The main responsibilities of the International Gender Mainstreaming Adviser are:
1. Review mainstreaming gender in NPPs
Assess the extent of gender mainstreaming in the current drafts of the NPPs
Since numerous steps had been taken by MOWA to mainstream gender into the NPPs, a number of the NPPs have already been reviewed from a gender lens with varying levels of adequacy. The task of the consultant is to develop or recommend a generic gender responsiveness analytical toolkit/framework, to facilitate extent of gender responsiveness taking into consideration existing guidelines and NAPWA. The Consultant will utilise this gender responsiveness analytical toolkit/framework to categorize the 22 NPPs based on the extent by which gender has been mainstreamed, adopting such categorization as gender blind, gender neutral, or gender responsive. The NPPs that fall within the category of gender blind and gender neutral will be taken as priority for her/his gender review. The gender responsiveness analytical toolkit/framework as well as the list of gender blind, gender neutral, or gender responsive NPPs will both be submitted to MOWA for validation and approval during the first two weeks of the assignment.
Upon validation by MOWA of the NPPs listed in the gender blind and gender neutral list, the consultant will undertake individual review of each NPP, together with the technical review staff of the concerned ministry. The consultant will ensure that transfer of capacity is happening during the gender mainstreaming process. At the end of the consultancy, the consultant will prepare a report on the gender responsive element(s) of each NPP and raise recommendations on how such could be pursued at the level of implementation, monitoring and reporting. In this connection, the Gender Mainstreaming Advisor will:
i. Undertake a thorough review NPPs that have been endorsed and those yet to be endorsed from a gender lens
ii. Analyse extent of gender integration in each NPP, including the programme plans and budgets
iii. Provide recommendations on strengthening gender responsiveness of each reviewed NPP and work to integrate such changes in consultation with respective Ministry review teams
iv. Prepare a report on the gender responsive element(s) of each NPP and raise recommendations on how such could be pursued at the level of implementation, monitoring and reporting
Outputs: Gender responsiveness analytical toolkit/framework; Review report indicating responsiveness categories, gender concerns, and recommendations for revision; Revised NPPs; Monitoring and reporting framework with clear benchmarks
Timeline: Throughout the consultancy
2. Assess ministries and their capacity for gender mainstreaming
i. Assess capacity in gender mainstreaming mechanisms within ministries, including extent of mainstreaming at the level of institutional policy, institutional systems and procedures; functions, challenges faced including their respective technical value in promoting gender mainstreaming at ministry level.
ii. Review gender competence of Ministerial gender focal persons, accountabilities, challenges faced, and extent of effectiveness and recommend how the focal persons system can be revitalized and strengthened.
In Afghanistan, three main typologies of gender units are to be found within Government. These include ministerial, inter ministerial and women’s shuras, mechanisms. Ministerial gender units (either internal to the Ministry of inter ministerial) exist within the formal structure of a ministry and are usually staffed by few staff, whose responsibilities include: raising awareness about gender issues among staff internally and implementing ministry gender policies. Gender units also provide coordinating activities with gender units in other ministries and with international technical advisors. Gender units are products of the post-2001 institutional reforms initiated by international agencies. For a significant number of ministries, gender unit policies, procedures, TORs and aims/ objectives are still emerging.
Women’s shuras are usually informal staff associations for women, headed by an elected women’s representative. These mechanisms exist in most ministries; many were established during the Soviet era which accounts to the predominantly welfare-oriented approach that is characteristic of these shuras. Women’s shuras do not usually have a position in the tashkil (formal ministry structure) hence have limited influence and power on ministry leadership bodies is relatively limited.
These mechanisms have entirely different origins and are intended to achieve completely different outcomes. Nonetheless, their often overlap or duplicate each other especially where both exist within a ministry.
The key tasks of the consultant will be to:-
i. Assess capacity in gender mainstreaming mechanisms within ministries, including extent of mainstreaming at the level of institutional policy, institutional systems and procedures; functions, critical gaps and challenges faced including their respective technical value in promoting gender mainstreaming at ministry level. The consultant will document any promising/good practices in the achievement of gender equality
iii. Review the gender competence of ministerial gender focal persons, especially their abilities to analyze and identify gender roles, identities, relations in society, organizations and ability to change perspectives. The consultant will review their terms of reference, accountabilities, challenges faced, and extent of effectiveness and recommend how the focal persons system can be revitalized and strengthened.
