Updated: 2022/06/01]

Accept

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Building on the defined GEWE results framework within core areas, establish a memorandum of understanding with JNCW to collaborate and cooperate on issues of interest and relevance.
[Added: 2022/05/08] [Last Updated: 2022/06/01]
GE specialist with department leads 2023/02 Initiated UNDP CO will draft a memorandum of understanding with JNCW in the first Q of CPD to ensure aligned GE goals with national priorities. History
Establish a repository of gender-related studies and documents developed or supported by UNDP for both internal and external use by partners. This includes studies, gender analysis, position papers, etc...
[Added: 2022/06/01]
Team Leaders and Project Managers 2027/04 Not Initiated UNDP CO will work on more gender focused studies and documents by allocating more financial and human resources to development of evidence-based knowledge products during the new CPD period.
Develop a database of women-led partners that UNDP works with and host frequent reflection and consultation sessions on the UNDP GEWE implementation approach.
[Added: 2022/06/01]
Gender Focal Team and Deputy Pillar Leads 2023/06 Not Initiated The Gender focal team will develop a women-led partners that UNDP works with and host frequent reflection and consultation sessions in the first year of implementation.
4. Recommendation:

Develop a capacity enhancement plan for the staff at all levels to promote GEWE and deepen their knowledge

Management Response: [Added: 2022/05/08] [Last Updated: 2022/06/01]

Accept

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Annually, provide a series of multilevel training for staff on GEWE programming. Training courses should be hands-on and discuss practical guidance for strengthening GEWE programming.
[Added: 2022/05/08] [Last Updated: 2022/06/01]
GE specialist with Human resources and management 2027/04 Initiated In addition to the mandatory gender sessions, the GE specialist will develop series of multilevel training for staff on GEWE programming based on a needs assessment. History
Host quarterly informal knowledge sharing sessions on thematic issues chosen by staff members themselves. Sessions could be held as round table discussions but need to be based on real examples from UNDP projects and experiences.
[Added: 2022/06/01]
Gender focal team 2027/04 Initiated The gender focal team will organize informal knowledge sharing sessions on thematic issues chosen by staff.
Strengthen the gender equality focal point role and ensure the reflection of responsibility in their terms of reference and annual goals.
[Added: 2022/06/01] [Last Updated: 2022/06/28]
GE Specialist & Gender focal team 2022/12 Initiated Gender equality goals a mandatory requirement for all PMDs History
5. Recommendation:

Re-positioning UNDP’s role as a catalyst for change in GEWE work through

Management Response: [Added: 2022/05/08]

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Engaging more in national activities relating to GEWE programming concerning UNDP core areas of interest.
[Added: 2022/06/01] [Last Updated: 2022/06/28]
GE & Programme team 2023/03 Initiated GE specialist and senior management will work on an engagement plan for the next CPD to ensure GEWE Programming national activities are implemented. History
Sharing more of UNDP Jordan CO work on GEWE through social media and meetings. This includes a strong presence of experiences in GEWE programming and documents produced by UNDP.
[Added: 2022/06/01]
GE specialist and Communication officer 2023/06 Initiated GE specialist and Communication officer will develop a gender communication strategy to ensure a strong presence of experiences in GEWE programming and documents produced by UNDP.
Capacitating women organizations, especially in remote areas, to negotiate their interests and needs with officials and policymakers while amplifying their voices to shape the local GEWE discourse and actions.
[Added: 2022/06/01]
Programme teams 2027/04 Initiated The ongoing WEE project already engage with those women’s groups. Moreover, new projects and assessments will ensure that remote area located women organizations are supported.
Defining UNDP niche among UN agencies to ensure coordination, cooperation, and collaboration to advocate for GEWE while ensuring complementarity of work as opposed to duplication of it i.e., delivering as one to support Jordan achieve its commitment to SDGs and international commitments.
[Added: 2022/06/01]
CPD Core team 2027/04 Initiated In drafting the new CPD, UNDP Jordan CO defined the UNDP niche in addressing GEWE priorities among UN agencies to ensure coordination, cooperation, and collaboration to advocate for GEWE. During the new CPD duration, UNDP CO Jordan will ensure coordination, cooperation, and collaboration to advocate for GEWE.
Reviewing and updating the UNDP Jordan CO Gender Equality Strategy to define a theory of change and GEWE framework for the core areas of work. The strategy should present a results framework that aggregates the results of interventions to more strategic outcomes. It should as well define potential areas of work for GEN 3 programs
[Added: 2022/05/08] [Last Updated: 2022/06/01]
GE specialist with team leaders. 2022/09 Not Initiated The GE specialist will update the UNDP Jordan CO Gender Equality Strategy after the sign-off of the global UNDP Gender Equality Strategy. History

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