National institutions advance gender equality and status of women by 2016

Report Cover Image
Evaluation Plan:
2012-2018, Malawi
Evaluation Type:
Outcome
Planned End Date:
06/2015
Completion Date:
06/2015
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
60,000

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Title National institutions advance gender equality and status of women by 2016
Atlas Project Number:
Evaluation Plan: 2012-2018, Malawi
Evaluation Type: Outcome
Status: Completed
Completion Date: 06/2015
Planned End Date: 06/2015
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 4.3. Evidence-informed national strategies and partnerships to advance gender equality and women's empowerment
Evaluation Budget(US $): 60,000
Source of Funding: TRAC
Joint Programme: No
Mandatory Evaluation: Yes
Joint Evaluation: Yes
  • Joint with UN Women, UNFPA and UNICEF
Evaluation Team members:
Name Title Email Nationality
Grace Okonji Mrs. gokonji@yahoo.com KENYA
GEF Evaluation: No
Key Stakeholders: National Aids Commission, MGCCD,
Countries: MALAWI
Lessons
Findings
Recommendations
1 Strengthen the internal institutional set-up for gender mainstreaming. The following actions need to be taken: (a) Develop a CO Gender Mainstreaming strategy or Action Plan with strategic steps to replace the current ad hoc approach of mainstreaming gender. (b) Internally within UNDP CO, mainstreaming approach needs to be ?everybody?s business?, including the senior management and operational staff. (c) Constitute an intra gender team of focal points from each cluster and operations, under the leadership of the DRR Programme or DRR Operations that promotes knowledge of gender mainstreaming and gender support to their respective programmes and tracks results. The Terms of Reference for the team to be developed and participating staff members be rewarded appropriately in the performance management development tool. (d) Each cluster/programme needs to assume the full responsibility for integrating relevant gender issues into their work effectively using their own resources. Thus they would need to build in the cost of on-going technical assistance related to gender into their programmes. (e) Strengthen linkages across projects and programmes for cohesive gender results and cross programme learning. (f) Comparative strength- In addition to mainstreaming across all outcomes, projects and programmes, UNDP CO needs to focus on niche areas within the broad gen¬der agenda. This is necessary to enable UNDP communicate its comparative advantage to the country in a consistent and systematic manner. This could be women?s economic empowerment, or women?s participation in leadership and decision making or gender and Governance including institutional capacity strengthening for gender equality and women empowerment (GEWE). The relative spread of UNDP initiatives is positive to respond to diverse priority areas by the country but it makes it difficult to identify UNDP?s comparative niche for GEWE. A niche area would allow the UNDP to optimize available resources and thus create a greater impact in the longer run. (g) UNDP CO should adopt and implement the recommendations from the Gender Seal Self-Assessment Report in order for it to improve its performance in gender mainstreaming in its programming and operations.
2 The UNDP approach of stand-alone outcome and integration in all other outcomes was a right choice as greater results emerged through stand-alone outcome. However, UNDP should consider a multi-track approach to gender mainstreaming that allows for targeted interventions on specific priority areas. While at UNDAF level the UN agencies have taken the multi-track approach of gender mainstreaming, UNDP as guided by its corporate GES seems to focus only on integrating gender in outcomes and programmes and not so much on specific targeted approach which adds value to comprehensive gender mainstreaming. UNDP CO should consider both approaches. Within integration of specific targeted gender/women/girls/men?s priorities, the CO and partners should make specific gender interventions a strategic option rather than a default choice based on analysis of inequalities and barrier and the need to bridge the gap and identify upfront which areas will require special targeted intervention. The choice needs clear options appraisal; analysis of the state of gender programming nationally; capacity analysis; and the consideration of other potential modalities.
3 The UNDP CO should plan for regular capacity building for staff on gender mainstreaming, analysis and capturing gender results. CO should strengthen gender mainstreaming capacity of programme staff to enable the CO and programme staff to develop a consistent and systematic approach to gender mainstreaming in the programmes and projects. Invest in capacity building for programme staff and counterparts for gender mainstreaming. Interviews with some staff members reveal the gap in ?how to? of gender mainstreaming, therefore, training should move to the level of ?how to? such as gender mainstreaming in climate change, gender mainstreaming in private sector, gender mainstreaming in employment and others to be identified and linked to the planned outcomes. UNDP has to enhance its staff training on the gender equality aspects of the substantive areas of the organization?s work, shifting from generic gender analysis training to targeted training in specialized technical areas. Focus on shifting from ensuring that gender is only in documents, including project documents to understanding how gender relations affect the implementation of development programmes. Train staff on results based management from gender perspective to enhance programme planning and monitoring and reporting. UNDP CO should provide quick gender analysis or diagnosis at the design of outcome areas to inform gender sensitive outcomes, outputs and relevant indicators so that meaningful mainstreaming takes place ?where the river is flowing?. Instead of developing new tools, the UNDP CO should make good use of its existing tools as well as other agency tools, for example, UNEP tools on gender and environmental managemnt. In addition all UN staff should complete the online course (see link at www.unicef.org/ or https://trainingcentre.unwomen.org/course/index.php?categoryid=1. The course is relevant in understanding UN partnerships and coherence for delivering as one.