Outputs: Gender audit tool/instrument; Gender audit report consolidating all sampled audited ministries, audit results, promising practices; Staff gender competency review including review of TORs, accountabilities, challenges and recommendations on strengthening capacities
Time line: 1st Month to 2nd Month
3. Assess the capacity of MOWA, DOWA’s and the MOWA Programme Management Unit (PMU) to implement, monitor and evaluate gender mainstreaming processes in Government
The Ministry of Women Affairs was established in 2001 in line with the Bonn Agreement which specifically called for specific attention to the role of women, to act as lead ministry for the advancement of women’s status and promoting gender equality across government. It has 9 central departments and 34 provincial departments. The first procedural regulation of MoWA as a central institution was passed by a decision of Ministers’ Council, and approved by Decree No. 26 of 24.05.2004 of President of Transitional Islamic State of Afghanistan.
The MoWA Program Management Unit (PMU) was established with 6 core staff led by a Program Management Director who work full time on the MOWA NPP. The key roles of the Unit are planning, implementation, resource allocation and utilization, monitoring, reporting and evaluation of the program performance of the MOWA National Priority Programme (NPP) component areas. The PMU ensures the timely delivery of quality outputs by the working groups; provides quality representation of the program in interagency cluster meetings; and facilitates the establishment of enabling processes that will support the overall performance of the program. The PMU is accountable to the Technical Deputy Minister for the overall performance of the MOWA program, and its six working groups.
The Consultant will assess effectiveness of MOWA, its Programme Management Unit and a sample of DOWA offices at Provincial level, their terms of reference, staffing, programme management, institutional structuring and leveraging ability and influence and provide recommend changes to enhance/strengthen its gender work across Government clusters.
Outputs: Report on MOWA, its PMU and sampled DOWA offices review and recommendations
Timeline:3rd Month to 4th Month
4. Assess the capacity of MOWA’s Gender Mainstreaming Taskforce to provide technical advisory and policy coordination for facilitating the implementation of NAPWA within Government’s Priority Programmes
The Gender Mainstreaming Task Force (GMTF) was established to provide technical advisory and policy coordination for facilitating the implementation of NAPWA within priority programs. It is located at the HRD Cluster Maintain linkage with gender entities/focal persons of all clusters. Besides providing coordination at HRD cluster level, the GMTF also seeks to increase attention and political commitment to gender equality in all clusters. Other key responsibilities of the GMTF include supporting efforts aimed at strengthening policies in support of NAPWA implementation, budgeting, monitoring and reporting; and serving as an advisory and coordinating body on gender in the priority programs of government
The consultant will assess the performance of the GMTF in mainstreaming gender equality across all clusters and provide recommendations for its strengtheningincluding its terms of reference, its management, leadership and leveraging ability and influence and provide recommendations for its strengthening.
Outputs: Report on GMTF review and recommendations
Timeline: 3rd and 4th Month
5. Undertake a desk review of existing tools and materials including written, audio visual materials, case studies and training manuals to determine their effectiveness and user friendliness
The Ministry of Finance, Ministry of Women Affairs and other line ministries have been supported by various international partners to develop tools, materials and manuals for gender mainstreaming work. The consultant will undertake a desk review of existing materials to determine their efficacy and impact. The materials will also be assessed for user friendliness and appropriateness within the cultural system in place.
Outputs: Desk review report on tools and materials
Timeline: 5th Month
6. Develop a capacity strengthening strategy addressing gaps identified under (2) (3) and develop action plan and framework that will enable MOWA, the PMU, the GMTF and the ministerial mechanisms to monitor and evaluate NPPs and NAPWA implementation more effectively
The Consultant will develop a comprehensive strategy for capacity strengthening for ministry specific gender units and focal persons, MOWA Programme Management Unit and the Gender Mainstreaming Taskforce.
Based on the Strategy, the Consultant will develop a detailed and costed implementation plan addressing all the capacity gaps identified for ministry specific gender units and focal persons.
The consultant will develop a framework and process that will facilitate MOWA, the Programme Management Unit, the Gender Mainstreaming Taskforce and various Ministries to monitor and evaluate NPPs and NAPWA implementation more effectively.
Upon completion of the task, s/he will transfer to UN Women and partners all records and documents used in the gender mainstreaming process at the end of the consultancy period.
The Consultant will design, organise and facilitate a Stakeholder Forum comprising all stakeholders, including the Ministry of Finance, Ministry of Women Affairs, Gender units in line ministries and selected DOWA offices to discuss the gender audit/assessment findings, desk review of materials and reach consensus and foster ownership on the strategy, its implementation plan and the proposed framework for monitoring and evaluating the NPPs and NAPWA implementation more effectively.
Outputs: Strategy for capacity strengthening for line Ministry Gender Units, MOWA, MOWA PMU and GMTF; Costed implementation plan; Document outlining a Framework for M&E and Reporting on NPPs and NAPWA implementation; Workshop budget, Programme, Participants list, draft participants invitation letter, Workshop presentations and notes and Final Stakeholder Work shop Report
Timeline: 6th Month