4 UNDP should allocate sufficient funding for capacity building and staff training on gender mainstreaming so that concrete results are achieved. In line with corporate GES, It is recommended that at least 10 per cent of the learning budgets of the CO be earmarked for gender related learning activities.
5 Develop a partnership strategy for GEWE or integrate this in the overall Office partnership Strategy. Strengthen partnerships with diverse actors based on UNDPs comparative strength and partners strengths and mandate, for example, partnerships with donors to leverage resources for GEWE, partnerships with the UNCT for delivering as one but in particular, UNDP should work with UNCT to develop a UNCT gender equality strategy and to ensure a strong UN-GTWG; partnerships with CSOs beyond just contractual partners. UNDP should deepen its partnership with mainstream; social and alternative media organizations, including as a vehicle to engage younger men and women in advancing gender equality.
6 UNDP should strengthen gender mainstreaming in programmes/projects by: improving gender responsiveness in project design and implementation. The incorporation of a gender perspective does not necessarily mean that gender specific measures should be incorporated into the design where they are not relevant. It simply means that projects and programmes should be designed with a gender lens using gender analysis. The following actions need to be taken: (a) Take action and ensure that gender equality and women?s empowerment are addressed comprehensively throughout UNDP?s project life cycle through a set of well-defined-thematic checklists and guidelines and sex disaggregated data where possible and building programme staff member?s capacity to undertake gender analysis (b) Take action and ensure that programme documents incorporate gender-responsive outcome indicators and at least one output and output indicators. Focus on shifting more effectively from a focus on women, as beneficiaries or target populations, to approaches that promote gender equality. (c) Take action and ensure that programme Appraisal process includes mandatory gender screening and benchmarking against programming guidelines. Institute a check off system for integrating gender before sign-off of programme/project documents. The intra focal team to develop an outline of the different steps and actions required to mainstream gender at the programme level and what the expected outcomes of this process are. (d) Track expenditures for funds allocated under the gender marker to ensure it is commensurate with gender results achieved. (e) Take action to ensure that relevant tools for gender mainstreaming are available for use by staff. This can be requested through staff participation in UNDP knowledge networks such as the gendernet. (f) Ensure regular monitoring of and reporting on progress of gender mainstreaming using sex-disaggregated data or capturing of stories of change. This will include building on training from Results based management to identify key gender specific indicators for each programme or project in relation to the gender-related results identified. (g) Develop a partnership strategy for GEWE or integrate this in the overall Office partnership Strategy. Strengthen partnerships with diverse actors based on their strengths and mandate, for example, partnerships with CSOs beyond just contractual partners, UNDP should deepen its partnership with mainstream; social and alternative media organizations, including as a vehicle to engage younger men and women in advancing gender equality.
7 For the short term results to be sustained over time, UNDP will need to plan for and systematically address sustainability in its work.
1. Recommendation: Strengthen the internal institutional set-up for gender mainstreaming. The following actions need to be taken: (a) Develop a CO Gender Mainstreaming strategy or Action Plan with strategic steps to replace the current ad hoc approach of mainstreaming gender. (b) Internally within UNDP CO, mainstreaming approach needs to be ?everybody?s business?, including the senior management and operational staff. (c) Constitute an intra gender team of focal points from each cluster and operations, under the leadership of the DRR Programme or DRR Operations that promotes knowledge of gender mainstreaming and gender support to their respective programmes and tracks results. The Terms of Reference for the team to be developed and participating staff members be rewarded appropriately in the performance management development tool. (d) Each cluster/programme needs to assume the full responsibility for integrating relevant gender issues into their work effectively using their own resources. Thus they would need to build in the cost of on-going technical assistance related to gender into their programmes. (e) Strengthen linkages across projects and programmes for cohesive gender results and cross programme learning. (f) Comparative strength- In addition to mainstreaming across all outcomes, projects and programmes, UNDP CO needs to focus on niche areas within the broad gen¬der agenda. This is necessary to enable UNDP communicate its comparative advantage to the country in a consistent and systematic manner. This could be women?s economic empowerment, or women?s participation in leadership and decision making or gender and Governance including institutional capacity strengthening for gender equality and women empowerment (GEWE). The relative spread of UNDP initiatives is positive to respond to diverse priority areas by the country but it makes it difficult to identify UNDP?s comparative niche for GEWE. A niche area would allow the UNDP to optimize available resources and thus create a greater impact in the longer run. (g) UNDP CO should adopt and implement the recommendations from the Gender Seal Self-Assessment Report in order for it to improve its performance in gender mainstreaming in its programming and operations.
Management Response: [Added: 2015/09/14]

: The Country Office (CO) agrees with the recommendation to strengthen the internal institutional set-up for gender integration. The CO has adopted the proposed actions for achieving this objective. Furthermore the CO wishes to emphasize that introducing gender focal points in portfolios and programmes is key to ensuring that gender is integrated in CO activities and programmes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a CO Gender Mainstreaming strategy and Action Plan
[Added: 2015/09/14] [Last Updated: 2017/12/29]
CO Gender Team 2018/12 Overdue-Initiated This exercise is being done under the Gender Seal Certification process. History
Constitute a gender team of with representation form each programme portfolio and operations unit
[Added: 2015/09/14] [Last Updated: 2017/12/29]
DRR(P) and DRR (O) 2016/06 Completed History
Develop terms of reference for gender team/focal points including accountability requirements
[Added: 2015/09/14] [Last Updated: 2017/12/29]
DRR(P), DRR(O) 2016/04 Completed History
Identify/determine UNDP?s comparative niche for GEWE.
[Added: 2015/09/14] [Last Updated: 2017/12/29]
CO Gender Team 2016/12 No Longer Applicable [Justification: GEWE project closed]
History
Adopt and implement the recommendations from the Gender Seal Self-Assessment Report
[Added: 2015/09/14] [Last Updated: 2017/12/29]
DRR(P) and Gender Team 2017/12 Completed History
2. Recommendation: The UNDP approach of stand-alone outcome and integration in all other outcomes was a right choice as greater results emerged through stand-alone outcome. However, UNDP should consider a multi-track approach to gender mainstreaming that allows for targeted interventions on specific priority areas. While at UNDAF level the UN agencies have taken the multi-track approach of gender mainstreaming, UNDP as guided by its corporate GES seems to focus only on integrating gender in outcomes and programmes and not so much on specific targeted approach which adds value to comprehensive gender mainstreaming. UNDP CO should consider both approaches. Within integration of specific targeted gender/women/girls/men?s priorities, the CO and partners should make specific gender interventions a strategic option rather than a default choice based on analysis of inequalities and barrier and the need to bridge the gap and identify upfront which areas will require special targeted intervention. The choice needs clear options appraisal; analysis of the state of gender programming nationally; capacity analysis; and the consideration of other potential modalities.
Management Response: [Added: 2015/09/14]

The CO accepts the recommendation and will adopt a multi-track approach to gender mainstreaming during the next country programming cycle. The CO will seek to have stand-alone interventions on specific priority areas or targeted areas as well ensuring that gender elements are integrated in all other outcomes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct assessment and analysis to identify aspects for stand-alone interventions and elements to integrate in other country programme outcomes o the next CP
[Added: 2015/09/14] [Last Updated: 2017/12/29]
Resilience and Sustainable Growth (RSG) and Responsive Institution and Citizen Engagement (RICE)portfolios 2017/03 Completed History
3. Recommendation: The UNDP CO should plan for regular capacity building for staff on gender mainstreaming, analysis and capturing gender results. CO should strengthen gender mainstreaming capacity of programme staff to enable the CO and programme staff to develop a consistent and systematic approach to gender mainstreaming in the programmes and projects. Invest in capacity building for programme staff and counterparts for gender mainstreaming. Interviews with some staff members reveal the gap in ?how to? of gender mainstreaming, therefore, training should move to the level of ?how to? such as gender mainstreaming in climate change, gender mainstreaming in private sector, gender mainstreaming in employment and others to be identified and linked to the planned outcomes. UNDP has to enhance its staff training on the gender equality aspects of the substantive areas of the organization?s work, shifting from generic gender analysis training to targeted training in specialized technical areas. Focus on shifting from ensuring that gender is only in documents, including project documents to understanding how gender relations affect the implementation of development programmes. Train staff on results based management from gender perspective to enhance programme planning and monitoring and reporting. UNDP CO should provide quick gender analysis or diagnosis at the design of outcome areas to inform gender sensitive outcomes, outputs and relevant indicators so that meaningful mainstreaming takes place ?where the river is flowing?. Instead of developing new tools, the UNDP CO should make good use of its existing tools as well as other agency tools, for example, UNEP tools on gender and environmental managemnt. In addition all UN staff should complete the online course (see link at www.unicef.org/ or https://trainingcentre.unwomen.org/course/index.php?categoryid=1. The course is relevant in understanding UN partnerships and coherence for delivering as one.
Management Response: [Added: 2015/09/14] [Last Updated: 2015/09/14]

The CO agrees with the recommendation to introduce practical measures on how to conduct gender mainstreaming, analysis and capturing results as part of capacity development for its staff and programme counterparts. The CO will explore and impart gender skills relevant to each stage in the planning process e.g. gender analysis, programme design and appraisal to concerned planning teams. In addition, the CO will organize sector or theme-specific gender mainstreaming training such gender mainstreaming for climate change, private sector and human rights programmes and projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Train programme staff in gender analysis and mainstreaming at prior to undertaking work in the planning cycle
[Added: 2015/09/14] [Last Updated: 2017/12/29]
Gender team 2017/12 Completed History
Train programme staff in gender analysis and mainstreaming for specific interventions e.g climate change, private sector development, etc.
[Added: 2015/09/14] [Last Updated: 2017/12/29]
Gender team 2018/12 Overdue-Not Initiated History
Train staff in results based management from gender perspective to enhance programme planning and monitoring and reporting
[Added: 2015/09/14] [Last Updated: 2017/12/29]
UN M&E Technical Working Group 2018/12 Overdue-Initiated History
4. Recommendation: UNDP should allocate sufficient funding for capacity building and staff training on gender mainstreaming so that concrete results are achieved. In line with corporate GES, It is recommended that at least 10 per cent of the learning budgets of the CO be earmarked for gender related learning activities.
Management Response: [Added: 2015/09/14]

The CO accepts the recommendation in principle. The CO will reserve 10% of its learning budget for gender mainstreaming. In essence, the CO will develop a gender mainstreaming plan and budget. If the requirements of the plan will be less than 10% of the total training budget so be it. If the plan will cost more than 10% of the total learning budget, the CO will ensure that the 10% requirement is considered. It is noted that whether or not concrete results follow from training activities, depends on other factors besides the training itself.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a gender mainstreaming training plan and budget
[Added: 2015/09/14] [Last Updated: 2017/12/29]
Gender team and CO Learning Committee 2018/12 Overdue-Initiated History
Support implementation of CO gender mainstreaming training plan
[Added: 2015/09/14] [Last Updated: 2017/12/29]
Gender Team and CO Learning Committee 2018/12 Overdue-Not Initiated History
5. Recommendation: Develop a partnership strategy for GEWE or integrate this in the overall Office partnership Strategy. Strengthen partnerships with diverse actors based on UNDPs comparative strength and partners strengths and mandate, for example, partnerships with donors to leverage resources for GEWE, partnerships with the UNCT for delivering as one but in particular, UNDP should work with UNCT to develop a UNCT gender equality strategy and to ensure a strong UN-GTWG; partnerships with CSOs beyond just contractual partners. UNDP should deepen its partnership with mainstream; social and alternative media organizations, including as a vehicle to engage younger men and women in advancing gender equality.
Management Response: [Added: 2015/09/14]

The CO accepts the recommendation. Partnerships with different categories of stakeholders are important for ensuring that gender outcomes are achieved and sustained over time.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop an inclusive partnership strategy for GEWE
[Added: 2015/09/14] [Last Updated: 2017/12/29]
Gender team and CO Partnership focal point 2016/06 No Longer Applicable [Justification: GEWE project closed]
History
Support implementation of selected elements in the strategy.
[Added: 2015/09/14] [Last Updated: 2017/12/29]
Gender team and Partnerships Focal point 2017/12 No Longer Applicable [Justification: GEWE project is closed]
History
6. Recommendation: UNDP should strengthen gender mainstreaming in programmes/projects by: improving gender responsiveness in project design and implementation. The incorporation of a gender perspective does not necessarily mean that gender specific measures should be incorporated into the design where they are not relevant. It simply means that projects and programmes should be designed with a gender lens using gender analysis. The following actions need to be taken: (a) Take action and ensure that gender equality and women?s empowerment are addressed comprehensively throughout UNDP?s project life cycle through a set of well-defined-thematic checklists and guidelines and sex disaggregated data where possible and building programme staff member?s capacity to undertake gender analysis (b) Take action and ensure that programme documents incorporate gender-responsive outcome indicators and at least one output and output indicators. Focus on shifting more effectively from a focus on women, as beneficiaries or target populations, to approaches that promote gender equality. (c) Take action and ensure that programme Appraisal process includes mandatory gender screening and benchmarking against programming guidelines. Institute a check off system for integrating gender before sign-off of programme/project documents. The intra focal team to develop an outline of the different steps and actions required to mainstream gender at the programme level and what the expected outcomes of this process are. (d) Track expenditures for funds allocated under the gender marker to ensure it is commensurate with gender results achieved. (e) Take action to ensure that relevant tools for gender mainstreaming are available for use by staff. This can be requested through staff participation in UNDP knowledge networks such as the gendernet. (f) Ensure regular monitoring of and reporting on progress of gender mainstreaming using sex-disaggregated data or capturing of stories of change. This will include building on training from Results based management to identify key gender specific indicators for each programme or project in relation to the gender-related results identified. (g) Develop a partnership strategy for GEWE or integrate this in the overall Office partnership Strategy. Strengthen partnerships with diverse actors based on their strengths and mandate, for example, partnerships with CSOs beyond just contractual partners, UNDP should deepen its partnership with mainstream; social and alternative media organizations, including as a vehicle to engage younger men and women in advancing gender equality.
Management Response: [Added: 2015/09/14]

The CO accepts the recommendations for strengthening gender mainstreaming in programmes/projects by: improving gender responsiveness in project design and implementation. However, it is noted that the actions needed to achieve this objective are similar to actions under recommendations ?1?, ?3? and ?5?. Relevant actions proposed under this recommendations are being adopted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a set of well-defined thematic related checklists and guidelines and for sex disaggregated data to guide gender analysis.
[Added: 2015/09/14] [Last Updated: 2017/12/29]
Gender team 2018/12 Overdue-Initiated History
Take action and ensure that programme documents incorporate gender-responsive outcome indicators and at least one output and output indicators.
[Added: 2015/09/14] [Last Updated: 2017/12/29]
Gender Team and M&E Specialist 2018/12 Overdue-Initiated History
Incorporate checklist to assess whether projects are promoting approaches for gender equality as opposed to women as beneficiaries or target populations during project appraisal.
[Added: 2015/09/14] [Last Updated: 2018/08/21]
Gender team and portfolio managers 2018/12 Overdue-Initiated History
Take action and ensure that programme Appraisal process includes mandatory gender screening and benchmarking against programming guidelines
[Added: 2015/09/14] [Last Updated: 2017/12/29]
Gender team and Portfolio Managers 2018/12 Overdue-Initiated History
Ensure regular monitoring of and reporting on progress of gender mainstreaming using sex-disaggregated data or capturing of stories of change.
[Added: 2015/09/14] [Last Updated: 2017/12/29]
Portfolio Managers nd Programme Analysts 2018/12 Overdue-Initiated History
7. Recommendation: For the short term results to be sustained over time, UNDP will need to plan for and systematically address sustainability in its work.
Management Response: [Added: 2015/09/14]

: UNDP agrees with the recommendation. Sustainability will be reached by establishing partnerships with other development partners, working within established institutions and including exit strategies.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop exit strategies for interventions
[Added: 2015/09/14] [Last Updated: 2017/12/29]
Portfoilo Managers and Programme Analysts 2018/12 Overdue-Initiated History

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